Conceived as a marquee intervention to energise tourism in Jammu, the Jammu Ropeway today stands as a textbook case of how flawed planning, weak execution and policy apathy can turn a public project into a white elephant. Years after its inauguration, the ropeway neither attracts tourists nor inspires confidence, instead joining the long list of non-starter projects that have plagued Jammu’s development narrative. The project faced multiple roadblocks-accidental deaths during construction, prolonged delays in technical clearances and frequent revisions-eroding public confidence even before operations started. By the time the ropeway became functional, it had already lost momentum.
Operational realities further exposed the mismatch between concept and context. Ropeways are rarely successful in summer-zone cities like Jammu. In scorching heat, tourists are unlikely to use non-air-conditioned cabins, as is the case here. Worse, as per standard operating procedures, the ropeway cannot run during rains-a significant limitation in a region prone to seasonal downpours. These constraints effectively shrink the operational window. Infrastructure around the ropeway tells a similar story of half-baked execution. Three restaurants were constructed at Peerkho, Mahamaya and Bagh-e-Bahu stations, but only the Bagh-e-Bahu outlet is operational, denying visitors basic amenities and stripping the ropeway of its potential as a leisure destination. Limited official timings further dampen footfall, reinforcing the perception of an attraction that is neither tourist-friendly nor serious about engagement. Crucially, the ropeway was developed in isolation. Tourism destinations do not work in silos; they thrive on clusters and value additions. Peer Kho Park could have been upgraded into a vibrant recreational hub, and Mahamaya could have offered trekking trails or wildlife walks. None of this was conceived, let alone delivered. The result is a standalone cable car with little reason for tourists to linger or return.
The damage to the Peerkho base station during floods has now raised a larger question: is further investment justified when the project continues to incur recurring losses? The Cable Car Corporation has already invested its own resources and is simultaneously pushing a vertical lift project at Mubarak Mandi-another venture where no contractor has shown interest. This pattern calls for serious introspection. The Jammu Ropeway is not just a failed project; it is a lesson. Unless planning becomes realistic, market-driven and integrated, the future of the Jammu Ropeway-and indeed of large tourism projects in the region-will remain precarious.
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