Bi-National Transportation Strategy for the Niagara Frontier

December 2005

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 Bi-National Transportation Strategy for the Niagara Frontier

The Niagara Frontier in a Regional Context Bi-National Transportation Strategy for the Niagara Frontier

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 Bi-National Transportation Strategy for the Niagara Frontier

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 Frontier People and goods move safely, securely and efficiently within the bi-national Niagara Region via a transportation system that is unified, provides multimodal alternatives, is environmentally sensitive and supports economic growth.

4 Introduction and the Vision Bi-National Transportation Strategy for the Niagara Frontier

Introduction and the Vision

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 Bi-National Trade Between Canada and the US1 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 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

Introduction and the Vision 5 Bi-National Transportation Strategy for the Niagara Frontier

of a Bi-National Working Group, comprised of This vision is supported by specific goals: representatives from transportation providers, state, provincial and municipal officials to oversee and set · Commuters and other travellers enjoy safe, predictable direction for the development of a bi-national transportation and efficient trips across the Niagara region; strategy for the Niagara Frontier. · National and regional economies expand and prosper At the working level, a steering committee with with rapid, predictable and safe movement of goods representation from New York State Department of and people through the region; Transportation (NYSDOT), Ontario Ministry of · Goods and people move securely and infrastructure is Transportation (MTO), both federal transportation agencies, secure; and local planning bodies and bridge authorities was formed to coordinate the development of the strategy. While · Decision-making recognizes the importance of the recognizing both the economic opportunities for the Niagara environment and the well being of border communities. 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.

6 Introduction and the Vision Bi-National Transportation Strategy for the Niagara Frontier

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.

Introduction and the Vision 7 Bi-National Transportation Strategy for the Niagara Frontier

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

8 Process to Develop the Strategy Bi-National Transportation Strategy for the Niagara Frontier

· Developing a long-term vision that will: knowledge of these various stakeholders were important components in the development of the strategy. · Assess existing and potential initiatives in terms of their ability to address the identified problems, their Input was particularly sought from the following ability to support the stated goals, their synergy with stakeholders as part of the consultation effort: other initiatives, their implementation time frame; and · Canadian and US federal border inspection agencies;

· Result in recommended strategies with an action · Enforcement agencies; plan to support the vision. · Municipalities; The identification of ITS issues and strategies was · Shippers, brokers and trucking associations; undertaken through an over-arching study sponsored by the NYSDOT. Key outputs from that study, including issues and · Rail companies; opportunities related to ITS for the Frontier, have been integrated into this Bi-National Transportation Strategy. · Auto and bus organizations;

The strategy builds on existing projects and potential · Marine organizations; initiatives, and brings them into a comprehensive strategy that addresses the border transportation needs in a · Private sector groups with proposals for new border synergistic approach. This in turn will lead to the crossings; and development of a series of action plans to ensure that individual initiatives within the strategy move forward in a · Economic and tourism organizations. timely manner and in response to growing demands, as well In addition to these stakeholders, the project team held as to measure the success of these initiatives. extensive discussions with federal, state, provincial, and Stakeholder Consultation regional transportation agencies as well as the bridge authorities in the Niagara Falls and Fort Erie/Buffalo areas. There are many regulatory stakeholders in both countries In order to further engage stakeholders and to document whose legislative mandates and roles will affect the overall and receive feedback on the strategy progress, over 100 efficiency of the border crossings and approach corridors. representatives from public and private sector organizations Other stakeholders, such as users and service providers were invited to participate in a daylong event in mid-June within the Niagara Frontier, have valuable perspectives on 2004. Discussion and specific comments received at, and issues and opportunities in regards to improving the since that session, have been integrated into the overall efficiency of the crossings. The mandates, expertise and strategy and are reflected in this report.

