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Bi-National Transportation Strategy for the Niagara Frontier

December 2005


Contents

Page

Preface 3Introduction and the Vision 5Process to Develop the Strategy 8Characteristics and Outlook for the Niagara Frontier 12Issues and Opportunities 22A Strategy for the Niagara Frontier 30Glossary and Notes 40


The Niagara Frontier in a Regional Context

Preface

The Bi-National Transportation Strategy for the Niagara Frontier was developed to address existing and future transportation needs of the region’s border crossings and approach corridors. These needs are a component of the larger set of transportation improvements identified for the overall region.

The development of the Strategy was a joint effort led by the Ontario Ministry of Transportation and the New York State Department of Transportation with participation from federal, state, provincial, regional, local governmental agencies and industry stakeholders from both sides of the border.

Given the unique and evolving nature of the challenges pertaining to planning and managing this international region, it is important that the Strategy be kept current. The Strategy will continue to evolve as emerging issues such as new security measures proposed for the border are identified, assessed and addressed. Ongoing coordination of transportation, economic and growth management strategies will address the complexities of the Niagara Region’s international border crossings.

The Strategy recommendations will be best implemented in an effective and coordinated manner through the establishment of a sustained and structured border coordination group.

Preface 3

4 Introduction and the Vision

Mission Statement for the Bi-National Transportation Strategy To develop a strategic action plan of synergistic opportunities to address existing problems and to meet the future needs of border crossings along the 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 supports economic growth.

Introduction and the Vision

Bi-National Trade Between Canada and the US1

Canada and the United States are the largest trading partners in the world. Their economies are highly integrated with a substantial dependence on cross-border trade. A modern border that provides for safe and efficient movement of people and goods is therefore critical to both nations to maintain continued growth in the economy and trade. The increased security demands since September 11, 2001 (Sept. 11) have resulted in the need to focus even more closely on the operations of our border crossings and approaches so that efficiency improvements are made in concert with the implementation of enhanced safety and security measures.

The Niagara River is a unique geographic feature that separates Ontario and New York State. The Niagara Frontier is home to Niagara Falls, one of the world’s most distinctive attractions visited each year by 14 million people from all over the world.2 The four highway bridges and two active railway bridges across the Niagara River also make the Frontier the second busiest commercial border crossing on the entire Canada-US border carrying about 16 per cent of all Canada-US trade.3 Consequently, the development and continued management of safe and efficient border crossings and approaches at the Niagara Frontier is of vital importance to the region, the province/state and the two nations.

Recognizing the close economic ties between the two countries, the Province of Ontario and the State of New York organized a summit conference in June

Introduction and the Vision 5

2001 involving the Premier of Ontario and the Governor of New York. Participants of the Summit acknowledged the acute importance of the Niagara Frontier and initiated the creation of a Bi-National Working Group, comprised of representatives from transportation providers, state, provincial and municipal officials to oversee and set direction for the development of a bi-national transportation strategy for the Niagara Frontier.

At the working level, a steering committee with representation from New York State Department of Transportation (NYSDOT), Ontario Ministry of Transportation (MTO), both federal transportation agencies, local planning bodies and bridge authorities was formed to coordinate the development of the strategy. While recognizing both the economic opportunities for the Niagara bi-national area and the economic penalties of not responding to border issues, this transportation strategy has evolved to reflect the new complexities of cross-border travel following the events of Sept. 11 and the increase in border security.

The strategy was developed to consider:

Existing and future transportation - related border crossing problems and needed improvements in light of global economic and trade trends;

Connectivity to population, economic and recreational centres in both countries through key transportation corridors;

Availability of transportation mode choices;

Sufficient network redundancy, or capacity to accommodate 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, predictable and efficient trips across the Niagara region;

National and regional economies expand and prosper with rapid, predictable and safe movement of goods and people through the region;

Goods and people move securely and infrastructure is secure; and

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

6 Introduction and the Vision

The Study builds on existing projects and potential initiatives, and brings them into a comprehensive strategy that addresses the border transportation needs in a synergistic approach.

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

Process to Develop the Strategy

The Niagara Frontier has over the years been the subject of many public and private agency studies, proposals, and projects involving the corridors leading to the Frontier and at the specific border crossings themselves. Many of these initiatives are ongoing and form an important component of the overall strategy development process.

