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Bi-National Transportation Strategy for the Niagara Frontier December 2005

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Page 1: Bi-National Transportation Strategy for the Niagara Frontier...The Niagara River is a unique geographic feature that separates Ontario and New York State. The Niagara Frontier is home

Bi-National Transportation Strategy forthe Niagara Frontier

December 2005

Page 2: Bi-National Transportation Strategy for the Niagara Frontier...The Niagara River is a unique geographic feature that separates Ontario and New York State. The Niagara Frontier is home
Page 3: Bi-National Transportation Strategy for the Niagara Frontier...The Niagara River is a unique geographic feature that separates Ontario and New York State. The Niagara Frontier is home

Bi-National Transportation Strategy for the Niagara Frontier

Contents

Page

Preface 3

Introduction and the Vision 5

Process to Develop the Strategy 8

Characteristics and Outlook for the Niagara Frontier 12

Issues and Opportunities 22

A Strategy for the Niagara Frontier 30

Glossary and Notes 40

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Bi-National Transportation Strategy for the Niagara Frontier

The Niagara Frontier in a Regional Context

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Bi-National Transportation Strategy for the Niagara Frontier

Preface 3

Preface

The Bi-National Transportation Strategy for the NiagaraFrontier was developed to address existing and futuretransportation needs of the region’s border crossings andapproach corridors. These needs are a component of thelarger set of transportation improvements identified for theoverall region.

The development of the Strategy was a joint effort led bythe Ontario Ministry of Transportation and the New YorkState Department of Transportation with participation fromfederal, state, provincial, regional, local governmentalagencies and industry stakeholders from both sides of theborder.

Given the unique and evolving nature of the challengespertaining to planning and managing this internationalregion, it is important that the Strategy be kept current. TheStrategy will continue to evolve as emerging issues such asnew security measures proposed for the border areidentified, assessed and addressed. Ongoing coordinationof transportation, economic and growth managementstrategies will address the complexities of the NiagaraRegion’s international border crossings.

The Strategy recommendations will be best implemented inan effective and coordinated manner through theestablishment of a sustained and structured bordercoordination group.

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Bi-National Transportation Strategy for the Niagara Frontier

4 Introduction and the Vision

Mission Statement for the Bi-National Transportation StrategyTo develop a strategic action plan of synergistic opportunities to addressexisting problems and to meet the future needs of border crossings alongthe Niagara Frontier in order to support trade and tourism.

Vision for the Niagara FrontierPeople and goods move safely, securely and efficiently within thebi-national Niagara Region via a transportation system that is unified,provides multimodal alternatives, is environmentally sensitive and supportseconomic growth.

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Bi-National Transportation Strategy for the Niagara Frontier

Introduction and the Vision 5

Introduction and the Vision

Bi-National Trade Between Canada and the US1

Canada and the United States are the largest tradingpartners in the world. Their economies are highly integratedwith a substantial dependence on cross-border trade. Amodern border that provides for safe and efficientmovement of people and goods is therefore critical to bothnations to maintain continued growth in the economy andtrade. The increased security demands since September11, 2001 (Sept. 11) have resulted in the need to focus evenmore closely on the operations of our border crossings andapproaches so that efficiency improvements are made inconcert with the implementation of enhanced safety andsecurity measures.

The Niagara River is a unique geographic feature thatseparates Ontario and New York State. The NiagaraFrontier is home to Niagara Falls, one of the world’s mostdistinctive attractions visited each year by 14 million peoplefrom all over the world.2 The four highway bridges and twoactive railway bridges across the Niagara River also makethe Frontier the second busiest commercial border crossingon the entire Canada-US border carrying about 16 per centof all Canada-US trade.3 Consequently, the developmentand continued management of safe and efficient bordercrossings and approaches at the Niagara Frontier is of vitalimportance to the region, the province/state and the twonations.

Recognizing the close economic ties between the twocountries, the Province of Ontario and the State of NewYork organized a summit conference in June 2001 involvingthe Premier of Ontario and the Governor of New York.Participants of the Summit acknowledged the acuteimportance of the Niagara Frontier and initiated the creation

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Bi-National Transportation Strategy for the Niagara Frontier

6 Introduction and the Vision

of a Bi-National Working Group, comprised ofrepresentatives from transportation providers, state,provincial and municipal officials to oversee and setdirection for the development of a bi-national transportationstrategy for the Niagara Frontier.

At the working level, a steering committee withrepresentation from New York State Department ofTransportation (NYSDOT), Ontario Ministry ofTransportation (MTO), both federal transportation agencies,local planning bodies and bridge authorities was formed tocoordinate the development of the strategy. Whilerecognizing both the economic opportunities for the Niagarabi-national area and the economic penalties of notresponding to border issues, this transportation strategy hasevolved to reflect the new complexities of cross-bordertravel following the events of Sept. 11 and the increase inborder security.

The strategy was developed to consider:

• Existing and future transportation - related bordercrossing problems and needed improvements in light ofglobal economic and trade trends;

• Connectivity to population, economic and recreationalcentres in both countries through key transportationcorridors;

• Availability of transportation mode choices;

• Sufficient network redundancy, or capacity toaccommodate periods of stress on specific links; and

• An implementation plan that includes clear roles,responsibilities and timing.

This vision is supported by specific goals:

• Commuters and other travellers enjoy safe, predictableand efficient trips across the Niagara region;

• National and regional economies expand and prosperwith rapid, predictable and safe movement of goodsand people through the region;

• Goods and people move securely and infrastructure issecure; and

• Decision-making recognizes the importance of theenvironment and the well being of border communities.

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Introduction and the Vision 7

The Study builds on existing projects and potential initiatives, and bringsthem into a comprehensive strategy that addresses the bordertransportation needs in a synergistic approach.

Stakeholder mandates, expertise and knowledge were importantcomponents in the strategy development.

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Bi-National Transportation Strategy for the Niagara Frontier

8 Process to Develop the Strategy

Process to Develop the Strategy

The Niagara Frontier has over the years been the subject ofmany public and private agency studies, proposals, andprojects involving the corridors leading to the Frontier and atthe specific border crossings themselves. Many of theseinitiatives are ongoing and form an important component ofthe overall strategy development process.

Development of this Bi-National Transportation strategyinvolved a number of steps:

• Conducting an overview of the existing transportationsystems in the Niagara Region;

• Reviewing and documenting all projects and initiativesidentified to date;

• Preparing an overview of travel trends and forecasts;

• Reviewing existing and proposed border crossingprocessing techniques;

• Engaging stakeholders to identify ongoing andemerging issues and opportunities;

• Identifying border transportation and processinglimitations/problems;

• Reviewing opportunities for optimizing use of alltransportation modes to improve the efficiency of theborder transportation system;

• Identifying Intelligent Transportation Systems (ITS)issues and strategies; and

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Process to Develop the Strategy 9

• Developing a long-term vision that will:

• Assess existing and potential initiatives in terms oftheir ability to address the identified problems, theirability to support the stated goals, their synergy withother initiatives, their implementation time frame;and

• Result in recommended strategies with an actionplan to support the vision.