Process to Develop the Strategy 9 Bi-National Transportation Strategy for the Niagara Frontier

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

10 Process to Develop the Strategy Bi-National Transportation Strategy for the Niagara Frontier

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

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

Process to Develop the Strategy 11 Bi-National Transportation Strategy for the Niagara Frontier

Characteristics and Outlook for the Niagara Frontier

The Economic Importance United States’International Trade-2004 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 cent of the state’s total value of trade with Canada, estimated at $39 billion, is with Ontario.8

* All monetary values in this report are in Canadian dollars, unless otherwise noted. Canada’s International Trade-2004

12 Characteristics and Outlook for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

In 2004, the Niagara Frontier international bridges Other economic considerations are: supported trade moved by trucks totalling $70 billion.9 The Region is clearly a key economic gateway between the · The Frontier is the second busiest trade corridor nations with a 20 per cent share of Canada-US road based between Canada and the US. Over 15 million vehicles, commodity value and 17 per cent of Canada’s border of which 2.3 million were trucks, crossed the Frontier in 11 crossing truck volume transiting the Frontier.10 2004;

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

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

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 New York’s Trade with Canada (1993–2004) $64 million cross at Niagara gateways. These

Characteristics and Outlook for the Niagara Frontier 13 Bi-National Transportation Strategy for the Niagara Frontier

movements represent 22 per cent of Ontario’s According to a cross-border passenger vehicle survey automotive trade by truck volume.15 undertaken at the Niagara Frontier in 2000, nearly 60 per cent of weekday and 65 per cent of weekend trips made to The growth rate in truck traffic across the Niagara border Ontario by New York residents were described as tourist between 1990 and 2000 was 5.6 per cent per annum, an related, while the corresponding figures are 25 per cent and extraordinary increase compared to GDP (Gross Domestic 50 per cent of cross-border trips made by Ontario residents 16 Product). Truck traffic has levelled off between 2000 and to New York. Only 19 per cent of the cross-border trips 2004 due to the events of Sept. 11 and more recently, a made on a weekday by Ontario residents were for work general economic slowdown. purposes. Less than 6 per cent of the New York residents traveling to Ontario on a weekday cited work as their The Niagara Frontier is also a world-renowned gateway and 17 primary trip purpose. destination for tourists. Located along the international border within a comparatively short drive of many large US On the Canadian side, visitors to the Niagara Falls area centres, the area offers many diverse attractions to draw a currently number about 14 million annually, peaking during large number of US visitors. 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

2004 Trade Value by Truck at Canada-US Crossings

14 Characteristics and Outlook for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

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).

Profile of Niagara Frontier and Toronto Visitors

Canadian and US Highway Corridors

Characteristics and Outlook for the Niagara Frontier 15 Bi-National Transportation Strategy for the Niagara Frontier

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. The Queenston-Lewiston Bridge

The Whirlpool Rapids Bridge (top bridge in photo) Highway Border Crossings of the Niagara River

16 Characteristics and Outlook for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

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- Whirlpool Rainbow Peace Lewiston (1) (2) Bridge Bridge Bridge Bridge Customs & Immigration:

Canada - Auto Booths 6 1 15 14

- Truck Booths 3 - - 4

The Rainbow Bridge 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. The Peace Bridge

Characteristics and Outlook for the Niagara Frontier 17 Bi-National Transportation Strategy for the Niagara Frontier

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 NEXUS is a bi-national program aimed at expediting the Bridge is an exclusive freight-carrying structure that processing of registered low-risk automobile drivers and connects Buffalo and Fort Erie while the upper deck of the passengers who cross the Canada-US border. Similarly, Whirlpool Bridge spans the Niagara River between the FAST (Free and Secure Trade) is a joint Canada-US federal Cities of Niagara Falls. A former rail bridge, the Michigan program designed to expedite the processing of low-risk Central Railway Bridge is located immediately to the south cargo shipments. of the Whirlpool Bridge and is not currently in use.

The NEXUS and FAST programs are both available at the The two active rail bridges carried about $14.5 billion worth Peace Bridge. In 2004, approximately 20 per cent of of goods in 2003 that represented about 15 per cent of all automobile users crossing during peak travel periods at the goods crossing the Frontier, a figure roughly equal to the Peace Bridge were NEXUS registered reflecting the average rail share across the entire Canada-US border.23 comparatively high degree of repeat usage at this Bridge. Outside the peak period, NEXUS usage is between 8 per Passenger Transportation cent and 12 per cent. The number of trucks registered in the Passenger transportation services also play a role in cross- FAST program at the Peace Bridge lies between 3 per cent border travel with about 9 per cent of all people crossing the and 5 per cent. The Rainbow Bridge serves passenger Niagara border by motor coach or passenger rail (8.7 per vehicles and buses only, and NEXUS usage is about 2 per 24 cent by bus and 0.2 per cent by rail). Several intercity bus cent. The Queenston-Lewiston Bridge is in the process of companies provide scheduled services within the Niagara re-configuration for both FAST and NEXUS processing as Frontier and across the border. In 2003, just over 80,000 part of planned improvements to the bridge and its plazas. scheduled and chartered buses crossed at the Niagara The Whirlpool Bridge has recently been converted to 22 Frontier with the majority of these being private tour NEXUS registered users only. 25 operators. The Niagara Frontier Transportation Authority Rail Network (NFTA) provides transit service throughout the Erie-Niagara region on the US side of the border while in Canada, The Niagara Region of Ontario is served by two of the municipal transit services are provided by the City of world’s largest rail systems: Canadian Pacific Railway Niagara Falls and the Town of Fort Erie. None of these (CPR) and Canadian National (CN) Railway. Both railway operations offer a cross-border service. 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

