COMPREHENSIVE PLAN

FOR

CITY OF NIAGARA FALLS, USA

2009
CITY OF NIAGARA FALLS, NEW YORK

Mayor Paul A. Dyster, Chief Executive Officer

Donna Owens, City Administrator

Niagara Falls City Council

Mr. Samuel Fruscione - City Council Chair

Mr. Robert Anderson Jr - Council Member
Mr. Steven Fournier - Council Member
Mr. Chris Robins - Council Member
Mr. Charles Walker - Council Member

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN

CITY OF NIAGARA FALLS PLANNING BOARD
2008 MEMBERS

Angelo D’Aloise, Chairperson

Richard Smith, Vice-Chairperson
Geraldine Donovan
Harold (Hal) Faba
Marjorie Gillies
Mark Grozio
Michael Lewis
Timothy Polka
Zebedee Turk

CITY OF NIAGARA FALLS PLANNING STAFF

Peter Kay, Director of Planning and Economic Development

Thomas J. DeSantis, AICP, Senior Planner
Joseph Collura, Economic Development Professional
Derek Waltho, Planner II/HPS
Alan Nusbaum, Environmental Assistant/GIS Coordinator
Bonnie Smith, Recording Secretary

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN

A CKN OW LE DGE ME N TS
The Niagara Falls Strategic and Comprehensive Plans are the result of the efforts of many individuals,
members of the community who shared their thoughts and comments concerning the future of the
city most intently throughout the period from 2001-04, including the Planning, Economic and
Community Development, and Inspections. The ideas and thoughts expressed by those who have
taken an active interest in the planning process resulted in an inspiring and compelling Strategic Master
Plan, which was publicly released in the Fall of 2004 to great acclaim and broad community support.
We would like to acknowledge and thank the following people for sharing their input through
meetings and stakeholder interviews, participation in the Stakeholder Workshop, or simply by taking
the time to engage the project team in a conversation about their ideas or activities. Our apologies in
advance to those inadvertently missed as well as to all those who continued to contribute their time
and thoughtful input into seeing this strategic vision adopted as official policy.

Frank Amendola Sam Ferraro Gay Molnar

Matteo Anello Beverly Foit-Albert Bob Morris
Vincenzo V. Anello Tom Garlock Hal Morse
Ron Anderluh Adriana Gazegian Jason Murgia
Joe Anderson Margorie Gillies Bob Newman
Meredith Andreucci James Glynn Kevin Ormsby
Matteo Anello Stephen Godzisz Mike Parsnick
Ralph Aversa Dean Gowan Dominic Penale
Guy Bax Paul Gregory John H. Percy, Jr.
Timothy Bax Paul Grenga Lizmarie Perez
Jeanne Beals Paul Gromosiak Audrey Perry
John Behan John Guisiana Kirk Perry
Beth Benson Norma Higgs Tim Polka
Angela Berti Richard Hastings Mike Quarcini
F. Boltz Bill Hinkle Anthony Rendina
Daniel Bristol David Hojnacki John Risio
Joe Buffamonte Mike Hooper Mary Ann Rolland
Randall Burkhart Bradshaw Hovey David Rosenwasser
David Carter Diane Hughes Joe Ruffalo
David Caldwell Fran Iusi Ed Rutkowski
Nancy Chapin Nancy Joseph Fran Scarfone
Betty Chetney Andy Giarrizzo Prof. Robert Shibley
Joseph Collura Mary Joseph Lynda Schneekloth
James Copia Sean Q. Kelly Chris Schoepflin
Gary Coscia Don King Bonnie Smith
Angelo D’Aloise Robert Krause Pam Smith
Laurie Davis Larry Krizan Mark Tyka
Thomas J. DeSantis Kathie Kudela Richard Usas
Dorothy DeVantier Father Joseph Levesque Bill Vanacek
Geraldine Donovan Greg Lewis Charles Walker
John Drake Kathy Ligammari Derek Waltho
Clara Dunn Stephanie Lopez Andy Webster
Willie Dunn Keith Lucas Lee Whittaker
Paul Dyster Gary Malner Joanne Willmott
Mayor Irene Elia Tim McSweeney Michael Wilton
Martha Farbo-Lincoln Claudia Miller Tom Yots
John Fell Michael Mist Lori Zimpfer
T ABLE OF C ON TEN TS
S EC T I O N PAGE

P ART I : S ET T I N G T HE S T AG E FOR R EN EW AL 1

1. I N T RO D UC T I O N 1
1.1 The Purpose of the Comprehensive Plan 2
1.2 The Planning Process 4

2. SETTING THE STAGE FOR CHANGE: UNDERSTANDING CONTEMPORARY 5

CHALLENGES, OPPORTUNITIES AND ECONOMIC DRIVERS
2.1 Understanding Contemporary Challenges
2.2 Opportunities and Key Economic Drivers 5
13

PART II: COMPREHENSIVE PLAN STRATEGIES

25
1. T HE C O MP RE HEN S I V E P L AN
25
2. T O W ARD A N EW D I REC T I O N F O R T HE F UT UR E
2.1 Principles for City Renewal 27
2.2 A Comprehensive Roadmap for Positive Change 27
30
3. C O RE C I T Y V I S I O N
31
4. C O RE C I T Y S T R AT EG I ES
4.1 The Big Moves 34
4.1.1 Reconnect the City to its Waterfront 36
4.1.2 Create the Cultural District 36
4.1.3 Initiate Public Realm and Catalyst Projects in the Falls 43
Precinct 47
4.1.4 Transform the Niagara Street Precinct
4.1.5 Create a New Neighborhood in the Daly Boulevard Precinct 56
4.1.6 Preserve the Heritage of the Core City 58
4.1.7 Housing Renewal 60
4.2 Core City Precinct Strategies 63
4.2.1 Customhouse and North-Main Loft Precinct 68
4.2.2 Middle Main Street Precinct 68
4.2.3 Portage Precinct 72
4.2.4 Pine Avenue Precinct 74
4.2.5 Third Street Precinct 76
4.2.6 Park Place [Wright Park] Heritage District 80
4.2.7 Buffalo Avenue Heritage District 81
4.2.8 Casino Precinct 84
4.2.9 East Falls Street Redevelopment Area 87
88

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN

5. E N HAN C I N G T HE T O URI S M E X P ERI EN C E :
A RRI V AL AN D O RI EN T AT I O N
90

6. P RI O RI T Y I N I TI AT I V ES W I T HI N T HE C O RE C I T Y
6.1 Short-term Projects for Implementation 95
6.2 Long-term Projects for Implementation 95
95
7. G EN ERAL C I T YW I D E P O L I C I ES
7.1 Land Use 96
7.2 Historic Resources 98
7.3 Built Environment 99
7.4 Environmental and Open Space Resources 100
7.5 Transportation 102
7.6 Economic Development and Tourism 106
7.7 Housing 110
7.8 Brownfield/Greyfield Development 113
7.9 Waterfront Redevelopment 115
116
P ART I I I : I MP L EMEN T AT I O N F RAM EW O RK
119
1. B UI L D I N G S UP P O RT F O R P O SI T IV E C HAN G E
1.1. Establish On-going Education and Awareness Program 119
1.2. Celebrate Major Initiatives and Achievements 119
1.3. Strong Leadership is Required 121
122
2. P O L I C I ES , P RO C ED URES AN D TOOLS
2.1 Policy Changes 1 23
2.2 Procedural Changes 123
2.3 Tools 125
125
3. I N S T I T UT I O N AL S T REN G T HEN I N G
1 26

A P P EN D I X A: P REC ED EN T P L AN N I N G S T UD I ES AN D D O C UMEN T S

A P P EN D I X B: F I G URES & G EN ERAL P L AN N I N G A REAS M AP

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN

F ORE W ORD

The original version of this document was completed in August 2004 by Urban Strategies
Inc. for the City of Niagara Falls and originally entitled the Niagara Falls Strategic Master
Plan (the "2004 Strategic Master Plan"). After its completion, it was determined that the
2004 Plan should serve as the basis for updating the City’s 1994 Comprehensive Plan. The
2004 Strategic Master Plan thus became the ‘draft Comprehensive Plan’ and has since served
as the de facto primary policy framework for planning and development in the City. Since
2004, the municipal intent and strategic recommendations reflected in the 2004 Plan have
been expressed simultaneously though the City's proposed adoption of comprehensive
planning policies and comprehensive zoning changes. Also during this time, the “big
move” strategic initiatives and recommendations have been further investigated, expanded
upon, analyzed, and refined. The result of this further evolution of the 2004 Strategic Master
Plan is this Comprehensive Plan, a richer, more detailed, and more relevant interpretation.

In most aspects, this Comprehensive Plan document is comparable to the 2004 Strategic
Master Plan and owes an enormous debt to Urban Strategies, Inc. and the many individuals
who came together to make that award-winning plan possible, all of whom should continue
to be regarded as the chief authors of this plan (see “Acknowledgements” page). The main
difference between the earlier version of the document and this, the final 2008 version, is
Section 7, “General Citywide Strategies.” Since completion of the 2004 Strategic Master
Plan, , it was determined that the citywide policy discussion therein should be broadened
(greater scope) and expanded upon (greater depth) in order to ensure a continuity of the
strategic vision throughout each planning area of the city and across functional
responsibility. The expanded discussion reflects input received from elected and appointed
officials, academics, developers, economic and legal consultants, and the general public in
close consultation with city staff. Additional changes to the original document include:
revisions to Section 1.2, “The Planning Process,” to reflect the additional public workshop
conducted as part of the effort to expand the citywide policies; refining the details of key
initiatives; zoning code update process; provision of a conceptual planning areas map
(Appendix B) and; a brief overview of previously completed plans and studies that have been
consulted in the development of this plan (Appendix A). Accordingly, this 2008
Comprehensive Plan document is a continuation and culmination of significant planning
activities undertaken both before, during, and subsequent to development of the 2004
Strategic Master Plan.

This Comprehensive Plan is the blueprint for our future, engendering the principles and
guidelines that will influence our city’s development in the coming years.
This is not an ordinance; it is not a code book. It is a plan, intended to encourage thoughtful
urban design and city building reflective of the community’s vision and leading to a city that
we can all embrace and enjoy.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN

P ART I: S E TTI N G THE S TAGE F OR R E NE W AL

1. I N TRODU CTI ON
Over the past four decades, the City of Niagara Falls has suffered from economic and
industrial decline, and serious employment and population loss. As well, a number of
misguided renewal initiatives that removed residential and commercial stock in the heart of
the city have fragmented the downtown core and the communities that traditionally
supported it. Today, many urban neighborhoods are in decay, large areas of the city’s
industrial corridors are abandoned, and
many residents, community and business
leaders have lost their sense of pride in their
city. In fact, many former residents have
chosen to move out of Niagara Falls. Many
visitors are disappointed and clearly
unimpressed by the quality of the urban
environment and the tourism offering that
is not what they would expect adjacent to a
world-class natural heritage destination such
as the Falls. Tourists prefer to visit Niagara
Falls, Ontario than remain in Niagara Falls,
New York for more than a couple of hours.
The physical quality of the city is a deterrent to
tourists.
While these conditions have taken their toll,
the future need not be that of continued decline. A number of recent positive initiatives have
renewed interest in the city, including the establishment of USA Niagara and the
introduction of the Seneca Nation’s Casino in the heart of Niagara Falls. The re-licensing
agreement with the New York Power Authority (NYPA) is providing the municipality with
new sources of revenue, which should be used for carefully considered ‘catalyst’ projects.
The recent streetscape improvement program along John B. Daly and Rainbow Boulevards
has demonstrated the positive impact that carefully chosen and executed capital projects can
bring to the city.

Niagara Falls did not fare well in the post-industrial era, but the 21st century will see different
global economic and social forces that may serve to fundamentally change the prospects of
the City looking out over the next twenty years. Niagara Falls for all its current cosmetic
faults still has great bones. Niagara Falls still possesses a number of existing assets and key
opportunities that can be positioned and leveraged to improve the overall social and
economic circumstance of the city; support and strengthen new and emerging economic,
employment and cultural sectors; and achieve, over time, the renewal of the city as an
attractive and desirable place to live, work, invest, visit and play. The Comprehensive Plan
places a strong emphasis on the quality of the urban experience for both visitors and
residents. By supporting improvements to the whole community – main streets, parks,
heritage neighborhoods and local business establishments – the intent is to enhance the
quality of life for Niagara Falls residents living here today, residents that will come to live
here in the future, as well as, enticing tourists to come, stay longer, and visit again and again.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 1

1.1 The Purpose of the Comprehensive Plan

This document sets out a comprehensive foundation for revitalizing the City of Niagara
Falls, and the long-term renewal of the regional economy. It is also strategic in that it
assesses current challenges and opportunities, as well as opportunities that may present
themselves if encouraged through short-term actions aimed at longer-term gain.

This Comprehensive Plan creates a framework capable of directing positive change over the
long term. It identifies a set of planning principles to guide decision-making, and
recommends general strategies, specific renewal programs, actions, and projects that focus
on strengthening the ‘Core City.’ This Plan intends to focus public and private sector
initiatives, reinvestment, and partnerships toward broad-based social and economic change
that will benefit the entire community. It establishes a clear vision and an action strategy that
leverages key economic, natural, social, historical, and cultural drivers. The goal is to
reposition Niagara Falls as a more economically and culturally diverse, attractive, and vibrant
regional center, possessing a distinct role within both the Erie/Niagara and the Bi-National
Regions.

For the purposes of this document, the ‘Core City’ is defined as the area loosely bounded by
Portage Road, Whirlpool Bridge, and the Niagara River (see Figure 1). The Core City is
targeted because it has the greatest potential with regard to tourism development, residential
and commercial renewal and intensification, the provision and growth of regional services
and amenities, including education, and the creation of a more rich and diverse cultural and
public realm. It also contains unique assets not found within other parts of the city that must
be strengthened and leveraged to bring about growth and renewal to the whole city. These
include the Falls and the Niagara Falls (Reservation) State Park, the Niagara Falls Memorial
Medical Center, the Niagara Arts and Cultural Center, the Seneca Nation’s casino, City Hall,
and others. The Core City also includes the downtown and the East Falls Street URA
Redevelopment Area,1 —east of John B. Daly Boulevard.

While a number of planning studies2 addressing various areas of the city – the waterfront,
Pine Avenue, the Highland Area, Main Street and the primary tourist precinct – have taken
place, none of these documents approach Niagara Falls as a complex or whole city. Nor do
they balance competing interests to establish a comprehensive vision for broadly based
positive gain. This is what the Comprehensive Plan strives to achieve. It represents the City’s
program for renewal. It is informed by many elements contained or outlined in previous studies,
but further refines and updates those ideas. It also identifies a new set of critical programs
and priority projects intended to kick- start reinvestment and city building in many areas
necessary to create a diverse, healthy, and successful community. The Comprehensive Plan
places equal emphasis on the development of educational and cultural resources and
amenities, as it does on the stabilization and renewal of inner city residential neighborhoods,
tourism and employment development, and the support and strengthening of regional
economic sectors – all integral and essential components of a competitive and healthy urban
city.

1 Previously known as “Lands Subject to Development Agreement”

2 A summary of these documents is provided in Appendix A.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 2

The Comprehensive Plan is presented in three parts:

Part I, Setting the Stage for Renewal, sets the context for the study by outlining the
contemporary challenges and opportunities Niagara Falls is presented with, as well as major
economic drivers to be leveraged in moving forward with the city’s renewal.

Part II, Comprehensive Plan Strategies, Priority Initiatives for the Core City, and
General Citywide Policies, identifies specific recommendations for programs, strategies
and initiatives to halt the city’s decline and begin the process of revitalization in the Core.
The citywide policies presented here establish a broad framework for the revitalization of the
City’s overall urban environment and are organized into nine policy areas.

Part III, Implementation Framework, outlines an implementation framework that

includes key policy changes and recommendations for institutional strengthening necessary
to achieve the vision contained in the Comprehensive Plan.

As the City’s strategic plan for renewal and revitalization, this Comprehensive Plan
purposefully targets those municipal actions and capital expenditures that are likely to bring
about multi-faceted urban renewal, and best attract and support private and public sector
involvement and reinvestment, to start, continue, and compound the process of renewal and
revitalization.

This document has been prepared to guide amendments to the City of Niagara Falls Urban
Renewal Plan and Zoning Ordinance. Together, these amendments will establish a
comprehensive and cohesive framework to guide and enable revitalization and city building,
as envisioned herein.

Planning Areas
One result from the public outreach effort conducted in connection with this plan was the
identification of planning areas for the purposes of focusing future planning efforts within
the City. Specifically, these planning areas are: (a) The Core City Planning Area (including
parts of Center City)3; (b) The DeVeaux-Highland Planning Area (c) The Hyde Park
Planning Area (including parts of Center City and the Buffalo Avenue Industrial Corridor)4;
(d) The LaSalle Planning Area. These planning areas are highly conceptual in nature and
represent only general divisions of the City along geographic lines. A bubble map is
contained in Appendix B.
With the exception of the Core City Strategies in Section 4, the citywide policies set forth in
Section 7 of this Comprehensive Plan do not necessarily correspond to a specific planning
area, but rather are pertinent to and shall apply generally across all planning areas in the city.
The intent therefore is for future planning efforts to further the implementation of the
Comprehensive Plan by developing the general policies with greater detail, with more
specific goals and strategies that respond to the unique characteristics and circumstances of
each specific planning sub-area, unit of analysis, neighborhood, or district.

3 Center City includes the Core City and areas west of Hyde Park Boulevard
4 Buffalo Avenue Industrial Corridor includes the “south-end” of Center City, the upper river waterfront, and
industrial lands adjacent Hyde Park Blvd.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 3

1.2 The Planning Process
The 2004 Strategic Master Plan and this Comprehensive Plan were developed in a process
that was open to the public and informed by many interactions with business leaders,
community leaders, residents, and agencies, representing a wide cross-section of the city’s
constituency. Therefore, this Comprehensive Plan responds to the diverse needs of this
constituency, and outlines actions and strategies to overcome specific challenges and capture
opportunities to proactively direct positive change.
The preparation of the 2004 Strategic Master Plan and this Comprehensive Plan represents
an intensive effort on the part of consultants, residents, stakeholders, and City officials and
staff over a period of several years beginning with a series of stakeholder interviews with
representatives from area business associations, institutions, government and agencies, arts
organizations, visitor attractions and residents’ groups, as well as landowners and developers.
These consultant interviews provided an opportunity for one-on-one neutral discussions
about specific challenges and opportunities while undertaking an analysis of the city’s
physical structure and synthesis of existing background studies and related documents.
The key components of the 2004 Strategic Master Plan and thisComprehensive Plan were
largely developed during 2003-04. During this period, open working meetings with the
Niagara Falls Planning Board were held twice a month, and a focused stakeholder workshop
was held in October 2003 to review, gather feedback, and confirm the strategies proposed.
The 2004 Strategic Master Plan was then finalized in August 2004. Subsequently it was
determined that the essence of the original Master Plan should evolve and be incorporated
into a Comprehensive Plan for the city and that the citywide policy section of the document
be expanded to broaden the scope of the plan and to provide more detailed and
comprehensive policies for the whole city. This re-drafting was undertaken concurrently with
an updating of the city’s Zoning Ordinances by the Planning Board and planning staff,
assisted by Behan Planning Associates. This process included an additional public workshop
held in May, 2005, followed by a series of public forums held by the Niagara Falls Planning
Board almost monthly in 2006, during which various zoning proposals and their possible
environmental impacts were considered. In 2007, the Planning Board made its initial
recommendation to City Council for full consideration and adoption of the proposed
Comprehensive Plan, the proposed Zoning Amendments, and accompanying DGEIS5
pursuant to the New York State Environmental Quality Review Act ("SEQRA"). In 2008,
after an expanded legal review was also undertaken, the Planning Board again recommended
full consideration and adoption of the proposed Comprehensive Plan and Zoning
Amendments by City Council.
In adopting this Comprehensive Plan, City Council will express its intent to set the official
municipal policy framework for future decisions, to provide direction and vision as to how
the City will develop, and to initiate a process of renewal designed to implement the
recommendations contained herein. Additionally, the Urban Renewal Plan and Zoning
Ordinance must be made consistent with this Plan.
Citizen input played an integral role in developing the goals, objectives, and
recommendations in this Plan, and citizen input shall play an integral role in developing
consensus on future development decisions as well. As such, it is the intent of City Council
upon adoption, to require the Planning Board to undertake periodic review of the Plan, and

5 Draft Generic Environmental Impact Statement

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 4

to provide for citizen input and consultation on a regular basis during the life of this plan.
To that end, under General City Law, Sec. 28-a (11), the Planning Board and the
Administration shall provide for the conduct of a thorough review of the Comprehensive
Plan at intervals practical and prudent, but in no instance less than once every three years.
2. SETTING THE STAGE FOR CHANGE: UNDERSTANDING
CONTEMPORARY CHALLENGES, OPPORTUNITIES AND ECONOMIC
DRIVERS
All urban places undergo a continuous
process of change, evolution, growth
and decline. Successful communities are
able to understand and mediate their
unique challenges and build on
opportunities to improve their overall
circumstances, quality of life, economic
vitality and livability. To be successful,
positive change must be based on a
realistic understanding of contemporary
challenges, opportunities and economic
drivers that must be addressed and/or
leveraged to improve the city’s quality of The steady decline of heavy industry has resulted
in economic and social dislocation.
life and potential for the future.

This section of the Comprehensive Plan presents an overview of the contemporary context
by:
 Outlining key challenges and opportunities the Comprehensive Plan will need to
address
 Outlining a direction or recommended course of action forming the basis for
planning principles, specific renewal programs and strategies outlined in Part II of
the Comprehensive Plan

2.1 Understanding Contemporary Challenges

The following is a brief discussion of the challenges the city currently faces. Many of these
challenges represent impacts of 40 years of industrial and manufacturing decline, and poor
investment decisions, that have adversely
affected the city, its growth and
economy. The impacts of this decline
reinforce the need for creative
diversification of the city’s employment
and economic bases to sustain a vibrant
residential population.

Personnel reductions and the closure of large-scale

industrial operations have led to unemployment
levels that exceed state and national averages.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 5

The Decline of Industry and Manufacturing
Over the past 40 years, both the region and the city have experienced significant changes,
resulting from the steady decline of the city’s industrial and manufacturing base. In the 20
years between 1970 and 1990 alone, total employment in the region’s6 manufacturing sector
fell from 170,000 to 90,000, a decline of 53%7.

The loss of industrial jobs has had numerous widespread impacts that are outlined below. As
in many industry-based cities in North America, expansion of this sector in the future is not
likely due to global shifts in the manufacturing economy. However, there is a huge built-in
locational value here which can revive new production, but additional manufacturing
production without high-tech, value adding employment, and without more competitive
residential markets can never produce the same level of economic impact it did in the 1950’s.

Public and private sector initiatives aimed at generating and strengthening new
employment ‘growth sectors’ must be supported and encouraged by the municipality
to stabilize and ultimately expand the economic and residential bases of Niagara
Falls. Key growth sectors include tourism and hospitality generally, and heritage and
nature-based tourism, specifically; professional services, including emerging “green”
technology and research; regional health services; arts, culture and entertainment;
and regional and bi-national transport of goods and services.

High Unemployment
For decades, Niagara Falls has relied almost solely on one employment sector – heavy
industry – with very little in the way of economic or employment diversification. The
transformation of local, regional and national economies has resulted in reductions and
consolidations that have minimized the presence of corporate head offices in the city. In
addition, major government offices have not located in the city, and tourism has only very
recently been considered an important sector for future economic growth. As a result, the
eggs have been in one basket and Niagara Falls has become ‘a single resource town’.
Personnel reductions and the out-right closure of large-scale industrial operations by major
employers have consequently had a debilitating effect on the city. High unemployment,
averaging 10.5% in the 1990s – almost twice the state and national averages8 – continues.

The capital-intensive nature of chemical and other heavy industries in Niagara Falls has
made it next to impossible for former employees to start their own companies.
Consequently, closures have not led to new businesses or related spin-off activity.
Furthermore, Niagara Falls’ industrial base has not traditionally been engaged in research
and development – an important component for continued economic growth and business
development. The rare introduction of new industrial operations has not been of sufficient
scale to replace lost jobs. Manufacturing closures have instead resulted in a large number of
workers competing for the few remaining jobs or leaving the region altogether for new
opportunities elsewhere.

6 Defined as the Buffalo-Niagara MSA

7 Strategic Projections Inc. (2001) Economic Trends in Niagara Falls and the State of New York, Draft Report
8 United States Census Bureau

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 6

Programs, institutions and activities aimed at the promotion and development of
retraining programs, facilities and satellite facilities within key growth sectors should
be actively supported by the municipality to:

 Stabilize and retain the city’s workforce and population base

 Support economic diversification
 Reduce unemployment
 Better equip potential employees to participate and contribute in the service
and knowledge-based economy

A Declining and Aging Population

Diminishing economic opportunities, high unemployment associated with steady industrial
decline and new employment opportunities occurring within the region have caused many
residents to relocate elsewhere. The city, built to support a population of just over 100,000 at
its post-war peak, accommodates a current population of close to 50,000. Not surprisingly,
the majority of those who have left Niagara Falls have been young adults and families with
young children. The number of family households in the city fell by 13% in the 1990s 9. This
decline in population has impacted neighborhoods, diminished the strong sense of
community once found here and resulted in inner city school closures and reduced
community support services and facilities. The ultimate result is inner city neighborhoods
that are less desirable to existing and potential new residents.

The decline of the young adult population is not only detrimental to stabilizing the
population, but in particular to the emergence of an entrepreneurial culture in Niagara Falls.
A young adult demographic typically promotes and supports a willingness to venture in new
directions, exhibits a willingness to take informed risks, and supports cultural development
and renewal. In the absence of strong representation by these younger age cohorts, the city’s
cultural and entrepreneurial potential will not be fully realized and its available workforce will
continue to be reduced, leaving employers with fewer options for new employees. The
presence of an educated and available workforce is a significant factor, which cannot be
over-emphasized in attracting new employers to locate their operations in the city.

While the population of Niagara Falls is declining, it is also aging. A growing elderly
population will place increased demands on health care services and already stretched social
agencies over time. The burden of these demands will intensify if the city’s tax base
continues to fall due to a declining population, high unemployment, an absence of new
development, and a lack of growth in key industry sectors.