Development of this Bi-National Transportation strategy involved a number of steps:

Conducting an overview of the existing transportation systems in the Niagara Region;

Reviewing and documenting all projects and initiatives identified to date;

Preparing an overview of travel trends and forecasts;

Reviewing existing and proposed border crossing processing techniques;

Engaging stakeholders to identify ongoing and emerging issues and opportunities;

Identifying border transportation and processing limitations/problems;

Reviewing opportunities for optimizing use of all transportation modes to improve the efficiency of the border transportation system;

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

Developing a long-term vision that will:

Assess existing and potential initiatives in terms of their ability to address the identified problems, their ability to support the stated goals, their synergy with other initiatives, their implementation time frame; and

Result in recommended strategies with an action plan to support the vision.

The identification of ITS issues and strategies was undertaken through an over-arching study sponsored by the NYSDOT. Key outputs from that study, including issues and opportunities related to ITS for the Frontier, have been integrated into this Bi-National Transportation Strategy.

The strategy builds on existing projects and potential initiatives, and brings them into a comprehensive strategy that addresses the border transportation needs in a synergistic approach. This in turn will lead to the development of a series of action plans to ensure that individual initiatives within the strategy move forward in a timely manner and in response to growing demands, as well as to measure the success of these initiatives.

Stakeholder Consultation

There are many regulatory stakeholders in both countries whose legislative mandates and roles will

8 Process to Develop the Strategy

affect the overall efficiency of the border crossings and approach corridors. Other stakeholders, such as users and service providers within the Niagara Frontier, have valuable perspectives on issues and opportunities in regards to improving the efficiency of the crossings. The mandates, expertise and knowledge of these various stakeholders were important components in the development of the strategy.

Input was particularly sought from the following stakeholders 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 border crossings; and

Economic and tourism organizations.

In addition to these stakeholders, the project team held extensive discussions with federal, state, provincial, and regional transportation agencies as well as the bridge authorities in the Niagara Falls and Fort Erie/Buffalo areas. In order to further engage stakeholders and to document and receive feedback on the strategy progress, over 100 representatives from public and private sector organizations were invited to participate in a daylong event in mid-June 2004. Discussion and specific comments received at, and since that session, have been integrated into the overall strategy and are reflected in this report.

The study’s consultation process also provided stakeholders with a broader view of the inter-relationship between their own projects and the entire broader transportation network.

Process to Develop the Strategy 9

Process to Develop the Strategy

10 Process to Develop the Strategy

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

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

Characteristics and Outlook for the Niagara Frontier

United States’ International Trade-2004

Canada’s International Trade-2004

The Economic Importance

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

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

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

New York’s share of the Canadian market is considerably less with only 7 per cent of the total bi-national trade value. Ontario and New York are however, significant economic partners as 54 per

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

12 Characteristics and Outlook for the Niagara Frontier

cent of the state’s total value of trade with Canada, estimated at $39 billion, is with Ontario.8

Characteristics and Outlook for the Niagara Frontier 13

In 2004, the Niagara Frontier international bridges supported trade moved by trucks totalling $70 billion.9 The Region is clearly a key economic gateway between the nations with a 20 per cent share of Canada-US road based commodity value and 17 per cent of Canada’s border crossing 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 corridor between Canada and the US. Over 15 million vehicles, of which 2.3 million were trucks, crossed the Frontier in 2004;11

Approximately $70 billion worth of goods crossed the Niagara Frontier by truck and about $14 billion by rail in 2004;12


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

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

The auto industry, a key component of Ontario’s economy producing about 17 per cent of all North American motor vehicles, is a major user of the Niagara Frontier crossings. Each day approximately 1,000 trucks carrying automotive related goods worth $64 million cross at Niagara gateways. These movements represent 22 per cent of Ontario’s automotive trade by truck volume.15

The growth rate in truck traffic across the Niagara border between 1990 and 2000 was 5.6 per cent per annum, an extraordinary increase compared to GDP (Gross Domestic Product).16 Truck traffic has levelled off between 2000 and 2004 due to the events of

Sept. 11 and more recently, a general economic slowdown.

The Niagara Frontier is also a world-renowned gateway and destination for tourists. Located along the international border within a comparatively short drive of many large US centres, the area offers many diverse attractions to draw a large number of US visitors.