The identification of ITS issues and strategies wasundertaken through an over-arching study sponsored by theNYSDOT. Key outputs from that study, including issues andopportunities related to ITS for the Frontier, have beenintegrated into this Bi-National Transportation Strategy.

The strategy builds on existing projects and potentialinitiatives, and brings them into a comprehensive strategythat addresses the border transportation needs in asynergistic approach. This in turn will lead to thedevelopment of a series of action plans to ensure thatindividual initiatives within the strategy move forward in atimely manner and in response to growing demands, as wellas to measure the success of these initiatives.

Stakeholder Consultation

There are many regulatory stakeholders in both countrieswhose legislative mandates and roles will affect the overallefficiency of the border crossings and approach corridors.Other stakeholders, such as users and service providerswithin the Niagara Frontier, have valuable perspectives onissues and opportunities in regards to improving theefficiency of the crossings. The mandates, expertise and

knowledge of these various stakeholders were importantcomponents in the development of the strategy.

Input was particularly sought from the followingstakeholders as part of the consultation effort:

• Canadian and US federal border inspection agencies;

• Enforcement agencies;

• Municipalities;

• Shippers, brokers and trucking associations;

• Rail companies;

• Auto and bus organizations;

• Marine organizations;

• Private sector groups with proposals for new bordercrossings; and

• Economic and tourism organizations.

In addition to these stakeholders, the project team heldextensive discussions with federal, state, provincial, andregional transportation agencies as well as the bridgeauthorities in the Niagara Falls and Fort Erie/Buffalo areas.In order to further engage stakeholders and to documentand receive feedback on the strategy progress, over 100representatives from public and private sector organizationswere invited to participate in a daylong event in mid-June2004. Discussion and specific comments received at, andsince that session, have been integrated into the overallstrategy and are reflected in this report.

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10 Process to Develop the Strategy

The study’s consultation process also providedstakeholders with a broader view of the inter-relationshipbetween their own projects and the entire broadertransportation network.

Process to Develop the Strategy

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Process to Develop the Strategy 11

The Niagara Frontier is a key economic gateway of Canada-US trade.

It is also a world renowned gateway and destination for tourists.

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Bi-National Transportation Strategy for the Niagara Frontier

12 Characteristics and Outlook for the Niagara Frontier

Characteristics and Outlook for theNiagara Frontier

United States’ International Trade-2004

Canada’s International Trade-2004

The Economic Importance

The international crossings along the Niagara Frontier arerecognized on both sides of the border for their significantcontribution to the economic well being at a local, regional,provincial/state, and national level.

Growth in trade by all modes between Canada and the USincreased from $239 billion in 1990 to $556 billion* in 2004,an increase of nearly 133 per cent.4 This figure representsthe largest bi-national trade relationship in the world andaccounted for nearly 74 per cent of all Canadian and 20 percent of all US international trade.5 Ontario’s close economicrelationship with the US is illustrated by the fact that 60 percent of Canada’s trade by all modes passes between thesetwo jurisdictions including 78 per cent of Canada’s total railand 74 per cent of road based trade.6

In 2004, approximately 91 per cent of all Ontario’s exportsand 69 per cent of imports were reliant on the US market.7

New York’s share of the Canadian market is considerablyless with only 7 per cent of the total bi-national trade value.Ontario and New York are however, significant economicpartners as 54 per cent of the state’s total value of tradewith Canada, estimated at $39 billion, is with Ontario.8

* All monetary values in this report are in Canadian dollars, unlessotherwise noted.

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Characteristics and Outlook for the Niagara Frontier 13

In 2004, the Niagara Frontier international bridgessupported trade moved by trucks totalling $70 billion.9 TheRegion is clearly a key economic gateway between thenations with a 20 per cent share of Canada-US road basedcommodity value and 17 per cent of Canada’s bordercrossing truck volume transiting the Frontier.10

Ontario’s Trade with the United States (1993–2004)

New York’s Trade with Canada (1993–2004)

Other economic considerations are:

• The Frontier is the second busiest trade corridorbetween Canada and the US. Over 15 million vehicles,of which 2.3 million were trucks, crossed the Frontier in2004;11

• Approximately $70 billion worth of goods crossed theNiagara Frontier by truck and about $14 billion by rail in2004;12

Cross-Border Trade at the Niagara Frontier(2004 Value by Mode)

• An estimated 480,000 jobs in Ontario and 348,000 jobsin New York State are dependent on cross-bordertrade;13, 14

• The auto industry, a key component of Ontario’seconomy producing about 17 per cent of all NorthAmerican motor vehicles, is a major user of the NiagaraFrontier crossings. Each day approximately 1,000trucks carrying automotive related goods worth$64 million cross at Niagara gateways. These

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14 Characteristics and Outlook for the Niagara Frontier

movements represent 22 per cent of Ontario’sautomotive trade by truck volume.15

The growth rate in truck traffic across the Niagara borderbetween 1990 and 2000 was 5.6 per cent per annum, anextraordinary increase compared to GDP (Gross DomesticProduct).16 Truck traffic has levelled off between 2000 and2004 due to the events of Sept. 11 and more recently, ageneral economic slowdown.

The Niagara Frontier is also a world-renowned gateway anddestination for tourists. Located along the internationalborder within a comparatively short drive of many large UScentres, the area offers many diverse attractions to draw alarge number of US visitors.

2004 Trade Value by Truck at Canada-US Crossings

According to a cross-border passenger vehicle surveyundertaken at the Niagara Frontier in 2000, nearly 60 percent of weekday and 65 per cent of weekend trips made toOntario by New York residents were described as touristrelated, while the corresponding figures are 25 per cent and50 per cent of cross-border trips made by Ontario residentsto New York. Only 19 per cent of the cross-border tripsmade on a weekday by Ontario residents were for workpurposes. Less than 6 per cent of the New York residentstraveling to Ontario on a weekday cited work as theirprimary trip purpose.17

On the Canadian side, visitors to the Niagara Falls areacurrently number about 14 million annually, peaking duringthe summer months.18 Tourists spend roughly $1.9 billionannually in the Niagara Region and an additional $5.7 billionin the Toronto/Hamilton area.19 Almost 20 per cent of localemployment in the Niagara area is related to tourism.20 Onthe US side, visitors to the two-county region numberapproximately 14 million in a typical year with the Cities ofBuffalo and Niagara Falls the major drawing centres.21

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Characteristics and Outlook for the Niagara Frontier 15

Profile of Niagara Frontier and Toronto Visitors

Canadian and US Highway Corridors

Generally, the Niagara Frontier is well served by an existingnetwork of multi-lane, divided, controlled access highways.On the Canadian side, the Queen Elizabeth Way (QEW)connects the Greater Toronto Area (GTA) to the entireNiagara Frontier. The QEW connects directly to the PeaceBridge, to the Queenston-Lewiston Bridge via Highway 405,and to the Rainbow Bridge and the Whirlpool Rapids Bridgevia Highway 420 and the local road network in NiagaraFalls.

On the US side, all the bridge crossings are served directlyor indirectly by I-190, which connects to the New York StateThruway (I-90).