To retain and attract a broader population to Niagara Falls, including young families
and young adults, the municipality must pursue a range of activities and programs
aimed at improving the overall quality of life experienced in the city. These
initiatives should:

 Improve the condition of residential housing stock and neighborhoods, and

the range of housing types
 Support high-quality, specialized inner city educational opportunities
9 Ibid.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 7

  Improve the physical and visual
quality of the urban
environment and experience
 Support specialized
retail/commercial development
and business opportunities
 Provide for arts, cultural and
entertainment development
 Promote employment
opportunities within key
industry growth sectors
 Improve community, health
Suburban style growth has had a significant and
care and recreational amenities negative impact on the city’s commercial corridors.
and services

Competitive Suburban Growth and the Decline of the Core City

While the suburban communities surrounding Niagara Falls have experienced the impacts of
decline in the region as a whole, they have fared somewhat better than the city itself. Seen by
many as attractive, safe and affordable alternatives to living in Niagara Falls, many
surrounding municipalities have experienced both population and employment growth. New
housing developments and commercial activities are concentrated in these areas. A prime
example is the array of new format retail developments found along Military Road. These
developments, along with new regional shopping centers, are marketed on convenience and
the presence of national retailers. With their selection of shops and easy access from major
regional transportation routes, commercial offerings in nearby suburban areas have pulled
consumers away from the city’s traditional shopping streets, namely Main Street and Pine
Avenue, and refocused much of the retail activity outside of the core.

The municipality should address the imbalance between suburban growth and the
decline of the Core City through targeted policies and actions focused on making the
Core City a unique, high value and attractive place to developers, residents and
visitors. Initiatives should focus on enhancing quality of life, as well as:

 Providing tax or incentive programs to kick start positive change in the city
 Re-configuring suburban style offerings and amenities currently found in the
Core City to urban development typologies that support a high-quality urban
identity
 Offering and marketing unique elements and amenities not available in
suburban locations, such as:
 Walkable arts, entertainment, cultural and shopping precincts; niche
boutique and specialty retail areas;
 Heritage district preservation and interpretation;
 High-quality education and resources;
 Regional services;
 Convention and healthcare services;
 A high-quality of design excellence in the built and natural
environments; and

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 8

  Greater employment and economic opportunities.
 Creating and marketing a distinct and high-quality urban identity and
shopping experience

The Residential Market, Neighborhoods and Housing

The growth of Niagara Falls and its
neighborhoods occurred largely in
response to the city’s pre-war economic
and industrial expansion. As a result,
many working class neighborhoods
developed quickly and were located
immediately adjacent to existing or
former industrial areas and the
infrastructure serving them, such as
train tracks. While this provided quick
access to employment areas, many
neighborhoods were not sufficiently
buffered from heavy industry or became The decline of the housing market and residential
surrounded by industrial uses over time neighborhoods must be halted by protecting stable
residential areas and…
and isolated from neighboring
residential areas. This situation
continues today; few of these neighborhoods enjoy connections to the river, as industry
and/or transportation routes occupy this land base. Figure 2 shows the existing conditions
and primary land uses in the city. The destructive impact of Urban Renewal initiatives of the
1960s and 70s further fragmented neighborhoods.

These difficult physical relationships, combined with de-industrialization, loss of population,

suburban flight, and the decline in the overall economic circumstance of Niagara Falls have
resulted in systemic deterioration of many neighborhoods, making the city unattractive to
many home-builders and homebuyers. As a result of these conditions, Niagara Falls has a
tremendous oversupply of (lower-density) pre-World War II multifamily dwellings of two,
three or four units; houses built two to a lot; and stately single-family homes converted into
multiple units.

Oversupply of this older residential stock

and a continuing decrease in family size,
together with population out-migration
have meant that the overall housing
market is low. Resale values in the Core
City are extremely weak, where one would
typically expect to find the most desirable
and upscale housing, given proximity to
the core and the extent of original or
heritage housing stock.
… introducing programs for renewal and repair.
The city’s vacancy rate has increased in

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 9

recent years to 13%, while the rates for the county and state have fallen to 8%10. Within the
current oversupplied market, there is no incentive for the repair and upgrading of rental
units and many homes are abandoned and in significant need of repair, updating or
replacement. Due to the oversupply of this obsolete older housing, and the built-out nature
of most parts of the city, construction of new market-rate housing units has been non-
existent.

Today, the healthiest neighborhoods are those located furthest to the east, north of the Core
City, and away from major industrial areas. The areas in greatest state of decline are generally
found in the Core City or immediately adjacent to the city’s primary industrial areas. School
closures and reduced community support facilities resulting from population decline and the
lack of medium and high-density housing alternatives offer very limited choice for those
wishing to live in the city. The widespread dilapidation of under-occupied neighborhoods is
clearly noticeable and speaks of a city in dire need of renewal and change.

The municipality will need to pursue a residential renewal and reinvestment strategy
comprised of a number of ongoing programs to:

 Stop and reverse the decline in the residential housing market

 Reduce the oversupply of derelict housing units to stabilize the market at
more normative and regionally competitive values
 Address the education and community needs within stable neighborhoods to
begin to attract residents back to the city and provide a support base for
business and economic development
 Position new housing alternatives to support and reinforce existing and
anticipated commercial and tourism developments

Weak Market Conditions

The market in Niagara Falls is weak, due to a cascading series of problems following
industrial decline that have affected the employment base and by extension real estate value
and property-tax rates. Erosion in the quality of life; loss of population; physical
deterioration of neighborhoods and community support facilities; infrastructure in obvious
need of repair; and unattractive built form and vacant parcels in the tourism precinct make
the city unattractive to residential, and business development interests, and unattractive to
financial and lending institutions necessary to support these interests. It is this fundamental
economic shift and the lack of a consistent economic strategy or investment in tourism that
have created the current weak market conditions.

In addition, while tourism is increasingly seen as an important new economic driver for the
city, the current visitation numbers indicate a profound inability to capture a significant
portion of an otherwise strong market. The dearth of new or upgraded lodging or attractions
also presents a weak market case. These factors, coupled with the existing poor quality,
appearance, and physical condition of tourist areas in Niagara Falls, must be addressed to
advance the tourism industry and provide the necessary growth, which then supports growth
in other commercial and residential sectors.

10 City of Niagara Falls

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 10

Yet, the unrealized opportunity is for
additional and upscale lodging
development and for expanding the
existing ‘tourism program’ and recreational
offerings. It is the city’s latent ability to
expand its offerings with new attractions,
quality lodgings, restaurants, boutique
shopping, entertainment, family and
educational destinations and other
amenities, and, at the same time, improve
the visual or physical quality of the urban
environment, which has the greatest
potential to yield positive economic
growth for Niagara Falls and encourage The city’s infrastructure is crumbling as a result of a
new growth in other sectors. steadily declining tax base.

The municipality must establish a clear vision for the Core City tourism sector. Its
programs and activities must reflect a demonstrated commitment to positive change,
whereby the City of Niagara Falls leads critical catalyst initiatives that can induce
private sector investment and renewal of the city.

Excess Infrastructure
Niagara Falls is a city built to accommodate a population of approximately 100,000 people,
and its land base includes a significant amount of employment/commercial land intended
for large industrial operations. With the continuing decline of both its residential and
industrial bases, the city is now ‘oversized’, with an excess of infrastructure and developed
land in relation to actual use and municipal tax return. Despite the reduced tax base due to
population and business losses, the municipality continues to be responsible for maintaining
and repairing the same amount of infrastructure once necessary to support the city of
100,000. Clearly, the City of Niagara Falls’ ability to maintain this infrastructure, provide
continued support for community facilities, and/or develop new programs intended to halt
and reverse decline, is severely challenged.

A number of difficult decisions are necessary to determine where infrastructure investment,

maintenance and improvements will have the greatest positive impact, in order to pursue
programs and strategies necessary to begin the city’s renewal and support critical economic
sectors. It may become necessary to defer maintenance, and even provisionally retire
infrastructure in underused areas of the city until the market once again calls for growth and
resources become available for projects that are not currently a priority. Immediate and
ongoing investment in priority areas of the city will allow Niagara Falls to tap new sources of
revenue, attract more residents and provide momentum for revitalization of the entire city.

The municipality must focus its expenditures on projects that will encourage the
desired and necessary private sector reinvestment and enhance the quality of life and
quality of experience offered to residents and visitors. New infrastructure projects
should enhance the livability of existing urban areas, rather than expanding into new
areas, while strengthening the city’s role as an important international crossing and
tourism destination.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 11

Brownfields
The City and its industry were founded on the locational advantage offered by the Falls and
the Niagara River (see Figure 2). With the decline of industrial activity, the city is left with a
large collection of contaminated sites that cannot be remediated easily or quickly. The
majority of these sites sit vacant and/or abandoned with neglected buildings dotting the
landscape. These conditions further depress real estate values, prevent public access, and
often preclude reuse. Many residential neighborhoods adjacent to these areas have been
negatively affected by their proximity to abandoned sites, which has contributed to
neighborhood disinvestment and decline. Clean-up costs, perceived regulatory inflexibility,
and issues of liability and responsibility often hinder remediation efforts.

Across North America, many cities are actively engaged in remediating and redeveloping
brownfield sites, to re-establish connections to previously industrialized waterfronts and
initiate a new era of economic development and growth focused on transforming these areas
into vibrant, mixed use waterfront communities. In Niagara Falls, many industrial uses will
continue to be located within existing industrial corridors; however, over the long term, the
City should pursue existing brownfield remediation programs to begin to prepare priority
sites for future use, particularly those adjacent to the city’s waterfront. These areas represent
the next era of city building in Niagara Falls and municipal resources, including
Transportation funds, should be directed toward the identification of priority remediation
areas, in the Core City, along the riverfront and entrances to the city, for redevelopment. In
the short term, improvements aimed at reducing the visual impact of prominent brownfield
sites, consolidation of industrial uses, re-use were appropriate, as well as, developing
industrial heritage sites should be the most viable investment in brownfield sites.

The municipality should anticipate brownfield redevelopment over the long-term

and identify sites located within or adjacent to the Core City and/or the waterfront
for preliminary scoping and feasibility analysis.

A Propensity to Look Outward for Solutions

The continued decline of Niagara Falls, the lack of a clear vision forward and few indications
of positive municipal-led change have left the community with a sense that the challenges are
insurmountable and that citizens themselves cannot influence positive change. The signs of
decline – broken windows, littered streets and decrepit buildings – convey an underlying
message that the community has become used to decline and that this is the normative
condition. Compounding this is a propensity to look outward for ‘the one big project’ that
will turn Niagara Falls around as opposed to focused community action aimed at
incremental change for long-term positive benefit. The history of failed mega-projects in the
city’s core has left many residents cynical about the future and the municipality’s ability to
direct and negotiate success. Despite these conditions, there are people who recall the city’s
success and who are searching for new directions that have the potential to bring the city
back to the same levels of growth and achievement Niagara Falls once knew.

The municipality must support and utilize the Comprehensive Plan as a shared
community vision for the future success of Niagara Falls. It must clearly
demonstrate a commitment to broad-based community change through the ongoing
pursuit of strategies, projects and partnerships to bring long-term incremental
renewal to the city.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 12

2.2 Opportunities and Key Economic Drivers
The challenges described above are great, and will require a shift in thinking, actions and
priorities to effectively deal with many difficult aspects of long-term urban decline. At the
same time, there are a number of key drivers and opportunities that have tremendous
potential to contribute positively to the future of the city. These need to be carefully
nurtured and leveraged to bring economic, social and cultural benefit to Niagara Falls.

It is time to redefine the city as a more complex and diverse ‘regional center’, and to explore
opportunities and actions that can encourage diversification of the economic base. A diverse
economy that capitalizes on local assets will better position Niagara Falls to realize new
growth and development, and make it a better place to live, open a business or engage in
cultural and recreational activities.

The existing Core City contains the Downtown, Casino Precinct, primary institutions,
shopping areas and commercial corridors, framed by Core City neighborhoods. Figure 3
provides an overview of the existing downtown structure. The diagram clearly shows that
the Robert Moses Parkway presents a barrier to the city’s primary waterfront. The removal
of this barrier will enable the city to capitalize on the economic and social benefits of
waterfront redevelopment. The many gaps in the existing urban fabric as shown in Figure 3
present new development opportunities which can better connect neighborhoods to each
other, while permitting new public realm, housing and open space opportunities. The core
neighborhoods, the city’s commercial nodes and corridors, primary institutions, key
educational and cultural resources, Casino Precinct, and East Falls Street Redevelopment
Area each have particular opportunities and drivers which must be carefully timed and
leveraged to bring about the renewal of the city.

The following opportunities and drivers in particular have significant potential to improve
the quality of life within Niagara Falls:

 Niagara Falls: A Bi-National Regional City with Tremendous Potential for Cross-
Border Commerce and Collaboration
 Public-Private Partnerships
 Tourism
 Arts and Culture
 Regional Health Care
 Education
 Nodes and Corridors
 Heritage Communities and Neighborhoods
 Niagara International Airport

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 13

Opportunities

Niagara Falls: A Bi-National Regional City with Tremendous Potential for Cross-
Border Commerce and Collaboration
Niagara Falls is part of the Bi-national Region, extending from the Genesee River area in
New York to Oakville, Ontario (see Figure 4). This region is the third-largest consumer
marketplace in North America and the continent’s second busiest trade corridor11. The
population of the Bi-national Region is
expected to reach approximately 12.7
million by 2031, an increase of 37%. The
Canadian population is estimated to grow
by 47.6% 12. While Western New York is
not expected to experience this level of
growth (4.6% in comparison), Niagara Falls
is uniquely positioned geographically to
benefit from growth in Canada and to
capture economic, social and cultural
benefits arising from the movement of
people, goods and services across the
United States/Canada border. Critical to
positioning this locational advantage is the Niagara Falls is uniquely positioned within the Bi-
national Region. It must leverage its assets to
development of high-quality amenities, promote more cross-border tourism and shopping.
attractions and services that can attract
people within the bi-national region,
recognizing the importance of cross-border commerce and collaboration. Through cross-
border collaboration between agencies the City can better position its unique natural and
economic assets and benefit from its bi-national geographic circumstance.

Niagara Falls also has an important role to play in the success of the Erie/Niagara Region.
The Erie/Niagara Framework Plan, a joint initiative involving Erie and Niagara Counties,
emphasizes the need for an urban-centered strategy for revitalization, and that regional
success will depend upon the health of Buffalo and Niagara Falls. These cities require unique
yet complementary roles, given market and financial prospects in the Western New York
area. While Buffalo has an established history as the business/financial center, Niagara Falls
should pursue a role as the region’s tourism/recreational center by building on the wealth of
historic, cultural and natural assets in the area and complementing these with new high-
quality, authentic urban places and experiences, as well as culture and education-based
attractions. Niagara Falls, New York can distinguish itself from Niagara Falls, Ontario by
offering an authentic and compelling urban and natural experience showcasing Core City
assets, heritage, and cultural and education amenities.

The City must explore tourism, retail, conference/conventioning, and other business
and physical improvements within the city as a critical opportunity to attract and
capture increased commerce within the Bi-national trade Region. To this end, the
City’s natural, cultural and economic assets must be leveraged to increase cross-

11 Niagara Bi-National Region Economic Roundtable. http://www.niagarabinational.com/

12 Strategic Projections Inc., 2001

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 14

border collaboration, commerce and business development, and reposition Niagara
Falls to take full advantage of the unique and important role it can play within Erie-
Niagara and the Bi-national region.

Establishing New Partnerships and Identifying New Resources

Municipalities cannot achieve success alone or in isolation. The Comprehensive Plan
recommends some projects that are too large for the city to implement alone. However, the
City must undertake these projects if it is to thrive. This situation underscores the need to
strengthen public-private partnerships that will help the City achieve its goals. Across North
America, many municipalities are actively engaged in public/private partnerships involving
various levels of government and their agencies, non-profit organizations and private
interests, to achieve significant change and collective benefit. The preparation of this
Comprehensive Plan is a very timely initiative for the city; it is occurring at a time when the
State and Federal governments, as well as the private sector, have indicated a growing
interest in the success of Niagara Falls and in achieving this success together.

The State of New York established USA Niagara in 2001 to support and promote economic
development initiatives in Niagara Falls, and both are intent on leveraging private investment
and encouraging growth and renewal of the tourism industry. USA Niagara is currently
involved in a number of significant projects. These include bringing high-quality urban
residential opportunities to the downtown
through the conversion of the United
Office Building to residential uses, the
redevelopment of the Falls Street Faire to
establish the city’s new conference/
convention center, and most recently, the
Third Street streetscape proposal. The
agency is also supporting local efforts to
establish the Niagara Experience Center,
aimed at enhancing the city’s tourism
offering with a high-quality educational
and heritage attraction.
USA Niagara is leading efforts to improve and
The New York State-Seneca Nation
revitalize Old Falls Street as a key pedestrian
Gaming Compact has resulted in a 55-acre connection and gathering place. The Strategic
Casino Precinct in the heart of Niagara Master Plan must build on key current initiatives.
Falls and a portion of the casino’s revenue
will be allocated to the city for new projects and initiatives. In addition, the re-licensing of
the NYPA Niagara Project in 2007 can be expected to have important and significant
financial benefits for the community. These partnerships all demonstrate the positive
potential of working together toward a set of common goals. Partnerships also represent the
way to renewal and revitalization of the city.

The National Park Service is currently studying the designation of a National Heritage Area
along the Niagara River, which would bring additional, exciting partnership opportunities, as
well as projects and financial support to achieve significant change along the city’s riverfront.
While this study is not yet complete and the designation has yet to be determined and
confirmed, minimum funding of up to $1 million per year for 10 years may be available

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 15

through such designation. This funding could used to improve the public landscape of the
corridor, establish heritage interpretation programs and new tourism infrastructure, establish
a regional parks agency capable of coordinating state, local and federal investment in
managing the area, and/or undertake other economic development initiatives in Niagara
Falls. The Heritage Area would be administered by a partnership or management agency,
potentially involving the City of Niagara Falls and Niagara County; State Parks and the
Department of Transportation (DOT); Empire State Development Corporation; and others.
These partners would contribute to and benefit from working collaboratively to strengthen
the Niagara River corridor as an internationally recognized natural, cultural and historical
resource. Clearly, the benefits to Niagara Falls as a major stakeholder in such a partnership
arrangement could be enormous.

Whether or not the designation comes to fruition, the City of Niagara Falls should actively
pursue a partnership agreement along its waterfront to not only achieve, but also maintain
over the long-term, the needed physical improvements along this most important and
potentially high value urban interface. Such an arrangement is critical to promoting
municipal interests in creating a landscape setting, which can increase visitation to the city,
accommodate the introduction of high-quality cultural/educational venues and stimulate
private sector reinvestment along the riverfront. Niagara Falls is in an exceptional position
geographically, located next to an internationally celebrated natural feature, among a high
concentration of heritage features, and within the Bi-national Region. The City should take
full advantage of the opportunity for bi-national connections and initiatives, particularly by
fostering collaboration between park agencies and shared management of heritage assets on
both sides of the border.

Other types of partnership opportunities can include joint development proposals whereby
the municipality leverages private capital by leasing land under public ownership to the
private sector. Niagara Falls has engaged in arrangements like these in the past; however, a
lack of attention to a flexible program of use, physical relationships, and design excellence
has meant that the municipality and the community have gained little from these initiatives.
Partnerships must be carefully conceived, with clear roles, responsibilities and expectations,
to ensure they ultimately benefit the community of Niagara Falls. With these partnerships in
place, a great deal can be achieved through carefully researched and scoped projects
receiving professional market and design review.

The Comprehensive Plan defines the City’s priorities for reinvestment and identifies
projects and initiatives that will have the greatest potential to mediate current
challenges and encourage or catalyze desired private sector reinvestment and/or
spin-off projects. Many of these projects are partnership projects intended to achieve
long-term physical, economic, and cultural gain within Niagara Falls. Most of them
involve initial feasibility and scoping studies necessary to outline the full parameters
of a project prior to phased implementation. Projects, initiatives and partnerships
should be undertaken as short or long-term initiatives as funding becomes available
through the NYPA relicensing agreement, partnership agreements and other
sources.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 16

Key Economic Drivers

In order to better weather cyclical changes in the economy and provide greater opportunities
for the city’s residents and employees, Niagara Falls needs to diversify its economy and
move beyond its historical reliance on heavy industry. This will require a new way of
thinking about the city, what it is, what it offers and what elements can be leveraged,
strengthened or grown to achieve a greater measure of economic diversity and improved
quality of life.

While every effort should be made to protect existing industrial activity, Niagara Falls can no
longer afford to rely on a single sector in a rapidly changing global economy. New
opportunities will be found by focusing attention on resources that define the city as a
unique place, support workforce development and reinforce Niagara Falls as a great place to
live, raise a family and work.

The Falls and the adjacent tourism precinct, the airport, the Memorial Medical Center, the
Niagara Arts and Cultural Center, post-secondary institutions, commercial spines and main
streets and Core City heritage communities represent key drivers and resources that can be
leveraged to strengthen the social, economic and cultural fabric of Niagara Falls. These Core
City assets must be strengthened, supported and nurtured to maximize not only their
individual potential, but the synergies and linkages between them as well, by building
intelligently and carefully upon each.

Tourism
With its unique combination of assets and
attractions, Niagara Falls can become the
fulcrum for tourism in Western New
York, focusing and strengthening the
regional tourism base. As the focus for
tourism in Niagara Falls, the historic
downtown core must be improved to meet
its potential and anchor the city’s
economy. A more strategic approach to
development and positioning of
attractions is needed to give Niagara Falls
a strong and genuine identity within the
region, as a beautiful place to visit as well
as a vibrant place to live. The Falls and the Olmsted Park system are primary
assets which are disconnected from the Core City by
the Robert Moses Parkway.
Tourism is the most important and
immediate growth sector for Niagara Falls.
While manufacturing jobs declined in Niagara County between 1977 and 1992, those related
to the tourism industry specific to accommodations and lodging grew by approximately
38%13. Current visitation numbers indicate approximately 6 million tourists visit the city
annually, not including Casino patrons9, whereas approximately 12 million visit Niagara Falls,

13 United States Census Bureau

9 City of Niagara Falls Office of Planning

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 17

Canada. Although Canada benefits significantly from its ability to offer direct views of the
Falls, there are other reasons for the significant difference in visitation numbers between the
two cities. Niagara Falls, USA offers very little in the way of high-quality tourist amenities
and services, including hotels and restaurants, and a limited range of quality attractions,
particularly those of interest to families. As well, and perhaps most importantly, the city’s
tourism infrastructure is underdeveloped. The ‘arrival experience’ and poor urban
environment, with many vacant sites, dilapidated buildings and weeds growing in asphalt
surfaces, discourages exploration of the city. The transportation system is not intuitive and
there is little assistance for first-time visitors attempting to orientate themselves to the city.
There are few linkages, physical, visual, or programmatic, between existing attractions that
might encourage visitors to see other sights and stay longer in the city. Figure 3 shows the
barrier between the city and the waterfront that is created by the current configuration of the
Robert Moses Parkway, as well as other opportunities to improve the Core City.

Proposals for the redesign of Robert Moses Parkway and development of the Niagara
Experience Center are important first steps in strengthening Niagara Falls as a more inviting
city and addressing arrival, orientation and transportation issues. Importantly, both of these
initiatives build on the city’s premier assets – the riverfront, the Falls, and the Olmsted Park
system that frames the riverfront and plays host to residents and visitors. These natural
features are truly unique in the world. They represent unparalleled assets that hold
tremendous potential for enhancement, city building and renewal by focusing programs and
initiatives aimed at strengthening the urban and natural interface, defining a new image for
the city and creating a vibrant place to visit, live, work and invest. The Falls, the broader
open space resource, and the urban interface that contains and defines these resources are all
central to the renewal of Niagara Falls. A focused program that creates high-quality places
and experiences leveraging the value of the Falls – the reason visitors come to the city – and
their surroundings, represents the opportunity and catalyst for positive change.

This is no easy task; however, given the

city’s remarkable assets and potential, the
Comprehensive Plan presents many
recommendations and initiatives, outlined
in Section 5 (Enhancing the Tourism
Experience: Arrival and Orientation),
aimed at simultaneously improving the city
and advancing tourism. These
recommendations focus on developing a
more appealing and sophisticated tourism
program by improving the range of quality
educational and cultural tourism
attractions, and premiere lodgings and
services, within a significantly improved The tourism offering must mature to meet the
physical and urban setting. This will attract requirements
market.
of an increasingly sophisticated

and promote new employment

opportunities, making Niagara Falls a more attractive place to live or grow a business,
elevating the quality of life, pride and opportunity offered by the city. By placing a strong
emphasis on the quality of the total urban experience, this strategy supports tourism within
the local community, including all of its assets – main streets, parks, heritage neighborhoods

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 18

and local business establishments – and not only traditional tourism attractions, enhancing
the quality of life of residents. This will enable local residents, employees and businesses to
participate in both the development and benefits of making Niagara Falls the reason for a
‘return visit’.

Strategies and investments aimed at both enhancing the tourism offering and infrastructure
are necessary to ignite and fuel continued reinvestment and renewal of the entire city.

Arts and Cultural Development

Cities with thriving arts and cultural
communities are able to harness the talent
and creative energy of the arts sector to
create a rich, diverse, and exciting
community with many positive ripple
effects felt throughout the broader
economy. Niagara Falls has indicated a
strong support for the city’s arts community
with the recent establishment of the
Niagara Arts and Cultural Center (NACC). The NACC must be supported as a cornerstone of
The center currently provides space to what can become a vibrant arts and cultural sector
approximately 70 artists engaged in the with an important role in tourism development.
visual arts, and accommodates an art
gallery, gift shop and two theatres. The NACC has provided an important boost to artists in
the city and the region by providing support and a venue for creative and entrepreneurial
pursuits within the local marketplace. Through creative planning, the center can mature to
become a vital part of the local tourism offering that highlights local and regional arts,
culture and traditions. This is an important consideration within an increasingly sophisticated
tourism marketplace, where high-quality authentic products are essential to the development
of niche and boutique market sectors necessary to draw new visitors, encourage longer stays,
and diversify the tourism experience. Arts and cultural amenities and programming can
become the basis for major festivals, events, and markets having a year-round, multi-seasonal
draw and providing significant benefits to the local economy. Quebec City’s Winter Carnival,
Toronto’s Jazz Festival, and Rochester’s Genesee River Fair are all cultural events with
important social, cultural and economic benefits to their respective local communities and
hospitality industries. Development of a strong arts and cultural program is also important to
the city’s ability to attract young families, empty nesters, professionals and young adults
looking for residential locations offering a more upscale range of cultural, educational and
quality of life choices.