2004 Trade Value by Truck at Canada-US Crossings

According to a cross-border passenger vehicle survey undertaken at the Niagara Frontier in 2000, nearly 60 per cent of weekday and 65 per cent of weekend trips made to Ontario by New York


residents were described as tourist related, while the corresponding figures are 25 per cent and 50 per cent of cross-border trips made by Ontario residents to New York. Only 19 per cent of the cross-border trips made on a weekday by Ontario residents were for work purposes. Less than 6 per cent of the New York residents traveling to Ontario on a weekday cited work as their primary trip purpose.17

On the Canadian side, visitors to the Niagara Falls area currently number about 14 million annually, peaking during the summer months.18 Tourists spend roughly $1.9 billion annually in the Niagara Region and an additional $5.7 billion in the Toronto/Hamilton area.19 Almost 20 per cent of local employment in the Niagara area is related to tourism.20 On the US side, visitors to the two-county region number approximately 14 million in a typical year with the Cities of Buffalo and Niagara Falls the major drawing centres.21


Profile of Niagara Frontier and Toronto Visitors

Canadian and US Highway Corridors

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

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

Canadian and US Highway Corridors


Highway Border Crossings

The Niagara River marks the international border in the Niagara Frontier and is spanned by four separate bridges connected to the road system. The Peace Bridge is a tolled 3-lane bridge operated by the Buffalo and Fort Erie Public Bridge Authority. The Niagara Falls Bridge Commission operates three tolled bridges including the Rainbow and Queenston-Lewiston each with four lanes and the Whirlpool with two lanes. The Whirlpool Bridge has two decks with auto traffic using the lower level while the upper deck accommodates a rail track carrying both passenger and freight trains. Commercial vehicles are restricted from using the Rainbow and Whirlpool Bridges, while both the Peace Bridge and the Queenston-Lewiston Bridge carry a mix of commercial and auto vehicle traffic.

Highway Border Crossings of the Niagara River

The Queenston-Lewiston Bridge


The Whirlpool Rapids Bridge (top bridge in photo)

The Rainbow Bridge

The Peace Bridge

Enforcement and Processing Plazas

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

Niagara River Border Crossing – Processing Infrastructure in 2005

Queenston-

Lewiston Bridge

Whirlpool Bridge (1)

RainbowBridge (2)

Peace Bridge

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.

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

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

Rail Network

The Niagara Region of Ontario is served by two of the world’s largest rail systems: Canadian Pacific

Railway (CPR) and Canadian National (CN) Railway. Both railway companies have operations in the US along with freight carriers Norfolk Southern and CSX Transportation Inc. In terms of passenger train services, Amtrak provides regular service between New York City and Niagara Falls, NY, and connects to Toronto by VIA Rail.

Two active rail bridges cross the Niagara border. The International Railway Bridge just to the north of the Peace Bridge is an exclusive freight-carrying structure that connects Buffalo and Fort Erie while the upper deck of the Whirlpool Bridge spans the Niagara River between the Cities of Niagara Falls. A former rail bridge, the Michigan Central Railway Bridge is located immediately to the south of the Whirlpool Bridge and is not currently in use.

The two active rail bridges carried about $14.5 billion worth of goods in 2003 that represented about 15 per cent of all goods crossing the Frontier, a figure roughly equal to the average 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 the Niagara border by motor coach or passenger rail (8.7 per cent by bus and 0.2 per cent by rail).24 Several intercity bus companies provide scheduled services within the Niagara Frontier and across the border. In 2003, just over 80,000 scheduled and chartered buses crossed at the Niagara Frontier with the majority of these being


private tour operators.25 The Niagara Frontier Transportation Authority (NFTA) provides transit service throughout the Erie-Niagara region on the US side of the border while in Canada, municipal transit services are provided by the City of Niagara Falls and the Town of Fort Erie. None of these operations offer a cross-border service.

Marine Transportation

The Great Lakes Seaway System contributes more than $6 billion annually to the economies of Canada and the US and directly 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 and the St. Lawrence Seaway with Lake Erie and the Upper Great Lakes. The Welland Canal is a facility of major economic importance to both Canada and the US. In 2003, over 3,000 vessels traversed the canal carrying 32 million tonnes of cargo, primarily grain, iron ore, coal and other bulk goods.27 Future cargo volumes are forecast to grow by about 20 per cent by the year 2020.28 Key harbours in the general area of the Niagara Frontier include Toronto, Hamilton and the Port of Buffalo. Buffalo is the first major US port of call for vessels entering the Great Lakes System.