Canadian and US Highway Corridors

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16 Characteristics and Outlook for the Niagara Frontier

Highway Border Crossings

The Niagara River marks the international border in theNiagara Frontier and is spanned by four separate bridgesconnected to the road system. The Peace Bridge is a tolled3-lane bridge operated by the Buffalo and Fort Erie PublicBridge Authority. The Niagara Falls Bridge Commissionoperates three tolled bridges including the Rainbow andQueenston-Lewiston each with four lanes and the Whirlpoolwith two lanes. The Whirlpool Bridge has two decks withauto traffic using the lower level while the upper deckaccommodates a rail track carrying both passenger andfreight trains. Commercial vehicles are restricted from usingthe Rainbow and Whirlpool Bridges, while both the PeaceBridge and the Queenston-Lewiston Bridge carry a mix ofcommercial and auto vehicle traffic.

Highway Border Crossings of the Niagara River

The Queenston-Lewiston Bridge

The Whirlpool Rapids Bridge (top bridge in photo)

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Characteristics and Outlook for the Niagara Frontier 17

The Rainbow Bridge

The Peace Bridge

Enforcement and Processing Plazas

The processing infrastructure and inspection programsavailable at the four existing road bridges are as follows:

Niagara River Border Crossing –Processing Infrastructure in 2005

Queenston-Lewiston

Bridge

WhirlpoolBridge (1)

RainbowBridge (2)

PeaceBridge

Customs &Immigration:

Canada - Auto Booths 6 1 15 14

- Truck Booths 3 - - 4

US - Auto Booths 6 2 18 11

- Truck Booths 4 - - 7 (3)

Inspection Programs: (4)

NEXUS Pending Yes Yes Yes

FAST Yes - - Yes

Toll Collection:

Direction Westbound Westbound Westbound Westbound

No. of Booths 4 2 6 6

(1) Restricted to NEXUS registered automobile users only.(2) Restricted to automobiles only.(3) Five of the seven US-bound truck booths can be used for cars during periods

of heavy car volumes.(4) See page 18 for program definitions.

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18 Characteristics and Outlook for the Niagara Frontier

NEXUS is a bi-national program aimed at expediting theprocessing of registered low-risk automobile drivers andpassengers who cross the Canada-US border. Similarly,FAST (Free and Secure Trade) is a joint Canada-US federalprogram designed to expedite the processing of low-riskcargo shipments.

The NEXUS and FAST programs are both available at thePeace Bridge. In 2004, approximately 20 per cent ofautomobile users crossing during peak travel periods at thePeace Bridge were NEXUS registered reflecting thecomparatively high degree of repeat usage at this Bridge.Outside the peak period, NEXUS usage is between 8 percent and 12 per cent. The number of trucks registered in theFAST program at the Peace Bridge lies between 3 per centand 5 per cent. The Rainbow Bridge serves passengervehicles and buses only, and NEXUS usage is about 2 percent. The Queenston-Lewiston Bridge is in the process ofre-configuration for both FAST and NEXUS processing aspart of planned improvements to the bridge and its plazas.The Whirlpool Bridge has recently been converted toNEXUS registered users only.22

Rail Network

The Niagara Region of Ontario is served by two of theworld’s largest rail systems: Canadian Pacific Railway(CPR) and Canadian National (CN) Railway. Both railwaycompanies have operations in the US along with freightcarriers Norfolk Southern and CSX Transportation Inc. Interms of passenger train services, Amtrak provides regular

service between New York City and Niagara Falls, NY, andconnects to Toronto by VIA Rail.

Two active rail bridges cross the Niagara border. TheInternational Railway Bridge just to the north of the PeaceBridge is an exclusive freight-carrying structure thatconnects Buffalo and Fort Erie while the upper deck of theWhirlpool Bridge spans the Niagara River between theCities of Niagara Falls. A former rail bridge, the MichiganCentral Railway Bridge is located immediately to the southof the Whirlpool Bridge and is not currently in use.

The two active rail bridges carried about $14.5 billion worthof goods in 2003 that represented about 15 per cent of allgoods crossing the Frontier, a figure roughly equal to theaverage rail share across the entire Canada-US border.23

Passenger Transportation

Passenger transportation services also play a role in cross-border travel with about 9 per cent of all people crossing theNiagara border by motor coach or passenger rail (8.7 percent by bus and 0.2 per cent by rail).24 Several intercity buscompanies provide scheduled services within the NiagaraFrontier and across the border. In 2003, just over 80,000scheduled and chartered buses crossed at the NiagaraFrontier with the majority of these being private touroperators.25 The Niagara Frontier Transportation Authority(NFTA) provides transit service throughout the Erie-Niagararegion on the US side of the border while in Canada,municipal transit services are provided by the City ofNiagara Falls and the Town of Fort Erie. None of theseoperations offer a cross-border service.

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Characteristics and Outlook for the Niagara Frontier 19

Marine Transportation

The Great Lakes Seaway System contributes more than $6billion annually to the economies of Canada and the US anddirectly supports more than 65,000 jobs in both countries.26

A major component of the system, the Welland Canal,crosses the Niagara Peninsula and links Lake Ontario andthe St. Lawrence Seaway with Lake Erie and the UpperGreat Lakes. The Welland Canal is a facility of majoreconomic importance to both Canada and the US. In 2003,over 3,000 vessels traversed the canal carrying 32 milliontonnes of cargo, primarily grain, iron ore, coal and otherbulk goods.27 Future cargo volumes are forecast to grow byabout 20 per cent by the year 2020.28 Key harbours in thegeneral area of the Niagara Frontier include Toronto,

Hamilton and the Port of Buffalo. Buffalo is the first majorUS port of call for vessels entering the Great Lakes System.

Air Transportation

The Buffalo Niagara International Airport (BNIA) handled4.1 million passengers in 2002 with non-stop service toeighteen cities. BNIA also provides general aviationservices and serves as a major distribution centre for aircargo traffic handling over 49,000 tonnes in 2002.29 TheNiagara Falls International Airport (NFIA) operates under ajoint agreement with the US military and primarily handlesinternational charter and cargo service as well as acting asa reliever airport. The NFTA Board of Commissioners isplanning for a new $23 million (USD), 65,000 square-footterminal for the NFIA.30

In general proximity to the Niagara Frontier, the keyCanadian airports are the Lester B. Pearson InternationalAirport (LBPIA) in Mississauga and the John C. MunroInternational Airport in Hamilton. LBPIA is Canada’s largestairport handling 25 million passengers in 2003 and 308,000tonnes of cargo in 2002.31 LBPIA is in the process ofcompleting a major $4.4 billion expansion that includes anew terminal and associated air and groundsideimprovements.32 John C. Munro International Airport inHamilton handles one million passengers annually throughdomestic and international carrier services. The airporthandled 93,000 tonnes of cargo in 2003 and is the largestintegrated courier cargo airport in Canada.33

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20 Characteristics and Outlook for the Niagara Frontier

Outlook For The Niagara Frontier

Increases in automobile traffic across the Niagara Frontierwill be largely dependent on the growth in tourist visits aswell as on more conventional factors related to populationand employment changes and economic trends. From itspeak in 1991, auto traffic across the Niagara internationalbridges has been in a general decline with a more markeddrop appearing following the events of Sept. 11. Based onthe projected population and tourism growth in the GTA andthe Niagara Frontier, current forecasts predict a reversal inthis trend with a resulting future increase in auto travel.Several recent studies have suggested an expected annualrate of growth in automobile traffic of between 1 per centand 2.8 per cent per annum over the next 20 years. Thesegrowth rate projections may be optimistic given thesuggested changes to border processing and clearancerequirements. However, the importance of the NiagaraFrontier, both from tourist and trade perspectives, requiresthat infrastructure improvements be planned toaccommodate long-term forecasts.