Over time, investments in arts and culture, associated programming, venue and retail
development within the Core City, providing an outlet for the celebration of local
culture, will help to support the diversification of the tourism and economic base and
promote the development of a culturally unique and rich environment attractive to
both residents and visitors.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 19

Regional Healthcare
A city’s ability to meet the health care needs of its residents is fundamental to future
economic development and growth. Few people will choose to live in a place that does not
offer adequate medical facilities and trained personnel to meet their health needs. In Niagara
Falls, the demographic shift toward aging populations is exaggerated by the out-migration of
younger members of the population. While this situation has obvious economic and social
disadvantages, it also presents strong opportunities for future growth in the health care
sector, such as seniors’ housing and extended care facilities.

The positive impacts of health facilities as economic drivers are even greater when they are
aligned with teaching facilities associated with a reputable medical school and/or research
and development centers involved in leading-edge work. This combination of education,
care and research opportunities has the added benefit of supporting long-term residency,
which is particularly important to the renewal of Niagara Falls.

The Niagara Falls Memorial Medical Center is currently the city’s only hospital and one of
four in Niagara County. The center offers a full range of inpatient and outpatient services
and an array of wellness and support programs between its downtown campus and three
satellite facilities – the Summit Healthplex, the Hamilton B. Mizer Primary Care Center and
the Schoellkopf Health Center. Partnerships with the Child Advocacy Center of Niagara and
the Outreach for Wellness in Niagara (OWN) programs are important elements of the
hospital’s community programs. The Center maintains close ties with the Niagara
Community College nursing program and the University of Buffalo’s Roswell Cancer
Institute. It is increasing its focus on women’s health and has initiated a multi-million dollar
upgrade and expansion of its downtown emergency department and a major new heart care
center. The heart center will accommodate innovative cardiac diagnostic technology, a
principal component of the Memorial Medical Center’s comprehensive cardiac care
program.

The Medical Center is an important regional asset and economic driver, bringing technology,
experienced professionals, and patients to Niagara Falls and supporting economic and health
care development. The need for a range of high-quality healthcare services will become
increasingly important with overall demographic change and aging, presenting significant
opportunities for regional facilities such as the Medical Center in the near future. The
expansion of this facility is an important step in advancing the Medical Center as a regionally
significant cardiac center and an important step in supporting the diversification of the city’s
economic base.

Maintaining, supporting and promoting regionally significant health care services,

teaching and research facilities within the Core City is critical to maintaining a
healthy population and supporting economic, employment and residential renewal in
Niagara Falls.

Education
Educational institutions are another premier regional asset. They are a source of new ideas
and theories and new employees for the labor force. They also offer opportunities for
community partnerships and support growth in many areas from culture to business.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 20

Niagara Falls is fortunate to have two post-secondary institutions in the area – Niagara
University, a private liberal arts university located in the Town of Lewiston, and Niagara
Community College, a locally sponsored college under the State University of New York in
Sanborn. Both maintain active roles in the community, provide a range of outreach and
continuing education programs, and offer co-operative education options for students
enrolled in their programs.

Neither Niagara University nor Niagara Community College maintains research and
technology transfer programs. Such programs often bring benefit to their host cities through
the commercialization of research undertaken by faculty and students providing support and
opportunities for local business, often technology-oriented industries. Niagara University
and Niagara Community College are, however, important elements within the city’s
‘economic toolbox’. They are critical to the development and on-going education of the
city’s workforce, providing programs that are relevant to the specifics of the local economy.
For example, the university’s College of Hospitality and Tourism is closely linked to the
Niagara Falls tourism industry. Over time, the City should work with these institutions to
establish programs that will prepare students for employment in a diversity of expanding
sectors.

Critical to the desired renewal and reinvestment of the Core City and its neighborhoods is
the quality of the public and the private school systems. These institutions steward the
education of the city’s youth and function as hubs for community activities, gatherings and
cultural events to provide a strong focus for neighborhood and civic life. Indeed, many
parents and families will not invest in a return to the city and will in fact leave the city if the
school system is not perceived as safe, or if it does not offer the high standard of quality
education necessary to prepare children for adult life and/or post secondary education.

School closures and the location of secondary or high school facilities outside of the Core
City have had a negative impact on Core City neighborhoods, community life and
reinvestment. Issues of quality and access to education must be addressed to achieve renewal
in the city and encourage potential residents to call Niagara Falls home. Steps should be
taken to elevate the education system within the city to the best in the region such as an
inner city magnet school or by offering specialized programs in math, science and the arts.
Other educational opportunities should also be pursued to bring programs of higher learning
to the city. Providing these opportunities for the residents of Niagara Falls and the
involvement of partnership agencies and affiliations with area colleges and universities will
make the school system a change agent, and a primary catalyst for residential and
neighborhood renewal.

High-quality educational programs are fundamental to renewal, reinvestment and

strengthening the quality of life that Niagara Falls can offer. The city must diversify
and strengthen its employment skill base, attracting people, professionals and
businesses back to Niagara Falls. The following educational programs should be
supported or actively pursued by the municipality in partnership with other
institutions, agencies and levels of government:

 Continuing education and retraining programs linked to the local economy;

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 21

  A safe, accessible school system with magnet or specialized programs linked
to industry and cultural resources;
 The visual and performing arts;
 High-quality recreational facilities;
 Niagara University; and
 Niagara Community College.

Commercial Nodes and Corridors

Niagara Falls developed along native portage routes, namely Main Street and Pine Avenue,
which linked the original villages that now form the city. While not an original portage route,
Third Street has evolved as an important corridor focused on restaurant and entertainment
uses. As the most direct entryway into the Core City from Niagara Falls, Ontario, Niagara
Street presents a straightforward opportunity to capture cross-border commerce. Although
portions of Main, Pine, Niagara and Third are struggling, these corridors contain some of
the healthiest urban fabric and best heritage structures in the Core City and represent the
places that the local citizenry frequent on a daily basis to conduct business, shop, meet
friends and family, and socialize and enjoy civic life.

Traditional commercial corridors present a

network of commercial activity, attractive
destinations, and compelling places that
can draw people into the city and
encourage them to stay. In Niagara Falls,
this network must be seen as a key
economic driver that can be strengthened
to support tourism development to local
places while strengthening the overall local
economy.

Many businesses along the Main Street,

Pine Avenue, Niagara Street and Third
Street corridors and other areas of Pine Avenue is a healthy commercial corridor linking
downtown have been in operation for neighborhoods and people to the city’s waterfront.
generations and are well-established local
gathering places. Communities throughout North America have realized the potential of
these corridors and places, and are investing in them as authentic places that offer a glimpse
of historical development and an understanding of local culture and everyday city life.
Niagara Falls’ commercial nodes and corridors are assets that must be built upon, to improve
the overall economic performance and quality of life found within the City. Linking existing
commercial corridors firmly to tourism development and elevating the role of these
corridors as primary linkages between local attractions and major tourism destinations, will
enable these corridors to play a key role in the renewal of the city. Strategies and initiatives
that can help elevate and reinforce these corridors as primary linkages between tourism
precincts include streetscape improvement programs, unique retail and niche marketing
campaigns and other economic and development programs.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 22

Main Street, Pine Avenue, Niagara Street and Third Street and other similar
traditional commercial strips can be important elements within Niagara Falls’
developing tourism offering. By attracting new investment and new residents, these
streets in particular can become vital urban corridors benefiting from year-round
resident and visitor patronage. These corridors present opportunities to link together
the City’s attractions, including the downtown, the riverfront and the open spaces
that frame these resources, creating a network for further revitalization, building
around the riverfront corridor and the downtown. These are the most appropriate
places to implement economic development programs, streetscape improvements
and targeted retail and niche marketing campaigns.

Heritage Communities and Neighborhoods

Niagara Falls has extensive built heritage resources, neighborhoods and precincts that
architecturally and culturally convey the evolution of the city, its people and values. These
resources are often not present in suburban locations. Many North American cities are
strategically engaged in enhancing and promoting heritage resources, precincts and character
areas as a means of increasing tourism visitation and marketing a unique image for their
traditional city centers. The Core City contains some of the most interesting and unique built
heritage in Niagara Falls. Areas such as the western end of Pine Avenue, old Buffalo Avenue
and Main Street north of Lockport Road are just three examples of areas that should be
preserved and enhanced through neighborhood renewal strategies aimed at making these
places attractive to both residents and visitors.

Blight removal and new housing opportunities that complement the existing single and
multi-family fabric, including loft and condominium conversions of commercial properties,
should be encouraged as part of a reuse strategy, along with new retail and commercial
activities to support an increasing residential population. Heritage districts and unique
character areas provide a solid basis for return visits to the city, and the most successful
cities are those where tourists seek out the places where residents themselves spend their
time. Improvements to the edges of these districts, sensitive infill, heritage streetscape
development and public realm improvements will begin to redefine these areas as special
places that are attractive to visitors, residents and private sector investment.

Renewal and protection of the city’s primary heritage resources and areas will require
specific programs designed to promote:

 Historic designation of special heritage areas in order to protect and preserve

them over the long term
 Relaxed zoning and building code requirements to encourage reuse of
heritage structures
 Streetscape and public realm improvements
 Appropriate design and infill guidelines allowing desired flexibility and
interest within the built environment

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 23

Niagara Falls International Airport
Major regional and international transportation facilities such as the Niagara Falls
International Airport are important facilities that can serve multiple purposes. The airport
currently accommodates a variety of military and private uses, including the United States
Air Force, National Guard and Army Reserve. With the third longest runway in the State of
New York, the airport can accommodate large aircraft that others cannot, making it ideal for
military uses and long-haul international flights. A flight simulator used in the training of
airline employees will be located at the airport in the near future.

Over the long term, there may be an opportunity to enhance the functions of the Niagara
Falls International Airport to include a stronger emphasis on long haul and international
passenger flights, balanced with continuing cargo operations. The ability of the Niagara Falls
Transportation Authority (NFTA) to secure major international flight agreements will
depend on the city’s success in redefining itself as an exciting and attractive tourism
destination with strong links to the cities and attractions of the larger Bi-national Region,
including Niagara-on-the-Lake, Rochester and the Finger Lakes, Buffalo, Hamilton and
Toronto. Multi-modal transportation links, particularly rail links between the airport and
major center will, in the long-term, provide even more connections. Expansion of the
airport’s functions will need to be explored in the context of the operations of the Buffalo-
Niagara International Airport to ensure the two facilities do not directly compete with one
another. Increasing the capacity of the cargo handling functions at the Niagara Falls
International Airport in the short term will not compete with or duplicate passenger
handling infrastructure at the Buffalo-Niagara International Airport.

Realizing the full potential of the airport and drawing the number of tourists
necessary to expand passenger functions and services to compete successfully with
other major airports in the region will require Niagara Falls to evolve and mature as a
quality tourism destination with the types of uses, attractions and lodgings that
international visitors would expect. It will also require Niagara Falls and the Bi-
National Region to advance a “smart transportation” system. One which intergrates
ground transportation and specifically transit with airport and downtown hubs.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 24

PART II: COMPREHENSIVE PLAN STRATEGIES

1. THE COMPREHENSIVE PLAN

The City of Niagara Falls recognizes that the contemporary challenges and opportunities
facing the city are complex, often interrelated and cannot be addressed overnight or by a
single project or program. Therefore, a sustained strategy of focused, incremental and
targeted efforts, programs and strategies is needed across the community to create a more
attractive quality of life and improve the economic circumstances of the city and its
residents. Clearly, these strategies will need to focus largely within the Core City, mediate
contemporary challenges, and build strategically on key opportunities for economic growth.
The Comprehensive Plan focuses and builds on the following important themes to bring
about positive change and growth to the city:

 Identifying market opportunities

 Prioritizing catalyst projects in the core city to initiate revitalization and build
investor confidence
 Diversifying the economic base
 Reducing excess infrastructure
 Neighborhood revitalization through the elimination of blight and the diversification
of residential housing types
 Increasing the residential population in the Core City generally and in downtown
specificially
 Support for high-quality educational programs
 Interpreting cultural resources, promoting heritage tourism, and historic preservation
 Creating new green structures, pedestrian friendly streets and streetscapes, and new
parks and greenways
 Creating distinct places, precincts, or character areas to support visitation of local
places and businesses
 Refining the city/park interface along the city’s waterfront to ‘re-image’ the city as
‘the city in the park’
 Developing new tourism infrastructure, attractions, and tourism marketing programs
with the emphasis on authenticity.

As the steward of the city’s economic and physical development, the City of Niagara Falls
recognizes the need to lead renewal efforts and establish new partnership programs to
ensure the interests of the city and its residents are pursued and that the benefits of
revitalization extend to the entire WNY community. The urban design, land use and built
form recommendations underlying the Core City Strategies should be integrated into the
local land use regulations as fully as possible.

The Comprehensive Plan presented in this document represents a new way of thinking
about the city and its future. It is a comprehensive guide for renewal in the City that focuses
on key challenges and key opportunities specific to the City. It provides an action-oriented

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 25

framework to achieve positive change. The Comprehensive Plan is comprised of the
following key components:

 Eight Principles for City Renewal that outline the theory and approach underlying
the Comprehensive Plan. These principles can be directly incorporated into the
City’s planning policies to guide decision-making.

 The Core City Vision and Core City Strategies, which present a detailed vision of
how the Core City should develop over the next several decades, identifying key
projects, initiatives and programs to achieve the vision and kick-start and direct
reinvestment. The Core City Strategies are organized as follows: the Big Moves,
which are fundamental to the future success of the city; followed by Precinct
Strategies, which establish recommendations to enhance the role various areas within
the Core City can play in bringing about the renewal of the city. For the purposes of
this document, both the Big Moves and Precinct Strategies make recommendations
relative to specific ‘areas of character’ within the Core City.

 Priority Initiatives Within the Core City, which summarize the key initiatives that
the City should undertake in two stages over the next 15 years to bring about and
encourage renewal and private sector reinvestment.

 Citywide Policies, which aim to revitalize significant components of the urban

system, and are meant to build upon and complement the Core City Strategies. They
address land use, historic resources, the built environment, environmental and open
space resources, transportation, economic development and tourism, housing,
brownfield/greyfield development and waterfront development. The Citywide
Policies stress the importance these systems have in the renewal of the city and
identify broad recommendations aimed at general improvement throughout the city
and as such serve to guide future district and project planning.

It is fundamentally important to recognize and underscore that the targeted Core City
Strategies and General Citywide Strategies provide a consistent and comprehensive approach
in guiding broad-based renewal in Niagara Falls. These initiatives are “nested,” logically
building upon one another to solve not just one problem, but address many complex issues
simultaneously. Each action not only encourages further positive change, but also itself
becomes a reinforcing element with an additive affect to subsequent actions.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 26

2. TOWARD A NEW DIRECTION FOR THE FUTURE
This Plan is different from previous studies in that it focuses on repairing and rebuilding the
city, its streets, open spaces, neighborhoods and community spirit, rather than relying on
general goals or the “silver-bullet” projects of the past.

As a comprehensive framework for change, the Comprehensive Plan will guide the evolution
of the city to achieve a balanced range of opportunities for living, working, investing and
recreating, which offer residents a high quality of life and visitors a unique and vibrant urban
experience. Fundamental to the transformation of Niagara Falls will be the acceptance by the
community and its leaders that the municipality’s resources and operations need to be
aligned to strategic, focused activities, and toward a more densely populated urbane place;
where industrial activity, while important, can no longer be seen as the city’s primary or lone
economic engine; and that the City needs to lead renewal efforts and invest in itself before
others will do the same.

The Comprehensive Plan embodies the following principles, which should be used to guide
development, investment and decision-making toward long-term renewal and city building.

2.1 Principles for City Renewal

1. Build on core assets
Niagara Falls must build and capitalize on its existing assets and leverage these to initiate
social, economic and cultural renewal. These include the city’s role in the regional economy
as the tourism destination; the Niagara River and its vast riverfront setting including the Falls
and the Gorge; regional health care facilities and other institutions, including the Memorial
Medical Center, Niagara Arts and Cultural Center, Niagara University and Niagara
Community College; the city’s collection of heritage buildings, neighborhoods and traditional
commercial districts; and existing industrial clusters, transportation infrastructure, and
locational incentives.

2. Develop the waterfront: recreation, adjacencies, and cultural potential —

“The Big Move.”
The Niagara River waterfront is the city’s defining feature and premier asset. The Niagara
River Greenway should encompass all public areas and these areas should be reconfigured
into world-class park or public space. This collection of redefined assets should support an
array of year round activities, cultural programming, events, high-quality tourism and
educational destinations. This is the wise long-term investment. The frayed urban edge on
the riverfront must also be reclaimed and encouraged to evolve into the city’s open front
door and its premier address. Current confusion between ‘fronts, backs and sides’ of
buildings that form ‘the built edge’ must be clarified through design guidelines, land use
controls and Greenway build-out. The land along this city/park interface has the potential to
become the most highly valued real estate in Niagara Falls. Districts adjacent to re-defined
riverfront will offer a visually interesting, attractive urban/park environment showcasing
high-quality built form, beautiful pedestrian streetscapes and a vibrant range of urban uses
and amenities that will entice residents and visitors to explore and enjoy the city while adding
value and tax-base.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 27

3. Create green streetscape connections that link the riverfront amenities to the
city, its neighborhoods and main streets.
Major tourism destinations such as the riverfront and its attractions, including the Niagara
Aquarium and the Niagara Reservation, should be better connected to the city, local places
and established main streets, to promote visitation of neighborhood districts, local
establishments and cultural destinations. These attractions should be linked to other regional
and local parks and public spaces to create a continuous green framework that reinforces
and supports community-based tourism. Greening public spaces and improving the public
environment will extend the value of the riverfront’s edge into larger areas of the Core City.

Many new connections are needed within the downtown and along the eastern
neighborhoods (east of downtown, adjacent to the Buffalo Avenue Industrial Corridor, and
in LaSalle). These “connections” should be,at every opportunity, introduced through the
reconfiguration of the Robert Moses Parkway. Strengthening these linkages depends on
rethinking local streets as attractive pedestrian-oriented tree-lined places that accommodate
people and activity, not just cars.

A well-designed network comprised of the riverfront, streets, parks, squares and other open
spaces will not only advance the purposes and intent of developing the Niagara River
Greenway14 and the Niagara National Heritage Area,15 but play a key role in enhancing the
city’s image and its quality of life, while creating an attractive setting for high-quality private
sector reinvestment. A network of green public spaces and improved public environments
will extend the value of the City's riverfront edge into larger areas of the Core City.

4. Prioritize residential development: revitalize neighborhoods and make living

in the Core City attractive.
Revitalizing and increasing the residential population in the Core City is key to the creation
of a vibrant urban center. The traditional downtown must evolve to become not just a place
for visitors, but an authentic urban core where people live, work, shop and recreate, and
where the ability to walk or bike to work or to cultural, retail, recreational and entertainment
amenities is considered a quality of life advantage.
From a market perspective, current demand for existing housing may be low and many
neighborhoods are under-occupied and in need of repair. Other areas are truly blighted,
making them unattractive for reinvestment. Targeted public realm improvements; local
heritage preservation incentives; improvements to community facilities and to the quality of
the school system; the removal of blight and the retirement of derelict housing will
strengthen some neighborhoods and serve to increase options to create demand for new
residential options in the city.
Alternative housing forms catering to a variety of income levels and housing market sectors,
such as young professionals, single adults and empty nesters, can bring more households to
support retail and business expansion within the Core City. Higher density and alternative

14
Niagara River Greenway Commission, Wendel Duscherer, et el., Niagara River Greenway Plan, Adopted 2007.
15National Parks Service, Niagara National Heritage Area Study. Niagara National Heritage Area signed into law
as part of the Consolidated Natural Resources Act, May 8, 2008.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 28

housing should be carefully located in the core, including the existing tourism area, to
support renewal of the core and build the critical mass necessary to create and support a
vibrant city center and tourist area.

5. Plan to become a more compact, attractive and manageable city.

By stabilizing and revitalizing neighborhoods, retiring derelict housing and industrial uses,
holding land in reserve, developing interim land uses, and increasing the amount of green
space within the city, it is possible for Niagara Falls to become a more attractive and
manageable city that is better able to meet the needs of its current residents and effectively
plan for future growth. Niagara Falls will be most successful in the future, the same way it
was in the past, as a much more dense and compact city, with an identifiable core
surrounded by thriving neighborhoods and commercial precincts that are attractive to and
supported by residents and visitors.

6. Commit to sustained small-scale incremental change, design excellence, and

authentic place making.
The desire for immediate change often encourages people to look for big, ‘one–off’ project
solutions. These rarely deliver what they promise and can overshadow a diversity of smaller
scaled projects throughout the city that can fuel many fires of renewal and revitalization. The
reuse of historic buildings, streetscape improvements and infilling of small vacant parcels are
examples of small-scale actions that can greatly contribute to revitalization efforts. Attention
to design quality and place making that complement the city’s unique character and built
form, heritage fabric and pattern of urban development will create attractive, inspiring places
for people and activity, to encourage continued reinvestment and renewal in Niagara Falls.

7. Carefully target ‘catalyst projects’ to ignite renewal efforts and encourage

private sector interest and reinvestment.
While a sustained program of incremental change is necessary for renewal, a few carefully
selected larger projects can result in dramatic changes in the short term and signal an area’s
rejuvenation, furthering interest by the private sector. These projects should complement
their existing context and contribute to place making by including residential components as
often as possible, and not obscuring traditional urban patterns and uses. For example:

 Create a Cultural District by incorporating both State and City waterfront open
space resources including, for instance, an expanded Aquarium of Niagara, a new
outdoor performance and festival area, the Gorge Discovery Center, Niagara
Experience Center, in addition to beautifully landscaped parkland new tourist
facilities and other high-quality educational and tourism amenities and attractions.
The intent should be to create attractive pedestrian-oriented places complementary
to the natural and cultural resource along the Gorge and in so doing re-define the
City/Park edge and interface. An expanded park setting and re-configured roadway
connections will not only greatly enhance the potential of all secondary attractions
along the lower river corridor, but also provide many new opportunities for private-
sector investment in the corridor.

 Create a downtown ‘Festival Square,’ perhaps between Prospect Street and

Rainbow Boulevard. The City should influence the development of an attractive

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 29

 activity node, venue for cultural and entertainment programming, and visitor
orientation, while weaving the Niagara Reservation and the Falls Street Promenade
into a more successful pedestrian mall and coherent open space feature.

 Create a downtown entertainment center/theater, perhaps on Niagara or Third

Street. This street/center should be designed to encourage street related uses,
provide business development assistance targeting entertainment uses, and provide
architectural design guidance to improve the quality of the public realm, while
reinforcing connections to other nearby attractions.

8. Build strategic partnerships and promote a common agenda to undertake

‘catalyst’ projects.
The active and ongoing participation of all those with a stake in the future of Niagara Falls
must be sought and encouraged to achieve renewal and the City must work to ensure
benefits are shared with the entire community. Achieving the many projects and initiatives
recommended in the Comprehensive Plan will require the City to pursue a number of
partnerships with the public, private and non-profit sectors. Partnerships represent a new
way to plan, achieve, prioritize and implement city-building initiatives while strengthening
support for renewal within the community and helping to overcome the history of isolated
decision-making and self-contained, stand-alone projects.

2.2 A Comprehensive Roadmap for Positive Change

The Core City Vision, Core City Strategies, Summary of Priority Initiatives, and Citywide
Strategies that follow build on the Principles of City Renewal presented above, and provide a
comprehensive roadmap for the renewal and revitalization of Niagara Falls. Together, they
outline recommendations for ongoing programs and strategies, as well as targeted actions
aimed at encouraging broad-based social, economic and cultural prosperity within the city.
The Plan places great emphasis on a sustained program of focused actions within the Core
City to kick-start redevelopment and reinvestment where it will have the greatest positive
impact, while simultaneously improving the City’s position within the region.
Recommendations for the Core City build on existing assets and new opportunities to
strengthen the city over the next 20 years. Actions necessary to achieve change are outlined
in the Summary of Priority Initiatives. Many initiatives are interrelated and purposely nested
to address complex and multifaceted problems, and thus must be pursued consistently and
holistically to achieve the goal of broad-based renewal.
The revitalization of the city will occur through a combination of public and private sector
initiatives and investment decisions guided by market factors and public policy. The Plan
cannot precisely predict how these forces will play out. Rather, the Plan highlights those
efforts that should be undertaken to promote renewal. In some instances however, there are
trade-offs required to move the city forward. The Comprehensive Plan provides new ways
of thinking about the city and its renewal. It also establishes a basis for public dialogue about
the choices we face as a community going forward, such as committing resources and
focusing them as necessary for progress.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 30

3. CORE CITY VISION
Imagine the future. Imagine the city you want your children to inherit…

It is 2030 and the city has dramatically changed through the successful implementation of
many development projects and programs initiated through guidance of the Comprehensive
Plan. The social and economic circumstances of Niagara Falls and its residents have been
considerably improved following a targeted and coordinated program of improvements and
investments by the municipality, and the successful execution of seven ‘Big Moves’ —the
reconfiguration of the Robert Moses Parkway; extensive public realm investments in the
Falls Precinct; the establishment of the Cultural District; the repositioning of Niagara Street
as a high-value mixed use retail shopping area; the creation of a new neighborhood adjacent
John B. Daly Boulevard (North); and the introduction of a series of innovative heritage
preservation and neighborhood housing renewal programs. A thriving residential population,
new office and employment uses, and new retail and commercial activity define the heart of
Niagara Falls and present a rich range of opportunities for living, working and leisure
activities in the Core City.

New cultural and educational amenities including the Aquarium expansion, the Niagara
Experience Center and the city’s new Cultural District with an annual program of concert
performances and cultural festivals bring many new visitors to the city to enjoy the rich
offering of urban, natural and cultural heritage experiences along the waterfront, along
traditional commercial corridors, and in downtown areas.

