For Immediate Release

(New York, May 1, 2019) The automated, pneumatic waste collection system collecting trash on Roosevelt Island for more than 40 years, will soon receive a major upgrade. Roosevelt Islanders’ trash will continue to be automatically collected via a 20 inch tube, with a – whoosh – eliminating daily garbage collection trucks.

Envac Iberia has been awarded a $1.7 million contract by the Roosevelt Island Operating Corp. of the State of New York (RIOC). It will improve operations, reduce energy consumption, release more than half the space presently reserved for AVAC operations and provide at least 30 more years of automated waste collection to the Island’s growing residential population.

AVAC has been operated by the NYC Department of Sanitation (DSNY) for 40 plus years relying on virtually the original equipment. The upgrade will bring 4 decades of innovation to the Island’s system, including remote monitoring and operations, and smaller, more energy efficient equipment. The upgrade investment is expected to be paid back in 4 years, in operational savings alone. Re-use of the significant amount of space released to be used for more profitable purposes, is under study by RIOC.

Roosevelt Island’s 14,000 plus residents will continue to receive vacuum waste collection services throughout the 6 -month upgrade. Built in redundancy allows the system to operate, despite sections being replaced and repaired. AVAC’s track record for reliability is well established.  Not only has it been serving the Roosevelt Island community for over 40 years, but it continued to operate during Hurricane Sandy. The Island was the only NYC sanitation district with uninterrupted waste collection when New York garbage was left uncollected on City sidewalks for up to 3 weeks during the blizzards of winter 2010-11, when garbage trucks were redeployed to plow snow.

Background

Envac (previously called Central Sug) headquartered in Sweden, invented automated, pneumatic waste collection over 60 years ago. It now has over 800 installations worldwide, which include residential communities, mixed use development, airports, offices, retail, hospitals and campuses.  Specialized systems service kitchens and public open spaces collecting litter with self-emptying litterbins. The system can be found in Paris, London, Milan, Stockholm, Seoul, Copenhagen, Montreal and Singapore, among other global cities.

Invited to the U.S. in the 1970’s for major installations such as Roosevelt Island and Disney World, Orlando, it thereafter refocused its efforts on Europe, the Far East and the Middle East. Envac US was formed in 2017, to focus on the US market.

Forty years of innovation include capabilities such as re-cycling, remote operations (including from a cell phone) 24/7 availability, data collection, “pay as you throw” and invoicing.  The system is climate resilient, particularly to flooding, making it an ideal installation for flood prone or water front areas.  As a sealed system from moment of waste deposit to compaction and containerization (which can occur up to a mile from a waste inlet) there are no spills or odors, eliminating rodent and vermin problems.  Daily trash collection trucks are eliminated as the waste and recyclables are collected via “vacuum” through a 20-inch tube. Independent studies have determined that an Envac system can eliminate up to 80% of truck miles travelled and resulting green house gas emissions.

Independent consultants have found the sealed system to be more secure than conventional waste collection, where bins open to the public can attract destructive attention seekers.  Israel is installing its third system.

For more information, please see www.envacgroup.com or contact:  Rosina Abramson, Envac US representative, rosina.abramson@envac.us, (212) 877 1281.

Contact: Lonnie Soury, Soury Communications, Inc., Lsoury@soury.com, (212) 414-5857.

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https://vimeo.com/179720425 (outdoor system), Roosevelt Island has an indoor system.

Challenge

The City of Cincinnati faced civil unrest in the aftermath of the University of Cincinnati police shooting of an unarmed African American man in an off-campus traffic stop. The killing was captured in its entirety on the police officer’s lapel camera. This tragic incident occurred as the nation focused on police and community relations after a number of highly charged incidents resulted in a breakdown in relations between city government and the Black community in the midst of one of the most troubled periods of race relations since the civil rights movement.

What could the University of Cincinnati do to prevent a similar breakdown of relations in a city with a history of troubled police community relations? How should the university deal with the national and international media attention to the tragic incident that was broadcast around the world? What did the university need to provide to the community to demonstrate appropriate sensitivity, avoid disruptive demonstrations and violence, and bring the community and university together?

