The Expressway Authority

Posted: May 16, 2013

When the Expressway Authority was constructing the reverse elevated express lanes (REL) of the Crosstown Expressway, one of the piers collapsed. Approximately two months later, a second pier had sunk. While immediate engineering, remedial and investigative steps were taken, the Expressway faced crisis level declines in public confidence and support, not only in the integrity of the system but in the executive management of the Authority itself. In fact, questions were raised about disbanding the organization. The Leytham Group was asked to join a multi-disciplinary team designed to set overarching strategies for the recovery as well as to manage all manner of communications through the opening of the REL.

Strategies used in rebuilding public trust were complex and layered, requiring focused, rapid response communications policies and nearly 24/7 availability from Leytham, who was designated as the first round “triage” point on all communications inquiries, including media, community and governmental at all levels.

Beyond engineering our message positioning was built around transparency, and we often announced what may have been perceived as negative in deference to the need to be open and create trust. Our key messages focused on the depth, breadth and reliability of the “fix”, and the unique ability of the new executive director to execute. Additionally, it was determined that litigation would be unavoidable, and we proactively pursued positioning in the court of public opinion. Lastly, we strategically built momentum toward the opening  with active media relations, photo opportunities and promotional video, culminating in a 5k run across the bridge with over 1000 citizens participating.

Extensive community relations (speaking engagements/updates, citizen outreach and opinion leader meetings) were aggressively pursued. Media relations strategies were employed, including nearly weekly press briefings with print and broadcast reporters, editorial writers, proactive announcements on major and mid level construction or litigation events. There was extensive coordination with the core team to vet all information to be disseminated for accuracy and ability to deliver as promised. Newsletters were also used to reach existing users of the system. Further, during construction, specific efforts were made to be accommodating to users of the existing lower level system to build goodwill and confidence. These efforts were conducted essentially on a limited budget of professional fees, design and printing costs. No budget was exceeded – in no small part due to old fashioned hard work, smart messaging and media relations.

During this nearly year-long period the media coverage was intense – much of that by design – with an average of nearly two clips weekly. An analysis of that period confirms a steady change from mistrust to skepticism to hopefulness to confidence. The REL opened exceeding projected ridership by nearly 20%, and continues on that path today.

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