The focus of tourism development has been to develop the riverfront corridor and the
urban interface extending from the city’s northern boundary, along the Gorge, past the Falls
and along the Upper Niagara River to the city’s eastern boundary. Yet, the implementation
of any planned waterfront development can only occur in partnership with the State of New
York. By coordinating the establishment of the Niagara River National Heritage Area, the
creation of a NYS Niagara River Greenway and URR Heritage Area, the creation of a
‘Gorge-View’ Cultural District, the reconfiguration of the Robert Moses Parkway, and other
proposed waterfront projects, the city can create a riverfront corridor equal to, if not
surpassing, the quality and diversity offered by the Niagara Parks Commission in Canada.
The Cultural District will contain a collection of high-quality family-oriented and educational
attractions within a beautiful landscape setting. These attractions include the expanded
Aquarium, Niagara Gorge Discovery Center or other cultural interpretations, an outdoor
performance/concert venue, and perhaps the Niagara Experience Center. The upper river
riverfront is evolving into an incentive for high-quality development and private sector
investment along the urban edge, presenting a dramatic new image of the city to the world
—the city within a park, with the NF State Park and downtown extending eastward.

The reconfiguration of the Parkway creates an environmentally sensitive, pedestrian-friendly,

and value-added riverfront linking destinations all along the waterfront. In the city, many
new street connections have firmly reconnected the city and its population to its waterfront.
A new setting has been established for public life and pride, as well as, new reinvestment in
retail and shopping, bed and breakfast establishments, hotels and convention facilities,
galleries, restaurants and cafes focused in the heart of the city. These new developments

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 31

have boosted the city’s tourism sector and provided visitors with many new reasons to visit
and residents new reasons to live in the downtown and along the riverfront.

The redevelopment of the Buffalo Avenue Heritage District properties fronting the NF State
Park, marked by boutique hotels, specialty shops, and high-quality residential developments,
has reintegrated the park and the city, encouraging visitors to spread out and spend many
more hours exploring the City. A new public focus at the interface of the park was
established with the introduction of Falls Street Festival Square. Located across from the
main park entrance on Prospect Street, the square is an active public space that provides a
place to rest and take part in the many festivals and performances that can be found here.

The area east of the Goat Island Bridge has been re-imaged through a series of new bed and
breakfasts, new mixed-use, and boutique hotel development along Buffalo Avenue and
Rainbow Boulevard. Sensitive infill developments complement the historic character of this
precinct, reinforcing it as a special part of the city, adjacent to the State Park; it is one of
Niagara Falls’ key heritage districts.

The establishment of the city’s International Railway Station/Intermodal Transportation Center

(IRS-ITC) at the Old Customhouse has similarly encouraged growth of the tourism industry.
The IRS-ITC has become an important point of entry and orientation, and a stop for the
visitor shuttle operated under a City/State partnership operating between the center, various
State park facilities, other tourist attractions and amenities located in the Core City. The
Center also acts as a multi-modal hub linking the cities of the Bi-national Region by Via Rail
and Amtrak as well as shuttle connection via Ontario’s “People Mover” and “Metro Rail” to
the airport.

Significant changes have also occurred along Niagara Street. An intense mix of residential
and retail, office, and residential developments has created a vibrant medium to high-density
‘main street’ providing some of the best living, shopping, and entertainment experiences
within the region. They have also created a strong activity spine linking East Falls Street,
Memorial Park, and the casino precincts to the waterfront and cultural district. New hotels,
movie theaters and specialized shopping, balancing local independent retailers with major
national chains, anchor the street and present residents and visitors with sophisticated, high-
quality urban amenities able to successfully compete with the offering across the bridge in
Canada. This combination of elements, in conjunction with the development of a high-
quality pedestrian environment and the release of targeted Request for Qualifications
(RFQ’s) (to take advantage of employment growth downtown) have brought in new
residential and mixed use developments transforming the street.

With a collection of nightclubs, entertainment and restaurant offerings, Third Street has also
become a destination in its own right. Multi-level establishments with outdoor terraces and
patios, infill projects and unique lighting and streetscape treatments have established Third
Street as a cutting edge regional draw – a place which supports business luncheons and
meetings as well as fashionable clubs and dancing establishments for the younger generation,
while also linking the gorge waterfront to downtown. Likewise, Pine Avenue and Main Street
have also enjoyed new prosperity due to streetscape improvements and appropriate infill
development aimed at capturing a unique sense of place for these important corridors, while
strengthening surrounding neighborhoods and better meeting visitor needs. Other parts of

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 32

the city have benefited from more modest public infrastructure investments. The extension
of John B. Daly Boulevard from Niagara Street north to Pine Avenue has provided an
important new focus for residential development, while easing traffic congestion and better
connecting local streets to provide a more logical pattern for traffic movement.

The introduction of new employment together with a broad range of new housing
opportunities has helped to broaden the city’s demographic, attracting new families, seniors
and young professionals back to Niagara Falls. The municipality’s heritage preservation
policies have preserved the Core City’s unique characteristics while permitting new
innovative loft developments along North Main Street, apartment conversions and new low-
and medium-density housing along the waterfront and throughout the city. The
rehabilitation of neighborhoods in the center city and the development of new educational
opportunities have expanded interest in all of the new residential opportunities being built. A
diverse offering of residential options allows residents to remain in the city throughout their
lives to take part in its strong and dynamic offering. As the population has grown and the
local economy has flourished, the City and the private sector have turned their attention and
their resources from the Core/Center City to other areas of Niagara Falls. Additionally, the
infrastructure and surplus land that were ‘banked’ have become the focus of continuing
reinvestment in the City.

Known for being a cool, green, and clean city, its beautiful tree-lined streets, welcoming
people-places, collection of civic squares and parks, active street life, regional health and
educational services and strong cultural offerings, the City has become a more desireable
place live, to work and to visit. Residents and visitors alike enjoy a network of community
open spaces and parks, including trails and pathways. Overall, it has become an attractive
urban setting with a strong economy, the focus of a region with a bright future.

The Core City Vision is graphically represented in Figure 5. Figure 6 compares the existing and proposed
downtown structure, to illustrate how the Big Moves can unlock the city’s tremendous potential for the future.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 33

4. CORE CITY STRATEGIES
The Core City Strategies represent a sustained program of focused, incremental and targeted
efforts and programs aimed at seizing and building upon opportunities within the Core City
to create a more attractive quality of life and economic circumstance. In short, they represent
the actions necessary to guide the revitalization of the Core City and achieve leverage for
expansion of the City's vision to more of the city over the next several decades.

The Core City Strategies are divided into two sections – The Big Moves and Core City
Precinct Strategies. The seven Big Moves are Core City Strategies that would have a
particularly powerful influence on the revitalization of Niagara Falls, and must be
accomplished in order for the greater transformation to occur. These initiatives were
identified as the most critical to the future of the city and were not only brought up
repeatedly throughout the Master Plan consultation process and in previous precedent
planning studies and documents dating back decades in some instances (see Appendix A),
but were also re-enforced by stakeholder input during development of this Comprehensive
Plan. In addition to the Big Moves, the Comprehensive Plan has identified seven Precinct
Strategies, which outline recommendations specific to definable character areas within the
Core City. These strategies build upon the perceived development potential and unique
economic role of each area, while supporting the identity and character of each. Each of the
Big Moves and Core City Precinct Strategies are shown in Figure 7: Priority Initiatives. In
addition, Figure 8: Urban Structure, shows the conceptualized urban re-structuring of these
‘precinct areas’ within the Core City.

The Core City Strategies are comprised of:

4.1 The Big Moves

4.1.1 Reconnect the City to its Waterfront
4.1.2 Create the Cultural District
4.1.3 Initiate Public Realm and Catalyst Projects in the Falls Precinct
4.1.4 Transform the Niagara Street Precinct
4.1.5 Create a New Neighborhood in the Daly Boulevard Precinct
4.1.6 Preserve the Heritage of the Core City
4.1.7 Housing Renewal

4.2 Core City Precinct Strategies

4.2.1 Customhouse and North-Main Loft Precinct
4.2.2 Middle Main Street Precinct
4.2.3 Portage Precinct
4.2.4 Pine Avenue Precinct
4.2.5 Third Street Precinct
4.2.6 [Wright Park] Park Place Heritage District
4.2.7 Buffalo Avenue Heritage District
4.2.8 Casino Precinct
4.2.9 East Falls Street Redevelopment Area

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 34

Combined or multiple actions undertaken within a given area of the Core City can have
significant synergistic impact. The Core City Strategies and their recommendations are
specifically designed and intended to be a set of ‘nested’ and overlapping initiatives that
address complex issues and problems in a comprehensive way, by capitalizing on the
synergies and connections between them. As a result, pockets of renewal can be created,
which encourage reinvestment throughout the Core City. The urban design, land use and
built form recommendations underlying the Core City Strategies are to be integrated into the
City’s zoning and ordinances. (Additional strategies developed and deployed in the future for
other planning areas in the city should likewise follow the same strategic thrust of this Plan:
building off of the strength in the core; nesting, and overlapping activities and initiatives.)

The Core City Strategies represent a range of initiatives or project types to guide change in
the Core City. Many of the strategies are strictly physical improvement projects, while others
involve additional program or policy recommendations to ensure implementation. Most will
require new and innovative partnerships between the municipality, community organizations,
other levels of government, and the business sector. All will require leadership.

Recommendations can be categorized into five broad types or activities described below. In
many cases, a project falls into more than one category.

 Design /Design Guidelines – Creating specific projects with the intention that
they be implemented through an ongoing capital works program or by the private
sector, according to established municipal design criteria
 Installation – Construction of facilities or infrastructure in the Core City.
 Partnership – Attracting active or passive participation in the ongoing process of
economic development in Niagara Falls.
 Planning/Scoping – Determining the full scope or dimension of a project
including its programming, location, size, financing and operation.
 Management – Ongoing interaction between the municipality, other levels of
government and their respective agencies, businesses and residents.

The following presents an overview of the Core City Strategies relative to their current and
long-term potential, followed by specific strategies or recommendations intended to guide or
support the renewal and development of each associated precinct area. Initiatives and
recommendations are prioritized according to immediate term (0 to 5 years) or longer-term
(5 to 15 years) implementation.

The Core City Strategies herein are organized to provide:

 A general description of the precinct or focus area, its current state and its
importance
 A project strategy outlining the approach or rationale for renewal initiatives or
programs
 Recommendations of specific initiatives for the precinct.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 35

4.1 The Big Moves
4.1.1 Reconnect the City to its Waterfront

Description
With the exception of a small area fronting the Niagara Reservation and LaSalle, the City of
Niagara Falls is completely cut off from its waterfront, the Niagara River, and the Gorge by
the Robert Moses Parkway. Despite being conceived and built when additional expressways
were planned for expanding physical capacity and mobility, the Parkway too was configured
as a high-speed limited-access transportation facility not a true “park-way.” Actual
transportation needs prove the planning for greater expressway capacity within the City as
erroneous. An error that has left the city to cope with a grossly over-scaled expressway that
is only marginally justifiable from a transportation perspective, particularly when more viable
options exist, and that occupies extremely valuable riverfront lands representing a significant
barrier to safe, easy access to the riverfront corridor. Occupying virtually the entire length of
the city’s interface with its riverfront, the parkway presents a barrier not only by its physical
presence but also by the absence of local connections between the city and the riverfront.

These conditions have prevented the development of what otherwise could be a strong
relationship for the city, its local tourism and its business development. Residents and
pedestrians are physically separated from the city’s most valuable public land, and visitors to
(or through) the riverfront lands are not drawn to the city’s other attractions and amenities
because logical street connections are missing. The Parkway has isolated people and
vehicular traffic in a pattern that denies access to redevelopment opportunities and existing
local businesses, which keeps waterfront property values lower than otherwise, and has
precluded needed economic development and investment along the length of the city’s most
valuable real estate asset - the waterfront. Clearly this is a situation that could be greatly
improved and yield considerable benefits to the city.

Project Strategy
The strategy for reconnecting the city to its waterfront involves reconfiguration and redesign
of the Robert Moses Parkway to purposely open the waterfront districts for reconnection
into the urban fabric of the city and create a calm, narrower, more pedestrian friendly and
humanly scaled ‘riverfront drive’ (see Figure 9). The new roadway, whatever its called,
would l be appropriately scaled to existing and emerging transportation needs, and be fully
connected to the network of local streets, which are adjacent to but currently disconnected
from the existing parkway. This represents a return to the traditional, urban, inter-
connected, street network as the preferred transportation solution. More importantly, it
implies new purposes for the Parkway and requires it to evolve, leaving the efficient
movement of cars to the traditional hierarchy of arterials and collectors away from the
riverfront. The reconfigured Parkway or ‘riverfront drive’ must accommodate more than
just one goal. It must support accessibility by people and cars, and it must support non-
transportation goals, including recreation and ecological enhancement. It must support a
“world-class park;” it must create beautiful public realm streetscapes to define an attractive
interface between the city and its riverfront; it must re-establish pedestrian and street
connections between the city and the riverfront, and; it must create a renewed setting to
stimulate economic development and reinvestment along the riverfront corridor.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 36

Across North America, there has been a fundamental shift in transportation thinking and
planning over the previous decades. The sole focus on transportation function at the
exclusion of other equally important components of a healthy city, has given way toward a
more balanced, integrated land use and development-supportive, network-based, systems
approach which can accomplish many goals simultaneously. Indeed, many North American
cities have already or are currently dismantling and reconfiguring their expressways built in
the 1960s and 70s to reconnect their waterfronts to urban cores, reclaim and develop
extensive land areas sterilized by transportation corridors, and repair frayed and blighted
urban fabric, which has often resulted adjacent to expressway corridors. These cities are
successfully recreating and extending their original multi-modal network based system, and
finding opportunities for community building and economic development from reclaimed
expressways. Boston, MA, San Francisco, CA, Rochester, NY, New York, NY and Toronto,
Canada are among the many cities engaged in re-planning their expressway corridors to
create healthy, prosperous and productive urban areas, which will more fully contribute to
the growth and vitality of the city.

Within the City of Niagara Falls, the reconfiguration and reuse of the Robert Moses Parkway
has tremendous potential to create new opportunities for economic development and
community building.

Through the reconfiguration of the Parkway, its re-purposing, and even its elimination in
some sections, land can be reclaimed and conveyed back to productive use. The riverfront
would certainly gain parkland, a functioning ‘greenway,’ and a heritage corridor, but it would
also yield new development opportunities capable of stimulating economic growth and
reinvestment within the city on lands adjacent to a reconfigured Parkway. In particular,
opportunities to dramatically change the riverfront and improve economic performance are
possible through the removal and reconfiguration of the segments north of Main Street
along the Gorge; removal and reconfiguration of the segments within the downtown and
Buffalo Avenue Heritage Districts.

The following will briefly describe the recommended alignment and basic design parameters
of specific sections of the reconfigured Parkway/Riverside Drive to best integrate this new
urban street within the existing and planned context. Additional recommendations specific
to the reconfigured parkway segments below are presented in key recommendations, which
follow.

 From the Northern Municipal boundary to Findlay Circle, the City will explore
all options for removal and/or reconfiguration. Access and pocket parking would be
integrated within the park nodes. Reconfiguration would emphasize reconnection
and naturalization, with excess land returned to parkland. Reconfiguration north of
the city line should also be studied with the similar goals of accessibility and
infrastructure rationalization. Pedestrian connections north of Findlay Drive should
be explored at the re-design / planning stages. The Findlay connection could be
configured as a true gateway to signal entry into the Core City.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 37

 From Findlay Drive to Cedar Avenue, within the Customhouse and North Main
Loft Precinct (see Section 4.2.1 and Figure 10) and the Middle Main Street Precinct
(see Section 4.2.2), the functional design of the parkway would remain as described
above. However, the alignment should be rationalized and consolidated largely
within the existing Whirlpool Street right-of-way to create a new alignment. During
the scoping phase a ‘mid-point’ alignment should also be considered in order to
create new opportunities for residential development and to re-image this critical
entryway to the city while adding significant new parkland along the riverfront
corridor. Many new street connections within this design segment would reconnect
the city to the riverfront, and a high caliber of streetscape and public realm design
would define the parkland resource and create an appropriate setting for high value
residential development between the open space resource and Main Street.

 From Cedar Avenue to Niagara Street, the existing Parkway would be abandoned
and returned entirely to productive use as part of a Cultural District (see Section
4.1.2). A new ‘riverfront drive’ would be aligned at the Cedar Avenue connection to
Third Street, then southwest along Main Street to Rainbow Boulevard (or First St.).
This alignment would define the full extent of the Cultural District to the West and
would reposition important local streets as part of the ‘riverfront drive’ making the
urban fabric and properties to the east prime riverfront locations. The streetscape in
this segment should take on a much more urban character with perhaps a double
row of tree plantings on both sides of the park, generous sidewalks on both sides of
the street and continuous parallel parking permitted on the eastern side of the street
only. This portion of the Parkway/‘riverfront drive’ should also be designated a
Pedestrian Priority Zone (as described for the Falls Precinct in Section 4.1.3) with
many pedestrian crossings and a very high quality of streetscape treatment, which
may include in-street unit pavers or cobbles to signify the importance of this new
mixed use and tourism area and prioritize pedestrian and non-vehicular forms of
movement over vehicular movements. The Parkway/’riverfront drive’ should be a
fully connected network-based system, with many alternate route possibilities.

 From Niagara Street to Daly Boulevard, passing through the Falls Precinct (see
Section 4.1.3) and Buffalo Avenue Heritage District (see Section 4.2.7), the most
urban and intensively used area of the city, the new ‘riverfront drive’ would continue
as part of the integrated and connected street network. Within this area, multiple
routes are available to disperse traffic and provide flexibility of use through the high
tourist season. The Parkway configuration outside of the Park must re-enforce its
role as an important interface between the City and the Park. The Parkway
configuration inside the Park would need to evolve to serve the ‘Olmsted park’
restoration. The connection between the Park and the City at Daly Boulevard is
crucial. The existing Parkway interchange at Daly Boulevard would be eliminated
while the restoration of park land would be expanded as much as possible.

 Within the Falls Precinct many new street connections are proposed to include both
sides of Old Falls Street and/or a new “Festival Square” (see section 4.1.3), including
streetscape extensions between the Riverfront and the Buffalo Avenue Heritage

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 38

 District. These new connections would create an integrated street network linking
the Park’s “riverside drive” to Buffalo Avenue and Rainbow Boulevard, reinforce
connections from the primary tourism attraction, the falls and state park, back to
these important city streets to better support local business and drive reinvestment.
A high quality streetscape, comprised of a double row of street trees, special
landscape features, special paving, in-street paving and unified streetscape
furnishings, or similar, would link The downtown roadway segment to the Cultural
District segment. Similar high-quality streetscape improvements should be extended
to Rainbow Boulevard and Buffalo Avenue. This portion of the new ‘riverfront
drive’ should also be a designated Pedestrian Priority Zone (see Falls Precinct
Section 4.1.3) where pedestrian and non-vehicular forms of movement are given
priority over the automobile. The use of special streetscape treatments, special
paving or cobbles, highly articulated pedestrian crossings and signage would signify
this the Pedestrian Priority Zone to uses.

 The re-configuration of the parkway and its integration into the urban grid would
allow the removal of the ramps from John B. Daly Boulevard south of Buffalo
Avenue and the possible introduction of a new traffic calming roundabout at an
intersection with Buffalo Avenue will function as a transition and ‘gateway’ to
downtown, East Falls, and the Casino. Entry into the Core City should be marked by
a fundamental change in the character of the of the city, or at least in the character of
the street.

 From John B. Daly Boulevard to LaSalle Expressway, as with the Gorge View
segments, the parkway should be decommissioned as a major arterial and ultimately
reconfigured into a two-lane park road with views of the river, and a generous
landscape buffer on the north side when feasible to do so. Pocket greenway nodes
dispersed along the riverfront zone would permit access to the open space resource
for pedestrians and vehicles as appropriate. Enhanced connections between the
waterfront and the city would be established where they are lacking and/or
reinforced where they currently exist. In particular, this would occur near Portage
Road, Hyde Park Blvd., First Street, Daly Boulevard, 53rd Street, the Grand Island
Bridge, at the time of its eventual replacement, and at LaSalle Waterfront Park
(former Century Club site). This longer-term recommendation should be realized
through the extension of LaSalle Expressway westward, as an at-grade facility, that
eventually aligns with Buffalo Avenue at Hyde Park Boulevard, thereby enabling fast
alternate north/south routes to Lewiston. More importantly, creating significant
economic value along an enhanced east/west downtown route, while also enabling
the creation of ecological and recreational value along the waterfront.

The redesign of the Robert Moses Parkway would be a ‘Big Move’ for the city; it would
unlock the potential of land values and encourage waterfront development and reinvestment,
which have been held back for a long time. The reconnection of the city to the waterfront
would enhance the experience of visiting and living beside an internationally celebrated
Niagara River, and bring about many benefits to the City, economically, recreationally and in
terms of tourism development.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 39

The functional alignment and design parameters of individual roadway segments outlined
above would not amount to the exchange of one Parkway for another or the creation a
‘Robert Moses Parkway Lite’. Rather, this would represent a fundamental shift to a
traditional network-based transportation solution which can bring people and development
activity to the waterfront; provide flexibility in terms of choice of routes and use (daily,
weekly and seasonally); and consolidate a vast amount of riverfront to create an open space
resource remarkable in itself, yet capable of generating many new economic and business
opportunities to strengthen Niagara Falls as a world-class tourist destination. The new
Whirlpool and Main Street alignment together with coordinated enhancements to other
arterials and collectors throughout the city would encourage visitors to use and explore
these and other local streets and increase patronage of local businesses. The physical design
and streetscape setting created through the new ‘riverfront drive’ would reinforce the City as
a riverfront community and reposition forgotten and deteriorating properties currently
trapped along the parkway’s edges as prime waterfront properties appropriate for
reinvestment and renewal.

Key Recommendations
1. Undertake an Integrated land use and transportation improvement project to
redesign and reconfigure the Robert Moses Parkway [Northern Gateway]
Project type: Partnership, Planning/Scoping, Design and Installation
Project priority: 0-5 years

In partnership with DOT and OPR&HP, the municipality should undertake an integrated
land use and transportation improvement project to fully determine transportation network
function, scope, design, role and economic potential associated with the redesign of the
parkway and establish a phasing and implementation schedule to accomplish incremental
installation.

This project should examine the incorporation of new street connections and new
development along the east side of the Parkway, as well as opportunities for park expansion
through reduction of the overall right-of-way of the Parkway, as well as, reuse of existing
rights-of-way, which parallel the Parkway corridor. Among other things, study components
will need to address:

 Urban design—establishing guidelines for new and infill development;

 Urban streetscape and park landscape planning;
 A full market assessment to evaluate development and intensification potential for
residential, retail, hotel and other uses;
 Transportation engineering—design, phasing, project development, phasing and
implementation; and
 Land acquisition and construction timing.

The design character of the reconfigured parkway is very important and the ultimate
reconfiguration should function as an integrated pedestrian and vehicular park-road within
the Core City. Design speeds must be appropriate for an inner city route situated against a
valuable public natural resource and its planned cultural, educational tourism enhancements.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 40

The character and configuration of the drive will vary somewhat along its length to respond
to the character and use of various precinct areas, and to accommodate flexible use and
temporary street closures within existing and proposed primary tourism precincts – the Falls
precinct and the Cultural District. Views between the city and the riverfront corridor would
be strengthened and many new street extensions would reconnect people and business to
the riverfront corridor. The safety and comfort of pedestrians moving between the
waterfront and the city would be a primary consideration in the new design.

While an integrated land use and transportation improvement project would ultimately
define the character and physical configuration of the reconfigured parkway, the design
parameters associated with specific roadway segments identified above and additional
recommendations presented below should be utilized to guide a comprehensive approach to
the varied and complex components of any transportation improvement project. Similarly,
the ultimate phased reconstruction of Parkway segments may not adhere exactly to the
roadway segments described below.

1. Northern Municipal boundary to Findlay Crescent

Design parameters outlined above would guide the integration of an expanded park node
with new road segments within the existing and planned context of the area and local street
connections.

2. Findlay Crescent to Cedar Avenue

Surplus right-of-way lands not required for transportation uses should be utilized for
parkland expansion to the west and the development of high-quality housing to the east of
the roadway. Where the new alignment of the ‘riverfront drive’ is located at a ‘mid’ point
between the present location of the Robert Moses Parkway right-of-way and the Whirlpool
Street right-of-way, residential development opportunities should be created. In addition,
relocation of the OPR&HP maintenance garage would open new development
opportunities for the State of New York. New housing development created through
surplus transportation lands are appropriate for high-end, regionally significant housing that
would not only broaden the housing offering in Niagara Falls but also provide an incentive
for the renewal and upgrading of existing residential and commercial properties in the
adjacent precincts. Additional lands acquired by the municipality through the proposed
Land Bank, (described below in section 4.1.7, Housing Renewal) may augment lands
allocated for the future housing development.

Upon completion of the integrated land use and transportation project, the municipality
should endeavor to assemble future development lands as recommended and issue a Request
for Qualifications to secure an appropriate developer/builder to undertake housing
development in a comprehensive manner consistent with market findings. Given their
status as landowners, the State and municipality should establish a partnership agreement
with the selected developer to ensure that housing development is consistent with the goal
of reimaging this important interface to Niagara Falls adjacent to its primary asset – the
waterfront.

3. Cedar Avenue to Niagara Street

The alignment of the reconfigured ‘riverfront drive’ would make a large parcel of land
available for the creation of the Cultural District. This segment of the integrated land use

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 41

and transportation study should be undertaken concurrently with the Cultural District
Development Plan (see Section 4.1.2), as these two initiatives are closely linked and the
reconfiguration of the Parkway, its urban design and streetscape treatment would have a
substantial impact on stimulating a catalytic private sector response within the District.
Additional details about the redesign and reconfiguration of the Parkway are presented in the
recommendations for the Cultural District, described in Section 4.1.2.

4. Niagara Street to John B. Daly Boulevard

Within this design segment, the reconfigured parkway and many new street connections
between the new riverfront drive, Buffalo Avenue, the Buffalo Avenue Heritage District and
Rainbow Boulevard would allow greater flexibility with regard to street closures, while still
delivering people and service vehicles in support of the mixed-use development envisioned
for this important heritage and tourism area.