In terms of commercial traffic growth, previous studies havecorrelated the historical rate of commercial vehicle trafficgrowth at the Niagara border with key economic indicatorssuch as the GDP and the value of the Canadian dollarmeasured against the US dollar. Using the results of thiscorrelation and appropriate ranges of forecasts for theseeconomic indicators, the growth in commercial vehicle trafficacross the Frontier has been estimated to range between2.5 per cent and 3.5 per cent per annum over the next20 years.

Niagara River Crossing – Historical and Future AnnualCommercial Vehicle Flows (top) and Passenger Vehicle

Flows (bottom) (1996–2035)

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Characteristics and Outlook for the Niagara Frontier 21

Current delays at the border are generally related to operational matters atthe enforcement/processing plazas and with the bridges themselves.

Plaza improvement and bridge widening plans are underway or imminent atmost crossing points. There are additional opportunities to improve overallborder crossing efficiency in the areas of approaching road corridors, non-road modes and network management.

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22 Issues and Opportunities

Issues and Opportunities

Given the unique features of the Niagara Frontier and itslinkages to the economic and tourist centres in bothcountries, there are many complex and challenging issuesas well as significant opportunities to affect various aspectsof the border transportation system.

Agency Coordination

Many agencies have a stake in cross-border transportation.The interrelationships between the mandates andresponsibilities of each agency and how these bear on theoverall efficiency of the crossings attest to the need tooptimize coordination among these agencies. This strategywill build on those existing co-operative initiatives already inplace.

Highway Infrastructure

The capacity of highway infrastructure serving the border atthe Niagara Frontier consists of four components:

• Canadian highway corridors approaching the border;

• US highway corridors approaching the border;

• The Canadian and US processing and enforcementplazas at the bridgeheads; and

• The international bridges themselves.

Collectively, these interrelated components must beconsidered as a system.

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Issues and Opportunities 23

Canadian Approach Highways

Today, the QEW approach to the Niagara Frontier providesan adequate level of service with the exception of certainsections at peak times. The portion through St. Catharinesis already at capacity during the high tourist season and thesection immediately east of the Burlington Bay Skyway inHamilton is also congested in peak periods. Between St.Catharines and Hamilton, various stretches of the QEW areapproaching capacity. Without improvements, the QEWwould be unable to meet the travel demands between theNiagara Frontier and the GTA over the next 30 years. Inaddition to the basic capacity issues, the QEW is the onlymain highway in Ontario serving the Niagara Frontier. Theexisting highway system lacks the flexibility or networkredundancy to provide for alternative high capacity routes inthe event of disruption on the QEW.

US Approach Highways

The regional highway network in Western New York thatsupports both local and international travel consists of aseries of expressways including I-90, I-190 (with the GrandIsland Bridges), I-290 and US 219. Certain sections of thisexpressway system are currently at capacity during peaktravel periods, including:

• I-190 Grand Island Bridges;

• I-190 between Grand Island and the Peace Bridge;

• I-190 between Downtown Buffalo and I-90;

• Sections of I-90 north of its interchange with I-190(between Exits 49 and 53);

• I-90 Williamsville toll barrier; and

• I-290 on its approaches and through its interchangewith I-90.

By 2015, additional sections of I-290 are expected to be atcapacity, as well as sections of I-90 between I-290 andI-190.

Processing and Enforcement Plazas

Both the Canadian and US Plazas at the Queenston-Lewiston Bridge have experienced operational limitations inmeeting changing security and enforcement requirements.

The Canadian Plaza at the Peace Bridge has adequatetruck processing capacity but is experiencing problems withauto processing. The US Plaza is severely constrained andis experiencing operational problems for both automobileand truck processing. The Peace Bridge has begun toreconfigure both the Canadian and US Plazas to improvethe Canada-bound auto and bus processing facilities andthe US-bound truck processing capacity. This projectincludes the shifting of tolls from the US to the Canadianside, which will in turn allow for an increase in the number ofUS-bound truck booths from four to seven. For the longer-term needs, the Peace Bridge is conducting a bi-nationalenvironmental assessment process to determine the futureplaza requirements. Current alternatives include anexpanded US Plaza and a Shared Border Managementconfiguration, whereby both US and Canadian inspectionfacilities would be located on the Canadian side of theborder.

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24 Issues and Opportunities

Recent significant improvements to both plazas of theRainbow Bridge have resulted in creating adequate capacityfor the foreseeable future.

The Whirlpool Bridge has recently been designated forNEXUS registered automobile users only, and therefore itsplaza capacity on both sides of the river is adequate nowand into the future.

Apart from the critical importance of adequate inspectionstaffing, key factors in the throughput of a plaza are theinspection processes that are carried out, the design of theplazas to accommodate these processes, and the flow oftraffic from approach roadways to and through the variousinspection areas. New border security requirements havebeen implemented since Sept. 11 and are still evolving.These requirements have major impacts on inspectionprocesses and plaza layouts.

FAST and NEXUS programs for commercial and passengervehicles, respectively, are recognized by both governmentagencies and stakeholders as being the preferredprocessing methods both now and in the future. However,supporting cross-border and approach corridorinfrastructure is required to optimize the performance ofthese programs and to increase their market penetration.

In addition, new border processing requirements are beingimplemented under the US Trade and Bioterrorism Acts andthe US-VISIT program. These changes may have significantimpacts on the processing needs at the border plazas.

Under the US Trade Act, information on all import andexport shipments must be submitted electronically inadvance to US Customs and Border Protection. The USFood and Drug Administration (FDA) also requires advance

notification of all human and animal food import shipmentsper the US Bioterrorism Act. The FDA has commissionedcustoms officers to conduct investigations and examinationsof imported foods at the border. The advance notificationrequirements should help facilitate most cross-bordershipments. However, the impact on secondary inspectionfacilities and processes is unclear and the effect ofincreased vigilance over food security on border inspectionprocesses and facilities will need to be considered.

The evolving and expanding US-VISIT program applies toUS visitors but does not affect most Canadians at thecurrent time. It utilizes biometric identification and is initiallybeing deployed for visitors inbound to the US. Outboundclearance processes have not yet been defined. The impactof this program on border plaza facilities as it begins to bedeployed at the Niagara crossings will need to bemonitored.

