The APTA Rail Conference convened in Cleveland, Ohio to explore developments in the US rail industry and its megaprojects.
Several large projects across the nation currently have the potential to transform mobility options for millions of Americans. However, these involve significant construction and infrastructure work, as well as substantial investment that can divide public opinion.
The event acknowledged that all large infrastructure projects bring engineering and community challenges that must be overcome. APTA therefore hosted discussions on the importance of maintaining a positive public narrative and fostering community engagement to facilitate the success of such endeavours.
A panel discussion on ‘Transit Megaprojects and the Narrative of Enduring Community Value’
© APTA
During a panel discussion, Ian Coss, Producer of The Big Dig: A Study in Infrastructure, noted that choosing to construct “the right project” is a foundational element in ensuring an undertaking is well-received.
Indeed, in Amtrak’s plans for introducing more high-speed rail services in the US, the operator looks for corridors with good-sized population centres, limited stops, enclosed tracks, modern infrastructure, limited curves and simple topography. This helps ensure potential projects are feasible and worthwhile.
However, when considering public perceptions, Andy Byford, Senior Vice President of High-Speed Rail Development at Amtrak, noted that you cannot expect universal approval. Instead, you have to have the conviction to fully believe in it yourself and execute the project with purpose.
For example, he acknowledged that Amrak’s plans to deliver a high-speed rail network between Dallas and Houston are “controversial”. For such projects, it is thus highly important to engage with the community and overcome any concerns, while also accepting that not everyone will approve.
Andy Byford said:“You've got to get the narrative right. You've got to buy the community into the project and excite the community… But you have to remember, at the end of the day, you can't, please everyone. What you do have to do is really understand the scope of that project, its benefits and the community value, as well as the Zeitgeist around the community. You need to know what they like about it and what their fears are, and as best as you can, you should address those fears.”
What’s more, Byford highlighted the importance of being open and transparent about costings and timelines, while also building trust with the relevant communities.
Byford added:“You have to be honest, get your costing right, and get your scope right as best you can, so that you don't end up with dramas and front page headlines.
“I think as long as you know that you've done your damnedest to understand the communities’ concerns and have addressed those concerns and that you're very transparent from start to finish, I think that you can sleep at night.”
Further emphasising the need for transparency, Phillip Eng, General Manager & CEO at the Massachusetts Bay Transportation Authority (MBTA) argued that negative narratives often come from a lack of information, causing people to fill the gaps with how they view a project. By providing an open dialogue with clear facts and figures, this tendency can therefore be avoided.
As an example, Eng recollected projects where the community was not informed about noisy construction. When construction started, people therefore assumed it would continue over the next year. However, when successful outreach is carried out, communities can be correctly informed of specific dates and times, which changes the dialogue and builds public trust.
This approach is arguably crucial for setting the tone of the narrative. In fact, Coss noted that trust breeds goodwill and patience, whereas a negative narrative can create a self-fulfilling prophecy due to the challenge of functioning with resistance. Once a narrative turns negative, it can thus be difficult to reverse perceptions.
Addressing Negative Perceptions
To mitigate the potential of a lasting negative narrative, Felicia Alexander, Deputy Assistant Secretary for Transportation Policy at the US Department of Transportation advocated for addressing local concerns prior to making any larger announcements on a national scale.
Alexander said:“This is one of the reasons the DOT has been pushing the narrative around meaningful and intentional public involvement. If we know a community has a huge opinion that may not necessarily be the most positive, let’s have a one-on-one discussion before any big announcements.
“This starts a dialogue and a relationship that gets cultivated through the life of the project and beyond. It's owning the fact that there is this customer that we value.”
As a specific example, Eng noted that Long Island Rail Road’s third track project was completed with unprecedented community engagement. This engagement swayed the community’s perspective on the benefits of the project and quelled fears regarding residential property acquisition, which had previously been included in its plans. By communicating with the community and presenting plans that no longer required homes to be taken, the project could then be successfully executed with public support.
Long Island Rail Road’s (LIRR) third track project
© Marc A. Hermann / MTA
The way that project leaders respond to and acknowledge criticism and complaints is thus critical.
Indeed, Byford noted that there is a tendency for organisations to put up walls in response to negativity, rather than opening up the dialogue. Instead of putting the shutters up and hiding from negative headlines, Byford emphasised the need to get out and address the criticism so that the organisation can take back control of the narrative.
Cultivating Positive Perceptions
Importantly, community responses to proposed projects can also be highly positive and supportive. In such cases, public opinion can be a significant driving force in getting a project approved and off the ground.
For example, Alexander noted that some communities are passionate about changing how their neighbourhoods are connected. This includes those who have been negatively impacted by the construction of highways, cutting them off from opportunities.