Any highway network alteration should be preceded by a market assessment to determine

the effect on development potential within the area.

5. John B. Daly Boulevard to LaSalle Expressway

Design parameters outlined above as well as those resulting from later more focused Buffalo
Avenue Industrial Corridor “Brownfield Opportunity Area” planning efforts would guide
the integration of this new Parkway segment within the existing and planned for context.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 42

4.1.2 Create the Cultural District
Description
The Cultural District encompasses the area bounded by Cedar Street, Third Street, Main
Street and the Niagara River. This area currently contains a portion of the Robert Moses
Parkway, the Niagara Aquarium site, the Niagara Gorge Discovery Center and underutilized
properties along Main and Third Streets.

Project Strategy
The municipality should establish a
new Cultural / Gorge View District
through the reconfiguration of the
Robert Moses Parkway and the
rationalization and clear distinction of
urban edge uses from parkland uses,
as defined by significant streetscape
enhancements to Third Street and
Main Street (see Figures 11 and 12).
This district is envisioned as a
remarkable destination landscape set The Cultural District will be a destination of regional
on the plateau above the Niagara significance, offering a range of active and passive spaces
Gorge that will contain a range of and new high quality educational and tourism developments.
high-quality, family-oriented
educational and cultural venues and attractions that will dramatically strengthen the tourism
offering of the Core City while complementing the State Park lands along the Gorge.

A destination in its own right, the District would act as the ‘container’ for a collection of
attractions celebrating the unique industrial, cultural, natural and geological history of
Niagara Falls and the region, as well as offer other tourism-related developments. The
collection would include the expanded or rebuilt Niagara Aquarium adjacent to the new
Niagara Gorge Discovery Center located in the State park. This may also be an ideal
location for the proposed Niagara Experience Center. A state-of-the-art, outdoor,
performance and concert venue with regularly scheduled events should be included to take
advantage of this unique location and
landscape setting, and add a valuable cultural
draw to augment other Niagara Falls
attractions. A pavilion-style hotel, fronting
on all sides so as to be seen ‘in the round’,
could provide a focus for retail, restaurants
and other tourism offerings within the
Cultural District. A man-made lake or other
water feature at the heart of the district
could be used to demonstrate best practices
in stormwater management, building upon
the eco-tourism potential of the Niagara The Cultural District will be the ideal setting and
location for demonstration projects related to
River corridor. The Gorge View section of environmental management.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 43

the Niagara River Greenway Trail would link attractions in and out of the district.

The combination of the setting and attractions within the Cultural District would establish a
regionally significant destination that would complement and further expand the Niagara
Falls (Reservation) State Park. The District must exhibit a quality of design and landscape
excellence, at least commensurable to the caliber found along the Niagara Parkway in
Canada. The Cultural District should be established immediately adjacent to the urban
fabric to the east of the redesigned Parkway. This particular location would allow the city to
re-engage and re-connect with the Niagara River by closely linking the riverfront to Pine
Avenue, and Third, Niagara and Main Streets, while providing new economic advantage to
the local community. The Cultural District would create long-term value by providing a
high-quality context for significant reinvestment, infill and new developments at the
downtown edge.

The redesign of the Robert Moses Parkway as a riverfront drive located on the existing
Third Street and Main Street would make available a large area of land that would be
incorporated into the overall open space framework of the Cultural District. Additional
lands should be assembled along the west side of Main Street between Third Street and
Cedar Avenue. The collection of heritage holdings found there should be preserved,
interpreted, and integrated into the overall offering of outdoor performance areas, retail, and
restaurant amenities within the District.

The establishment of the Cultural District is a substantial undertaking that should begin
immediately. Designation of the Cultural District offers the opportunity for the City of
Niagara Falls, State Parks, the State Department of Transportation and the Niagara
Aquarium to enter into a formal partnership agreements premised on the potential for
mutual benefit to all parties. Among other things, establishment of the Cultural District will
require co-operation to:
 Designate the land made available through the redesign of the Robert Moses
Parkway as part of the Cultural District;
 Acquire privately-held lands that are within the district;
 Undertake the Cultural District Program and Development Plan;
 Establish guidelines for the operation and management of the district;
 Prepare a cost recovery strategy;
 Develop a shared-use parking strategy and facilities; and
 Implement marketing and maintenance programs.

Key Recommendations
1. Undertake the Cultural District Partnership and Development Plan and
assemble the land comprising the Cultural District
Project type: Partnership, Planning/Scoping and Management
Project priority: 0-5 years

Establish the partnership arrangement necessary to undertake the Cultural District as a

destination attraction within Niagara Falls. The partnership must necessarily include the City
of Niagara Falls, NYS-Parks, NYS-ESD and USA Niagara Development Corp., the
Aquarium of Niagara, and the NYS-DOT. The National Park Service would become an

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 44

important partner with the establishment of the National Heritage Area along the Niagara
River corridor.

The partnership should issue a Request for Qualifications and a Request for Proposals to
select an appropriate team of consultants to undertake a ‘development plan.’ An integrated
planning approach is necessary to prepare and complete the Cultural District Development
Plan and should involve urban design, transportation, open space and recreational planning,
retail and cultural planning, and financial and operational feasibility. The final plan would
be comprised of the following components:

 Master Plan
 Management and Operations Guidelines
 Cost Recovery Strategy
 Phasing and Implementation Strategy

The Cultural District Development Plan is essential to ensure development of the district
capitalizes on the setting without threatening the landscape. Specific programs must be
financially grounded and designed to complement one another to establish a valuable year-
round activity and tourism focus. Among other things, the Cultural District Development
Plan should:

 Identify sites appropriate for development;

 Address roadway, servicing and emergency access to each development site;
 Include a comprehensive scoping of all new facilities and their programs to be
located in the district;
 Identify visitation and economic impacts to the city;
 Recommend urban design criteria to be used in evaluating building and facility
designs; and
 Include a parking strategy that addresses shared parking facilities, including
underground parking.

2. Establish a Partnership Program to support and guide expansion of the

Aquarium of Niagara
Project type: Partnership and Planning/Scoping
Project priority: 0-5 years

The Aquarium of Niagara is a significant asset to the city and an important existing
component within the future Cultural District. The municipality should establish a
partnership agreement with the Aquarium to ensure that future development or expansion is
consistent with the goals and objectives for the Cultural District, to facilitate shared parking
strategies or joint use parking development and to expedite the planning and approvals
process. Renovations to the existing Aquarium structure to create a landmark building that
highlights the facility’s remarkable park setting and its role as a terminus for Pine Avenue
would contribute to the sense of place within the precinct. Shared underground or carefully
designed structured parking made to appear as a building within the landscape and
undertaken as a joint venture should address long-term parking projections associated with
the needs of the municipality, the State, the Aquarium and/or the Niagara Falls Experience
Center. A small amount of surface parking may be carefully integrated into the site in a

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 45

manner that respects the natural environment surrounding it and is not visible from the
public street.

3. Undertake an integrated land use and transportation improvement project to

redesign and reconfigure the Robert Moses Parkway
Project type: Partnership, Planning/Scoping, Design and Design Guidelines and Installation
Project priority: 0-5 years

As recommended in the Big Move Section 4.1.1, Reconnect the City to its Waterfront, an
integrated land use and transportation project should be carried out by the municipality to
address the reconfiguration of the Robert Moses Parkway, in partnership with OPR&HP,
NYPA and DOT. The redesign of this segment of the Parkway must be integrated with the
Cultural District Development Plan. These two studies should occur concurrently or may be
completely integrated as one development Master Plan. Phasing of the project would be
determined by the partnership.

The redesign of the Robert Moses Parkway would provide a new edge to the urban fabric of
Niagara Falls between Niagara Street and Cedar Avenue. The new riverfront drive would
travel along what is currently Whirlpool and Third Streets, with the new Cultural District to
the west and the boutiques and restaurants of the [Wright Park] Park Place Heritage District
to the east, then along Main Street, between the Cultural District and the Falls Precinct. The
redesign would provide a high-value setting for new boutique hotels, restaurants and
galleries, residential developments and other appropriate reinvestment projects

The new roadway should take on an urban character with urban-style development at its
interface with the Cultural District, with sidewalks extending to the curb on both sides of the
street and continuous parallel parking permitted. A double row of street trees would
distinguish the precinct, with the new Parkway designated as a Pedestrian Priority Zone (see
Section 4.1.3) characterized by pedestrian crossings, high quality development and special
streetscape treatments that prioritize pedestrian and non-vehicular forms of movement.
The redesigned new Park roadway should perform as an integrated pedestrian and vehicular
boulevard.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 46

4.1.3 Initiate Public Realm and Catalyst Projects in The Falls Precinct
Description
Bounded by Main Street, Prospect Street, Buffalo Avenue, Daly Boulevard, Rainbow
Boulevard and Third Street, the Falls Precinct was developed primarily during the 1960s and
1970s urban renewal period with major convention, entertainment, and shopping attractions
intended to revitalize Niagara Falls as a tourist center. The precinct in 2004 includes a
number of hotels, the former Occidental Chemical and Carborundum Office Buildings, the
Old Falls Street pedestrian mall, and many of the tourist-oriented businesses located east of
Prospect Street and south of Niagara Street, including the Rainbow Mall, the Wintergarden,
Conference Center of Niagara Falls and the former Native American ‘Turtle’ Museum.

This precinct however, is characterized by underdeveloped sites, unattractive concrete

parking structures and low-quality tourism offerings adjacent to the Niagara Reservation, an
area which should instead be upheld as one of the most valuable assets, not only in the City,
but the surrounding region as well. Rainbow Mall is vacant and a portion of the parking
ramp is closed off. The outside of the building presents blank concrete walls to visitors,
with few street-related activities. Purchased from the City of Niagara Falls by private-sector
interests, the Wintergarden’s future reuse has become an issue.

There is a strong realization that enhancement of this area is vital, and several initiatives have
already been put in place to begin to improve it. USA Niagara, with the City, has initiated
major change in this precinct with the renovation of Falls Street Faire to accommodate a
new 116,000 square foot conference center with restaurant and café uses; reconstruction of
3rd Street, Rainbow Blvd., and the Old Falls Street [east] pedestrian promenade; conversion
of the United Office Building into a high-quality residential building, and hotel upgrades.

Project Strategy
Building on the positive work of USA Niagara and its private sector partners, the
Comprehensive Plan identifies key public realm improvements and critical catalyst projects
aimed at enhancing this precinct as a vibrant urban mixed-use and tourism destination next
to the Falls. High-quality visitor amenities; exceptional place making; residential
development; urban infill and significant improvements to the public realm would
transform the precinct into an attractive, highly desirable and pedestrian-friendly place for a
range of activities. Figure 13 summarizes the range of initiatives that are recommended for
the Falls Precinct. Emphasis must be placed on quality of place if the tourism development
is to reach its full potential and successfully attract and keep residents and visitors in Niagara
Falls.

Parks, squares and streets make up the public realm and comprise the places people will use
every day. They are a defining feature of any urban place. Collectively, they provide the
main places for public gatherings and the locations where civic life occurs. The quality and
image of the components of the public realm strongly influence how people perceive the city
and the values of those who reside there. Visitors often interpret the condition of these
public places to be an indication of how citizens feel about their city and their willingness or
desire to receive, host and welcome newcomers. Extending and improving the public realm
can have tremendous economic impacts by increasing property values, attracting new

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 47

investment to particular shopping precincts, and encouraging people to walk, shop and take
in and enjoy the city. Public investment in well-designed, high-quality open spaces and
streetscapes is one of the best ways to create people-friendly settings that have the added
benefit of signaling positive change and encouraging private sector reinvestment that
matches or even exceeds the quality of the public realm, thereby enhancing the area further.

There are several underutilized parcels and properties in the precinct that offer significant
potential for redevelopment. The City must work with the State and developers in pursuing
strategic renewal projects or joint ventures. The potential redevelopment of the Rainbow
Mall and City-owned parking ramp above is an opportunity which should be pursued
between the City and the Cordish Group to better realize the true potential of this
strategically located site. Reconsidering this aging complex as a mixed retail, hotel and
residential complex with a visitor information and orientation center, combined with the
creation of a programmed ‘festival square’ at or near the interface to the State park (see
Recommendation 2 below), will provide a strong new activity node at the center of the
downtown and a potential catalyst for additional private sector investment. Improvements
to key pedestrian axis and connections in between the Casino Precinct and the Falls,
including new street connections, streetscaping and the creation of a Pedestrian Priority
Zone, will reimage the precinct and reinforce it as an attractive and vibrant pedestrian place.
The interface to the State park should be enhanced with high-quality complementary
developments that capitalize on their adjacency and proximity to the park. The falls precinct
is appropriate for tall ‘downtown’ buildings, provided there is an appropriate transition from
key pedestrian scale heritage areas and other public spaces adjacent to the ‘Parks,’ and
provided there is an allowance for sunlight to activate these vital places throughout the year.

Key Recommendations
1. Pursue a joint venture partnership program involving the City, the Cordish
Group [lessee] and the State for the redevelopment of the Rainbow Center
and the Niagara Parking Ramp, and the restoration of the Upper Grove
Project type: Partnership, Planning/Scoping, Design, Management and Installation
Project priority: 0-5 years

The Rainbow Center Mall site is a condominium property owned by the City and leased to
the Cordish Group. to the east of the Rainbow Center a City-owned parking ramp has been
leveled and should be replaced with high-quality mixed-use development combining retail,
residential, office, hotel and other tourist-related uses and parking. The Rainbow Center is
underperforming, particularly in terms of viable retail leasing. In addition, the physical
deterioration of the municipally operated parking ramp above the Rainbow Center Mall and
the overall appearance of the complex make this site worthy of serious reconsideration and
redevelopment. Through a joint development agreement potentially involving density
bonusing, a remarkable new development on this important site could certainly reimage the
area and significantly benefit the city and its tourism industry. Appropriate redevelopment
would also serve to demonstrate the physical and economic value of high-quality
development projects within the Core City and encourage similar responses from the
development industry.

The redevelopment of the Rainbow Center site and the City-owned ‘Ramp I’ site to the east
represents an excellent opportunity to establish a joint venture partnership agreement. Other

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 48

such partnerships between the City, State, and other appropriate developer/builders for
creating signature mixed use projects situated in the Falls Precinct or near the proposed new
Falls Street Festival Square (described below) should create the attractive and vibrant
anchors needed to balance the Seneca Casino’s growing offerings.

Any partnership should establish a

development program and financial
pro forma for the sites involving
significant revenue generating uses,
such as a boutique hotel; residential
condominium units; grade-related
and specialty retail, such as high-
quality food shops or restaurants;
and parking. The development program or combination of additional uses proposed for
Rainbow Center must attract people to the area at all times of the day and night throughout
all seasons of the year. The design quality of these redevelopment projects would establish
the tone and standard for subsequent reinvestment and redevelopment in the precinct and
must be of the highest quality to exact similar results from private sector projects.

The partnering of State and the City in the provision of parking on these sites and others in
the core would provide a joint revenue source that may permit the restoration of the Upper
Grove to its former quality to the benefit of the City and the State while also improving the
visitor experience. A landscape improvement program aimed at restoration of the Upper
Grove should be established through the partnership agreement. It may be implemented
over time and in successive phases as the partnership’s parking revenues increase.
2. Undertake the Falls Street Festival Square Design Competition
Project type: Planning/Scoping,
Management, Design and
Installation
Project priority: 0-5 years

An expanded and redesigned

public plaza is sorely needed and
could be accommodated
anywhere downtown but
preferably near the western
terminus of Old Falls Street. An
added benefit here is bringing A new Festival Square will provide an attractive setting for new
more of the park into the city development and offer a range of programmed events
and creating a high value setting throughout the year, from buskers in the summer to skating in
the winter.
for continued reinvestment and
development at the city/park
interface

While conceptual, any public square for Niagara Falls should be designed to create a high-
quality public gathering place and point of orientation for people visiting the falls, and other
attractions. A ‘Festival Square’ would provide a flexible gathering space that can

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 49

accommodate a variety of programmed activities throughout the year, including buskers;
festivals; concerts; special market and retail events; art events; readings and theatre events;
events related to food, such as ‘A Taste of Niagara Falls’; a variety of well designed, leasable
retail kiosks; and winter ice skating. These activities would complement existing attractions
such as, the balloon ride and the Hard Rock Café, which should remain as primary tourism
attractions (although not necessarily within their current locations).

A square should be a catalyst for private mixed-use, hotel and tourism intensification on
adjacent sites and must be designed to a very high quality of design excellence to realize
desired reinvestment. New development encouraged through its creation should establish a
strong urban built form edge to the public square. Active uses at grade, such as cafés,
restaurants and high-quality retail offerings, should also help to animate the indoor/outdoor
interface. The potential relocation of the existing Hard Rock Café to one of the new
developments around the edges of the square represents an opportunity to retain the popular
destination, while reconfiguring the use within a more attractive complex designed to
encourage increased retail and boutique shopping activity within the district.

All roads surrounding the square should be designed in conjunction with the design of the
square and consist of narrow or non-traditional right-of-ways. The renovated former
Occidental property, together with sensitive renovations to the Comfort Inn Hotel and the
redevelopment of the Rainbow Center and parking ramp site, represent catalyst
opportunities to reimage downtown Niagara Falls.

A national/international design competition is recommended to select a highly qualified and

talented design team to undertake the design and installation of Falls Street Festival Square
and its adjacent roadway connections. Initiating and marketing a national/international
design competition would signify the City’s commitment to change within the core and
serve to build media and public interest in the project. The built work of significant national
or international designers can also bring people to the city for the express purpose of
considering the finished installation.

The City should establish a planning and pre-design program for the square and issue a
competitive two stage RFQ/RFP process to select the design team. Stage one should
involve a juried short list of approximately four or five qualified design teams having
previous national or international experience in the design of successful urban squares.
Stage two should consist of a two-week design competition, commencing with a site tour
and a planning and pre-design program briefing to short-listed candidates and concluding
with a public presentation of all preliminary schemes and the announcement by the jury of
the winning design team. Participating teams should be awarded an honorarium for taking
part in the competition.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 50

3. Undertake the Old Falls Street Promenade improvements
Project type: Design and Installation
Project priority: 0-5 years

To build on the success and momentum of

the design competition for Falls Street
Festival Square and to strengthen the
primary linkage between the square, the
Niagara Reservation and the Casino
Precinct (see Section 4.2.6), significant
streetscape improvements to the western
portion of the Old Falls Street Promenade
are recommended. Public realm
improvements along this linkage would
reinforce this connection as an important
and distinct civic spine within the
downtown and complement the new
conference center, and retail and restaurant
uses located in the former Falls Street Faire
building. Streetscape improvements should
include upgraded landscaping, lighting,
paving, streetscape furnishings and public
art to create a more welcoming and
interesting environment. The design Public realm improvements along the West Falls
Promenade will complement recent investments
component of this project should involve an by USA Niagara and create a stronger linkage
examination of the feasibility of permitting connecting the Casino and the Festival Square to
one-way vehicular traffic along the corridor the Niagara Reservation.
to Third Street. This would encourage
retail and commercial businesses to locate along the frontage of the conference center and
adjacent buildings, creating a lively shopping and dining experience year round. The one-
way street could be closed during certain times of the day and/or year to accommodate peak
tourist season activity and special events. It should be opened throughout the winter to
support commercial and retail uses planned in conjunction with the conference center.

4. Establish design guidelines for key intensification sites within the Falls
Precinct to include: the Occidental Site, the Comfort Inn Hotel framing
Festival Square, the Days Inn Hotel Site and other significant and highly
visible sites
Project type: Design Guidelines and Management
Project priority: 0-5 years

The creation of Festival Square, the Old Falls Street Promenade improvements and the
potential partnership program to achieve the redevelopment of the Rainbow Center and
former ramp are major steps in the creation of a new physical and economic climate, led by
the public sector, with the intention of encouraging private sector interest in the
intensification of other sites within the area. To guide the redevelopment and intensification
of these and other highly visible and important sites, and to ensure that future
redevelopment is consistent with municipal goals and significant municipal expenditures and

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 51

investments in the area, the Comprehensive Plan recommends the creation of built form
development guidelines for these and other sites within the Falls Precinct, to clearly direct
the form and nature of private sector initiatives. Development guidelines should explore
such elements as built form height and massing, requiring active ground floor uses, building
and entry articulation, through connections, the location of parking and service access, roof
and cornice treatments, podium and building base configurations. The protection of world-
class views and ultimately to the optimization of those views for the maximum number of
development parcels downtown should be a central objective for controlling built form. As
such, the creation of design guidelines should be adopted as part of the amendments to the
City of Niagara Falls Zoning Ordinance. In addition, a 3-dimensional physical model could
be created as part of this project to illustrate the recommendations contained in the
guidelines and to provide a marketing tool for prospective development interests within the
precinct.

5. Promote and encourage the intensification and redevelopment on Niagara

Street: ‘Days Inn’ and adjacent sites
Project type: Management and Partnership
Project priority: 0-5 years

The Falls Precinct between Niagara and Main Streets is strategically located at the center of
many significant redevelopment initiatives outlined in this Plan. For instance, the Days Inn
site is within immediate proximity of important municipally- led projects, including the
creation of the Falls Street Festival Square, the potential redevelopment of the Rainbow
Center, the creation of the new Cultural District and the Urban Design, Streetscape
Improvement Plan and Retail Master Plan for Niagara Street presented in Precinct Strategies
later in this document. Due to its size, adjacency to many proposed initiatives and its visual
prominence upon arriving in Niagara Falls via the Rainbow Bridge, this site should be
considered a premier redevelopment opportunity. As such, it must be carefully considered
and nurtured to secure a signature development project for the city.

The parcels that include former Hydraulic Canal land should be projected for a 4-star hotel
development with state-of-the-art convention and meeting facilities of the highest caliber of
design, with multiple primary frontages, including Main, Niagara and Second Streets, and the
proposed Third Street Civic Park and Canal Interpretive Walk (described below), that would
provide a strong pedestrian linkage from the retail activity on Niagara Street to the
entertainment and educational attractions of the Cultural District. The land here is ideal for
a ‘signature building’ – a building intended to be seen from all directions and that exhibits a
consistent quality of built form on all sides. Parking for this site should not be visible from
any public street and should be constructed underground or in parking structures designed
to appear as part of the building fabric.

The City should undertake discussions with the current owner of the Days Inn site as well as
all other downtown property owners, aimed at securing the redevelopment of their site
similar to what has been outlined above. The City should consider tax incentives, density
bonusing, potential partnership agreements, TIF programs and other strategies to encourage
redevelopment. In addition, the City and the current owners may wish to approach high-
quality hotel operators within North America to assess various partnership opportunities
covering the site. Density bonusing beyond that permitted through rezoning should be

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 52

considered as a development incentive, contingent upon a commitment to design excellence
on the part of the prospective development proponent. The 3-dimensional model
undertaken in concert with the preparation of design guidelines for key sites could be used as
part of the promotional materials for these discussions.

6. Establish the Third Street Civic Park and Canal Interpretive Walk
Project type: Management, Design, Design Guidelines and Installation
Project priority: 0-5 years

The existing open space at the NW corner of Third and Niagara Streets would be
redesigned as a park and landscape focal point providing a gathering and meeting space for
passive recreation interpretation and a venue for programming events. Design guidelines
would be required for the buildings and development opportunities surrounding the park to
ensure that future developments appropriately frame and contain the park and support its
emergence as a special place in the heart of the city. The park’s location at Third and
Niagara Streets represents a significant crossroads, linking the activity to the north along
Main and Third Street to the Falls and Casino Precincts. This former Hydraulic Canal
diagonal also provides an important opportunity for heritage interpretation. Such a ‘Canal-
Walk’ will provide a further high-quality pedestrian connection between NYS Gorge-View
Parks, the Cultural District and the rest of downtown.

7. Undertake Prospect Street streetscape improvements and designate Prospect

Street a Pedestrian Priority Zone
Project type: Design and Installation
Project priority: 0-5 years

The street frontage along the Niagara Reservation should be designed to the highest quality
of streetscape and public realm design to create an attractive and pedestrian-friendly
interface between the city and the Park. Reinforcing this edge with significant street tree
plantings, special pedestrian scale lighting, wide sidewalks on both sides of the street
articulated with special paving and improved pedestrian crossing areas with in-street paving,
would create a new pedestrian promenade along Prospect Street to support private sector
development efforts along the this premier waterfront/urban interface zone. This new
setting would support the emergence of Falls Street Festival Square area as a premier
boutique hotel and shopping precinct in Niagara Falls and encourage greater visitor
movement between the park and the city and exploration of the city’s many other
attractions.

The streetscape improvement program should complement other public realm

improvements achieved through the design competition for a public festival square and
extend these to the northern edge of the Niagara Falls [Reservation] State Park, adjacent to a
restored Upper Grove, and south to the intersection of First Street and the vehicular bridge
to Goats Island. The improvement program should seek to strengthen gateway entrances to
the State Park at public street intersection to enhance movement and visitor orientation
between the park and city.

With the Pedestrian Priority Zone designation in effect, pedestrian movement would take
precedence over vehicular movement in this area. Roadway design considerations should

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 53

include a narrow pavement width capable of accommodating one-way movement with
parallel parking on the city side of the street, or two-way movement with no parallel parking.
Vehicular access along Prospect Street, particularly during winter months and the off-peak
tourist season, is essential to attracting the high-quality retail and commercial development
envisioned for this area.

8. Convert Rainbow Boulevard to two-way movements, and undertake a

streetscape improvement program.
Project type: Design, Management and Installation
Project priority: 0-5 years

A new streetscape improvement program and the conversion of Rainbow Boulevard from a
one-way couplet to a two-way movement system will support the development of new
mixed-use developments fronting the street. The reintroduction of two-way traffic is
essential for improving movement and connections within the Core City and creating a more
pedestrian-friendly environment with slower moving traffic. For pedestrians, two-way
streets are easier to cross as opposing traffic encourages cars to travel at more moderate
speeds. Two-way streets also provide important functional advantages for drivers, including
a greater choice of alternate routes, ease of lane movement for left and right turns, more
moderate speeds, improved way finding and a more flexible street system less confusing to
navigate. The streetscape improvement program should emphasize numerous pedestrian
crossings, street tree planting, pedestrian and overhead lighting, streetscape furnishings and
special planting and paving treatment zones.

