85 NYC Ferry aims to create strong ties with the local community by hosting events, employing Brooklyn residents such as Captain Bernard Menner (top left), and partnering with organisations such as STEM From Dance to provide behind-the-scenes career tours for students subsidy to $8.33 – more than a 35 per cent reduction from its peak in 2020. In late 2025, NYC Ferry and the New York City Economic Development Corporation (NYCEDC) finalised the first-ever system-wide route redesign since launch, shortening commute times and improving overall efficiency through a comprehensive ferry optimisation plan. Central to NYC Ferry’s success has been Hornblower’s approach to workforce development, including its decision to recruit beyond traditional maritime labour pools. “At Hornblower, we make captains and engineers every day,” says O’Brien. “We know that a dedicated, local crew is the foundation of safe and successful operation, paired with community buy-in and investment in the system’s success.” Rather than recruiting purely experienced staff, Hornblower has focused on hiring local residents from diverse backgrounds. From its 400-strong crew, 88 per cent live within the five boroughs of NYC and more than three-quarters self-identify as a person of colour. Skills are mostly developed internally – in fact, nearly two-thirds of the company’s 67 captains began their careers as deckhands. “There isn’t necessarily going to be a pool of ferry captains and engineering veterans in waiting, so we’ve built Hornblower’s NYC Ferry crew stepby-step by engaging and hiring local residents from a variety of backgrounds, perspectives and communities,” says O’Brien. “Once onboarded, every crew member, with or without maritime experience, is provided the same initial training to ensure they meet our standards of operations and the expectations of our passengers and government partners.” Hornblower’s workforce strategy is closely linked to its community engagement efforts, which go far beyond recruitment. “You can’t assume an ‘if you build it, they will come’ mentality whether you’re launching a public transit service or building a crew like NYC Ferry’s,” says O’Brien. “To grow ridership to record levels, establish community buy-in, connect everyday New Yorkers to the system, attract local crew and make NYC Ferry a core component of the larger regional transportation environment, we need to be consistently in the community.” NYC Ferry’s efforts speak for themselves. In 2025 alone, its community engagement team carried out more than 400 activities across the city, connecting directly with nearly 20,000 New Yorkers. “This includes more than 135 days canvassing in high impact neighbourhoods, nearly 50 presentations to register eligible New Yorkers to the Ferry Discount Program and taking part in 45 career events, nearly 25 volunteer activities across the city and a series of eight water safety events with local boathouses and schools,” says O’Brien. Hornblower also partners with educational institutions such as the New York Harbor School, Bronx Legacy High School, and the Brooklyn Steam Center, offering behind-the-scenes tours, internships, apprenticeships and classroom visits that allow students to engage with NYC Ferry at every level. “Together, we’ve built a movement of ferry riders, crew and advocates that help drive the system forward,” says O’Brien. “That ensures we’re delivering on the promise of ferry transportation for riders, the local economy and neighbourhoods, and our government partners at NYCEDC.” As NYC Ferry enters its next chapter, Hornblower’s priorities are to remain focused on access, optimisation and continued growth. “Our team is excited to continue building on our record-setting ridership, expanding access to and registrations with the Ferry Discount and Student Discount Programs, and delivering on the promise of our ferry optimisation plan,” says O’Brien. “I look forward to seeing millions of New Yorkers onboard in 2026.”
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