Furthermore, Ryan Snow, Senior Vice President of Strategy at Stacy Witbeck argued that local businesses can also become champions for a project if they are part of the process and realise the benefits it could bring.
Snow stated:“When individuals have their own personal agenda, it can be beneficial to make them part of the project and make them feel like they are invested in the project and are contributing to it. One of the ways we've done this is to put together a Community Advisory Board, who we meet with regularly. Through that process, we're able to hear concerns, while also building a relationship with them and allowing them to feel like their voice is heard. I remember a job down in Phoenix, where the biggest opponent was initially one of the RV parks along the alignment... but at the end of the day, he was our biggest champion, and he talked about how great it was to work on the job because of this process.”
To gain support for a new project, it is also worth acknowledging the impact of overall attitudes towards transit. Indeed, public opinions on the value of investing in new transport infrastructure are inevitably shaped by one’s general perceptions of public transit and its value.
To create a greater demand for rail investments, it is therefore equally imperative to improve existing services and ensure they become more attractive so that the benefits of mass transit can be realised. This calls for a focus on enhancing the passenger experience and improving safety to cultivate positive responses to further projects.
Costs
Finally, alongside convincing the public of the benefits of a project, it can also be crucial to justify the investment cost, especially when prices and estimates have a tendency to increase.
Although price increases can damage public trust, Coss argued that there exists a paradox, where, if it had been known from the get-go how much a project would cost, it would not have been executed, but looking back, it can prove worth the investment.
To maintain public engagement during this process, Eng emphasised the continued need for open dialogues to explain why challenges have been encountered and how they are being tackled.
He noted that currently, contributing factors to rising costs include material availability across the supply chain, as well as competing needs across the industry. Indeed, with many projects ongoing across the nation, agencies are competing for the same resources, contractors and skills. As a result, although the current influx of capital is positive, it is also driving up costs as demand for valuable resources increases.
To avoid unexpected challenges, Snow advocated for bringing contractors in early to identify risks in the design phase of a project where possible. He also emphasised the need for contractors to be transparent with agencies from the start so that they can work together to ensure a project’s feasibility within a budget.
Likewise, Byford also stressed the importance of transparency but acknowledged that project leaders are generally under pressure to commit to a low price, which can result in unrealistic estimations.
Andy Byford, Senior Vice President of High-Speed Rail Development at Amtrak said:“The dilemma is, at the start of a project, you are under pressure to announce the earliest possible start date for the least possible price. And the same politicians who are pressuring you to keep the price down will then be all over you when the price isn't what it was going to be.
“So that's tough at the start because sometimes you do have to speak truth to power and say that's not a realistic budget or schedule. And it will come back to haunt you if you don't hold the line and insist on the real cost.”
Byford cited the Elizabeth Line project in London as an example of a project that got out of control in terms of costs and deadlines.
Byford was appointed as London’s Transport Commissioner in 2020 and felt that there was no transparency for Transport for London (TfL) on the Crossrail project because it was run by a separate board.
To avoid further project extensions and budget slippages, the project was then brought in-house. Prior to announcing an absolute commitment to the public, TfL conducted a “granular scientific dive” into the remaining scope of the project and the best possible schedule and price it could be delivered to. This commitment was met in time for the deadline of the Queen’s Jubilee.
This example therefore highlights the benefits of using all available information to set an immovable deadline that can be confidently shared with the public.
The Elizabeth line commenced passenger services on 24 May 2022
Finally, although the public can be critical towards expensive rail projects, it is important to note that equivalent projects to expand highways or airport runways to meet the same capacity demands can cost twice as much and deliver none of the greenhouse gas emission benefits.
This point was made by Melissa Figueroa, Chief of Strategic Communications for the California High-Speed Rail Authority during a webinar discussion last year.
The sentiment was also echoed by the other panellists, with Amtrak’s President, Roger Harris highlighting that in the past 20 years, the US Federal Government had spent 1.3 trillion USD on highway investment. Moreover, this figure will keep rising if the nation does not reduce its reliance on road transport, as continued car usage will simply increase the need for additional maintenance and capacity upgrades.
As a result, rail megaprojects can be a valuable form of investment. However, to ensure these are well-received and deliver maximum benefits to the communities they serve, it is crucial to engage with the public throughout the process.
The APTA Rail Conference highlighted that engineering and community hurdles are inevitable in delivering mega rail projects, but stressed that transparent communication, community engagement, and a commitment to addressing public concerns are paramount for success.
By fostering positive narratives and building trust, project leaders can mitigate resistance and enhance support for rail initiatives. Ultimately, while rail projects may be controversial and complex, their long-term benefits in connectivity, environmental impact, and economic growth make them worthwhile. Engaging the public and maintaining a transparent dialogue can thus help ensure they are successfully implemented.
