Who Is the Roosevelt Island Tram Really For?
Locals, Tourists, or Just the System Itself?
The Roosevelt Island Tram has long been the crown jewel of our island—a marvel of engineering, a symbol of our unique identity, and a lifeline to Manhattan. But as debates swirl around who gets to ride it first, we might be missing the bigger picture. Who is the tram really for? And is it serving that purpose at all?
The recent battle for priority boarding for Roosevelt Island residents has stirred up a familiar tension: locals versus tourists. On its face, the issue seems straightforward. Residents argue that the tram is their primary mode of transportation—one they rely on daily to get to work, school, and life across the river. Tourists, on the other hand, see the tram as part of the New York experience: a picturesque ride with Instagram-worthy views. The result? Packed cabins, long waits, and rising frustration.
It’s easy to sympathize with locals here. For the everyday commuter, there's nothing more maddening than being wedged between selfie sticks and families marveling at the skyline while the clock ticks closer to a missed meeting. Priority boarding seems like a logical fix, or at least a Band-Aid on the deeper wound of overcrowding. But does it solve the root issue, or does it just rearrange the chaos?
Taking a Step Back: Who Is the Tram Supposed to Serve?
When the Roosevelt Island Tram began operations in 1976, it was a necessity, not a novelty. The subway connection we rely on today didn’t exist back then, and the tram became Roosevelt Island's direct link to Manhattan. It wasn’t built for tourists; it was built for residents. Fast forward to 2024, and the context has shifted.
The tram, once a utilitarian solution, is now equal parts commuter necessity and tourist attraction. It’s listed on countless "Top 10 Things to Do in NYC" blogs and travel guides. As a result, the small cabins that were never meant to hold hundreds of people have become a battleground of competing priorities. Locals want reliability. Tourists want an experience.
But the question we should be asking is this: Can the tram successfully serve both? And if not, who should it prioritize?
The Management Problem: Over-Managed, Under-Delivered
Another unspoken layer of this debate lies in how the Roosevelt Island Tram is managed—and by whom. For those unaware, the tram is operated by the Roosevelt Island Operating Corporation (RIOC), a state agency tasked with managing much of the island’s services. But RIOC’s involvement doesn’t end there—it extends through a web of subcontractors and consultants that adds complexity without always delivering clarity.
First, the day-to-day operations and maintenance of the tram are subcontracted to Leitner-Poma of America, a private company specializing in cable transport systems. While Leitner-Poma handles the physical upkeep and operations of the system, their role isn’t entirely independent. RIOC retains the right, as outlined in its Operation and Maintenance (O&M) agreement, to engage external engineering consultants for second opinions on repairs, operations, and pricing.
Enter Hardesty & Hanover, a name that’s quietly embedded itself into the tram’s oversight. Hardesty & Hanover is an engineering consulting firm with over 130 years of experience in infrastructure projects, including bridges, transit systems, and kinetic structures. Notably, the firm was deeply involved in the Roosevelt Island Tram’s major 2010 equipment upgrade and structural renewal. More recently, RIOC extended a new contract to Hardesty & Hanover to act as its engineering consultant for the tram, authorizing up to $155,749 annually for their expertise through 2027.
While it’s reasonable for RIOC to seek out specialized knowledge, particularly for something as niche as aerial tramways, the growing involvement of third parties raises eyebrows. With Leitner-Poma operating the tram and Hardesty & Hanover providing oversight, residents might wonder: Who is really in charge?
The result feels like a classic case of over-management that translates into under-delivery. Too many decision-makers—each with their own agendas, contractual scopes, and limitations—can stymie progress. Delays in service, inconsistent maintenance updates, and a frustrating lack of transparency have become the hallmarks of a system designed to do better. For the everyday commuter, there’s little consolation in knowing multiple experts are involved when the result still feels like bureaucratic gridlock.
RIOC’s reliance on these outside entities highlights another uncomfortable truth: it doesn’t have the in-house expertise to manage the tram on its own. That’s not inherently a problem—few state agencies would—but it does create a dynamic where accountability becomes diluted. When the system breaks down, when repairs take too long, or when priorities like crowding are ignored, whom should residents blame? Leitner-Poma? Hardesty & Hanover? RIOC?
Without a clear chain of accountability, management inertia becomes inevitable. The tram, once a symbol of innovation, now feels weighed down by the very layers of oversight meant to support it.
By exposing this web of subcontractors and outside consultants, the fundamental issue emerges: The Roosevelt Island Tram doesn’t suffer from a lack of expertise—it suffers from a lack of cohesive leadership. And until RIOC takes a firm grip on the reins, residents will continue to feel like passengers on a system that’s being managed by committee rather than led with vision.
What Should Roosevelt Islanders Focus On?
The tram isn’t just a mode of transportation; it’s a reflection of Roosevelt Island’s identity and its priorities. This isn’t a fight between tourists and locals—it’s a chance to reimagine the island’s transit future. Instead of fixating on quick fixes like priority boarding, the focus should shift to the bigger picture:
Infrastructure That Works for Everyone
The current cabins, designed decades ago, no longer fit the tram’s dual purpose. If Roosevelt Island is committed to maintaining the tram as both a transportation tool and a tourist attraction, then expanding capacity must be a priority. Whether this means larger cabins, more frequent trips, or additional trams, the solution must address the reality of demand.Accountability and Leadership
RIOC’s management—or lack thereof—cannot continue to be a vague scapegoat. Residents need clear channels to hold the agency and its subcontractors accountable. This could mean resident oversight committees, public performance reports, or even reevaluating RIOC’s control over the tram.Integration with Broader Transit Systems
A tram ride costs the same as an MTA subway ride, yet the systems operate in isolation. Full integration with the MTA would simplify management, eliminate redundancies, and align the tram with the city’s broader transportation network. This move wouldn’t just streamline operations; it could also address overcrowding by improving synchronization with other transit options.
Why These Issues Matter
At its core, this isn’t about tram cabins or priority boarding—it’s about defining Roosevelt Island’s future. The tram has become a microcosm of the island’s larger challenges: balancing growth, tourism, and community needs. To move forward, residents need to demand clarity, vision, and bold solutions.
This isn’t just RIOC’s problem to solve; it’s a collective issue. Roosevelt Islanders should have the power to shape the tram’s future by insisting on leadership that listens and acts.
The Bottom Line
The Roosevelt Island Tram’s challenges are symptoms of a larger issue: a system lacking direction and leadership. Priority boarding might alleviate some of the tension, but it won’t solve the fundamental question: Who is the tram really for?
It’s time to look past temporary fixes and push for a future where the tram serves its dual purpose effectively and equitably. That future starts with a focused conversation about infrastructure, management, and integration—one that prioritizes leadership over blame.
What do you think? Share your thoughts below and help shape the conversation about Roosevelt Island’s most iconic transit system.