Air Transportation

The Buffalo Niagara International Airport (BNIA) handled 4.1 million passengers in 2002 with non-stop service to eighteen cities. BNIA also provides general aviation services and serves as a major distribution centre for air cargo traffic handling over 49,000 tonnes in 2002.29 The Niagara Falls International Airport (NFIA) operates under a joint agreement with the US military and primarily handles international charter and cargo service as well as acting as a reliever airport. The NFTA Board of Commissioners is planning for a new $23 million (USD), 65,000 square-foot terminal for the NFIA.30

In general proximity to the Niagara Frontier, the key Canadian airports are the Lester B. Pearson International Airport (LBPIA) in Mississauga and the John C. Munro International Airport in Hamilton.


LBPIA is Canada’s largest airport handling 25 million passengers in 2003 and 308,000 tonnes of cargo in 2002.31 LBPIA is in the process of completing a major $4.4 billion expansion that includes a new terminal and associated air and groundside improvements.32 John C. Munro International Airport in Hamilton handles one million passengers annually through domestic and international carrier services. The airport handled 93,000 tonnes of cargo in 2003 and is the largest integrated courier cargo airport in Canada.33


Outlook For The Niagara Frontier

Increases in automobile traffic across the Niagara Frontier will be largely dependent on the growth in tourist visits as well as on more conventional factors related to population and employment changes and economic trends. From its peak in 1991, auto traffic across the Niagara international bridges has been in a general decline with a more marked drop appearing following the events of Sept. 11. Based on the projected population and tourism growth in the GTA and the Niagara Frontier, current forecasts predict a reversal in this trend with a resulting future increase in auto travel. Several recent studies have suggested an expected annual rate of growth in automobile traffic of between 1 per cent and 2.8 per cent per annum over the next 20 years. These growth rate projections may be optimistic given the suggested changes to border processing and clearance requirements. However, the importance of the Niagara Frontier, both from tourist and trade perspectives, requires that infrastructure improvements be planned to accommodate long-term forecasts.

In terms of commercial traffic growth, previous studies have correlated the historical rate of commercial vehicle traffic growth at the Niagara border with key economic indicators such as the GDP and the value of the Canadian dollar measured against the US dollar. Using the results of this correlation and appropriate ranges of forecasts for these economic indicators, the growth in commercial vehicle traffic across the Frontier has

been estimated to range between 2.5 per cent and 3.5 per cent per annum over the next 20 years.

Niagara River Crossing – Historical and Future Annual Commercial Vehicle Flows (top) and

Passenger Vehicle Flows (bottom) (1996–2035)


24 Issues and Opportunities

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

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

Issues and Opportunities

Given the unique features of the Niagara Frontier and its linkages to the economic and tourist centres in both countries, there are many complex and challenging issues as well as significant opportunities to affect various aspects of the border transportation system.

Agency Coordination

Many agencies have a stake in cross-border transportation. The interrelationships between the mandates and responsibilities of each agency and how these bear on the overall efficiency of the crossings attest to the need to optimize coordination among these agencies. This strategy will build on those existing co-operative initiatives already in place.

Highway Infrastructure

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

Canadian highway corridors approaching the border;

US highway corridors approaching the border;

The Canadian and US processing and enforcement plazas at the bridgeheads; and

The international bridges themselves.

Collectively, these interrelated components must be considered as a system.

Canadian Approach Highways

Today, the QEW approach to the Niagara Frontier provides an adequate level of service with the exception of certain sections at peak times. The portion through St. Catharines is already at capacity during the high tourist season and the section immediately east of the Burlington Bay Skyway in Hamilton is also congested in peak periods. Between St. Catharines and Hamilton, various stretches of the QEW are approaching capacity. Without improvements, the QEW would be unable to meet the travel demands between the Niagara Frontier and the GTA over the next 30 years. In addition to the basic capacity issues, the QEW is the only main highway in Ontario serving the Niagara Frontier. The existing highway system lacks the flexibility or network redundancy to provide for alternative high capacity routes in the event of disruption on the QEW.

US Approach Highways

The regional highway network in Western New York that supports both local and international travel consists of a series of expressways including I-90, I-190 (with the Grand Island Bridges), I-290 and US 219. Certain sections of this expressway system are currently at capacity during peak travel periods, including:

Issues and Opportunities 25

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 interchange with I-90.

By 2015, additional sections of I-290 are expected to be at capacity, as well as sections of I-90 between I-290 and I-190.