18 Characteristics and Outlook for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

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 Marine Transportation airport handling 25 million passengers in 2003 and 308,000 tonnes of cargo in 2002.31 LBPIA is in the process of The Great Lakes Seaway System contributes more than $6 completing a major $4.4 billion expansion that includes a billion annually to the economies of Canada and the US and 26 new terminal and associated air and groundside directly supports more than 65,000 jobs in both countries. 32 improvements. John C. Munro International Airport in A major component of the system, the Welland Canal, Hamilton handles one million passengers annually through crosses the Niagara Peninsula and links Lake Ontario and domestic and international carrier services. The airport the St. Lawrence Seaway with Lake Erie and the Upper handled 93,000 tonnes of cargo in 2003 and is the largest Great Lakes. The Welland Canal is a facility of major 33 integrated courier cargo airport in Canada. 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,

Characteristics and Outlook for the Niagara Frontier 19 Bi-National Transportation Strategy for the Niagara Frontier

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 Niagara River Crossing – Historical and Future Annual 2.5 per cent and 3.5 per cent per annum over the next Commercial Vehicle Flows (top) and Passenger Vehicle 20 years. Flows (bottom) (1996–2035)

20 Characteristics and Outlook for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

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.

Characteristics and Outlook for the Niagara Frontier 21 Bi-National Transportation Strategy for the Niagara Frontier

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.

22 Issues and Opportunities Bi-National Transportation Strategy for the Niagara Frontier

Canadian Approach Highways · I-90 Williamsville toll barrier; and

Today, the QEW approach to the Niagara Frontier provides · I-290 on its approaches and through its interchange an adequate level of service with the exception of certain with I-90. sections at peak times. The portion through St. Catharines is already at capacity during the high tourist season and the By 2015, additional sections of I-290 are expected to be at section immediately east of the Burlington Bay Skyway in capacity, as well as sections of I-90 between I-290 and Hamilton is also congested in peak periods. Between St. I-190. Catharines and Hamilton, various stretches of the QEW are Processing and Enforcement Plazas approaching capacity. Without improvements, the QEW would be unable to meet the travel demands between the Both the Canadian and US Plazas at the Queenston- Niagara Frontier and the GTA over the next 30 years. In Lewiston Bridge have experienced operational limitations in addition to the basic capacity issues, the QEW is the only meeting changing security and enforcement requirements. main highway in Ontario serving the Niagara Frontier. The existing highway system lacks the flexibility or network The Canadian Plaza at the Peace Bridge has adequate redundancy to provide for alternative high capacity routes in truck processing capacity but is experiencing problems with the event of disruption on the QEW. auto processing. The US Plaza is severely constrained and is experiencing operational problems for both automobile US Approach Highways and truck processing. The Peace Bridge has begun to reconfigure both the Canadian and US Plazas to improve The regional highway network in Western New York that the Canada-bound auto and bus processing facilities and supports both local and international travel consists of a the US-bound truck processing capacity. This project series of expressways including I-90, I-190 (with the Grand includes the shifting of tolls from the US to the Canadian Island Bridges), I-290 and US 219. Certain sections of this side, which will in turn allow for an increase in the number of expressway system are currently at capacity during peak US-bound truck booths from four to seven. For the longer- travel periods, including: term needs, the Peace Bridge is conducting a bi-national · I-190 Grand Island Bridges; environmental assessment process to determine the future plaza requirements. Current alternatives include an · I-190 between Grand Island and the Peace Bridge; expanded US Plaza and a Shared Border Management configuration, whereby both US and Canadian inspection · I-190 between Downtown Buffalo and I-90; facilities would be located on the Canadian side of the border. · Sections of I-90 north of its interchange with I-190 (between Exits 49 and 53);