Comment
by Tiana May
Published
1 Aug 2024
Tags
Construction
Infrastructure
United States
The APTA Rail Conference convened in Cleveland, Ohio to explore developments in the US rail industry and its megaprojects.
Several large projects across the nation currently have the potential to transform mobility options for millions of Americans. However, these involve significant construction and infrastructure work, as well as substantial investment that can divide public opinion.
The event acknowledged that all large infrastructure projects bring engineering and community challenges that must be overcome. APTA therefore hosted discussions on the importance of maintaining a positive public narrative and fostering community engagement to facilitate the success of such endeavours.
During a panel discussion, Ian Coss, Producer of The Big Dig: A Study in Infrastructure, noted that choosing to construct “the right project” is a foundational element in ensuring an undertaking is well-received.
Indeed, in Amtrak’s plans for introducing more high-speed rail services in the US, the operator looks for corridors with good-sized population centres, limited stops, enclosed tracks, modern infrastructure, limited curves and simple topography. This helps ensure potential projects are feasible and worthwhile.
However, when considering public perceptions, Andy Byford, Senior Vice President of High-Speed Rail Development at Amtrak, noted that you cannot expect universal approval. Instead, you have to have the conviction to fully believe in it yourself and execute the project with purpose.
For example, he acknowledged that Amrak’s plans to deliver a high-speed rail network between Dallas and Houston are “controversial”. For such projects, it is thus highly important to engage with the community and overcome any concerns, while also accepting that not everyone will approve.
“You've got to get the narrative right. You've got to buy the community into the project and excite the community… But you have to remember, at the end of the day, you can't, please everyone. What you do have to do is really understand the scope of that project, its benefits and the community value, as well as the Zeitgeist around the community. You need to know what they like about it and what their fears are, and as best as you can, you should address those fears.”
What’s more, Byford highlighted the importance of being open and transparent about costings and timelines, while also building trust with the relevant communities.
“You have to be honest, get your costing right, and get your scope right as best you can, so that you don't end up with dramas and front page headlines.
“I think as long as you know that you've done your damnedest to understand the communities’ concerns and have addressed those concerns and that you're very transparent from start to finish, I think that you can sleep at night.”
Further emphasising the need for transparency, Phillip Eng, General Manager & CEO at the Massachusetts Bay Transportation Authority (MBTA) argued that negative narratives often come from a lack of information, causing people to fill the gaps with how they view a project. By providing an open dialogue with clear facts and figures, this tendency can therefore be avoided.
As an example, Eng recollected projects where the community was not informed about noisy construction. When construction started, people therefore assumed it would continue over the next year. However, when successful outreach is carried out, communities can be correctly informed of specific dates and times, which changes the dialogue and builds public trust.
This approach is arguably crucial for setting the tone of the narrative. In fact, Coss noted that trust breeds goodwill and patience, whereas a negative narrative can create a self-fulfilling prophecy due to the challenge of functioning with resistance. Once a narrative turns negative, it can thus be difficult to reverse perceptions.
Addressing Negative Perceptions
To mitigate the potential of a lasting negative narrative, Felicia Alexander, Deputy Assistant Secretary for Transportation Policy at the US Department of Transportation advocated for addressing local concerns prior to making any larger announcements on a national scale.
“This is one of the reasons the DOT has been pushing the narrative around meaningful and intentional public involvement. If we know a community has a huge opinion that may not necessarily be the most positive, let’s have a one-on-one discussion before any big announcements.
“This starts a dialogue and a relationship that gets cultivated through the life of the project and beyond. It's owning the fact that there is this customer that we value.”
As a specific example, Eng noted that Long Island Rail Road’s third track project was completed with unprecedented community engagement. This engagement swayed the community’s perspective on the benefits of the project and quelled fears regarding residential property acquisition, which had previously been included in its plans. By communicating with the community and presenting plans that no longer required homes to be taken, the project could then be successfully executed with public support.
The way that project leaders respond to and acknowledge criticism and complaints is thus critical.
Indeed, Byford noted that there is a tendency for organisations to put up walls in response to negativity, rather than opening up the dialogue. Instead of putting the shutters up and hiding from negative headlines, Byford emphasised the need to get out and address the criticism so that the organisation can take back control of the narrative.
Cultivating Positive Perceptions
Importantly, community responses to proposed projects can also be highly positive and supportive. In such cases, public opinion can be a significant driving force in getting a project approved and off the ground.
For example, Alexander noted that some communities are passionate about changing how their neighbourhoods are connected. This includes those who have been negatively impacted by the construction of highways, cutting them off from opportunities.