The border plazas need to be designed for flexibility toprovide facilities for new security programs such as Vehicleand Cargo Inspection Systems (VACIS) and occasionaloutbound checks in all future bridge plaza plans.

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Issues and Opportunities 25

Border Crossing Capacity

The following table summarizes the status of the basicborder crossing capacity of the four road bridges. Thisanalysis assumes traffic flows freely across a bridge and isnot constrained by the design and operation of theprocessing plazas.

Existing Bridge Capacity in 2005

Bridge No. of Existing Lanes Basic CapacityReached by

Queenston-Lewiston 4 (1) > 20 years (1)

Whirlpool (2) 2 30 Years

Rainbow (2) 4 30 Years

Peace 3 (3) Now (3)

(1) Fifth lane under construction.(2) Autos only.(3) Reversible centre lane; single lane direction at capacity.

With the addition of a truck lane on the Queenston-LewistonBridge and planned capacity expansion at the PeaceBridge, there will be adequate highway capacity crossingthe Niagara border for the next 30 years.

In addition to the existing bridges, several proposals haveemerged for new border crossing facilities in the area.These proposed new crossings include a bridge betweenFort Erie and Buffalo, as well as potential conversions of theMichigan Central Railway Bridge and the upper deck of theWhirlpool Rapids Bridge in Niagara Falls. It should be notedthat the Government of Canada has confirmed that it hasgranted the Peace Bridge Authority (PBA) a six-mile

franchise ensuring the Authority exclusive right to constructa new bridge within that six-mile area. Any new crossingproposals would be required to demonstrate need,connection to, and impact on the existing road network aswell as community compatibility through appropriateplanning and environmental assessment approvalprocesses.

The following exhibit illustrates the capacity of the approachhighways as well as the operational and processingcapacity of the bridge plazas in 2005.

Niagara Border Crossing Capacity (as of 2005)

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26 Issues and Opportunities

Other Modes

Rail Transportation

Nearly 15 per cent of the total value of goods crossing theNiagara border in 2002 was carried on rail.34 While thisfigure is roughly equal to the average rail freight shareacross the entire Canada-US border (17 per cent), there israil capacity available for future growth.35 A recent study offreight rail opportunities has suggested that certaincommodity types currently transported over long distancescould be carried efficiently by rail thereby reducing some ofthe demand on highway, bridge and processinginfrastructure.36

2003 Trade Value by Mode Between Canada andthe US

A number of factors could affect optimization of the railmode including:

• Efficiency and predictability of customs processing fortrains, particularly entering the US;

• Rail infrastructure to support inspections;

• Highway access to multimodal terminals;

• Rail access to saltwater ports;

• Marketing by rail carriers to promote rail use; and

• Meeting the challenges of “Just-In-Time” deliverydemands of certain industries.

Rail industry representatives indicate that railways can playa key role in reducing highway congestion and loweringgreenhouse gas emissions.

Passenger Transportation

The current high percentage and projected growth of tourist-related trips present opportunities to increase the share ofcross-border trips that are made using passengertransportation and charter bus service. As previously noted,there are relatively few work-related trips made across theborder and as work-related travel is traditionally thestrongest market for local transit, the realistic potential forwork-related cross-border transit service is limited.

The tourism market is viewed as being more difficult toattract to passenger transportation modes owing to thevariation of destinations, duration of visits, and the flexibilityof the trip decisions. There are, however, other factors thatsuggest there is potential for increasing the share of tourist

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Issues and Opportunities 27

trips that are made via passenger transportation. In theNiagara Falls area, tourist attractions are concentratedgeographically, providing a more favourable market forcoach tours. Additionally, a significant number of people inthe Greater Toronto and New York City metropolitan areas– the major ends of the intercity approach corridors throughthe Region – do not own automobiles. As well, thepopulation as a whole is aging with an accompanying shiftaway from the use of the automobile for longer distancetrips and tourism.

Marine Transportation

The marine industry believes there are opportunities tostrengthen their economic viability through modifications tolegislative and regulatory frameworks that would support theindustry’s efforts in areas of cost reduction, productivityimprovement, technology enhancement, and varyinggovernance models.

Currently, there are initiatives for freight and passengerferry services across Lake Ontario between Toronto andRochester, and between Hamilton and Oswego. Otherservices are under consideration across Lake Erie linkingthe Ontario ports of Nanticoke, Port Stanley or Port Doverwith US ports in Pennsylvania or Ohio.

Air Transportation

“Just-In-Time” delivery of certain components and “SpeedTo Market” of high value products are resulting in anincreasingly important role being played by the air mode inthe movement of goods and therefore in the economy ofboth nations.

Projections and trends for air transportation include:

• Air cargo shipments will increase at one and a halftimes the rate of the economy;

• 190 per cent air cargo growth forecast by 2017; and

• Integrated cargo carriers are capturing an increasingshare of international freight.37

Although a significant increase in air cargo shipment hasbeen forecast, the impact on the local transportation systemwill be relatively minor as existing cargo volumes are low.Air cargo volumes should continue to be monitored andground access to the airport freight terminals may need tobe reviewed in the future.

Network Management

Delays and unpredictability sometimes experienced withcross-border trips are a prevailing concern for all surfacetransportation modes. There is a fundamental need foraccurate information on border crossing conditions, delays,and throughput in order to better understand the issuesrelated to delay and unpredictability at the border and todevelop effective solutions to address them.

There has been a strong recognition of the significantpotential for border network management. It is crucial thatthis potential be fully exploited through a variety of efforts,which would include:

• Developing a Bi-National Traffic Management Planamong all agencies servicing the border;

• Developing a Bi-National ITS Architecture andcompatible system components;

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28 Issues and Opportunities

• Improving the communications network;

• Improving and increasing the reliability of data collectionsystems;

• Developing a predictive model that forecasts probableborder delays and events; and

• Developing enhanced multimodal regional travellerinformation and incident management systems.

It is recognized as well that full electronic processing couldsignificantly enhance cross-border efficiency and security.There is potential to integrate vehicle and cargo standardsdetection, compliance in support of customs/immigrationrequirements and toll facility payments.

These opportunities were identified through stakeholderconsultation undertaken during the development of the Bi-National Transportation Strategy and the overarchingregional ITS strategy sponsored by NYSDOT.

MTO and Transport Canada launched a joint study in 2004to develop an Action Plan for the Intelligent Border Crossingbetween Ontario and the US by late 2005. The study ischarged with developing and implementing ITS solutions atall Ontario-US border crossings and will include preliminaryand detailed designs for early ITS actions. For the NiagaraRegion, the Action Plan builds on initial work undertaken bythe NYSDOT study.

Addressing bi-national ITS compatibility and developingcoordinated ITS plans and architecture are criticalrequirements of these initiatives.

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Issues and Opportunities 29

A Strategy consisting of six elements is recommended to support the visionof meeting the transportation needs of people and businesses in theNiagara Frontier.

‘Early Actions’ are identified to move the Strategy forward.