Issues and Opportunities 23 Bi-National Transportation Strategy for the Niagara Frontier

Recent significant improvements to both plazas of the notification of all human and animal food import shipments Rainbow Bridge have resulted in creating adequate capacity per the US Bioterrorism Act. The FDA has commissioned for the foreseeable future. customs officers to conduct investigations and examinations of imported foods at the border. The advance notification The Whirlpool Bridge has recently been designated for requirements should help facilitate most cross-border NEXUS registered automobile users only, and therefore its shipments. However, the impact on secondary inspection plaza capacity on both sides of the river is adequate now facilities and processes is unclear and the effect of and into the future. increased vigilance over food security on border inspection processes and facilities will need to be considered. Apart from the critical importance of adequate inspection staffing, key factors in the throughput of a plaza are the The evolving and expanding US-VISIT program applies to inspection processes that are carried out, the design of the US visitors but does not affect most Canadians at the plazas to accommodate these processes, and the flow of current time. It utilizes biometric identification and is initially traffic from approach roadways to and through the various being deployed for visitors inbound to the US. Outbound inspection areas. New border security requirements have clearance processes have not yet been defined. The impact been implemented since Sept. 11 and are still evolving. of this program on border plaza facilities as it begins to be These requirements have major impacts on inspection deployed at the Niagara crossings will need to be processes and plaza layouts. monitored.

FAST and NEXUS programs for commercial and passenger The border plazas need to be designed for flexibility to vehicles, respectively, are recognized by both government provide facilities for new security programs such as Vehicle agencies and stakeholders as being the preferred and Cargo Inspection Systems (VACIS) and occasional processing methods both now and in the future. However, outbound checks in all future bridge plaza plans. 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

24 Issues and Opportunities Bi-National Transportation Strategy for the Niagara Frontier

Border Crossing Capacity franchise ensuring the Authority exclusive right to construct a new bridge within that six-mile area. Any new crossing The following table summarizes the status of the basic proposals would be required to demonstrate need, border crossing capacity of the four road bridges. This connection to, and impact on the existing road network as analysis assumes traffic flows freely across a bridge and is well as community compatibility through appropriate not constrained by the design and operation of the planning and environmental assessment approval processing plazas. processes.

Existing Bridge Capacity in 2005 The following exhibit illustrates the capacity of the approach highways as well as the operational and processing Bridge No. of Existing Lanes Basic Capacity Reached by capacity of the bridge plazas in 2005.

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 Niagara Border Crossing Capacity (as of 2005) 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

Issues and Opportunities 25 Bi-National Transportation Strategy for the Niagara Frontier

Other Modes A number of factors could affect optimization of the rail mode including: Rail Transportation · Efficiency and predictability of customs processing for Nearly 15 per cent of the total value of goods crossing the trains, particularly entering the US; Niagara border in 2002 was carried on rail.34 While this figure is roughly equal to the average rail freight share · Rail infrastructure to support inspections; across the entire Canada-US border (17 per cent), there is rail capacity available for future growth.35 A recent study of · Highway access to multimodal terminals; freight rail opportunities has suggested that certain commodity types currently transported over long distances · Rail access to saltwater ports; could be carried efficiently by rail thereby reducing some of · Marketing by rail carriers to promote rail use; and the demand on highway, bridge and processing 36 infrastructure. · 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 2003 Trade Value by Mode Between Canada and work-related cross-border transit service is limited. the US 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