These and other similar “transportation” improvements are outlined in ‘Downtown Niagara
Falls Multi-Modal Access Program,’ By USA Niagara Development Corp., for Niagara Falls,
which identified the enhancement of multi-modal access (i.e., pedestrian, bicycle, transit,
vehicular) as a key strategic component to fostering economic development downtown. In
particular, this will involve actions to create a more walk-able and bike-able urban setting for
new development and redevelopment activities.

Consistent with several past planning efforts for revitalizing downtown, the Multi-Modal
Access Program documented that a number of major urban renewal/highway projects
stretching from the 1950s to the late 1970s, while improving higher-speed vehicle access,
had impeded the ability to foster a lively, urbane street setting. Understanding this context,
the Program led to the development of a series of projects to:

 Progressively and sensitively re-introduce street elements/characteristics in

downtown Niagara Falls to facilitate more user-friendly pedestrian, bicycle, and
transit access, while still maintaining acceptable levels of service for vehicles;
 Identify and advance context opportunities to better connect Niagara Falls State
Park and waterfront areas to downtown Niagara Falls;
 Introduce urban design elements to the downtown streetscape to enhance the
pedestrian experience and safety and to visually relate to features in Niagara Falls
State Park;

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 54

 Simplify and calm traffic flows on routes serving downtown sites by providing
multiple route choices and intuitive wayfinding for residents and tourists; and
 Suggest preliminary components of an overall City program of parking management
to better address current and projected demand associated with future development
opportunities and to better fit into the urban setting of downtown.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 55

4.1.4 Transform the Niagara Street Precinct
Description
The Niagara Street Precinct extends east from Third Street to John B. Daly Boulevard.
Ultimately, a similar strategy would extend eastward toward Portage Road. Parking lots,
blighted residential, vacant sites, and underutilized and derelict buildings characterize this
portion of Niagara Street. Recent changes in the precinct include the establishment of the
Seneca Gaming Corporate Offices in the former Niagara Office Building, and the
construction of Seneca Niagara Casino parking ramps on the south side of Niagara Street.

Project Strategy
The Comprehensive Plan supports the development of the Niagara Street Precinct as a
vibrant, mixed use commercial and residential ‘main street’ with regionally significant retail
uses, to attract residents and visitors throughout the year. In one of the most significant
places within the city, the municipality should carefully consider broad redevelopment goals
on the north side of Niagara Street to take full advantage of the Seneca Niagara Casino
adjacency. The City should encourage traditional cross-street retail shopping between north
south streets. On the north side of the street, commercial lot depth and development density
must be sufficient to allow for structured-parking solutions. This area along the north side of
Niagara Street should be encouraged for renewal opportunities. In this corridor, the City
should encourage consolidation of parcels along the street and there offer for redevelopment
and housing renewal. Associated design guidelines would ensure appropriate built form and
contribution to the creation of a vibrant mixed-use street. Improvements to Niagara Street
should extend west beyond Third Street as well, into the Falls Precinct.

A mix of uses, including retail and commercial, office and upper-story residential uses would
encourage activity at all times of the day. Along with the Falls Precinct, this is a precinct in
which tall downtown buildings are appropriate, with opportunities for signature
developments at key locations. Appropriate transitions in building height and massing at the
interface with residential neighborhoods will be important. A combination of commercial
uses at grade and office and residential uses above would redefine the image of the street as
an active and interesting place and create new opportunities for a more diverse range of
housing options in the Core City that can also support local business growth.

While the current market may limit the amount of viable at-grade commercial activity, a retail
study is recommended to establish a retail merchandizing mix that can attract regional
patronage, as well as other synergistic specialty stores within a comprehensive
redevelopment program. The retail study should examine local and national retail uses such
as Crate and Barrel, the Cheesecake factory, Ann Taylor, William and Sonoma and others.
Parking may be situated underground or in structures integrated within the overall design of
each block and accessed via the side street or rear lot lane adjacent to residential uses.
Increased activity and amenity within the Niagara Street corridor is a key to stabilizing the
adjacent residential area to the north, attracting new residential investment, and to creating
an active and vibrant visitor experience that is sufficiently urban and compelling to
encourage repeat visits. The introduction of high-quality urban parkettes or squares with
better maintenance will lend distinction to this area and ensure a positive impression for

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 56

those arriving in Niagara Falls via the Rainbow Bridge or John B. Daly Boulevard. A
program for public realm improvements and ongoing maintenance needs to be followed.

Key Recommendations
1. Undertake an Urban Design and Streetscape Improvement Plan and a Retail
Master Plan for Niagara Street
Project type: Design, Design Guidelines, Partnership, Installation and Management
Project priority: 5-15 years

An integrated Master Plan Study is necessary to plan and understand the potential and
feasibility of a compact mid-to-high-rise urban retail and residential environment on the
Niagara Street Corridor, a spine
effectively linking the Casino Precinct
(see Section 4.2.6), the Falls Precinct (see
Section 4.1.3), the Cultural District (see
Section 4.1.2) and the riverfront. The
goal is to create a new high value urban
mixed-use, entertainment and shopping
precinct. This study must include
expertise in urban design, retail and
merchandizing, transportation and
streetscape design, market and economic
analysis, and development financing to
fully address the complexities involved in
The presence of nationally recognized retailing as
mixed-use urban redevelopment. well as local businesses will strengthen Niagara
Street as a distinct shopping precinct within the city
The study should examine a full range of and region.
transportation options from parallel
parking to furniture, access to and from the Casino District. The incorporation of parking
structures as well as new streetscaping into the redesign would provide a strong identity for
the precinct and provide simple wayfinding to major attractions for local visitors.

Special uses such as theatres and lifestyle fitness centers would ensure the street is well used
by residents and provide additional opportunities for visitors. These study elements must be
carefully assessed in conjunction with a housing component, as well as a retail and
merchandizing component. The study should seek to identify areas for future municipally
owned parking structures and include a parking strategy that can accommodate the planned
redevelopment of the precinct and co-exist with neighborhood uses to the north.

The study must also involve preparation of design and development guidelines to inform
property assembly and provide recommendations concerning partnership development
opportunities in order to provide a clear template that can guide development along the
street. The study may conclude with the formulation of a Request for Proposals to secure a
development partnership to undertake the phased implementation of the Niagara Street
urban entertainment, shopping and residential precinct.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 57

4.1.5 Create a New Neighborhood in the Daly Boulevard Precinct
Description
The extension of John B. Daly Boulevard extends from the existing Daly Boulevard
terminus at Niagara Street north to Pine Avenue. It encompasses the right-of-way of the
planned boulevard extension and the blocks of land located between the extension and
Seventh and Ninth Streets.

Project Strategy
The Comprehensive Plan supports the Daly Boulevard extension as the first phase of a
larger redevelopment program to create a new appropriately scaled residential neighborhood.
The extension of Daly Boulevard from Niagara Street to Pine Avenue should be comprised
of two travel lanes with parking on both sides of the street without a center median (see
Figure 14 in Section 4.1.4). The extension of John B. Daly Boulevard would eventually
provide an important local and visitor link to the Pine Avenue commercial precinct and
should function as a local street appropriate for new medium density residential
development.

The extension of the roadway offers the opportunity to normalize the block to the west of
the extension and create new frontage on it. At a depth of just 80 feet, the block to the west
of the roadway is 60% of the width of typical city blocks found in the area. By assembling
the properties on the west side of Eighth Street and combining them with the Seventh Street
block, a typical block will be created that will be divided down the middle by a laneway. This
would result in a standard lot depth fronting onto both Seventh Street and the extension of
John B. Daly Boulevard and create new frontage on both streets that can be redeveloped
with high-quality residential uses. By adding a new row of buildings, this reconfiguration
would ameliorate the current back-lotting situation along the street.

The development of the properties fronting the extension would provide important
opportunities to attract new residents to the Core City by offering new medium-density
housing, such as townhouses or small apartment or condominiums, not yet available in the
current market supply. Live/work units and professional offices close to established
commercial corridors, Niagara Street and Pine Avenue, would also contribute to increasing
the vitality of the Core City. The extension of Daly Boulevard and the subsequent
development of the properties along it would increase the value of adjacent residential
properties and help to encourage reinvestment and renewal within the surrounding
Memorial Park neighborhood. While a substantial amount of housing would be provided
over time, the development should scale itself to avoid overwhelming the market. This
would dramatically change the character of the precinct. Projects like this one can provide a
focus for developing neighborhood renewal programs, in conjunction with other amenities
needed by residents, to attract people back to the Core City. In this neighborhood, new
housing will be reasonably close to institutional blocks, including a hospital, school and the
Niagara Arts and Cultural Center.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 58

Key Recommendations
1. Implement the extension of John B. Daly Boulevard north to Pine Avenue as a
local street appropriate for new medium density residential development
Project type: Design and Installation
Project priority: 0-5 years

John B. Daly Boulevard would be extended north to connect with Pine Avenue as described
above. Increased building setbacks from the edge of the right-of-way would allow for a
generous landscape area on either side of the street extension that would continue the open
space and visual connection that currently exists to the south with the existing roadway
segment. To make the street attractive to live on, it should be designed appropriately as a
residential neighborhood street; if it is too wide or busy potential buyers will be less likely to
choose to live in that location.

2. Prepare urban design and development guidelines for the John B. Daly
Boulevard extension and issue a Request for Proposals to undertake the
phased implementation of new residential developments
Project type: Design, Design Guidelines and Management
Project priority: 0-5 years

The reconfiguration and normalization of the block pattern adjacent to the Daly Boulevard
extension and the subsequent creation of a new residential neighborhood within the heart of
the city represents a significant opportunity for the municipality to take the lead in
diversifying and strengthening the housing market. This process may involve targeted land
acquisition to facilitate comprehensive redevelopment by Empire State Development, the
municipality or on behalf of the private sector,
or through a partnership involving both.

The creation of urban design and

development guidelines is critical to ensuring
design excellence is achieved throughout the
area to bolster the residential market and
emphasis positive change within the Core
City. The guidelines should examine building
placement and configuration, height and scale
relationships, corner block treatments, entry
ways and development typologies that can be
mixed along the length of the street to add
interest and variety to the built environment.
The guidelines should also explore residential
and live/work uses in the form of professional
offices and the relationships between these
uses. Development should generally be low to
medium-density in townhouse or low-rise
apartment form. Apartments should front
both Daly Boulevard and the adjacent Townhouses and low-rise apartment buildings
with generous front yard landscaping will support
numbered streets to ensure an appropriate the creation of a unique character along the John
relationship with both street edges. B. Daly extension.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 59

Upon completion of the design guidelines, the municipality may enter into a joint
development agreement with landowners or issue a Request for Proposals to select an
appropriate developer/builder to undertake phased implementation of renewal projects.
The Request for Proposals should be issued upon the completion of a residential market
study that establishes a proven market and the rate of take up or rate of supply for
recommended development types.

4.1.6 Preserve the Heritage of the Core City

Description
Established neighborhoods are usually the most desirable to live in, in any Core City and
typically exhibit the most architecturally interesting housing. Through neglect and changing
economic realities, several of the city’s Core City neighborhoods with significant heritage
value have fallen into disrepair and are not fulfilling their potential. In addition, many
heritage resources were removed from the landscape altogether in the 1960s and 70s as a
result of urban renewal programs.

Niagara Falls contains a wealth of heritage resources, particularly in the [Wright Park] Park
Place District and Buffalo Avenue District of the Core City. Both of these areas contain a
number of architecturally important buildings on large lots with mature trees and comprise
areas of relatively intact heritage fabric and resources. They both present enormous
potential for future tourism development, as well as residential renewal and intensification,
given their heritage characteristics and locations within the Core City. Both precincts also
have the advantage of being positioned along the waterfront and would benefit significantly
from the expansion of open space and the creation of new connections to the waterfront
resulting from the reconfiguration of the Robert Moses Parkway and implementation of
many Comprehensive Plan initiatives.

Throughout the Core City, the recognition, preservation, and enhancement of the unique
and rich value of heritage structures can contribute to the revitalization of the urban
environment for residents and tourists. The conversion of the old Niagara Falls High
School into the Niagara Arts and Cultural Center by a group of dedicated volunteers is an
important project to be celebrated and supported. The redevelopment and conversion of
the United Office Building would bring new residents to the heart of the city, and a
public/private partnership is spearheading the proposed reuse of the Old Customhouse as
the city’s new intermodal transit center. All of these projects can act as demonstration
projects for the adaptive reuse of important heritage assets and would undoubtedly
stimulate renewal activities in their immediate and adjacent areas. City Hall, the United
Office Building, the Niagara Hotel, and the bed and breakfast neighborhood in the Rainbow
Boulevard/Buffalo Avenue area are some of the best-known historic features in the Core
City. Main Street north of Lockport Road also contains heritage architecture that should be
preserved and enhanced.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 60

Project Strategy
The Comprehensive Plan supports designating portions of the [Wright Park] Park Place
District (see Section 4.2.6) and the Buffalo Avenue District (see Section 4.2.7) as unique
Heritage Districts under the appropriate state and/or federal statutes, with special roles in
Niagara Falls’ overall tourism offering. Both districts would retain their unique residential
character and would benefit from the designation and other initiatives preserving and
enhancing their value as important historic and character areas within the city. Additionally,
the reconfiguration of the Parkway, and the creation of new street and pedestrian
connections and new development along the Parkway linking these areas to the waterfront
would provide an incentive for reinvestment in these districts. The addition of heritage
themed streetscaping and appropriate small-scale tourism oriented uses, including bed and
breakfast accommodations, restaurants, galleries and other amenities would reinforce the
distinct character and amenity of these districts. A high degree of design excellence should
be promoted through urban and heritage design guidelines to ensure that new buildings fit
with the character of existing built form. Specific recommendations for both of these
heritage areas area presented later in this document, in Sections 4.2.6 ([Wright Park] Park
Place ) and 4.2.7 (Buffalo Avenue).

The City is undertaking a “phased” Historic Preservation Resource Survey to establish a

historical context for the city and to more precisely identify all of the historic resources. The
project involves a detailed building-by-building analysis of the historic/architectural/cultural
resources of the study area. The City will use the results of the survey to formulate general
heritage strategies and to specifically address the need for protection and/or the opportunity
for redevelopment and reuse on a site-by-site basis. This first phase of this study was
completed in 2004. The City should continue its commitment to complete more phases of
the resource survey as soon as possible.

The following key recommendations for heritage preservation in the Core City should
extend throughout Niagara Falls, to protect the city’s historical assets (see Section 7.3).

Key Recommendations
1. Designate [Wright Park] Park Place and Buffalo Avenue as Heritage Districts
Project type: Partnership and Management
Project priority: 0-5 years

The City of Niagara Falls should designate the Park Place [Wright Park] and Buffalo Avenue
areas as Heritage Districts under the appropriate State of New York legislation, in order to
protect their historic character and support compatible development within these districts.

2. Protect heritage buildings and districts

Project type: Partnership and Management
Project priority: 0-5 years

The City of Niagara Falls should continue to protect its remaining historic structures and
districts throughout the City by collaborating with building owners to designate heritage
buildings for preservation under the appropriate State of New York legislation and with the
approval of the City.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 61

3. Develop design and infill guidelines for the [Wright Park] Park Place and
Buffalo Avenue Heritage Districts
Project type: Design Guidelines
Project priority: 5-15 years

Infill and development design guidelines will reflect the importance of the heritage
designation and ensure the character of the districts is protected. The guidelines should
include, but are not limited to, the following:

 Uses appropriate to these distinct mixed/residential districts

 Building envelopes
 Development typologies for sites fronting the new riverfront drive
 The location of parking
 Building setbacks
 Building heights
 Cornice lines
 Roof treatment
 Articulation of building entries, and other elements to ensure the character of the
district is preserved.

4. Undertake heritage themed streetscape developments: park, plaza, and open

space enhancements to strengthen the character of the Heritage Districts
Project type: Design and Installation
Project priority: 5-15 years

Public realm improvements that are compatible with and reinforce the identity of heritage
districts should be undertaken in the Park Place and Buffalo Avenue Heritage Districts.
Improvements to the public realm would reinforce the heritage character of these districts
and support a heritage district designation, encourage residential renewal and reinvestment,
and set the stage for high-quality infill developments consistent with the low-scale,
traditional character of the districts. Further details on this recommendation are described
under Section 4.2.6, [Wright Park] Park Place Heritage District.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 62

4.1.7 Housing Renewal
Description
Decades of population decline, suburban flight, and a decrease in family size have resulted in
an oversupply of housing in the City. Within the oversupplied market, there is no incentive
for the repair and upgrading of rental units and many homes are abandoned and in
significant need of repair, updating or replacement. In addition to the state of housing itself,
population decline has resulted in a reduction of community support facilities while school
closures have further diminished the desirability of living in the Core City. Neighborhoods
in the greatest state of physical and social decline are generally found in the Core City or
immediately adjacent to the city’s primary industrial areas. Along with the deterioration of
housing and neighborhood amenities, difficult physical relationships associated with
neighborhoods in close proximity to industrial areas have made the city unattractive to many
homebuyers.

Project Strategies
In order to address the complex and varied housing and neighborhood conditions in the
Core City, the Comprehensive Plan recommends a multi-faceted and comprehensive
approach to neighborhood renewal. This approach is premised on the fact that Niagara
Falls must initiate targeted housing and neighborhood renewal programs where they can be
most successful. At the same time, use of the city’s extensive land base must be
reconfigured to a more compact and efficient form that more appropriately reflects the city’s
reduced population by putting areas that are not being used or maintained in a reserve or
land bank for use or redevelopment at some time in the future. This will ensure the City’s
limited resources are maximized and population growth and the provision of services can be
focused to neighborhood areas that can once again become healthy and stable. It is in these
areas where housing rehabilitation and home ownership programs can most successfully
encourage neighborhood renewal.

Healthy neighborhoods offering high-quality amenities and a range of housing options are
fundamental to the creation of a vibrant city that is competitively positioned to attract and
retain a broad mix of residents. A focus on broad-based neighborhood renewal targeted first
to the Core City and second to the whole city forms the basis for restoring a wider sense of
pride in the city by strengthening communities. To this end, on-going attention and effort is
necessary not only to address neighborhood decline, but also to ensure existing healthy
neighborhoods remain so.

The private, public and non-profit sectors and the community need to be involved and
participate in redefining the city’s neighborhoods and improving living conditions and the
quality of life for residents. New private sector-led developments throughout the Core City
will broaden the range of housing options to provide choice for residents at differing stages
of life and with differing cultural, educational or quality of life needs. To support residential
growth within the Core City, a strong emphasis must be placed on the urban elements
associated with quality of life choices. These include a strong arts community, high-quality
schools, active institutions, an abundance of recreational and leisure amenities, a diverse
network of parks and open spaces and proximity to employment, retail and entertainment
opportunities within an easily walkable and compact setting.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 63

Unoccupied, deteriorating, derelict housing units and neighborhoods that have resulted from
dramatic population loss, including infrastructure that is not currently or expected to be
utilized, should be acquired, identified as future growth opportunities and held within a land
reserve or Land Bank. By doing so, the municipality can strategically direct its resources to
priority areas for improvement and focus its physical structure into a more compact urban
form that allows for more efficient delivery of services. Reserve lands held within a Land
Bank should be released to support specific renewal efforts, or to meet proven market
demand or population growth in the future. The opportunity to consolidate Land Banked
commercial areas may create opportunities for new housing on non-traditional short depth
lots, while integrating commercial parking behind those lots to meet multiple needs, as
shown in Figure 15.

The gradual release of land for new housing would ensure that the market is not
overwhelmed by an oversupply of housing, which would otherwise continue to reduce
overall property values and cause further negative impact to the renewal of neighborhoods
and existing housing stock. By reducing the oversupply of housing units and the costs
associated with the delivery and maintenance of existing infrastructure and services, the Land
Bank approach would stabilize decline in neighborhoods that continue to accommodate
housing, thereby raising the residential housing market to a more regionally competitive
price point. This would serve to encourage growth, renewal and improved service delivery
to neighborhoods that can be revitalized, improving quality and desirability of housing in
Niagara Falls overall.

Lands within the Land Bank must be appropriately maintained or used in an interim fashion
in order to avoid adding to the problem of physical decay. In the inner city, vacant land can
be utilized in a number of ways, including interim active playground resources or
neighborhood parkettes. Adjacent to industrial corridors, vacant lands may be planted to
create a passive green open space corridor to protect and buffer stable residential uses from
industrial uses. Over time, interim open space corridors may be developed to link important
open space resources and destinations within the city.

In addition to the retirement and banking of residential land, the City should establish a
comprehensive set of housing and neighborhood renewal programs, focused on the Core
City, to address neighborhood decline and improve the quality of residential stock.
Programs that improve housing and neighborhoods by encouraging private owners to
maintain their property or invest in homes within the Core City, or those that offer financial
support to assist employees to move to or stay in Niagara Falls should be considered.
Programs to support the Land Bank, by facilitating the City’s identification and acquisition
of land should be established. To attract and retain residents within the Core City
neighborhoods, the City must secure resources to improve community amenities and
services, including open spaces, schools and community centers. Housing and
neighborhood renewal programs should be undertaken in partnership with other levels of
government and local agencies.

Over time, as the recommendations for housing renewal are implemented in the Core City,
improving neighborhoods and attracting more residents and investment to the City, new
opportunities and demand for the renewal of residential neighborhoods will spread

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 64

throughout Niagara Falls. The citywide expansion of the housing renewal Big Move is
described in Section 7.1.

Key Recommendations
1. Establish the Niagara Falls Land Bank
Project type: Partnership and Management
Project priority: 0-5 years

The City should establish the Niagara Falls Land

Bank as the mechanism for assembling parcels,
holding and releasing land for development by the
public and/or private sectors. The municipality
should identify properties that are vacant, in tax
arrears or deemed unsafe or code deficient. If
after a sufficient period of time and sufficient
notice properties have not been upgraded, they
should be considered for acquisition. The City
will then maintain, manage, and market these
lands through the Land Bank. Assembly of
contiguous properties will allow for the creation
of larger parcels that can be comprehensively The orange areas represent the concept of
developed when market conditions improve. targeted acquisition of code deficient and
derelict units negatively impacting the overall
Properties held in the Land Bank would remain neighborhood.
as open space until a market for their
development is clearly established. The City
should work with the community to explore and
foster opportunities for interim public use of
the properties for such activities as community
gardens, publicly accessible open space, and
children’s play areas. These interim uses may
become permanent, should the community and
the City of Niagara Falls determine this is the
best use of the land. However, the bulk of the
properties held in the Land Bank should be
disposed of when market conditions can
guarantee a significant return on the land to off-
set the loss of tax revenues incurred by the
municipality while the land was held in the
bank, and to facilitate development agreements
for larger tracts of land in accordance with
programmatic or design criteria established by
the municipality. Over time, as the market improves, land can
be released for new residential development
or kept as open space, forming valuable
The release of properties for development will neighborhood amenities.
be at the discretion of the management agency
established to oversee Land Bank acquisitions and dispositions, such as the Urban Renewal
Agency. Large properties with significant development potential within the Core City

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 65

should only be released through a Request for Qualifications process that sets out clear
design standards and programmatic requirements for development, potential development
partnership responsibilities in the case of a public/public private sector partnership and a
formal review and evaluation process to select the winning proponent.

2. Establish a comprehensive set of neighborhood and housing renewal

programs
Project type: Partnership and Management
Project priority: 0-5 years

The range of neighborhood and housing conditions in Niagara Falls requires a

comprehensive set of renewal programs aimed at improving the physical quality and
character of residential areas, as well increasing the range of housing types offered,
particularly in the Core City. In concert with the State and Federal Governments, as well as
local housing and community groups, the City of Niagara Falls must work to ensure
sufficient resources are put in place to address the extent of decline that has taken place and
support new forms of residential development. In particular, the City will need to devote a
significant portion of the money received from the Seneca Nation Casino to a multi-year
housing initiative comprised of, but not limited to, the following:

 Residential property maintenance programs, such as façade improvement programs,

intended to encourage investment in private residential properties
 Residential tax incentive programs aimed at encouraging new residents to purchase
and invest in Core City residential properties
 Employer assisted housing programs offering financial (i.e. mortgage) support to
employees residing in Niagara Falls or those looking to move into the city
 Property acquisition strategies that will address mechanisms for the City of Niagara
Falls to begin acquiring land that is vacant, in tax arrears or deemed unsafe or code
deficient that will be held in the Land Bank
 Fast tracking of housing code violations and blight clearance

As a key imperative to initiating renewal in the heart of Niagara Falls, both existing and new
programs should focus on the Core City in the immediate-term. The following criteria
should be considered to help target areas for housing renewal programs:

 Areas that are relatively stable and the physical form of neighborhoods is intact,
without significant voids or a prevalence of vacant parcels resulting from extensive
demolition
 Areas located in close proximity to other targeted reinvestment initiatives
recommended in the Comprehensive Plan, including the Robert Moses Parkway
redesign (see Section 4.1.1) and redevelopment and the revitalization of key corridors
and nodes.
 Areas amongst the oldest residential neighborhoods within the city that possess value
as original heritage resources and/or character areas with unique built form attributes

Using the information collected through the Department of Community Development’s

2004 Housing Conditions Study, combined with the existing database maintained by the City
Assessor’s Office, the City should develop a detailed system for identifying and tracking

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 66

properties with regard to tax arrears, code violations, safety and fire code violations, et
cetera. The City of Niagara Falls can use this information to develop renewal and retirement
programs specific to the neighborhoods. In addition, the City should establish management
and operational guidelines to direct Land Bank acquisitions and dispositions associated with
housing renewal and retirement programs.

3. Improve community amenities and services

Project type: Design, Design Guidelines, Partnership and Management
Project priority: 5-15 years

The City of Niagara Falls, in partnership with community agencies and the School Board,
must secure the resources necessary to provide high-quality neighborhood amenities and
services. In order to retain existing residents and attract new residents, Niagara Falls must
maintain safe and inviting open spaces, high-quality schools, community centers and
programs. Specific recommendations concerning improvement of these amenities and
services are made throughout the document and in the Citywide Strategies, Education
(Section 7.7) and Open Space (Section 7.2).