Solution

The university embarked on a concerted effort to reach out to the African American community, faith and civil rights leaders, elected officials and neighborhood residents, as well as the campus community and the media.

The university brought in new public safety leadership, a new police chief and experts on police community relations. They hired experts in race, diversity and crisis management. Within days of the shooting, a community advisory committee was established, chaired by a prominent judge, to oversee the evaluation of the police department and efforts to reform the department including anti bias training, diversity and inclusion. The university conducted a formal review of the shooting, and embarked upon “a top to bottom” review of the police department to assess: racial profiling, biased policing, hiring, training, diversity, use of force, police community relations, etc.

A strategic communications plan was put in place that proactively reached out to local, regional and national media to communicate the efforts of the university. National news media were invited to meet with university leadership and get full briefings about the efforts to reduce tensions and make change at the university. The university responded to every issue and inquiry, and embarked on a comprehensive public outreach effort with full transparency. An open door media policy invited all media, local and national, into the university to meet with the president and other officials. (CNN, AP, Reuters, Buzzfeed, USA Today, Wall St. Journal, Washington Post, MSNBC, etc.).

Results

A monetary settlement with the family of the shooting victim was quickly reached and over 100 meetings took place with community members, students, faculty, civic and religious leaders in the months following the tragedy

Tensions were dramatically reduced as community leaders responded favorably to the university’s efforts. The media, which had reported around the clock on the events, developed a respect for the university and its president as a result of the transparency, honesty and responsibility shown by leadership. Editorials, op eds and feature articles in national publications recognized the efforts the university engaged in to reduce tensions and do the right thing in the aftermath of such a tragedy. The University of Cincinnati has become a model for how crises can best be handled and, while there are no winners with the death of an innocent man, institutions can act sensitively, responsibly and proactively to make a difference.

Challenge

GM’s Minority Dealer Development Program, the auto industry’s first and most successful diversity program, was under intense media and company scrutiny. Charges of discrimination, lawsuits and major negative publicity were mounting. The Reverend Jesse Jackson and other prominent civil rights leaders were paying close attention, and asking the company to take a hard look into the allegations. General Motors management agreed to undergo an independent review of its entire program, but the company was concerned about how the results would be released and the public reaction.

Solution

A multi-year strategy was developed for the client that included an extensive internal and external effort to communicate the results of the internal audit. Systems were developed to ensure optimal results for the program. To enhance communication between GM management and minority dealers, a handbook outlining programs and processes supporting minority dealers was published and distributed. Fair settlements of lawsuits were completed and audit recommendations adopted. Regular “Hot Topics” meetings identified dealers with financial difficulties and outlined courses of action. National civil rights leaders, elected officials and the media were systematically briefed on results.

Results

National media attention turned positive as the General Motors’ Chairman and senior management led the turnaround. The company’s auto dealer senior management embraced goals and the program became a model for other companies. Among the accomplishments, by 2000 GM had the highest number of minority dealers of all the manufacturers. Over 80 percent of these dealers were profitable, up 17% from the previous year. Feature stories appeared in Fortune Magazine, Wall Street Journal, Automotive News, USA Today, top market dailies and other leading industry, business and general interest publications.

The U.S. Virgin Islands, experiencing an unprecedented economic expansion and budget surplus, sought an investment grade bond rating for the territory from the key rating agencies: Standard & Poor’s, Moody’s Investors Service and Fitch Ratings.

The effort entailed the preparation of major financial reports on the state of the territory’s economy and the Government’s financial condition, as well as a series of meetings in New York and on-island with representatives of the key bond rating agencies.

Soury Communications led a public information effort both via the Internet and in more conventional media – on-island, regionally in the Caribbean basin, and nationally. The strategy included raising the profile of the territory’s finances among a variety of public audiences, ranging from the Wall Street Journal to the credit-rating agencies. Quarterly e-newsletters were distributed to the financial and investment community outlining the territory’s stable investment environment and the growth of key revenue-generating industries, such as tourism and rum production.

The U.S. Virgin Islands received its first ever investment grade bond rating from all three major rating agencies, including Moody’s Investors Service, Fitch Ratings, and Standard and Poor’s.