26 Issues and Opportunities Bi-National Transportation Strategy for the Niagara Frontier

trips that are made via passenger transportation. In the Projections and trends for air transportation include: Niagara Falls area, tourist attractions are concentrated geographically, providing a more favourable market for · Air cargo shipments will increase at one and a half coach tours. Additionally, a significant number of people in times the rate of the economy; the Greater Toronto and New York City metropolitan areas · 190 per cent air cargo growth forecast by 2017; and – the major ends of the intercity approach corridors through the Region – do not own automobiles. As well, the · Integrated cargo carriers are capturing an increasing population as a whole is aging with an accompanying shift share of international freight.37 away from the use of the automobile for longer distance trips and tourism. Although a significant increase in air cargo shipment has been forecast, the impact on the local transportation system Marine Transportation will be relatively minor as existing cargo volumes are low. Air cargo volumes should continue to be monitored and The marine industry believes there are opportunities to ground access to the airport freight terminals may need to strengthen their economic viability through modifications to be reviewed in the future. legislative and regulatory frameworks that would support the industry’s efforts in areas of cost reduction, productivity Network Management improvement, technology enhancement, and varying governance models. Delays and unpredictability sometimes experienced with cross-border trips are a prevailing concern for all surface Currently, there are initiatives for freight and passenger transportation modes. There is a fundamental need for ferry services across Lake Ontario between Toronto and accurate information on border crossing conditions, delays, Rochester, and between Hamilton and Oswego. Other and throughput in order to better understand the issues services are under consideration across Lake Erie linking related to delay and unpredictability at the border and to the Ontario ports of Nanticoke, Port Stanley or Port Dover develop effective solutions to address them. with US ports in Pennsylvania or Ohio. There has been a strong recognition of the significant Air Transportation potential for border network management. It is crucial that this potential be fully exploited through a variety of efforts, “Just-In-Time”delivery of certain components and “Speed which would include: To Market”of high value products are resulting in an increasingly important role being played by the air mode in · Developing a Bi-National Traffic Management Plan the movement of goods and therefore in the economy of among all agencies servicing the border; both nations. · Developing a Bi-National ITS Architecture and compatible system components;

Issues and Opportunities 27 Bi-National Transportation Strategy for the Niagara Frontier

· Improving the communications network; MTO and Transport Canada launched a joint study in 2004 to develop an Action Plan for the Intelligent Border Crossing · Improving and increasing the reliability of data collection between Ontario and the US by late 2005. The study is systems; charged with developing and implementing ITS solutions at all Ontario-US border crossings and will include preliminary · Developing a predictive model that forecasts probable and detailed designs for early ITS actions. For the Niagara border delays and events; and Region, the Action Plan builds on initial work undertaken by the NYSDOT study. · Developing enhanced multimodal regional traveller information and incident management systems. Addressing bi-national ITS compatibility and developing It is recognized as well that full electronic processing could coordinated ITS plans and architecture are critical significantly enhance cross-border efficiency and security. requirements of these initiatives. 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.

28 Issues and Opportunities Bi-National Transportation Strategy for the Niagara Frontier

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.

Issues and Opportunities 29 Bi-National Transportation Strategy for the Niagara Frontier

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.

30 A Strategy for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

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

A Strategy for the Niagara Frontier 31 Bi-National Transportation 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 border Short-Term 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.

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 approaching NFBC and MTO to complete construction. Completed Queenston-Lewiston Bridge · Staged QEW Improvements from Hamilton to MTO to continue with planning and design. Short to Medium-Term Highway 420 · Highway 406 Improvements Expand two to four lanes with new interchange at Highway 20. Short-Term MTO to continue with planning and design for extension. Medium to Long-Term

Need and Feasibility Studies in Ontario:

· Niagara–GTA Corridor MTO to continue with Environmental Assessment to address capacity As determined by deficiency in the corridor. 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 · Reconstruction of I-90/I-290 interchange and NYSDOT and NYSTA to complete corridor study and proceed according to Medium to Long-Term I-90 from I-190 to I-290 (corridor expansion) findings.

32 A Strategy for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

Strategy Initiatives Recommendations Timeframe

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 Examine concept feasibility once a proponent has been identified. As determined by Connection Feasibility Study · ‘Continental One’Trade Corridor Examine concept feasibility once a proponent has been identified. As determined by Improvements Feasibility 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 Peace PBA to proceed with project. Ongoing Bridge

Operational improvements to the US plaza at the PBA to proceed with project. Ongoing Peace Bridge

Peace Bridge US plaza Expansion (major PBA to advance the preferred alternative for additional Fort Erie/Buffalo Short to Medium-Term expansion depending on Capacity Expansion capacity identified through the joint Environmental Assessment Process. Study)

Expansion of the Canadian plaza of the NFBC to proceed with plan; start construction. Immediate to Short-Term Queenston-Lewiston Bridge

Expansion of the US plaza of the Queenston- GSA/NFBC to initiate planning process. Short-Term Lewiston Bridge

A Strategy for the Niagara Frontier 33 Bi-National Transportation Strategy for the Niagara Frontier

Strategy Initiatives Recommendations Timeframe

FAST and NEXUS Programs Government agencies and bridge authorities to promote marketing initiatives, Ongoing 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.

