Canadian Niagara Power Company - Water rushing through tunnel

Photograph of water rushing through hydro tunnel.

Canadian Niagara Power Company - Tunnel

Another photograph of several men walking through the tunnel.

Canadian Niagara Power Company - Large group photo in tunnel

Large group of men standing in the tunnel wearing boots and hard hats.

Canadian Niagara Power Company - Group in Tunnel

Group of men in the hydro tunnel with a loaded dolly and large lamp for light.

Canadian Niagara Power Company - Man in Tunnel

One male looking down tunnel.

Canadian Niagara Power Company - Water pouring into Tunnel

Three men looking down tunnel as water is pouring in.

Canadian Niagara Power Company - Four Men in the Tunnel (different angle)

Four men, same men from a previous photograph, standing in the water of the tunnel.

Canadian Niagara Power Company - Man working in rafter of tunnel

A photograph of man working high in rafter of the tunnel with ropes securing him.

Canadian Niagara Power Company - Tunnel Wall

A photograph of the hydro tunnel wall.

Every man his own guide to the Falls of Niagara : or, The whole story in a few words /

Cover title: Guide to Niagara Falls.

A guide to travelers visiting the Falls of Niagara : containing much interesting and important information respecting the Falls and vicinity /

Twelve editions published between 1834 and 1849. 1st and 2d eds. published under title: A guide to travelers visiting the Falls of Niagara ; 3d-6th eds. under title: The book of Niagara Falls ; and 7th-12th eds. under title: Steele's book of Niagara Falls.

Manufacturing 'authenticity' : a case study of the Niagara wine cluster

In this thesis, I use "Fabricating Authenticity," a model developed in the Production of Culture Perspective, to explore the evolving criteria for judging what constitute "real" and authentic Niagara wines, along with the naturalization of these criteria, as the Canadian Niagara wine cluster has come under increasing stress from globalization. Authenticity has been identified as a hallmark of contemporary marketing and important to cultural industries, which can use it for creating meaningful differentiation; making it a renewable resource for securing consumers, increasing market value; and for relationships with key brokers. This is important as free trade and international treaties are making traditional protective barriers, like trade tariffs and markups, obsolete and as governments increasingly allocate industry support via promotion and marketing policies that are directly linked to objectives of city and regional development, which in turn carry real implications for what gets to be judged authentic and inauthentic local culture. This research uses a mixed methods research strategy, drawing upon ethnographic observation, marketing materials, newspaper reports, and secondary data to provide insight into the processes and conflicts over efforts to fabricate authenticity, comparing the periods before and after the passage of NAFT A to the present period. The Niagara wine cluster is a good case in point because it has little natural advantage nor was there a tradition of quality table wine making to facilitate the naturalization of authenticity. Geographic industrial clusters have been found particularly competitive in the global economy and the exploratory case study contributes to our understanding of the dynamic of '1abricating authenticity," building on various theoretical propositions to attempt to derive explanations of how global processes affect strategies to create "authenticity," how these strategies affect cultural homogeneity and heterogeneity at the local level, and how the concept of "cluster" contributes to the process of managing authenticity.

A case study investigation of the learning needs of the Niagara grape and wine community

The Niagara Grape and Wine Community (NGWC) is an industry that has undergone rapid change and expansion as a result of changes in governmental regulations and consumer preferences. As a result of these changes, the demands of the wine industry workforce have changed to reflect the need to implement new strategies and practices to remain viable and competitive. The influx of people into the community with little or no prior practical experience in grape growing (viticulture) or winemaking (oenology) has created a need for additional training and learning opportunities to meet workforce needs. This case study investigated the learning needs of the members of this community and how these needs are currently being met. The barriers to, and the opportunities for, members acquiring new knowledge and developing skills were also explored. Participants were those involved in all levels of the industry and sectors (viticulture, processing, and retail), and their views on needs and suggestions for programs of study were collected. Through cross analyses of sectors, areas of common and unique interest were identified as well as formats for delivery. A common fundamental component was identified by all sectors - any program must have a significant applied component or demonstration of proficiency and should utilize members as peer instructors, mentors, and collaborators to generate a larger shared collective of knowledge. Through the review of learning organizations, learning communities, communities of practices, and learning networks, the principles for the development of a Grape and Wine Learning Network to meet the learning needs of the NGWC outside of formal institutional or academic programs were developed. The roles and actions of members to make such a network successful are suggested.

Electrical Development Company of Ontario certificate of stock ownership, ca. 1910.

The Electrical Development Company of Ontario was created in 1903. It was one of three private power companies that had water power leases with the Niagara Parks Commission, but was the only one that was financed with Canadian capital. The company built the Toronto Power Generating Station at Niagara Falls beginning in 1906, and the power house was completed in 1913. During the construction, there was much debate about whether the utility should remain privately operated or become a public utility. In 1920, the company became part of the public utility.