4. Promote, support and/or undertake residential development and/or

conversion projects to increase the population within the Core City
Project type: Design, Design Guidelines, Partnership and Management
Project priority: 5-15 years

The City of Niagara Falls must take a leadership role in implementing and investing in
housing renewal programs in the Core City and encourage others to do the same, by building
confidence and momentum in the reversal of the decline of the city’s residential
neighborhoods and making the Core City neighborhood more attractive to current and
potential residents. New residential projects, including higher-density developments, must
be supported by a market study to justify need while not resulting in an oversupply in the
market and ensuing market decline or instability.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 67

4.2 Core City Precinct Strategies

4.2.1 Customhouse and North-Main Loft Precinct

Description
The Customhouse and North-Main Loft Precinct includes the area extending north along
Main Street from Lockport Road to Findlay Crescent and from the western side of Robert
Moses Parkway to the eastern side of Main Street. Although this precinct is struggling at
present, it holds significant potential for renewal due to its authentic and historic building
fabric, opportunities for commercial and residential infill, and its proximity to the riverfront
corridor, the downtown, and key institutions.

Project Strategy
The Customhouse and North-Main Loft Precinct should be positioned and supported as a
primary mixed-use main street offering authentic areas of historic fabric, community,
neighborhood and visitor amenities and visitor orientation. This precinct has significant
potential for new investment supporting a broad range of uses, including tourist services,
neighborhood commercial uses and new residential development. The existing heritage
architecture on Main Street offers immediate opportunities for restoration and reuse,
particularly for loft-style residential development, and lends the district a distinct character,
which should be enhanced through carefully considered new developments. Additionally,
the precinct’s reconnection with the waterfront through the reconfiguration of the Robert
Moses Parkway, and associated park enhancements, would create a very special main street
district in the northern portion of the city. As such, this area should provide a civic, amenity
and commercial focus serving adjacent neighborhoods, including Highland, Deveaux, Center
City and the Niagara University community.

Short-term initiatives, including the development

of the Old Customhouse as the Niagara Falls
International Railway Station/Intermodal
Transportation Center (IRS-ITC) at the Whirlpool
Rapids International Bridge, represent immediate
opportunity to reinforce this precinct as an
important arrival node in Niagara Falls and a
major point of activity (see Figure 16).

Current and continued residential loft

conversions, and the adaptive reuse of existing
heritage building stock with new retail and service
uses attractive to both the local population and
university students would help to restore this
portion of Main Street as a healthy commercial
corridor. To support and fuel this type of positive The conversion and reuse of historic
buildings will reinforce North Main Street as
reinvestment, a streetscape improvement program a special place.
should be initiated throughout this precinct,
generally consistent with the recommendations of the Main Street Revitalization Study
(2002). Streetscape improvements along North Main Street, including tree planting and

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 68

landscaping, would enhance the pedestrian environment and the appearance of the street
and encourage private sector redevelopment efforts. Investments in the public realm should
be coordinated with private investment where possible to minimize disruptions to local
businesses and maximize the use of public and private resources. Private sector reuse and
conversion of existing buildings for lofts and apartments would provide new opportunities
for housing, reinforcing the street as a viable place to live, work, shop and recreate – an
alternative to the automobile-oriented suburbs and the separation between the places where
these daily activities take place.

Parking situated internally on Main Street blocks with generous landscape buffers, as a
transition to residential uses, would ensure an adequate supply of parking without disrupting
the existing urban fabric.

Attracting new residential populations through restoration and reuse opportunities afforded
through the future reconfiguration of the Robert Moses Parkway is very important to
stabilizing the commercial components of the upper Main Street precinct. The
redevelopment quality and character of new and infill developments fronting the Parkway
corridor would establish the first impression for visitors of Niagara Falls, and it is critical to
execute residential development fronting the Riverfront corridor to a high standard of design
excellence. These development projects should be scoped and planned in conjunction with
integrated land use and transportation improvement project for the redesign of the Parkway
(see Section 4.1.1).

The evolution and enhancement of the Customhouse and North-Main Loft Precinct should
be supported through code enforcement, to remove blighted properties and create land for
consolidated redevelopment; through ongoing heritage and main street preservation
programs, to maintain the character and local heritage of the main street in an authentic
urban manner; and by targeted commercial and housing renewal programs.

The Comprehensive Plan recommends the following actions and initiatives to support the
revitalization of this precinct area:

Key Recommendations
1. Support the Reuse of the Customhouse as the IRS-ITC and Visitor
Orientation Center
Project type: Planning/Scoping, Management and Installation
Project priority: 0-5 years

The renovation and reuse of the Customhouse as part of the city’s IRS-ITC project
represents a significant catalyst project in the long-term renewal of the north Main Street
area. The 27,500 sq ft center would be a multi-modal transportation facility linking Amtrak,
automobile, bus, trolley, bicycle and pedestrian transportation to prime tourist sites in the
Core City. In addition to facilities for rail passengers, border security operations and general
commercial activity, a Visitor Orientation Center (see Section 5) would be incorporated into
the IRS-ITC. The Customhouse is a signature building and an excellent gateway into the city
for those arriving by rail or from the north.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 69

2. Develop and Promote Main Street Renewal Programs
Project type: Planning/Scoping, Design and Design Guidelines and Installation
Project priority: 0-5 years

To support the development and transformation of Main Street into a vibrant and safe
pedestrian-friendly, community-oriented main street, these programs will include:

 Continuation of Façade Improvement Programs and the addition of a ‘Broken

Windows’ Grant Repair Program along Main Street. The municipality should
continue and consider expanding the Façade Program, and should establish a grant
program to assist property owners to improve the image of the street and its sense of
activity through replacement of boarded up windows with new windows and
protective open grills.

 Development and implementation of a Streetscape Improvement program to

enhance the image of the street, emphasize its heritage attributes and characteristics,
mediate the presence of surface parking lots, improve pedestrian crossings and street
lighting and support continued private sector reinvestment

 Development of landscaped pocket parks on vacant sites as interim uses to

enhance the image and protect against speculation. Some of these parks may
become permanent uses that provide amenity-rich, public gathering spaces that are
otherwise lacking.

 Expansion of Business Assistance Programs utilizing Community

Development Block Grants and other government sources of community and
economic development funding that assist businesses to locate in the area

 Development of governmental and institutional facilities on Main Street,

particularly satellite retraining and educational facilities, through ongoing
discussions with existing educational institutions

3. Establish Development and Infill Design Guidelines for the Precinct

Project type: Planning/Scoping, Design and Design Guidelines and Management
Project priority: 0-5 years

To ensure that the overall heritage character of the area is retained and to allow
intensification with minimal impacts to existing uses and residential neighborhoods, the
municipality should initiate a study to generate development and infill design guidelines for
the area. Development and design guidelines should promote the successful integration of
new construction with existing heritage fabric, a pedestrian-oriented street environment with
vibrant public spaces, and strong linkages between the riverfront corridor and the heritage
main street frontage. Streetscaping and landscaping should screen parking and other
functional elements while encouraging additional private sector developments.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 70

4. Undertake an integrated land use and transportation improvement project to
redesign and reconfigure the Robert Moses Parkway
Project type: Partnership, Planning/Scoping, Design and Design Guidelines and Installation
Project priority: 0-5 years

As recommended in the Big Move Section 4.1.1, Reconnect the City to its Waterfront, an
integrated land use and transportation improvement project should be led by the City to
address the remaking of the Robert Moses Parkway, in partnership with OPR&HP, NYPA
and DOT. The phasing strategy of the reconfiguration of the Parkway will be determined by
the partnership.

Within the Customhouse and North-Main Loft Precinct, the undertaking of the redesign of
the Robert Moses Parkway would result in the creation of many new street connections
linking the Precinct to the riverfront and new opportunities for appropriate development
within the park, along the city/park interface, and adjacent to the park.

5. Establish Willow Avenue as a key and transportation and green structure link
Project type: Management, Planning, Design and Installation
Project priority: 0-5 years

Willow Avenue should be strengthened as a primary connection between the new riverfront
drive and other major arterials to provide a strong setting for new residential development
and a focus for community and neighborhood activities. Properties located on the north
side of the street would be assembled to form a new parkette that will extend east to the
waterfront to bring parkland into the city and improve the open space connections. The
park’s design and features would complement streetscape improvements along the roadway.
Willow Avenue should be renamed Lockport Road to emphasize its importance as a key
east/west link between the riverfront corridor and the city.

Likewise, reconstruction of Lockport Road east of Main Street would reinforce its role as a
major connection to the Core City precincts. Streetscape improvements and landscaping to
buffer existing vacant and in-use industrial areas from the roadway (see Section 7.5), would
provide an enhanced setting for further neighborhood renewal and investment.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 71

4.2.2 Middle Main Street Precinct
Description
The Middle Main Street Precinct is located between Lockport Road and Pine Avenue.
Within this precinct are a number of professional and governmental offices and public
institutions, including the Earl W. Bridges Public Library, the Trott Access Center, the
Niagara County Court Building, the Carnegie Building and City Hall, many of which are
designated historic buildings. The precinct also includes the residential area located between
Main Street and the Niagara River Gorge.

Project Strategy
This portion of Main Street currently functions well as the focus for public/government
activities and professional services. The Comprehensive Plan seeks to reinforce and
strengthen this area through projects and initiatives aimed at improving the physical setting
of the precinct as a healthy neighborhood, business precinct and government/institutional
area. Further concentration of public services would generate business opportunities for
services that support this sector and help to activate the street. Improvements to the public
realm and attention to public transit and cross-town arterial connections would make this
precinct more attractive to businesses and professional office and service uses seeking to
locate in the area. Intensification through infill development and mixed commercial/
residential uses consistent with the character and scale of existing development, with
increases in density, should be encouraged to enhance urban vitality and improve the service
draw of the area (see Figure 16). Neighborhood renewal and home ownership programs,
such as those outlined in Section 4.1.7, open to both existing residents and new residents
should be pursued to improve housing conditions within the area and to strengthen the
resident base.

Key Recommendations
1. Establish a Streetscape Improvement Program for Main Street
Project type: Design and Design Guidelines and Installation
Project priority: 5 – 15years

Improved streetscaping along the length of Main Street from Lockport Road to Pine Avenue
would help to identify this area as a unique business location and reinforce its role as an
important north/south connection through Niagara Falls. These improvements should be
coordinated with streetscape improvements to the north and south, reflecting a
comprehensive image for the street, while highlighting unique character areas along its
length. Streetscape improvements should significantly improve the amenity and quality of
the built pedestrian environment and can be undertaken as part of a phased capital works
program and/or coordinated with significant redevelopment projects along the street.
Future parking should be situated internal to the block. Large surface parking lots fronting
Main Street should be discouraged. Generous planted buffers should be required at the
interface of surface parking and residential uses to minimize negative impacts on existing
urban fabric.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 72

2. Undertake an integrated land use and transportation improvement project to
redesign and reconfigure the Robert Moses Parkway
Project type: Partnership, Planning/Scoping, Design and Design Guidelines and Installation
Project priority: 0-5 years

As recommended in the Big Move Section 4.1.1, Reconnect the City to its Waterfront, an
integrated land use and transportation improvements project should be carried out by the
municipality to address the reconfiguration of the Robert Moses Parkway, in partnership
with OPR&HP, USA Niagara and DOT.

Within the Middle Main Street Precinct, the undertaking of the redesign of the Robert
Moses Parkway would result in the creation of many new street connections linking the
Precinct to the riverfront and new opportunities for appropriate development within the
park, along the city/park interface, and adjacent to the park.

3. Undertake a Parking Supply and Management Strategy for North Main Street
Project type: Planning/Scoping
Project priority: 5-15 years

The municipality should undertake a parking supply and management strategy to explore:
 Approaches to buffering parking from residential uses in the North Main Street area
 Opportunities for shared use parking facilities in locations that will not negatively
impact adjacent residential areas

4. Implement Neighborhood and Housing Renewal Programs

Project type: Planning/Scoping and Management
Project priority: 0-5 years

The existing neighborhood between Niagara River and Main Street will be a priority area for
the housing rehabilitation and neighborhood revitalization programs outlined in Section
4.1.7. The development of high value, regionally significant housing fronting the new
riverfront drive will be closely tied to renewal efforts in the existing neighborhood farther
east of Main Street. The combination of these initiatives would serve to stabilize and
improve the quality of neighborhood areas for existing residents while attracting a broader
range of residents to the Core City. General streetscape improvements along 11th Street
together with targeted neighborhood rehabilitation, code enforcement and the clearance of
slum and blight conditions between Main and 11th would not only visually improve
conditions but also reinforce public investments in the area.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 73

4.2.3 Portage Precinct
Description
The Portage Precinct encompasses the area bound by Portage Road, Niagara Street, and
Main Street. It also includes the “Memorial Park neighborhood.” It includes a mix of low
and high-density residential and general commercial uses, as well as neighborhood retail uses,
and includes the Tops Plaza and related parking. This precinct is currently functioning well
with a mix of community and convenience commercial/retail uses that meet the needs of
local residents who would otherwise be required to frequent retail uses on Military Road.

Project Strategy
While this precinct currently provides a focus for shopping and commercial activities in the
heart of the city and is linked to other commercial and retail uses along the Pine Avenue
corridor, it is suburban in its development pattern and would better benefit the city by
providing a more urban commercial experience integrating residential developments and
other amenities that would strengthen this node as a focus for daily community life.
Competition within the North American retail marketplace has led to the redevelopment of
many suburban-style commercial complexes, resulting in more traditional town center or
main street experiences emphasizing the quality of the built and pedestrian realms.

The Comprehensive Plan recommends that this area be the subject of a combined Master
Plan and retail study to examine opportunities to support the Portage Precinct as a unique
mixed-use town center. The study should
examine ways of improving and elevating
the retail mix to better serve the local and
tourism markets and integrating medium
to high density residential in mixed-use
projects that can be competitive within
the larger regional market. A secondary
study might look at the re-introduction of
streetcars within the core city to connect
the north-end with the south-end and
facilitate ‘Transit Orientated
Neighborhood Development’ schemes.
While it is not imperative that these
studies be undertaken immediately, the
municipality should encourage
development proposals while ensuring its
ability to proactively respond to them in a
way that supports the long-term
intensification of the core city generally
and the precinct specifically. Figure 16
shows the context of this precinct among
its immediate surroundings. Suburban retail developments throughout North
America are being transformed into pedestrian-
oriented commercial nodes. This type of shopping
experience would be appropriate in the Core City and
for the Portage Precinct.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 74

Key Recommendation
1. Undertake the Portage Precinct Master Plan and Retail Study, in Partnership
with Key Private Sector Stakeholders
Project type: Planning/Scoping, Design,
Partnership and Management
Project priority: 0-5 years

The study should:

 Address the physical configuration, urban design and visual quality of the node
 Identify strategies and development typologies that will result in the intensification of
the precinct as a multipurpose urban mixed-use shopping and residential town center
 Specify and secure a merchandizing mix that includes both national and local retail
components to improve the local and regional draw of the area
 Create a streetscape improvement plan that enhances the street edges and in
particular, addresses circulation, ensures pedestrian access is adequate and enhances
the visual appearance of the precinct by screening surface parking on main streets
such as Main, Pine and Portage.

2. Undertake a focused study of the Memorial Park Neighborhood, in

Partnership with Key Private Sector Stakeholders
Project type: Planning/Scoping, Design,
Partnership and Management
Project priority: 0-5 years

The study should:

 Develop a vision and strategy for the revitalization and growth of the neighborhood
surrounding the Niagara Falls Memorial Medical Center (NFMMC) and the Niagara
Arts and Cultural Center (NACC).
 Address identified points of concern
 Provide recommendations for restoring the fabric and vibrancy of the
neighborhoods surrounding these two major institutions.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 75

4.2.4 Pine Avenue Precinct
Description
The Pine Avenue Precinct reaches west to
east from Main Street to Hyde Park
Boulevard. This precinct overlaps and
includes the Pine Avenue commercial
corridor and the institutional node found
at the intersection of Portage Road and
Pine Avenue. Pine Avenue is a vibrant
commercial street providing a focus for
local shopping activity and business
development, with a mix of retail and
convenience shopping, including the City A greater emphasis on upper-storey residential
uses will add new vitality to Pine Avenue.
Market. East toward Hyde Park
Boulevard, automobile-related uses
predominate. The institutional node at
the intersection of Pine Avenue and
Portage Road that includes the Memorial
Medical Center, the Niagara Arts and
Cultural Center (NACC) and the now
vacant School Board site south of Walnut
Avenue play an important role in bringing
people to this area and vitality to the
street.

The precinct is one of the city’s healthiest Pine Avenue will be a destination for both residents
areas. It has a strong and established and visitors.
identity as the heart of the Italian
community. Ongoing efforts by the business community to strengthen this image and
enhance the pedestrian atmosphere of the street are guided in part by the Pine Avenue
Business Precinct Urban Design Plan. The guidelines contained in the plan, while providing
strong and useful direction concerning building location, orientation and entry articulation,
are overly prescriptive and stringent with regard to architectural design details and do not
accommodate the level of
variation within the built
environment necessary for the
creation of interesting urban
places. As a result, the
guidelines will need to be
interpreted with a great degree
of flexibility to encourage
desired levels of re-investment.

The recent conversion of the old

Niagara Falls High School to The high quality of the Memorial Medical Center expansion should
be met with an appropriate municipal response including high
accommodate the NACC is a quality streetscape improvements, to encourage residential
reinvestment and renewal around this important regional amenity.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 76

very positive addition to the Pine Avenue Precinct. A growing arts community in the heart
of the city has a strong role to play in shaping the character and identity of the precinct and
in creating new destinations for tourists and residents in the Core City. The location of the
center is ideal, with Pine Avenue providing a direct physical link to the Cultural District at
the western terminus of the street. The Cultural District would be an appropriate location
for showcasing the works of NACC artisans, both visual and performance related arts. The
planned expansion of the Memorial Medical Center will bring new attention and activity to
this area as an important regional health care facility. The center is seeking to enhance its
existing cardiac and women’s health programs to take a leading role in medical care within
Niagara County.

Project Strategy
The Comprehensive Plan seeks to reinforce this precinct as a significant regional and
community focus within the City of Niagara Falls. Investments in the public realm and
existing buildings will create the setting for new mixed-use developments along Pine Avenue
that will strengthen commercial uses and provide new housing opportunities to support
retail activities. The recommendations for the Pine Avenue Precinct are summarized in
Figure 17.

The expansion of the Memorial Medical Center and the reuse of the School Board site will
also bring new people, visitors and activity to add vitality to the Core City. With the
presence of the NACC and the medical center, the municipality should focus community
development and renewal resources in the surrounding neighborhoods as part of a
comprehensive strategy for improving the precinct. This would improve the condition of
existing housing stock and the visual and physical amenities provided within the public
realm, streetscapes, parks and open spaces. The open spaces located in the precinct would
be preserved and enhanced to ensure the precinct can provide high-quality, well-maintained
community amenities.

Intensification, infill development or the redevelopment of vacant sites should be

encouraged and the city should consider a tax incentive program for projects that include
residential units above ground floor commercial uses.

Existing automotive uses to the east of 20th Street disrupt the traditional retail and pedestrian
shopping experience, and are inconsistent with future residential intensification. New
zoning provision should prohibit automobile uses and expansions of existing ones. These
sites are well suited for future residential intensification and should be rezoned mixed-use
residential to a typical four-storey height.

Key Recommendations
1. Implement the Pine Avenue Streetscaping Initiative and Façade
Improvement Program
Project type: Design and Design Guidelines and Installation
Project priority: 0-5 years

The existing streetscape initiative along Pine Avenue should continue and be implemented
over the short term and augmented with simple, elegant entryway treatments that announce
arrival at Pine Avenue at Portage Road, Main Street and Hyde Park Boulevard without

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 77

becoming overbearing or cliché. An improved streetscape maintenance program and tree
replacement schedule is necessary to protect the investments made in the public realm.
Improvements to the public realm will support business development and intensification of
the street over time and reinforce the corridor as one of the primary main streets in Niagara
Falls. The existing façade improvement program should be expanded, as recommended in
the Pine Avenue Business Precinct Urban Design Plan.

2. Undertake a City Market Mixed Use Development RFP

Project type: Management and Planning/Scoping
Project priority: 5-15 years

The municipality has initiated an urban design study to understand how the City Market can
better function as an important commercial designation within the Core City. The
municipality should now issue a Request for Proposals, seeking an appropriate design and
development team to explore the market as a flexible community and commercial space;
attract new businesses, retail and new residential development, while better integrating the
site within its context; and address transportation and parking issues. The RFP should
emphasize the following goals:

 Scenarios for land use and development intensification

 Improvements to the public realm
 Permanent and flexible retail uses and their configuration
 Built form relationships to adjacent neighborhood edges

The development team should be selected based on qualifications, the completion of similar
urban redevelopment projects, the criteria listed above, financing and a proposed
partnership/leasing arrangement with the City. The selection process may be a two-staged
process, which would allow more detailed proposals to be generated by a short list of
qualified proponents identified through a Request for Qualifications, who would be invited
to respond to the Request for Proposals.

3. Improve the physical setting of the Memorial Medical Center to support its
planned expansion
Project type: Design and Installation
Project priority: 0-5 years

Streetscape improvements around the Memorial Medical Center would encourage

residential reinvestment and the creation of a safe and healthy community context
surrounding this important regional amenity. They would also help identify the center as a
special place in the Core City. Streetscape, roadway and lighting improvements would
improve the neighborhood setting of the existing facility and support a planned expansion of
it on the block bound by Memorial Parkway, Ferry Street, 10th Street and Walnut Avenue to
the south of the center’s existing site. The installation of the new features should be planned
and undertaken as part of an ongoing capital improvement program that benefits neighbors
and the NACC. These two uses would mutually benefit from a broader public improvement
program.

4. Develop a reuse strategy for the Portage Road School Board site

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 78

Project type: Partnership and Planning/Scoping
Project priority: 0 -5 years

The municipality should collaborate with the Niagara Falls School Board to develop a reuse
strategy for the School Board property bound by Walnut Avenue, Portage Road, Ferry
Avenue and 14th Street. New uses identified for the property should reinforce it as a key site
in the Core City and take advantage of its proximity to the NACC, the Memorial Medical
Center and Pine Avenue; accessibility from major roadways; generous open space; and its
potential to act as a focal point for civic and neighborhood use. The reuse of this site should
complement the expansion of the Memorial Medical Center and the establishment of the
NACC to provide a clear indication that the area is undergoing positive change.
Partnerships and/or discussions with these institutions should be undertaken to develop the
reuse strategy.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 79

4.2.5 Third Street Precinct
Description
The Third Street Precinct extends north south from Pine Avenue to Niagara Street. Third
Street has experienced a significant degree of decline as a result of changing economic and
demographic conditions. While the urban fabric remains largely intact, the majority of the
buildings require significant upgrading. A number of sites have recently gained the attention
of the private sector and should be undergoing redevelopment with restaurant and nightclub
uses that are in keeping with the precinct’s entertainment-oriented image. Public assistance
programs will also need to be developed to support business development in the precinct.

In addition, to the USA Niagara public realm and streetscaping strategy that seeks to
strengthen the pedestrian quality of the street and encourage reinvestment in properties on
Third Street, more Streetscaping improvements would need to be extended as storefronts
fill and the precinct needs to expand onto Main Street and connecting with Cultural District
improvements.

Project Strategy
The Comprehensive Plan supports the streetscape improvement program proposed by USA
Niagara that includes wider sidewalks, the provision of new street furniture, entryway
elements, upgraded materials and improved building facades, as a mechanism to support
existing and future private sector business development. New landscape and street tree
plantings should be provided as well. Figure 17 shows the recommendations for the Third
Street Precinct.

Key Recommendation
1. Implement Third Street Streetscape Improvements
Project type: Installation
Project priority: 0-5 years

The Comprehensive Plan supports the implementation of the streetscape improvement

program to renew Third Street as an active pedestrian street attractive to both visitors and
residents and to reinforce its role as a major north/south downtown cross street.

The Comprehensive Plan also recommends:

 Promoting the City’s façade improvement programs in the area

 Instituting a Broken Windows Repair Program
 Introducing well landscaped pocket parks on strategically located vacant sites
 Landscape buffering of parking adjacent to residential areas
 Measures to prevent surface parking from encroaching into neighborhoods
 The development of a shared parking strategy involving business operators, property
owners and appropriate municipal departments

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 80

4.2.6 [Wright Park] Park Place Heritage District

Description
Focused on the intersection of Main Street and Pine Avenue, the [Wright Park] Park Place
Heritage District is bound by Main Street, Third Street and Pine Avenue. At the intersection
of two Core City commercial corridors, this area currently lacks both a coherent identity and
connections to the riverfront park system. The district contains a number of architecturally
important buildings, including the Post Office Building, the church at the intersection of
Main Street and Pine Avenue and the historic building fabric along the western portion of
Pine Avenue.

This area is uniquely positioned along the waterfront and will benefit significantly from
expanded waterfront open space resulting from the reconfiguration of the Robert Moses
Parkway and from the establishment of the Cultural District (see Section 4.1.2). As such, it
presents enormous potential for future tourism development, as well as residential renewal
and intensification given the heritage characteristics and location of the district within the
heart of the Core City. The recommendations for this District are shown in Figure 16.

Project Strategy
The Comprehensive Plan recommends
the designation of this district as a
unique heritage district with a special
role in the overall tourism offering, as
recommended in Section 4.1.6. The
area would retain its predominant
residential use, enjoying a new
relationship to the waterfront achieved
through the reconfiguration of the
Robert Moses Parkway. The district
would benefit from small-scale tourism
oriented uses, including boutique hotels,
restaurants, galleries and other amenities
to be encouraged on Third Street, and New development in the [Wright Park] Park Place
Heritage District will complement the historic character of
from heritage themed streetscaping the precinct.
focused on the portion of Pine Avenue
located in this district. Pine Avenue would continue to function as a residential street west
of Main Street, while streetscape improvements would elevate its importance as a key link to
the Cultural District and the commercial districts to the east. New bed and breakfast uses
will be encouraged in the district and the enhancement of existing open spaces will define
this as a special mixed residential district. Urban design and heritage design guidelines will
be required to ensure a high degree of design excellence and that new buildings fit with the
character of existing built form (Section 4.1.6).