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

Federal agencies to assess the potential for shared border management Short to Medium-Term solutions at other crossings.

Commercial Border Notification Centres MTO, NYSDOT and NYSTA to work with private sector to develop centres in Short-Term 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.

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

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

34 A Strategy for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

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

Strategy Initiatives Recommendations Timeframe

Expansion & Improvements at the Existing Crossings:

· Peace Bridge Capacity Expansion PBA to advance the preferred alternative for additional Fort Erie/Buffalo Short to Medium-Term capacity identified through the joint Environmental Assessment Process. · Queenston-Lewiston Bridge Reconfiguration NFBC to complete the reconfiguration of the Queenston-Lewiston Bridge to five Underway to add 5th lane lanes.

Proposals for new crossings Agencies to monitor in context of the overall transportation network. Medium to Long-Term 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.

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 other Rail and transportation agencies to investigate opportunities to increase long Short to Long-Term freight and passenger modes 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.

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 Passenger carriers and transportation agencies to investigate opportunities to Short to Long-Term to and across the border expand the use of passenger transportation. Proceed with planned Niagara Falls, NY rail passenger terminal. Medium-Term

A Strategy for the Niagara Frontier 35 Bi-National Transportation Strategy for the Niagara Frontier

Strategy Initiatives Recommendations Timeframe

Innovative, quicker and more predictable border Federal Agencies and passenger carriers to investigate feasibility of: Short to Medium-Term processing of passenger transportation modes · On-board processing; and · Use of electronic passenger manifests for pre-arrival customs notification.

Cross-Lake Ferry Service: Agencies to monitor in context of the overall transportation network. Short to Medium-Term

· Toronto–Rochester Proponents to determine need, nature and location of proposed services. · Hamilton–Oswego · Across Lake Erie

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, Short to Long-Term set regional ITS priorities and oversee progress.

· Address bi-national ITS compatibility issues. Ongoing

· Develop coordinated ITS plans and architecture through ongoing ITS Short-Term initiatives such as NYSDOT’s State-wide ITS Strategy Study and MTO/Transport Canada’s Action Plan for the Intelligent Border Crossing.

Provide comprehensive real time information NITTEC to lead Transportation agencies in linking traffic management, river Short-Term sharing to support coordination and integrated crossings, railroads, enforcement and emergency services. operation MTO, NYSDOT and NITTEC to lead linking of regional, provincial and state Short-Term information exchange networks.

Provide reliable delay information to travellers for NITTEC to lead Transportation agencies in speeding development and Immediate to Short-Term crossing decisions or direct them to specific expansion of components; variable message signs, highway advisory radio, crossings in emergencies vehicle transponder readers and web sites.

Use real time traffic data to forecast crossing MTO, NYSDOT and NYSTA to lead investigation of application and develop Medium-Term delays to assist in border management tools in conjunction with NITTEC.

36 A Strategy for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

Strategy Initiatives Recommendations Timeframe

Expand geographic coverage of the border MTO, NYSDOT and NYSTA to expand NITTEC and COMPASS systems to Medium-Term network that is monitored and managed improve coverage of border crossings, approach corridors and key traveller decision points.

Expand bi-national transportation management NITTEC to lead development of regional traffic and incident action plans. Short-Term and operations for incidents and events MTO and NYSDOT to Coordinate transportation, enforcement and emergency Short-Term services. MTO and NYSDOT to expand motorist aid patrols. Short-Term

Investigate full electronic processing system that MTO and NYSDOT to lead efforts to investigate feasibility. Medium-Term 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.

Investigate potential for utilizing electronic toll MTO and NYSDOT to lead study of feasibility and effectiveness. Short-Term collection system to encourage more efficient usage of corridors/crossings

A Strategy for the Niagara Frontier 37 Bi-National Transportation 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 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 MTO, NYSDOT, Investigate opportunities to increase use of other Rail Companies, of border transportation agencies NYSTA, TC, freight and passenger modes Gov’t. Agencies FHWA, GBNRTC, RMN, NIITEC Investigate opportunities to increase use of, and Gov’t. Agencies, efficiency of border processing for passenger Passenger Carriers Continue with Staged QEW improvements MTO transportation services Complete 406 widening / Highway 20 interchange MTO NITTEC to lead technical group: NITTEC , MTO, Proceed with Route 63 Corridor improvements NYSDOT · To realize the potential of ITS network NYSDOT, NYSTA management applications Relocate I-90 Williamsville toll barrier NYSTA · To develop coordinated ITS architecture and plans and set regional ITS priorities Complete Plaza improvements · Peace Bridge PBA Create a process for real time border condition All participating · Queenston-Lewiston Bridge NFBC information sharing agencies