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30 A Strategy for the Niagara Frontier

A Strategy for the Niagara Frontier

Strategy Elements

Over 40 initiatives or projects relevant to the Frontiertransportation network were identified. These initiatives caneach be considered to be components of one of sixinterrelated strategy elements:

Cross Border Coordination 1. Foster improved coordination between appropriateagencies and stakeholders.

Highway Approach Corridors 2. Ensure adequacy of highway approach corridor capacity,connectivity to economic centres and network flexibility,with priority on investment to facilitate efficient goodsmovement and tourist travel.

Processing and Enforcement Plazas 3. Improve enforcement, processing and plaza infrastructureto enhance efficiency, security and safety.

River Crossing Capacity 4. Provide sufficient river crossing capacity and networkflexibility to meet demands.

Other Modes 5. Optimize use of all transportation modes to improve theefficiency of the entire transportation system.

Network Management 6. Realize unique opportunities for overall border networkmanagement including innovative ITS strategies.

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A Strategy for the Niagara Frontier 31

The Recommended Strategy

A composite of the recommended strategy elements for the Niagara Frontier is illustrated in this map.

Bi-National Transportation Strategy for the Niagara Frontier

Note: Need and feasibility studies not shown on map: In Ontario – Niagara to GTA Corridor

In New York – Route 531 extension easterly from Lewiston– Continental One Trade Corridor

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32 A Strategy for the Niagara Frontier

Strategy Element 1: Foster improved coordination between appropriate agencies and stakeholders

Strategy Initiatives Recommendations Timeframe

Formalize cross-border coordination NYSDOT and MTO to lead the creation of a sustained and structured bordercoordination group charged with:

• Addressing regional transportation policy, planning, strategy, educationand outreach; and

• Developing an action plan for the implementation of the various strategyinitiatives.

Continue to use NITTEC to coordinate ITS program delivery.

Short-Term

Strategy Element 2: Ensure adequacy of highway approach corridor capacity, connectivity to economic centres and network flexibility,with priority on investment to facilitate efficient goods movement and tourist travel.

Strategy Initiatives Recommendations Timeframe

Key Highway Improvements in Ontario:

• Truck lane on Highway 405 approachingQueenston-Lewiston Bridge

NFBC and MTO to complete construction. Completed

• Staged QEW Improvements from Hamilton toHighway 420

MTO to continue with planning and design. Short to Medium-Term

• Highway 406 Improvements Expand two to four lanes with new interchange at Highway 20.MTO to continue with planning and design for extension.

Short-TermMedium to Long-Term

Need and Feasibility Studies in Ontario:

• Niagara–GTA Corridor MTO to continue with Environmental Assessment to address capacitydeficiency in the corridor.

As determined byFeasibility Study

Key Highway Improvements in Western New York:

• I-90 Williamsville toll barrier relocation NYSTA to proceed with the project. Short to Medium-Term• Route 63 Corridor Improvements NYSDOT to proceed with improvement projects. Short to Long-Term• Reconstruction of I-90/I-290 interchange and

I-90 from I-190 to I-290 (corridor expansion)NYSDOT and NYSTA to complete corridor study and proceed according tofindings.

Medium to Long-Term

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A Strategy for the Niagara Frontier 33

Strategy Initiatives Recommendations Timeframe

Key Highway Improvements in Western New Yorkcontinued:

• Grand Island Bridge expansion projects NYSTA to assess needs in the future and proceed according to findings. Long-Term• US 219 Improvements NYSDOT to proceed with improvement projects. Long-Term

Need and Feasibility Studies in WesternNew York:

• Highway 531 Rochester/Niagara FallsConnection

Examine concept feasibility once a proponent has been identified. As determined byFeasibility Study

• ‘Continental One’ Trade CorridorImprovements

Examine concept feasibility once a proponent has been identified. As determined byFeasibility Study

Strategy Element 3: Improve enforcement, processing and plaza infrastructure to enhance efficiency, security and safety

Strategy Initiatives Recommendations Timeframe

Reconfigure the Canadian plaza at the PeaceBridge

PBA to proceed with project. Ongoing

Operational improvements to the US plaza at thePeace Bridge

PBA to proceed with project. Ongoing

Peace Bridge US plaza Expansion (majorexpansion depending on Capacity ExpansionStudy)

PBA to advance the preferred alternative for additional Fort Erie/Buffalocapacity identified through the joint Environmental Assessment Process.

Short to Medium-Term

Expansion of the Canadian plaza of theQueenston-Lewiston Bridge

NFBC to proceed with plan; start construction. Immediate to Short-Term

Expansion of the US plaza of the Queenston-Lewiston Bridge

GSA/NFBC to initiate planning process. Short-Term

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34 A Strategy for the Niagara Frontier

Strategy Initiatives Recommendations Timeframe

FAST and NEXUS Programs Government agencies and bridge authorities to promote marketing initiatives,e.g., distribution of program info through license renewal forms.

Provide cross border and approach corridor infrastructure and signing whereappropriate in support of Programs.

ITS to support programs.

Ongoing

Shared Border Management Agencies to support federal governments’ efforts to consider shared bordermanagement solutions.

PBA to work with US and Canadian Customs agencies to assess shared bordermanagement as part of the environmental assessment process.

Federal agencies to assess the potential for shared border managementsolutions at other crossings.

Ongoing

Immediate

Short to Medium-Term

Commercial Border Notification Centres MTO, NYSDOT and NYSTA to work with private sector to develop centres inadvance of the border to assist commercial vehicle operators by providingcurrent border crossing information and services to ensure compliance withCanadian and US Customs advance notification requirements.

Short-Term

Security Enhancements:

• Outbound Checks;• VACIS;• Radiation Portal Monitors (RPM); and• Sensors and other ITS technologies.

Federal Agencies and Bridge Authorities to include facilities in Plaza planning. Ongoing

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A Strategy for the Niagara Frontier 35

Strategy Element 4: Provide sufficient river crossing capacity and network flexibility to meet demand

Strategy Initiatives Recommendations Timeframe

Expansion & Improvements at the ExistingCrossings:

• Peace Bridge Capacity Expansion PBA to advance the preferred alternative for additional Fort Erie/Buffalocapacity identified through the joint Environmental Assessment Process.

Short to Medium-Term

• Queenston-Lewiston Bridge Reconfigurationto add 5th lane

NFBC to complete the reconfiguration of the Queenston-Lewiston Bridge to fivelanes.

Underway

Proposals for new crossings Agencies to monitor in context of the overall transportation network.

New crossing proposals would be required to demonstrate need, connection to,and impact on the existing road network as well as community compatibilitythrough appropriate planning and environmental assessment approvalprocesses.

Recognize that additional crossings could provide network redundancy.

Medium to Long-Term

Strategy Element 5: Optimize use of all transportation modes to improve the efficiency of the entire transportation system

Strategy Initiatives Recommendations Timeframe

Investigate opportunities to increase use of otherfreight and passenger modes

Rail and transportation agencies to investigate opportunities to increase longhaul, cross-border freight traffic by train. Recognizing that a high proportion offreight shipments start and end on trucks, effort to include an assessment ofintermodal terminal and highway access needs.

Short to Long-Term

Key rail improvements in Ontario Proponents to pursue improvements in response to market conditions.