Processing and Enforcement Plazas

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

The Canadian Plaza at the Peace Bridge has adequate truck processing capacity but is experiencing problems with auto processing. The US Plaza is severely constrained and is experiencing operational problems for both automobile and truck processing. The Peace Bridge has begun to reconfigure both the Canadian and US Plazas to improve the Canada-bound auto and bus processing facilities and the US-bound truck processing capacity. This project includes the shifting of tolls from the US to the Canadian side, which will in turn

allow for an increase in the number of US-bound truck booths from four to seven. For the longer-term needs, the Peace Bridge is conducting a bi-national environmental assessment process to determine the future plaza requirements. Current alternatives include an expanded US Plaza and a Shared Border Management configuration, whereby both US and Canadian inspection facilities would be located on the Canadian side of the border.

Recent significant improvements to both plazas of the Rainbow Bridge have resulted in creating adequate capacity for the foreseeable future.

The Whirlpool Bridge has recently been designated for NEXUS registered automobile users only, and therefore its plaza capacity on both sides of the river is adequate now and into the future.

Apart from the critical importance of adequate inspection staffing, key factors in the throughput of a plaza are the inspection processes that are carried out, the design of the plazas to accommodate these processes, and the flow of traffic from approach roadways to and through the various inspection areas. New border security requirements have been implemented since Sept. 11 and are still evolving. These requirements have major impacts on inspection processes and plaza layouts.

FAST and NEXUS programs for commercial and passenger vehicles, respectively, are recognized by both government agencies and stakeholders as being the preferred processing methods both now and in the future. However, supporting cross-border


and approach corridor infrastructure is required to optimize the performance of these programs and to increase their market penetration.

In addition, new border processing requirements are being implemented under the US Trade and Bioterrorism Acts and the US-VISIT program. These changes may have significant impacts on the processing needs at the border plazas.

Under the US Trade Act, information on all import and export shipments must be submitted electronically in advance to US Customs and Border Protection. The US Food and Drug Administration (FDA) also requires advance notification of all human and animal food import shipments per the US Bioterrorism Act. The FDA has commissioned customs officers to conduct investigations and examinations of imported foods at the border. The advance notification requirements should help facilitate most cross-border shipments. However, the impact on secondary inspection facilities and processes is unclear and the effect of increased vigilance over food security on border inspection processes and facilities will need to be considered.

The evolving and expanding US-VISIT program applies to US visitors but does not affect most Canadians at the current time. It utilizes biometric identification and is initially being deployed for visitors inbound to the US. Outbound clearance processes have not yet been defined. The impact of this program on border plaza facilities as it begins to be deployed at the Niagara crossings will need to be monitored.

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


Border Crossing Capacity

The following table summarizes the status of the basic border crossing capacity of the four road bridges. This analysis assumes traffic flows freely across a bridge and is not constrained by the design and operation of the processing plazas.

Existing Bridge Capacity in 2005

Bridge No. of Existing Lanes

Basic Capacity Reached 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-Lewiston Bridge and planned capacity expansion at the Peace Bridge, there will be adequate highway capacity crossing the Niagara border for the next 30 years.

In addition to the existing bridges, several proposals have emerged for new border crossing facilities in the area. These proposed new crossings include a bridge between Fort Erie and Buffalo, as well as potential conversions of the Michigan Central

Railway Bridge and the upper deck of the Whirlpool Rapids Bridge in Niagara Falls. It should be noted that the Government of Canada has confirmed that it has granted the Peace Bridge Authority (PBA) a six-mile franchise ensuring the Authority exclusive right to construct a new bridge within that six-mile area. Any new crossing proposals would be required to demonstrate need, connection to, and impact on the existing road network as well as community compatibility through appropriate planning and environmental assessment approval processes.

The following exhibit illustrates the capacity of the approach highways as well as the operational and processing capacity of the bridge plazas in 2005.


Niagara Border Crossing Capacity (as of 2005)


Other Modes

Rail Transportation

Nearly 15 per cent of the total value of goods crossing the Niagara border in 2002 was carried on rail.34 While this figure is roughly equal to the average rail freight share across the entire Canada-US border (17 per cent), there is rail capacity available for future growth.35 A recent study of freight rail opportunities has suggested that certain commodity types currently transported over long distances could be carried efficiently by rail thereby reducing some of the demand on highway, bridge and processing infrastructure.36

2003 Trade Value by Mode Between Canada and the US

A number of factors could affect optimization of the rail mode including:

Efficiency and predictability of customs processing for trains, 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” delivery demands of certain industries.

Rail industry representatives indicate that railways can play a key role in reducing highway congestion and lowering greenhouse gas emissions.