Promote FAST and NEXUS Programs Gov’t. Agencies, Provide timely and accurate delay information to MTO, NYSDOT, Bridge Authorities travellers NYSTA, NITTEC

Support Shared Border Management efforts Federal Agencies, Enhance bi-national incident management MTO, NYSDOT, Bridge Authorities NYSTA, NITTEC, State/Provincial Develop Commercial Border Notification Centers MTO, NYSDOT, Police NYSTA, private sector groups Complete NYSDOT ITS Strategy Study and MTO/Transport MTO/Transport Canada Action Plan for the Intelligent Canada, NYSDOT Incorporate security enhancement measures in plaza Federal Agencies, Border Crossing planning Bridge Authorities Investigate potential for using electronic toll collection MTO, NYSDOT, Proceed with plaza expansion at the Peace Bridge PBA system to improve efficiency of corridors/crossings PBA-NFBC,NYSTA

38 A Strategy for the Niagara Frontier Bi-National Transportation Strategy for the Niagara Frontier

Implementation

The development of the Bi-National Transportation Strategy Stakeholder input will be sought at two levels: for the Niagara Frontier marks the beginning of an ongoing process to provide for the safety, security and efficiency of · At the comprehensive regional level through the cross-border movement of passengers and goods involvement in the border coordination group’s through and within the Bi-National Region. A key activities; and recommendation of the Strategy is the establishment of a structured border coordination group that will promote and · During project planning and implementation through the oversee the implementation of the Strategy. The focus for regular business of individual agencies. this process will be on stakeholder input. The coordination The border coordination group will provide a formal group is to be sustained by governments and agencies with mechanism to build consensus and ensure that a mandate to maintain the Strategy and respond to stakeholders’concerns, issues and expertise are heard and emerging issues and trends. addressed in the implementation of the Bi-National The success of the Strategy’s recommendations will depend Transportation Strategy. on the following three factors: While the coordination group will not be implementing projects, it will champion the overall Strategy and help · Consensus building through the early implementation of the border coordination group; facilitate project delivery by the individual agencies. In a number of cases, initiatives to address border problems will · Effective stakeholder input and active involvement; and encompass capital projects that must progress through appropriate environmental assessment processes that will · Delivery of programs and projects by individual ensure that important social and environmental safeguards agencies. are carefully followed. Proper planning and coordination will be key to advance projects in the most effective and timely A broad range of stakeholders will need to be involved to manner. 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.

A Strategy for the Niagara Frontier 39 Bi-National Transportation Strategy for the Niagara Frontier

Glossary and Notes

Glossary

BNIA Buffalo Niagara International Airport CBP US Customs and Border Protection CBSA Canada Border Services Agency CN Canadian National Railway CPR Canadian Pacific Railway FAST Free and Secure Trade FDA US Food and Drug Administration FHWA US Federal Highway Administration GBNRTC Greater Buffalo-Niagara Regional Transportation Council GDP Gross Domestic Product GSA US General Services Administration GTA Greater Toronto Area ITS Intelligent Transportation Systems LBPIA Lester B. Pearson International Airport MTO Ontario Ministry of Transportation NFBC Niagara Falls Bridge Commission NFIA Niagara Falls International Airport NFTA Niagara Frontier Transportation Authority NITTEC Niagara International Transportation Technology Coalition NYSDOT New York State Department of Transportation NYSTA New York State Thruway Authority PBA Buffalo-Fort Erie Public Bridge Authority (Peace Bridge Authority) QEW Queen Elizabeth Way RMN Regional Municipality of Niagara RPM Radiation Portal Monitor TC Transport Canada VACIS Vehicle and Cargo Inspection System