Key rail improvements in New York Railroads and NYSDOT to assess and identify the need for initiatives/projects.

Increase use of passenger transportation servicesto and across the border

Passenger carriers and transportation agencies to investigate opportunities toexpand the use of passenger transportation.

Short to Long-Term

Proceed with planned Niagara Falls, NY rail passenger terminal. Medium-Term

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36 A Strategy for the Niagara Frontier

Strategy Initiatives Recommendations Timeframe

Innovative, quicker and more predictable borderprocessing of passenger transportation modes

Federal Agencies and passenger carriers to investigate feasibility of:

• On-board processing; and• Use of electronic passenger manifests for pre-arrival customs notification.

Short to Medium-Term

Cross-Lake Ferry Service:

• Toronto–Rochester• Hamilton–Oswego• Across Lake Erie

Agencies to monitor in context of the overall transportation network.

Proponents to determine need, nature and location of proposed services.

Short to Medium-Term

Strategy Element 6: Realize unique opportunities for overall border network management emphasizing innovative ITS strategies

Strategy Initiatives Recommendations Timeframe

Overall ITS compatibility and coordination NITTEC continues to lead and coordinate agencies’ ITS/technology initiatives,set regional ITS priorities and oversee progress.

Short to Long-Term

• Address bi-national ITS compatibility issues. Ongoing

• Develop coordinated ITS plans and architecture through ongoing ITSinitiatives such as NYSDOT’s State-wide ITS Strategy Study andMTO/Transport Canada’s Action Plan for the Intelligent Border Crossing.

Short-Term

NITTEC to lead Transportation agencies in linking traffic management, rivercrossings, railroads, enforcement and emergency services.

Short-TermProvide comprehensive real time informationsharing to support coordination and integratedoperation MTO, NYSDOT and NITTEC to lead linking of regional, provincial and state

information exchange networks.Short-Term

Provide reliable delay information to travellers forcrossing decisions or direct them to specificcrossings in emergencies

NITTEC to lead Transportation agencies in speeding development andexpansion of components; variable message signs, highway advisory radio,vehicle transponder readers and web sites.

Immediate to Short-Term

Use real time traffic data to forecast crossingdelays to assist in border management

MTO, NYSDOT and NYSTA to lead investigation of application and developtools in conjunction with NITTEC.

Medium-Term

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A Strategy for the Niagara Frontier 37

Strategy Initiatives Recommendations Timeframe

Expand geographic coverage of the bordernetwork that is monitored and managed

MTO, NYSDOT and NYSTA to expand NITTEC and COMPASS systems toimprove coverage of border crossings, approach corridors and key travellerdecision points.

Medium-Term

NITTEC to lead development of regional traffic and incident action plans. Short-Term

MTO and NYSDOT to Coordinate transportation, enforcement and emergencyservices.

Short-Term

Expand bi-national transportation managementand operations for incidents and events

MTO and NYSDOT to expand motorist aid patrols. Short-Term

Investigate full electronic processing system thatintegrates information collection, transmitting andprocessing of the following:

• Traffic safety and enforcement – vehicle andcargo standards detection and compliance;

• Toll payment – harmonized crossing andapproach corridor toll payments systems;

• Customs/immigration – screening andclearance of travellers and cargos; and

• Driver and vehicle credentials.

MTO and NYSDOT to lead efforts to investigate feasibility. Medium-Term

Investigate potential for utilizing electronic tollcollection system to encourage more efficientusage of corridors/crossings

MTO and NYSDOT to lead study of feasibility and effectiveness. Short-Term

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38 A Strategy for the Niagara Frontier

Early Actions

‘Early Actions’ are shorter-term projects that can proceed immediately, will support the longer-term vision, and will be effective inaddressing immediate issues. Lead or participating agencies are listed to the right of the identified Action.

Early Action Agencies Early Action Agencies

Create a sustained and structured coordination groupof border transportation agencies

Continue with Staged QEW improvementsComplete 406 widening / Highway 20 interchange

Proceed with Route 63 Corridor improvements

Relocate I-90 Williamsville toll barrier

Complete Plaza improvements• Peace Bridge• Queenston-Lewiston Bridge

Promote FAST and NEXUS Programs

Support Shared Border Management efforts

Develop Commercial Border Notification Centers

Incorporate security enhancement measures in plazaplanning

Proceed with plaza expansion at the Peace Bridge

MTO, NYSDOT,NYSTA, TC,FHWA, GBNRTC,RMN, NIITEC

MTOMTO

NYSDOT

NYSTA

PBANFBC

Gov’t. Agencies,Bridge Authorities

Federal Agencies,Bridge Authorities

MTO, NYSDOT,NYSTA, privatesector groups

Federal Agencies,Bridge Authorities

PBA

Investigate opportunities to increase use of otherfreight and passenger modes

Investigate opportunities to increase use of, andefficiency of border processing for passengertransportation services

NITTEC to lead technical group:• To realize the potential of ITS network

management applications• To develop coordinated ITS architecture and

plans and set regional ITS priorities

Create a process for real time border conditioninformation sharing

Provide timely and accurate delay information totravellers

Enhance bi-national incident management

Complete NYSDOT ITS Strategy Study andMTO/Transport Canada Action Plan for the IntelligentBorder Crossing

Investigate potential for using electronic toll collectionsystem to improve efficiency of corridors/crossings

Rail Companies,Gov’t. Agencies

Gov’t. Agencies,Passenger Carriers

NITTEC , MTO,NYSDOT, NYSTA

All participatingagencies

MTO, NYSDOT,NYSTA, NITTEC

MTO, NYSDOT,NYSTA, NITTEC,State/ProvincialPolice

MTO/TransportCanada, NYSDOT

MTO, NYSDOT,PBA-NFBC,NYSTA

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A Strategy for the Niagara Frontier 39

Implementation

The development of the Bi-National Transportation Strategyfor the Niagara Frontier marks the beginning of an ongoingprocess to provide for the safety, security and efficiency ofthe cross-border movement of passengers and goodsthrough and within the Bi-National Region. A keyrecommendation of the Strategy is the establishment of astructured border coordination group that will promote andoversee the implementation of the Strategy. The focus forthis process will be on stakeholder input. The coordinationgroup is to be sustained by governments and agencies witha mandate to maintain the Strategy and respond toemerging issues and trends.

The success of the Strategy’s recommendations will dependon the following three factors:

• Consensus building through the early implementation ofthe border coordination group;

• Effective stakeholder input and active involvement; and

• Delivery of programs and projects by individualagencies.

A broad range of stakeholders will need to be involved tosuccessfully advance the strategy and to address cross-border transportation issues in the Niagara Frontier.Stakeholders include service providers, enforcementagencies, customers and users. The Bi-National StudyTeam recognizes that the input of these stakeholders isintegral to the development and implementation of variousinitiatives as they are the front line service providers andultimate users of the system.

Stakeholder input will be sought at two levels:

• At the comprehensive regional level throughinvolvement in the border coordination group’sactivities; and

• During project planning and implementation through theregular business of individual agencies.