Soury Communications is in partnership with DannMedia, www.dannmedia.com, a company that specializes in executive coaching for internal and external communications, media training for on-air talent, spokespeople, lawyers, authors, experts and anyone who has a story to tell. Through customized programs, clients learn how to prepare for interviews, articulate key message points, talk in soundbites, use body language, prepare for interviews, answer difficult questions and control the conversation.

Marlene Dann, lead coach and president of DannMedia, is an award winning television executive with a long track record of success for producing news and entertainment programs. As Executive Vice President at Court TV (now truTV) and Executive Producer at CNBC, she successfully trained numerous anchors and correspondents, including Savannah Guthrie, Nancy Grace, Jack Ford, andAshleigh Banfield. She works with experts and high profile personalities on how to perform in the media. Many of her clients regularly appear on major outlets. Marlene has won various awards during her career, including being voted one of the top fifty women in cable. As an experienced executive and producer she understands what it takes to make the media work for you.

The Lord of the Rings movie and merchandising franchise has garnered over six billion dollars in revenues and enormous profits. J.R.R Tolkien, author of the Lord of the Rings and the Hobbit, had sold film rights to his books before his death in 1973 for of 7.5% of gross revenues after expenses. After so called “Hollywood accounting,” the Tolkien estate, which is now a charitable trust, had received virtually nothing from proceeds of the films.

Negotiations over the royalty distribution lasted years until the estate retained a highly regarded Los Angeles law firm. Soury Communications was brought on as advisors as national and international media attention grew on issues surrounding the beloved books and films. Having accurate and responsible information about the issues in the case in the public arena was crucial as the case moved through the legal process. Media attention grew quickly and concern developed among the enormous worldwide fan base that the lawsuit could impact the production of J.R.R Tolkien film properties already in production.

Accurate Information About Legal Case Crucial

Soury Communications developed a public strategy that would manage the media attention while ensuring that the facts of the case and legal developments were reported accurately. Fact based materials were prepared and distributed, interviews conducted and a compelling narrative developed about the issues in the case that was successfully introduced to the variety of public audiences. Every major media outlet including all the major networks, Associated Press, Reuters, Bloomberg, AFP, Wall Street Journal, Financial Times, Fortune, Forbes, CNN, CNBC and the New York Times coved the case extensively.

Soon the world came to know the issues surrounding the rights to the Lord of the Rings franchise. Negotiations between the principals to end the legal battle quickened with the Tolkien estate receiving one of the largest royalty settlements in Hollywood history.

By Bob Brody / New York Daily News

In a small town on Long Island more than 20 years ago, 17-year-old Martin Tankleff discovered his parents Arlene and Seymour at home slashed and bludgeoned to death. Martin wound up being charged with the double murder, then convicted, despite pleading innocent, and sentenced to life in prison.

More than 10 years ago, a private investigator decided to dig into the case. The PI had obtained evidence to suggest that others had committed the double homicide and framed Tankleff. But he needed help and looked to enlist my friend Lonnie Soury in the cause. Lonnie, a Manhattanite who runs a small public relations firm and often handles clients in legal matters, accepted the role pro bono.

Everyone does a good deed now and then. But Lonnie’s actions were, to my mind, somewhat out of character for him. Love him though I do, I’d known him to be a slick, fast-talking operator who craved the limelight.

My next conversation with Lonnie quickly turned to Marty Tankleff. The push to reopen the case was rife with roadblocks, he told me, particularly a district attorney who faced apparent conflicts of interest and a media that remained indifferent. Lonnie went into the details at some length, his teeth clenched in frustration.

Every time Lonnie and I connected, the talk eventually came around to Tankleff. About a year later, Lonnie took me to lunch at the Harvard Club, then a client of his. Once again, it was Marty this and Marty that. The case was hard going: delays, depositions, a judge who was trying to throw it all out of court. Lonnie ranted filibuster-style over the lunchtime hush — “How can the judge be so blind?” — so loudly that heads turned to see the cause of the commotion.

As we left, I asked him, “Why are you doing this?” “Because I have to,” he said.

In the coming years, Lonnie was all Marty all the time. He conferred with lawyers, worked reporters, strategized next steps. He and his colleagues established a website about Tankleff, recruited supporters and garnered media attention.