Passenger Transportation

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

The tourism market is viewed as being more difficult to attract to passenger transportation modes owing to the variation of destinations, duration of visits,


and the flexibility of the trip decisions. There are, however, other factors that suggest there is potential for increasing the share of tourist trips that are made via passenger transportation. In the Niagara Falls area, tourist attractions are concentrated geographically, providing a more favourable market for coach tours. Additionally, a significant number of people in the Greater Toronto and New York City metropolitan areas – the major ends of the intercity approach corridors through the Region – do not own automobiles. As well, the population as a whole is aging with an accompanying shift away from the use of the automobile for longer distance trips and tourism.

Marine Transportation

The marine industry believes there are opportunities to strengthen their economic viability through modifications to legislative and regulatory frameworks that would support the industry’s efforts in areas of cost reduction, productivity improvement, technology enhancement, and varying governance models.

Currently, there are initiatives for freight and passenger ferry services across Lake Ontario between Toronto and Rochester, and between Hamilton and Oswego. Other services are under consideration across Lake Erie linking the Ontario ports of Nanticoke, Port Stanley or Port Dover with US ports in Pennsylvania or Ohio.

Air Transportation

“Just-In-Time” delivery of certain components and “Speed To Market” of high value products are resulting in an increasingly important role being played by the air mode in the movement of goods and therefore in the economy of both nations.

Projections and trends for air transportation include:

Air cargo shipments will increase at one and a half times the rate of the economy;

190 per cent air cargo growth forecast by 2017; and

Integrated cargo carriers are capturing an increasing share of international freight.37

Although a significant increase in air cargo shipment has been forecast, the impact on the local transportation system will be relatively minor as existing cargo volumes are low. Air cargo volumes should continue to be monitored and ground access to the airport freight terminals may need to be reviewed in the future.

Network Management

Delays and unpredictability sometimes experienced with cross-border trips are a prevailing concern for all surface transportation modes. There is a fundamental need for accurate information on border crossing conditions, delays, and throughput in order to better understand the issues related to delay and unpredictability at the border and to develop effective solutions to address them.


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

Developing a Bi-National Traffic Management Plan among all agencies servicing the border;

Developing a Bi-National ITS Architecture and compatible system components;

Improving the communications network;

Improving and increasing the reliability of data collection systems;

Developing a predictive model that forecasts probable border delays and events; and

Developing enhanced multimodal regional traveller information and incident management systems.

It is recognized as well that full electronic processing could significantly enhance cross-border efficiency and security. There is potential to integrate vehicle and cargo standards detection, compliance in support of customs/immigration requirements and toll facility payments.

These opportunities were identified through stakeholder consultation undertaken during the development of the Bi-National Transportation Strategy and the overarching regional ITS strategy sponsored by NYSDOT.

MTO and Transport Canada launched a joint study in 2004 to develop an Action Plan for the Intelligent Border Crossing between Ontario and the US by late 2005. The study is charged with developing and implementing ITS solutions at all Ontario-US border crossings and will include preliminary and detailed designs for early ITS actions. For the Niagara Region, the Action Plan builds on initial work undertaken by the NYSDOT study.

Addressing bi-national ITS compatibility and developing coordinated ITS plans and architecture are critical requirements of these initiatives.


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

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

A Strategy for the Niagara Frontier

Strategy Elements

Over 40 initiatives or projects relevant to the Frontier transportation network were identified.

These initiatives can each be considered to be components of one of six interrelated strategy elements:

Cross Border Coordination 1. Foster improved coordination between appropriate agencies 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 goods movement and tourist travel.

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

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

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

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

34 A Strategy for the Niagara Frontier

The Recommended Strategy

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


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

Note: Need and Feasibility studies not shown on the map:In Ontario - Niagara to GTA Corridor In New York - Route 531 extension, easterly from Lewiston

- Continental One Trade Corridor

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 border coordination group charged with: Addressing regional transportation policy, planning, strategy,

education and outreach; and Developing an action plan for the implementation of the various

strategy initiatives.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.


Key Highway Improvements in Ontario: Truck lane on Highway 405 approaching

Queenston-Lewiston BridgeNFBC and MTO to complete construction. Completed

Staged QEW Improvements from Hamilton to Highway 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 capacity

deficiency in the corridor.As determined by Feasibility 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

Strategy Initiatives Recommendations Timeframe 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 to findings.