The border coordination group will provide a formalmechanism to build consensus and ensure thatstakeholders’ concerns, issues and expertise are heard andaddressed in the implementation of the Bi-NationalTransportation Strategy.

While the coordination group will not be implementingprojects, it will champion the overall Strategy and helpfacilitate project delivery by the individual agencies. In anumber of cases, initiatives to address border problems willencompass capital projects that must progress throughappropriate environmental assessment processes that willensure that important social and environmental safeguardsare carefully followed. Proper planning and coordination willbe key to advance projects in the most effective and timelymanner.

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40 Glossary and Notes

Glossary and Notes

Glossary

BNIA Buffalo Niagara International AirportCBP US Customs and Border ProtectionCBSA Canada Border Services AgencyCN Canadian National RailwayCPR Canadian Pacific RailwayFAST Free and Secure TradeFDA US Food and Drug AdministrationFHWA US Federal Highway AdministrationGBNRTC Greater Buffalo-Niagara Regional

Transportation CouncilGDP Gross Domestic ProductGSA US General Services AdministrationGTA Greater Toronto AreaITS Intelligent Transportation SystemsLBPIA Lester B. Pearson International AirportMTO Ontario Ministry of TransportationNFBC Niagara Falls Bridge CommissionNFIA Niagara Falls International AirportNFTA Niagara Frontier Transportation AuthorityNITTEC Niagara International Transportation

Technology CoalitionNYSDOT New York State Department of TransportationNYSTA New York State Thruway AuthorityPBA Buffalo-Fort Erie Public Bridge Authority

(Peace Bridge Authority)QEW Queen Elizabeth WayRMN Regional Municipality of NiagaraRPM Radiation Portal MonitorTC Transport CanadaVACIS Vehicle and Cargo Inspection System

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Glossary and Notes 41

End Notes

1. Statistics Canada, CANSIM Table 228-0003 – Imports andexports of goods on a balance-of-payments basis.

2. Niagara Economic Development Corporation, 2004Advantage Niagara – Tourism Investment Update (2004),http://www.niagaracanada.com/news/reports.cfm.

3. US Department of Transport (USDOT), Bureau ofTransportation Statistics (BTS), Transborder Surface FreightDatabase 2003, www.bts.gov/ntda/tbscd/.

4. Statistics Canada, International Merchandise Trade AnnualReview (2004).

5. Ibid.

6. Ibid.

7. Ibid.

8. Statistics Canada, International Merchandise Trade AnnualReview (2004); and MTO, Commercial Vehicle Survey 1991–2001.

9. Ibid.

10. Statistics Canada, International Merchandise Trade AnnualReview (2004); MTO Commercial Vehicle Survey 1991–2001;and Bridge and Tunnel Operators’ Association, Traffic Report,2004.

11. Bridge and Tunnel Operators’ Association, Traffic Report,2004.

12. Statistics Canada, International Merchandise Trade AnnualReview (2004); and MTO Commercial Vehicle Survey 1991–2001.

13. City of Niagara Falls, Tourist And Economic Impact Statistics,(2005), http://www.city.niagarafalls.on.ca/economicoutreach/qstats.html.

14. Washington, DC, Canadian Embassy, New York State TradeFact Sheet (August 2004),

http://www.dfait-maeci.gc.ca/can-am/washington/state_trade_2004/state_trade_2004-en.asp.

15. Statistics Canada, International Merchandise Trade AnnualReview, 2004; MTO Commercial Vehicle Survey 1991–2001;and Bridge and Tunnel Operators’ Association, Traffic Report,2004.

16. NFBC, Niagara River Gateway, Long-Term Travel Forecastsand Infrastructure Needs (November 2002).

17. Region of Niagara, 2000 Niagara Frontier Traffic Survey,(2001).

18. Niagara Economic Development Corporation, 2004Advantage Niagara – Tourism Investment Update (2004).

19. Statistics Canada, 2001 Canadian Travel Survey and 2001International Survey, as compiled by Ontario InvestmentServices in Visits and Visitor Expenditures in Travel Regions,by Origin, 2001, http://www.2ontario.com/tourism/stats_visitexpend_ont_travel_region.asp.

20. City of Niagara Falls, Tourist And Economic Impact Statistics(2005).

21. The RMN and the GBNRTC, Strategic TransportationDirections (March 2003).

22. NEXUS and FAST percentages based on crossing operators’data.

23. USDOT, BTS, Transborder Surface Freight Database 2003.

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42 Glossary and Notes

24. USDOT, BTS, National Transportation Statistics, 2003, Table1-44, http://www.bts.gov/publications/national_transportation_statistics/2003/html/table_01_44.html.

25. Bridge and Tunnel Operators’ Association, Traffic Report,2004.

26. Chamber of Maritime Commerce, Industry Facts and Figures,http://www.cmc-ccm.com/facts.html.

27. Transport Canada, Transportation in Canada 2003 AnnualReport, Tables A8-9 and A8-10.

28. US Army Corps of Engineers, Reconnaissance Report –Great Lakes Navigation System Review, (2003), Table 1, p.vi, http://www.lre.usace.army.mil/greatlakes/ greatlakes&st-lawrenceseawaystudy/ approvedreconnaissancereport/.

29. Niagara Frontier Transportation Authority, Buffalo NiagaraInternational Airport news releases (2003),http://www.nfta.com/news/archives.phtml?year=2003.

30. Niagara Frontier Transportation Authority, Niagara FallsInternational Airport, New Terminal Initiative,http://www.nfta.com/nfairport/development.asp.

31. Greater Toronto Airports Authority, Facts and Figures,http://www.gtaa.com/Index.aspx?Sid=Node7/ Node7.4&Tpl=1;and Cargo, http://www.gtaa.com/Index.aspx?Sid=Node5/Node5.1&Tpl=1.

32. Greater Toronto Airports Authority, Airport DevelopmentProgram, http://www.gtaa.com/Index.aspx?Sid=Node7/Node7.4&Tpl=1.

33. Hamilton International Airport, 2004 Airport Master PlanUpdate, http://www.hamiltonairport.com/about/expansion.shtml.

34. USDOT, BTS, Transborder Surface Freight Database 2003.

35. Transport Canada, Transportation in Canada 2003 AnnualReport, Table A2-1.

36. MTO, Bi-National Transportation Strategy for the NiagaraFrontier – Review of Opportunities for Diversion from Truck toRail Freight for Border Crossing Traffic (September 2003).

37. Transport Canada, Aviation Forecasts 2003–2017,(September 2004), http://www.tc.gc.ca/pol/en/airforecasting/summary04/summary2004.htm; and OntarioChamber of Commerce, Study of Goods Movement in GoldenHorseshoe (April 2004).

Photography Credits:

All photographs are the property of MTO, NYSDOT or theirconsultants, with the following exceptions.Cover: AMTRAK train photo: Jared C. Benedict viaWikipedia.comPage 16: Queenston-Lewiston Bridge and Whirlpool Bridgephotos: NFBC and TCPage 19: Plane photo: Skajake via Wikipedia.com; Trainphoto: VIA Rail