40 Glossary and Notes Bi-National Transportation Strategy for the Niagara Frontier

End Notes 13. City of Niagara Falls, Tourist And Economic Impact Statistics, (2005), http://www.city.niagarafalls.on.ca/ economicoutreach/qstats.html. 1. Statistics Canada, CANSIM Table 228-0003 – Imports and exports of goods on a balance-of-payments basis. 14. Washington, DC, Canadian Embassy, New York State Trade Fact Sheet (August 2004), 2. Niagara Economic Development Corporation, 2004 http://www.dfait-maeci.gc.ca/can-am/washington/ Advantage Niagara – Tourism Investment Update (2004), state_trade_2004/state_trade_2004-en.asp. http://www.niagaracanada.com/news/reports.cfm. 15. Statistics Canada, International Merchandise Trade Annual 3. US Department of Transport (USDOT), Bureau of Review, 2004; MTO Commercial Vehicle Survey 1991–2001; Transportation Statistics (BTS), Transborder Surface Freight and Bridge and Tunnel Operators’Association, Traffic Report, Database 2003, www.bts.gov/ntda/tbscd/. 2004. 4. Statistics Canada, International Merchandise Trade Annual 16. NFBC, Niagara River Gateway, Long-Term Travel Forecasts Review (2004). and Infrastructure Needs (November 2002). 5. Ibid. 17. Region of Niagara, 2000 Niagara Frontier Traffic Survey, 6. Ibid. (2001). 7. Ibid. 18. Niagara Economic Development Corporation, 2004 Advantage Niagara – Tourism Investment Update (2004). 8. Statistics Canada, International Merchandise Trade Annual Review (2004); and MTO, Commercial Vehicle Survey 1991– 19. Statistics Canada, 2001 Canadian Travel Survey and 2001 2001. International Survey, as compiled by Ontario Investment Services in Visits and Visitor Expenditures in Travel Regions, 9. Ibid. by Origin, 2001, http://www.2ontario.com/tourism/ 10. Statistics Canada, International Merchandise Trade Annual stats_visitexpend_ont_travel_region.asp. Review (2004); MTO Commercial Vehicle Survey 1991–2001; 20. City of Niagara Falls, Tourist And Economic Impact Statistics and Bridge and Tunnel Operators’Association, Traffic Report, (2005). 2004. 21. The RMN and the GBNRTC, Strategic Transportation 11. Bridge and Tunnel Operators’Association, Traffic Report, Directions (March 2003). 2004. 22. NEXUS and FAST percentages based on crossing operators’ 12. Statistics Canada, International Merchandise Trade Annual data. Review (2004); and MTO Commercial Vehicle Survey 1991– 2001. 23. USDOT, BTS, Transborder Surface Freight Database 2003.

Glossary and Notes 41 Bi-National Transportation Strategy for the Niagara Frontier

24. USDOT, BTS, National Transportation Statistics, 2003, Table 35. Transport Canada, Transportation in Canada 2003 Annual 1-44, http://www.bts.gov/publications/ Report, Table A2-1. national_transportation_statistics/2003/html/table_01_44.html. 36. MTO, Bi-National Transportation Strategy for the Niagara 25. Bridge and Tunnel Operators’Association, Traffic Report, Frontier – Review of Opportunities for Diversion from Truck to 2004. Rail Freight for Border Crossing Traffic (September 2003). 26. Chamber of Maritime Commerce, Industry Facts and Figures, 37. Transport Canada, Aviation Forecasts 2003–2017, http://www.cmc-ccm.com/facts.html. (September 2004), http://www.tc.gc.ca/pol/en/ airforecasting/summary04/summary2004.htm; and Ontario 27. Transport Canada, Transportation in Canada 2003 Annual Chamber of Commerce, Study of Goods Movement in Golden Report, Tables A8-9 and A8-10. Horseshoe (April 2004). 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- Photography Credits: lawrenceseawaystudy/ approvedreconnaissancereport/. 29. Niagara Frontier Transportation Authority, Buffalo Niagara All photographs are the property of MTO, NYSDOT or their International Airport news releases (2003), consultants, with the following exceptions. http://www.nfta.com/news/archives.phtml?year=2003. Cover: AMTRAK train photo: Jared C. Benedict via 30. Niagara Frontier Transportation Authority, Niagara Falls Wikipedia.com International Airport, New Terminal Initiative, Page 16: Queenston-Lewiston Bridge and Whirlpool Bridge http://www.nfta.com/nfairport/development.asp. photos: NFBC and TC Page 19: Plane photo: Skajake via Wikipedia.com; Train 31. Greater Toronto Airports Authority, Facts and Figures, http://www.gtaa.com/Index.aspx?Sid=Node7/ Node7.4&Tpl=1; photo: VIA Rail 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.

42 Glossary and Notes