Furthermore, Ryan Snow, Senior Vice President of Strategy at Stacy Witbeck argued that local businesses can also become champions for a project if they are part of the process and realise the benefits it could bring.
“When individuals have their own personal agenda, it can be beneficial to make them part of the project and make them feel like they are invested in the project and are contributing to it. One of the ways we've done this is to put together a Community Advisory Board, who we meet with regularly. Through that process, we're able to hear concerns, while also building a relationship with them and allowing them to feel like their voice is heard. I remember a job down in Phoenix, where the biggest opponent was initially one of the RV parks along the alignment... but at the end of the day, he was our biggest champion, and he talked about how great it was to work on the job because of this process.”
To gain support for a new project, it is also worth acknowledging the impact of overall attitudes towards transit. Indeed, public opinions on the value of investing in new transport infrastructure are inevitably shaped by one’s general perceptions of public transit and its value.
To create a greater demand for rail investments, it is therefore equally imperative to improve existing services and ensure they become more attractive so that the benefits of mass transit can be realised. This calls for a focus on enhancing the passenger experience and improving safety to cultivate positive responses to further projects.
Costs
Finally, alongside convincing the public of the benefits of a project, it can also be crucial to justify the investment cost, especially when prices and estimates have a tendency to increase.
Although price increases can damage public trust, Coss argued that there exists a paradox, where, if it had been known from the get-go how much a project would cost, it would not have been executed, but looking back, it can prove worth the investment.
To maintain public engagement during this process, Eng emphasised the continued need for open dialogues to explain why challenges have been encountered and how they are being tackled.
He noted that currently, contributing factors to rising costs include material availability across the supply chain, as well as competing needs across the industry. Indeed, with many projects ongoing across the nation, agencies are competing for the same resources, contractors and skills. As a result, although the current influx of capital is positive, it is also driving up costs as demand for valuable resources increases.
To avoid unexpected challenges, Snow advocated for bringing contractors in early to identify risks in the design phase of a project where possible. He also emphasised the need for contractors to be transparent with agencies from the start so that they can work together to ensure a project’s feasibility within a budget.
Likewise, Byford also stressed the importance of transparency but acknowledged that project leaders are generally under pressure to commit to a low price, which can result in unrealistic estimations.
“The dilemma is, at the start of a project, you are under pressure to announce the earliest possible start date for the least possible price. And the same politicians who are pressuring you to keep the price down will then be all over you when the price isn't what it was going to be.
“So that's tough at the start because sometimes you do have to speak truth to power and say that's not a realistic budget or schedule. And it will come back to haunt you if you don't hold the line and insist on the real cost.”
Byford cited the Elizabeth Line project in London as an example of a project that got out of control in terms of costs and deadlines.
Byford was appointed as London’s Transport Commissioner in 2020 and felt that there was no transparency for Transport for London (TfL) on the Crossrail project because it was run by a separate board.
To avoid further project extensions and budget slippages, the project was then brought in-house. Prior to announcing an absolute commitment to the public, TfL conducted a “granular scientific dive” into the remaining scope of the project and the best possible schedule and price it could be delivered to. This commitment was met in time for the deadline of the Queen’s Jubilee.
This example therefore highlights the benefits of using all available information to set an immovable deadline that can be confidently shared with the public.
Finally, although the public can be critical towards expensive rail projects, it is important to note that equivalent projects to expand highways or airport runways to meet the same capacity demands can cost twice as much and deliver none of the greenhouse gas emission benefits.
This point was made by Melissa Figueroa, Chief of Strategic Communications for the California High-Speed Rail Authority during a webinar discussion last year.
The sentiment was also echoed by the other panellists, with Amtrak’s President, Roger Harris highlighting that in the past 20 years, the US Federal Government had spent 1.3 trillion USD on highway investment. Moreover, this figure will keep rising if the nation does not reduce its reliance on road transport, as continued car usage will simply increase the need for additional maintenance and capacity upgrades.
As a result, rail megaprojects can be a valuable form of investment. However, to ensure these are well-received and deliver maximum benefits to the communities they serve, it is crucial to engage with the public throughout the process.
The APTA Rail Conference highlighted that engineering and community hurdles are inevitable in delivering mega rail projects, but stressed that transparent communication, community engagement, and a commitment to addressing public concerns are paramount for success.
By fostering positive narratives and building trust, project leaders can mitigate resistance and enhance support for rail initiatives. Ultimately, while rail projects may be controversial and complex, their long-term benefits in connectivity, environmental impact, and economic growth make them worthwhile. Engaging the public and maintaining a transparent dialogue can thus help ensure they are successfully implemented.