The case became his grand obsession, and he paid a high price. He devoted so much time to the case that he lost clients and alienated friends, including me. His wife and children questioned his sanity, and he entered therapy.

Then, finally, came the unexpected. Even though the local court denied a retrial, public and private support kept growing. Two years later, new evidence and the ensuing newspaper headlines forced the case out of local courts. In December 2007, a state appellate court unanimously overturned the convictions. Suddenly, Marty Tankleff was out of prison and back with family and friends after 17 years behind bars.

Lonnie had proven instrumental in getting Tankleff released. In going the extra mile for someone else, in sustaining an act of altruism over five years, he transcended his own past — and personality — to deliver a humanitarian coup. In saving Marty, Lonnie saved himself.

After the Tankleff case, Lonnie promised his friends and family that he was obsessed no more and would resume a normal life.

But that never happened. He co-founded False Confessions, a public advocacy organization committed to bringing attention to wrongful convictions that result from false confessions in criminal prosecutions — and reforming the system responsible.

In short order, then, Lonnie found himself recruited to help free Damien Echols, an innocent man on death row in Arkansas. Echols was eventually released. Currently, Lonnie is pushing to overturn the wrongful convictions of former Police Officer Richard DiGuglielmo and abuser Jesse Friedman. And he’s somehow keeping his personal life on an even keel, too.

Come 2013, maybe we should all resolve to pull “a Lonnie” — a major good deed, or what we Jews call a mitzvah. Advocate for a cause beyond ourselves. Why would we do that? Maybe because, like my friend, we have to.

Brody, an executive and essayist in Forest Hills, blogs at letterstomykids.org

Read more…

After 18 years in prison, with Damien Echols on death row and Jesse Misskelley and Jason Baldwin serving life, the West Memphis 3, as they became known, were freed in August 2011.  The three men agreed to an Alford plea in which, while maintaining their innocence, they accepted a guilty plea.

Their Freedom was the Result of Years of Struggle by Many, Millions of Dollars and Support From Around the World

The effort to free the three men began within a few years of their conviction in 1994, with the establishment of an advocacy support group and an award-winning documentary that brought worldwide attention to the murders and made a compelling case of injustice.

Lorri Davis, Damien Echols’s wife, led a national and international campaign to free the three wrongfully convicted men. Soury Communications was brought on later to help generate public and legal community support for their case and coalesce efforts to free the West Memphis 3.

Peter Jackson, Lonnie Soury and Damien Echols, Lorri Davis and Steve and Kathy Braga at Sundance Film Festival

Soury Communications worked closely with Davis and Echols’s legal team and private investigators to secure new evidence and ensure that the public, the legal community, elected officials and the people of Arkansas were made aware of the innocence of the three men. An advocacy website, www.freewestmemphis3.org, was launched which posted the latest legal documents and outlined the status of newly discovered evidence. Soury reached out to The National Association of Criminal Defense Lawyers (NACDL) and the Center on Wrongful Convictions at Northwestern University School of Law to join in the appeal.

Major media outlets were encouraged to report on new developments in the case, such as CBS News 48 Hours, The New York Times, CNN, AP, Reuters, as well as international media from New Zealand to Norway. Compelling legal arguments and new evidence obtained through the WM3 tip line, as well as growing public awareness of their innocence put tremendous pressure on authorities in Arkansas resulting in the reopening of the case by a unanimous decision by the Arkansas Supreme Court. Ultimately, the Alford plea idea initiated by Echols’s attorneys – while imperfect – was accepted by all three defendants in order to obtain their immediate release from prison so that they could begin the process of rebuilding their lives

Efforts to exonerate the men continue. New evidence of their innocence developed by the legal defense team and investigators is currently in the hands of the District Attorney in Arkansas.

After his release, Damien Echols published a memoir of his life experiences, and a critically acclaimed documentary film chronicled the case and provided additional evidence that the West Memphis 3 were innocent of the murder of three young boys in Arkansas in 1993.

Damien Echols talks about life after death row, Brandeis University, February 5, 2013, at the Schuster Institute of Brandeis University