Medium to Long-Term

Key Highway Improvements in Western New York continued: 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 Western New York: Highway 531 Rochester/Niagara Falls

ConnectionExamine concept feasibility once a proponent has been identified. As determined by

Feasibility Study ‘Continental One’ Trade Corridor

ImprovementsExamine concept feasibility once a proponent has been identified. As determined by

Feasibility Study

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


Reconfigure the Canadian plaza at the Peace Bridge

PBA to proceed with project. Ongoing

Operational improvements to the US plaza at the Peace Bridge

PBA to proceed with project. Ongoing

Peace Bridge US plaza Expansion (major expansion depending on Capacity Expansion Study)

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

Short to Medium-Term

Expansion of the Canadian plaza of the Queenston-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

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 where appropriate in support of Programs.ITS to support programs.

Ongoing

Shared Border Management Agencies to support federal governments’ efforts to consider shared border management solutions.PBA to work with US and Canadian Customs agencies to assess shared border management as part of the environmental assessment process.

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

Ongoing

Immediate


Commercial Border Notification Centres MTO, NYSDOT and NYSTA to work with private sector to develop centres in advance of the border to assist commercial vehicle operators by providing current border crossing information and services to ensure compliance with Canadian 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

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


Expansion & Improvements at the Existing Crossings: Peace Bridge Capacity Expansion PBA to advance the preferred alternative for additional Fort

Erie/Buffalo capacity identified through the joint Environmental Assessment Process.


Queenston-Lewiston Bridge Reconfiguration to add 5th lane

NFBC to complete the reconfiguration of the Queenston-Lewiston Bridge to five lanes.

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 compatibility through appropriate planning and environmental assessment approval processes.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


Investigate opportunities to increase use of other freight and passenger modes

Rail and transportation agencies to investigate opportunities to increase long haul, cross-border freight traffic by train. Recognizing that a high proportion of freight shipments start and end on trucks, effort to include an assessment of intermodal 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 services to and across the border

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

Short to Long-Term

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

Innovative, quicker and more predictable border processing 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.


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.


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


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

ITS initiatives such as NYSDOT’s State-wide ITS Strategy Study and MTO/Transport Canada’s Action Plan for the Intelligent Border Crossing.

Short-Term

Provide comprehensive real time information sharing to support coordination and integrated operation

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

Short-Term

MTO, NYSDOT and NITTEC to lead linking of regional, provincial and state information exchange networks.

Short-Term


Provide reliable delay information to travellers for crossing decisions or direct them to specific crossings in emergencies

NITTEC to lead Transportation agencies in speeding development and expansion 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 crossing delays to assist in border management

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

Medium-Term

Expand geographic coverage of the border network that is monitored and managed

MTO, NYSDOT and NYSTA to expand NITTEC and COMPASS systems to improve coverage of border crossings, approach corridors and key traveller decision points.

Medium-Term

Expand bi-national transportation management and operations for incidents and events

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

Short-Term

MTO and NYSDOT to Coordinate transportation, enforcement and emergency services.

Short-Term

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

Investigate full electronic processing system that integrates information collection, transmitting and processing of the following: Traffic safety and enforcement – vehicle

and cargo standards detection and compliance;

Toll payment – harmonized crossing and approach corridor toll payments systems;

Customs/immigration – screening and clearance 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 toll collection system to encourage more efficient usage of corridors/crossings

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

Early Actions

‘Early Actions’ are shorter-term projects that can proceed immediately, will support the longer-term vision, and will be effective in addressing 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 group of 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 plaza planning

Proceed with plaza expansion at the Peace

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

MTOMTO

NYSDOT

NYSTA

PBANFBC

Gov’t. Agencies, Bridge Authorities

Federal Agencies, Bridge Authorities

MTO, NYSDOT, NYSTA, private sector groups

Federal Agencies, Bridge Authorities

Investigate opportunities to increase use of other freight and passenger modes

Investigate opportunities to increase use of, and efficiency of border processing for passenger transportation 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 condition information sharing

Provide timely and accurate delay information to travellers

Enhance bi-national incident management

Complete NYSDOT ITS Strategy Study and MTO/Transport Canada Action Plan for the Intelligent Border Crossing

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

Rail Companies, Gov’t. Agencies

Gov’t. Agencies, Passenger Carriers

NITTEC , MTO, NYSDOT, NYSTA

All participating agencies

MTO, NYSDOT, NYSTA, NITTEC

MTO, NYSDOT, NYSTA, NITTEC, State/Provincial Police

MTO/Transport Canada, NYSDOT

MTO, NYSDOT, PBA-NFBC,NYSTA

Early Action Agencies Early Action Agencies

Bridge PBA

Implementation

The development of the Bi-National Transportation Strategy for the Niagara Frontier marks the beginning of an ongoing process to provide for the safety, security and efficiency of the cross-border movement of passengers and goods through and within the Bi-National Region. A key recommendation of the Strategy is the establishment of a structured border coordination group that will promote and oversee the implementation of the Strategy. The focus for this process will be on stakeholder input. The coordination group is to be sustained by governments and agencies with a mandate to maintain the Strategy and respond to emerging issues and trends.

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

Consensus building through the early implementation of the border coordination group;

Effective stakeholder input and active involvement; and

Delivery of programs and projects by individual agencies.

A broad range of stakeholders will need to be involved to successfully advance the strategy and to address cross-border transportation issues in the Niagara Frontier. Stakeholders include service providers, enforcement agencies, customers and users. The Bi-National Study Team recognizes that the input of these stakeholders is integral to the

development and implementation of various initiatives as they are the front line service providers and ultimate users of the system.

Stakeholder input will be sought at two levels:

At the comprehensive regional level through involvement in the border coordination group’s activities; and

During project planning and implementation through the regular business of individual agencies.

The border coordination group will provide a formal mechanism to build consensus and ensure that stakeholders’ concerns, issues and expertise are heard and addressed in the implementation of the Bi-National Transportation Strategy.

While the coordination group will not be implementing projects, it will champion the overall Strategy and help facilitate project delivery by the individual agencies. In a number of cases, initiatives to address border problems will encompass capital projects that must progress through appropriate environmental assessment processes that will ensure that important social and environmental safeguards are carefully followed. Proper planning and coordination will be key to advance projects in the most effective and timely manner.

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

Glossary and Notes 45

End Notes

1 . Statistics Canada, CANSIM Table 228-0003 – Imports and exports of goods on a balance-of-payments basis.2 . Niagara Economic Development Corporation, 2004 Advantage Niagara – Tourism Investment Update (2004),

http://www.niagaracanada.com/news/reports.cfm.3 . US Department of Transport (USDOT), Bureau of Transportation Statistics (BTS), Transborder Surface Freight Database 2003,

www.bts.gov/ntda/tbscd/.11 . Bridge and Tunnel Operators’ Association, Traffic Report, 2004.12 . Statistics Canada, International Merchandise Trade Annual Review (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 Trade Fact 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 Annual Review, 2004; MTO Commercial Vehicle

16 . NFBC, Niagara River Gateway, Long-Term Travel Forecasts and Infrastructure Needs (November 2002).17 . Region of Niagara, 2000 Niagara Frontier Traffic Survey, (2001). 18 . Niagara Economic Development Corporation, 2004 Advantage Niagara – Tourism Investment Update (2004).19 . Statistics Canada, 2001 Canadian Travel Survey and 2001 International Survey, as compiled by Ontario Investment Services

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 Transportation Directions (March 2003).22 . NEXUS and FAST percentages based on crossing operators’ data.23 . USDOT, BTS, Transborder Surface Freight Database 2003.24 . USDOT, BTS, National Transportation Statistics, 2003, Table 1-44, http://www.bts.gov/publications/

national_transportation_statistics/2003/html/table_01_44.html.25 . Bridge and Tunnel Operators’ Association, Traffic Report, 2004.27 . Transport Canada, Transportation in Canada 2003 Annual Report, 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 Niagara International Airport news releases (2003),

http://www.nfta.com/news/archives.phtml?year=2003.

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

Index.aspx?Sid=Node7/Node7.4&Tpl=1.33 . Hamilton International Airport, 2004 Airport Master Plan Update, http://www.hamiltonairport.com/about/ expansion.shtml.34 . USDOT, BTS, Transborder Surface Freight Database 2003.35 . Transport Canada, Transportation in Canada 2003 Annual Report, Table A2-1.36 . MTO, Bi-National Transportation Strategy for the Niagara Frontier – Review of Opportunities for Diversion from Truck to Rail

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 Ontario Chamber of Commerce, Study of Goods Movement in Golden Horseshoe (April 2004).

Photography Credits:

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

Survey 1991–2001; and Bridge and Tunnel Operators’ Association, Traffic Report, 2004.

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

4 . Statistics Canada, International Merchandise Trade Annual Review (2004).5 . Ibid.6 . Ibid.7 . Ibid.8 . Statistics Canada, International Merchandise Trade Annual Review (2004); and MTO, Commercial Vehicle Survey 1991–2001.9 . Ibid.10 . Statistics Canada, International Merchandise Trade Annual Review (2004); MTO Commercial Vehicle Survey 1991–2001; and

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

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