1. Designate Park Place [Wright Park] as a Heritage District, as outlined in

Section 4.1.6
Project type: Partnership and Management
Project priority: 0-5 years

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 81

As recommended in Section 4.1.6, the City should designate the [Wright Park] Park Place
area as a Heritage District in order to protect and enhance its historic character.

2. Undertake an Integrated land use and transportation improvement project to

redesign and reconfigure the Robert Moses Parkway
Project type: Partnership, Planning/Scoping, Design and Design Guidelines and Installation
Project priority: 0-5 years

The redesign of the Robert Moses Parkway, as outlined in Section 4.1.1, Reconnect the City
to its Waterfront, would create a new pedestrian-friendly interface between the waterfront
and the [Wright Park] Park Place Heritage District by establishing a high-quality public
boulevard utilizing existing streets from Cedar Avenue including Third Street to Lower Main
Street.

This section of the ‘riverfront drive’, fronting the [Wright Park] Park Place Heritage District
and the Cultural District, would take on an urban character, with sidewalks extending to the
curb on both sides of the street and continuous parallel parking permitted on the eastern city
side of the street only. A double row of street trees would distinguish this important urban
interface and the proposed Cultural District to the east, and create an appropriate setting to
encourage new boutique hotel, bed and breakfast development and other small-scale
commercial and restaurant developments on Third Street.

This portion of the Parkway would also be designated as a Pedestrian Priority Zone (see
Section 4.1.3) with many pedestrian crossings and a very high quality of streetscape
treatment, which may include in-street unit pavers or cobbles to signify the importance of
this new mixed use and tourism area and prioritize pedestrian and non-vehicular forms of
movement over vehicular movements. As the reconfiguration of the parkway represents
fully connected network-based system, with many alternate route possibilities, ‘riverfront
drive’ may be temporarily closed to support special programming and events occurring
within the Cultural District.

3. Expand and Improve Veteran’s Park as [Wright Park] Park Place

Project type: Management, Design and Installation
Project priority: 5-15 years
Perhaps Veteran’s Park could be re-named to better reflect history, and possibly expandedto
include the property on the northwest corner of the Pine Avenue/Main Street intersection,
which currently contains automobile services. High-quality heritage-themed landscaping and
streetscaping would strengthen the space as a civic focal point and as a catalyst for
revitalization. It would also create an attractive linkage to the Cultural District, lined with
some of the highest quality housing stock in the Core City. The memorials situated on the
existing site will remain integral elements in the Park and may be augmented by additional
high-quality public art in keeping with its historic character. Interpretation of the site should
be incorporated into the park, with reference made to the historic resources located there.
Such as the original Schoellkopf homestead site.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 82

4. Undertake a Heritage Themed Streetscape Master Plan and Improvement
Program for Pine Avenue West and the streets surrounding [Wright Park]
Park Place
Project type: Design and Installation
Project priority: 5-15 years

As outlined in Section 4.1.6, Heritage Preservation, improvements to the public realm will
reinforce the heritage character of this precinct and support a heritage district designation,
encourage residential renewal and reinvestment and set the stage for high-quality infill
developments reinforcing the low-scale, traditional character of the precinct.

Any master plan program should focus on place-making within the study area and examine
special streetscape treatments, heritage or themed lighting, seating and places of gathering,
landscaping, street tree planting and appropriate fencing to establish a cohesive image for the
district.

5. Develop Infill and Development Design Guidelines

Project type: Design Guidelines
Project priority: 5-15 years

As recommended in Section 4.1.6, infill and development design guidelines should be

developed to guide infill and plan projects in this, or any important Heritage District. The
guidelines will reflect the importance of the heritage designation and ensure the character of
the precinct is protected.

6. Enhance Post Office Square

Project type: Design and Design Guidelines and Installation
Project priority: in conjunction with [Wright Park] Park Place expansion

Enhanced and/or expanded public space should be provided at or near the intersection of
Walnut Avenue and Main Street to provide a forecourt to the US “Main” Post Office
building. The intent is to establish a public open space capable of making the intersection
more recognizable as an important node in the transportation network, and to complement
an expanded Veteran’s Park to the northwest with high-quality landscaping reinforcing it as a
public place. It would also protect views of the historic Post Office building from the
south.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 83

4.2.7 Buffalo Avenue Heritage District
Description
The Buffalo Avenue Heritage District is bound by the access point to the Goat Island
Bridge, Niagara River open space corridor (Niagara Falls [Reservation] State Park), John B.
Daly Boulevard, Rainbow Boulevard, Sixth Street and Buffalo Avenue, or the alleys between
them. This area of the Core City is defined by the collection of large, historic homes located
within it. Situated on generous lots with mature trees, the majority of the homes have been
converted into bed and breakfast establishments or professional offices. While some homes
have been restored and are in excellent condition, others are in very poor condition and in
need of investment and repair. Additional tourist accommodations, a condominium
development and smaller residential buildings can also be found in the Buffalo Avenue
Heritage District.

The combination of architecturally important buildings and waterfront location uniquely

positions the Buffalo Avenue Heritage District for further tourism development, as well as
residential renewal once the reconfiguration of Robert Moses Parkway has created a new
‘front’ and inter-connection with the State Park. This District is shown in Figure 17.

Project Strategy
The Comprehensive Plan recommends designating portions of this precinct as a unique
heritage district with a special role in Niagara Falls’ overall tourism offering as described in
Section 4.1.6. The area will retain its predominant residential scale and character of heritage
structures (see Section 4.1.7), enjoying a new relationship to the waterfront achieved through
the reconfiguration of the Parkway. The addition of new and complementary uses, such as
boutique hotels and bed and breakfast accommodations, would take advantage of the
precinct’s easy access from the Falls District and major routes into Niagara Falls from the
south. Heritage themed streetscaping (see Section 4.1.6) is appropriate for the district and
would support renewal and reinvestment. The redesign of the Parkway would provide for
appropriately scaled pedestrian and vehicular access to the riverfront open space. New street
and pedestrian connections would better link this portion of the city to the park. A high
degree of design excellence should be promoted through urban and heritage design
guidelines to ensure new buildings fit with the character of existing built form.

A transit and visitor orientation element located at or near the intersection of Buffalo
Avenue, John B. Daly Boulevard or Rainbow Boulevard (see Section 5) would strengthen
the importance of the precinct as a key point of entry into the city and be an important
complement to future tourism development north and east of the district.

Intensification of the precinct over the long-term with additional tourist accommodations in
the form of appropriately-scaled bed and breakfasts and boutique hotels, as well as new
residential developments, would help to strengthen the area and encourage investment in
existing buildings. Parking associated with non-residential uses should be located off public
streets and behind structures, either at grade or in structured parking facilities.
Opportunities to locate shared parking structures immediately adjacent should be explored
by the City of Niagara Falls as a strategy for meeting parking requirements in the area.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 84

1. Designate the Buffalo Avenue area as a Heritage District
Project type: Partnership and Management
Project priority: 0-5 years
As outlined in Section 4.1.6, Heritage Preservation, the Buffalo Avenue area should be
designated a Heritage District in order to protect and enhance the historic character of its
buildings and streets.

2. Establish a Visitor Orientation Center

Project type: Planning/Scoping, Management, Design and Installation
Project priority: 0-5 years

In the district and/or adjacent on Buffalo Avenue, John B. Daly Boulevard or Rainbow
Boulevard is where a major visitor orientation center incorporating parking, transit facilities
and year round visitor information services should be considered (see Section 5). Visitor
orientation at or adjacent to the district, particularly closer to John B. Daly Boulevard could
establish a control point for access to all major wayfinding routes and attractions within
Niagara Falls. Introduction of such a center should take place in conjunction with long-term
parking facilities; or in combination with other cultural or recreational facilities, and; the
establishment/expansion of a visitor shuttle service with stops at major attractions and
tourist amenities (see Section 5 and Figure 18).

3. Undertake an Integrated land use and transportation improvement project to

redesign and reconfigure the Robert Moses Parkway
Project type: Partnership, Planning/Scoping, Design and Design Guidelines and Installation
Project priority: 0-5 years

The redesign of the Robert Moses Parkway would establish a new urban interface between
the city and its waterfront. The segment of the Parkway located between First Street and the
intersection of John B. Daly Boulevard and Buffalo Avenue should act as an extension of
the improved Prospect Street (see Section 4.1.3 above), with a very high level of streetscape
finishing. It should be designed as a two-lane riverfront drive compatible with Olmsted’s
original design intent, including new tree plantings and sidewalks on both sides of the park-
way and reinforcing the route as a place for pedestrians and fully integrated into the
waterfront area.

The alignment of the new redesigned Park-way would link Prospect or Main Street and the
more formalized Park entrance near Daly Boulevard. This alignment is consistent with the
role of the roadway as an important public interface between the City and the Park designed
to would ensure that the City and its buildings are situated to present a ‘front’ to the
redesigned park-way and the State Park. The redesigned park-way may continue to Daly
Boulevard or it may connect to Buffalo Avenue via the existing Riverside Drive or new
‘round-about.’ The impacts to business associated with the potential disconnection at Daly
Boulevard should be examined through a market impact assessment.

In addition, proposed new street connections would permit temporary street closures along
portions of the new redesigned park-way to accommodate programmed events and festivals,
while ensuring access and servicing needed to support local business and visitation. This
portion of the new redesigned park-way or ‘riverfront drive’ would also be designated a

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 85

Pedestrian Priority Zone (see Falls Precinct Section 4.1.3) with pedestrian and non-vehicular
forms of movement given priority over the automobile. The use of special streetscape
treatments, special paving or cobbles, highly articulated pedestrian crossings and signage will
create the Pedestrian Priority Zone as part of the land uses.

The re-configuration of the Parkway and its integration into the urban grid will allow the
immediate removal of the ramps from John B. Daly Boulevard south of Buffalo Avenue and
will allow the continued change of the Parkway as an expressway and arterial to a simple
park-way and riverfront drive. A new traffic calming round-about or circle at, or near the
Buffalo Avenue intersection would function as an entry to the downtown and transition to
park and open space precincts. This new transportation feature would create a strong
positive impression for visitors and encourage redevelopment of the many parcels currently
found along Rainbow Boulevard and re-generation of the many vacant parcels along Buffalo
Avenue.

4. Undertake a Heritage Streetscaping Plan and Improvement Program for

Buffalo Avenue
Project type: Design and Installation
Project priority: 5-15 years

As recommended in Section 4.1.6, Heritage Preservation, improvements to the public realm

would reinforce the heritage character of this precinct and support a heritage district
designation, encourage residential renewal and reinvestment and set the stage for high-
quality infill developments reinforcing the low-scale, traditional character of the precinct.

The master plan program should focus on place-making within the study area and examine
special streetscape treatments, heritage or themed lighting, seating and places of gathering,
landscaping, street tree planting and appropriate fencing to establish a cohesive image for the
district.

5. Develop Infill and Development Design Guidelines

Project type: Design Guidelines
Project priority: 5-15 years

As described in Section 4.1.6, infill and development design guidelines should be developed
to guide infill and plan projects in this important Heritage District. The guidelines will
reflect the importance of the heritage designation and ensure the historic structures and that
the character of the precinct is protected.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 86

4.2.8 [Seneca Niagara] Casino Precinct
Description
The Casino Precinct encompasses lands subject to the State of New York-Seneca Nation
Casino Compact. The precinct is approximately 50 acres and is bounded by Third Street on
the west, Niagara Street on the north, J.B. Daly Boulevard on the east and Rainbow
Boulevard on the south. It contains the casino resort operated by Seneca Gaming
Corporation (SGC) was established by the Seneca Nation of Indians in August 2002 for the
purpose of developing, constructing, leasing, operating, managing, maintaining, promoting
and financing all of the Nation’s gaming facilities within the precinct. Seneca Niagara Casino
opened its doors on December 31, 2002 and opened a luxury hotel, the 26-story Seneca
Niagara Casino & Hotel, on December 30, 2005, with future expansions planned. St. Mary’s
RC Church is the only non-Seneca property within the precinct.

The compact between the State of New York and the Seneca Nation permits the operation
of a casino on the designated lands for up to 14 years. However, the nation retains
ownership of properties acquired under the terms of the agreement. In addition, the
compact lands are Seneca Nation sovereign territory, which means they can be developed as
the Nation desires, without municipal review, approval or public disclosure.

Project Strategy
It is in the best interest of the Seneca Nation and the City of Niagara Falls to communicate
and collaborate on a regular basis with regards to the development of the compact lands, as
well as development beyond the compact lands in the Core City initiated by the municipality.
The many municipal-led projects in the Core City recommended by the Comprehensive
Plan, including the design competition for and creation of a “Festival Square,”
improvements to the Old Falls Street Promenade leading to the main entry to the casino, the
Urban Design and Retail Master Plan for Niagara Street, will have a significant and positive
impact on the Seneca Nation and casino visitation over time.

Changes in the urban fabric can be expected to have a significant and positive impact on the
ability of the city and the casino to attract a broader tourism demographic; how visitors
arrive at the casino; and what they see and do prior to and after visiting the casino. These
changes would l also impact whether or not they choose to stay in the city for an extended
period and make the casino just one of many stops within the Core City.

By working together, the City and the Seneca Nation can coordinate activities and
development ventures to maximize mutual economic benefit and ensure every project fully
contributes to positive change within the Core City without precluding future opportunities.
To this end, the City and the Nation should meet regularly to discuss long-term objectives,
especially as these relate to transportation infrastructure as well as proposed new
developments. Ultimately, the City and the Nation may wish to undertake the preparation of
a joint Master Plan for the compact lands and immediately surrounding areas to facilitate and
co-ordinate the long-term objectives of both parties. Careful consideration of all the
opportunities within the framework of a long-term, incremental development Master Plan
will yield benefits, partnership opportunities and cost savings to both parties.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 87

In the short-term, the Casino Precinct can play an important role in the efforts to improve
the image and visitor experience of Niagara Falls and the Core City. Greening undeveloped
land as an interim use will enhance the visual and physical quality of the precinct. This is an
inexpensive proposition that could be undertaken jointly by the Seneca Nation and the City,
promoting a collaborative relationship. Ultimately, the built form of the Casino Precinct
should as it develops become more integrated with the surrounding urban fabric.

4.2.9 East Falls Street Redevelopment Area16

Description
The City of Niagara Falls and the Niagara Falls Urban Renewal Agency adopted a
conceptual plan for East Falls Redevelopment Area. This plan is contained in the 1991
Urban Renewal Plan, which establishes URA land controls specific to high volume
retail/tourism uses or uses complementary thereto. The “action area” is bounded by Niagara
Street, Portage Road, Buffalo Avenue and John B. Daly Boulevard. The intent of the URA
Plan was to acquire and “bank” properties within this area and to enter into a partnership for
the purpose of significant redevelopment. At approximately 120 acres of public and private
property in addition to public rights of way, the extent of these lands represents an area
slightly larger in size than the Falls and Casino Precincts together. Developers were and still
are expected to make proposals for redevelopment subject to review and approval of a
developer’s agreement and schedule by the NF-URA and the City of Niagara Falls.

Project Strategy
The City of Niagara Falls should work very closely with prospective developers to ensure
that East Falls Redevelopment Area ultimately develop as an extension and expansion of the
downtown with a similar mix of employment, residential, office, commercial and tourism
uses to strengthen the overall economic position of the city. Clearly, the Comprehensive
Plan has recommended a number of focused initiatives within the existing downtown, the
Falls Precinct, the Cultural District and other Core City areas adjacent to the riverfront. It
will be important to ensure that development propositions in the East Falls Redevelopment
Area do not weaken, detract or compete with redevelopment initiatives planned within the
western portion of the Core City, and do not have adverse impacts on the overall market by
exceeding demand and thereby precluding redevelopment and reinvestment elsewhere in the
Core City.

While the East Falls Redevelopment Area is located within the Core City, it is located at
some distance from the existing major assets, including the State Park, the Falls Precinct, the
riverfront, the future Cultural District, and the new conference center. The East Falls
Redevelopment Area will need to find its development niche in relation to the Casino
Precinct that lies between it and the Falls. In light of the need to align the City’s resources to
its current size and population, and the existing condition of the short-term market,
redevelopment initiatives focused immediately adjacent to the State park and/or existing
areas of tourism and other activity centers (i.e. the Falls and Cultural Districts, Buffalo
Avenue and Niagara Streets Precincts), development in East Falls Redevelopment Area must
be clearly justified by a market study fully assessing economic impacts associated with the
proposed development. This will ensure that proposed initiatives will not pull investment,
16 Referred to previously in the 2004 NF Strategic Master Plan as “Lands Subject to Development Agreement”

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 88

activity and interest away from existing critical tourism areas and redevelopment initiatives in
the downtown. In this way, proposed development within the subject land can be weighted
against the potential to create the required critical mass of activity around proposed catalyst
projects in the downtown, intended to strengthen growth in tourism, commercial and
residential developments. In addition, large-scale residential development in the East Falls
Redevelopment Area will likely have a detrimental effect on the ability to encourage needed
housing renewal elsewhere in the Core City. At best, this would significantly delay private
sector reinvestment in existing housing stock, thereby undermining other projects and
programs intended to promote neighborhood renewal in the Core.

As with the Seneca Nation and the development of the compact lands, it is in the best
interests of both developer and the City of Niagara Falls to communicate and collaborate in
the development of the lands east of John B. Daly Boulevard to ensure maximum return to
the City and its residents. Once development proposals come forward, they should be
evaluated against the municipality’s own development priorities and against a comprehensive
market assessment to determine implications to existing business, tourism and residential
precincts in the Core City.

The municipality also has an interest in ensuring that a flexible development framework is
created for the lands that can logically connect the area to the existing street network,
preserve important heritage and architectural resources, create valuable public open space,
and permit phased development over time. In the short-term, the municipality should
encourage the creation of a flexible use development framework that demonstrates the
attributes outlined above, and has the ability to create a valuable open space resource east of
John B. Daly Boulevard that could be redeveloped over time as market conditions permit.
There should be a flexible development framework that is well connected to existing urban
fabric and that can accommodate a mix of uses similar to those found elsewhere within the
downtown commercial districts. Initial investment in the open space resource would build
and add value to adjacent development blocks, which could be released incrementally over
time for redevelopment in response to economic and market growth. The image of the city
and the John B. Daly Boulevard entranceway would be significantly improved through this
type of approach, creating a more positive first impression of the value of the East Falls
Area.

The City should require the preparation and implementation of urban design guidelines for
all developments within the East Falls Redevelopment Area as well as a full market study for
each development phase. Guidelines would be a useful mechanism for ensuring that urban
and not suburban building typologies are pursued and for promoting a higher standard of
construction engineering, architecture and public realm design.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 89

5. ENHANCING THE TOURISM EXPERIENCE: ARRIVAL AND
ORIENTATION

The tourism potential of Niagara Falls represents the primary opportunity for diversifying
and expanding the local and regional economic base. Capturing and leveraging the tourism
potential to enhance the overall tourism experience is critical to the city’s future success and
the re-definition of the city’s visual and physical image. The city boasts a wealth of tourism
resources today – the premier attraction of the Falls themselves, the State Park system, the
recently completed Niagara Gorge Discovery Center, the Aquarium of Niagara, and the
Seneca Niagara Casino to name but a few. The Core City Strategies and the ‘Big Moves’ are
intended to reposition and leverage existing strengths and assets by establishing a series of
recommendations, programs and initiatives, which knit together and build intelligently on
existing resources, adding value through new amenities, special features, high-quality tourism
attractions, and cultural and educational developments that can be undertaken over time as
part of a comprehensive program for renewal of the city. Creating the Cultural District and
improving the quality and performance of the State Park system, especially the
reconfiguration of the Robert Moses Parkway, and improving the urban interface to the park
along the riverfront are key steps in enhancing Niagara Falls as a destination worthy of
extended and multiple visits.

In order to fully realize the tourism potential of Niagara Falls, a strategy aimed at
fundamentally changing the visitor experience is necessary. Tourists to Niagara Falls should
be immediately captivated, not only by the Falls, but also by the landscape and the city, its
buildings and the amenities that surrounds them. Niagara Falls should become known for
offering a real or ‘authentic’ urban experience showcasing local places of character,
remarkable streetscapes, high-quality parks and open spaces, and excellent building fabric
creating an attractive physical setting for an array of high-quality, family-oriented educational
attractions. The Core City must evolve to become a memorable and enjoyable place for
both visitors and residents. Visitors should be able to move between the city and the
riverfront with maximum ease and the location of tourist-related services and amenities, such
as parking, visitor centers, hotels and restaurants should be intuitive, easy to find, and well
integrated into a welcoming visitor experience.

While the Core City Strategies are focused on targeted initiatives designed to strengthen the
tourism sector and other sectors critical to the health, prosperity and vitality of the city, this
section of the Comprehensive Plan deals with improving the visitor experience. Specifically,
by organizing and choreographing the arrival sequence to create a strong first impression, it
encourages visitors to explore both the extensive park system along the Niagara River and
the city itself. Clearly, the development of an organized arrival sequence will take time, and
it will not be one of the first projects to be implemented within Niagara Falls. Rather, it will
involve a number of initiatives undertaken in a logical sequence and coordinated with other
recommendations contained within this document to add up to significant change and an
appropriate arrival, wayfinding and orientation program.

Perhaps most significant to this process is the proposed reconfiguration of the Robert
Moses Parkway, which enables the connection of the city to its riverfront and the
redevelopment and intensification of this high-value urban corridors and park edge with a

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 90

mix of active and attractive uses creating a new image for the city – the city in the park. This
project is essential to achieving an arrival sequence that can captivate those who travel along
it, and encourage them to want to explore all the city has to offer. Additional strategies are
also needed to address the orientation and movement of visitors once they are in the city
itself. Today, visitors to Niagara Falls arrive to find themselves in a sea of signs directing
them to a multitude of locations, without a straightforward means of making their way
through the city to a series of key destinations. This Plan sets out a series of
recommendations below that are intended to secure a positive tourist experience over time
and help encourage visitors to remain in Niagara Falls for extended periods exploring the
City’s riverfront and the park system, its shopping and restaurant amenities, and its wealth
other of amenities and attractions.

Arrival and Orientation

In the short-term, visitors to the city would be directed into the city along the new
riverfront drive (see Figure 18). As the quality and image of the western and southern edges
of the Casino Precinct, Niagara Street, Rainbow Boulevard and Buffalo Avenue improves
over time, visitors will be encouraged to use these routes to access other city districts as well.
Improving traditional arterials and collector routes will offer greater commercial
opportunities over time. Arrival routes should focus on creating opportunities to support the
city’s economic growth and prosperity. Over time the Robert Moses Parkway would be re-
configured as a Pedestrian Priority Zone. In the short term, it would be the redesigned park-
way, between John B. Daly Boulevard and Fourth Street, that would intermittently be closed
to vehicular traffic to support special events, festivals or seasonal celebrations along the
riverfront.

1. Wayfinding Strategy
A comprehensive wayfinding strategy should be undertaken for the city focusing on with the
Core City and the primary entrance routes into Niagara Falls as the key areas of focus. The
City of Niagara Falls must work with other agencies, including NYS-DOT, OPR&HP, USA
Niagara Development Corporation, and the Niagara Bridge Commission, to establish
consistent signage policies that provide clear standards for approval, design, size and
location. Authorization should be required to post signs.

2. Visitor Orientation Centers

Visitors to Niagara Falls arrive at the Core City at a number of points – Whirlpool Bridge/
Old Customhouse area, Rainbow Bridge, Pine Avenue, Main Street, the riverfront
drive/John B. Daly Boulevard/Buffalo Avenue area. Well-marked visitor orientation centers
at or close from these primary points of entry into the Core City are necessary to guide
visitors into the city and to help them plan their stay. The centers should provide travel
information, visitor orientation and reservation services.

Figure 18 indicates suggested locations for a series of visitor orientation centers that offer
easy access and a direct route into the Core City – the Old US Customhouse, Falls Street
Plaza and the intersection of Buffalo Avenue and John B. Daly Boulevard. Visitor
Orientation Centers need to be phased in and coordinated with other initiatives as tourist

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 91

activity increases. For example, the Visitor Orientation center shown just to the East of
Falls Street Festival Square should be achieved through the redevelopment of the Rainbow
Center Mall and the municipal parking structure above. Additionally, parking should be
close to or available at each visitor center location. Over time, each center will be serviced
by a visitor shuttle system linking people to hotels, attractions, shopping, restaurants and
additional parking in the Core City (see below).

 The Old Falls Street Promenade and vicinity is an ideal location for a visitor orientation
center given its central location at the interface of the park and the city, and its proximity
to existing parking facilities. Establishment of this center should be undertaken
immediately in either a temporary or permanent configuration to provide a source of an
attraction that can market all Niagara Falls has to offer and offer additional information
services to visitors. The Opportunity to integrate this facility into the redevelopment of
the Wintergarden as a short-term, temporary or possibly permanent initiative should be
explored with the building’s owners. Ideally, a permanent facility should be included as
part of the redevelopment of the Rainbow Center property.

 An orientation center is a natural fit for the new IRS-ITC located at the historic US
Customhouse. The redevelopment of the (Old) Customhouse as a transit center is an
important opportunity to create a critical mass of tourist amenities serving both train
passengers and automobile traffic. Just as important, this important piece of
infrastructure will add to the amenities of an expanding riverfront district while
bolstering the commercial activity on North Main Street. New parking facilities, a visitor
orientation element, and a visitor shuttle system connecting to the Casino District and
downtown will bring additional functionality for all users.

 Over the long term, and with the development of a stronger tourism market and
improvements to the quality and image of the area immediately east of John B. Daly
Boulevard, tourists should be encouraged to consider Rainbow Boulevard, Buffalo
Avenue and John B. Daly Boulevard as routes into the Core City. When this happens, a
major visitor orientation center incorporating parking and possibly other tourism uses
should be established at, or near the intersection of these streets. A relatively large site
situated at the primary entryway into the core city and a visitor center can be expected to
capture a great deal of traffic, provide orientation services, and through the development
of the visitor shuttle system, alleviate traffic congestion in the core while delivering
people to many destinations within the city.

3. Parking
Virtually all visitors to Niagara Falls are travelling by automobile or tour bus, making the
provision of parking facilities a critical element within the overall tourism strategy. Figure 18
identifies a number of strategic sites throughout the Core City that would achieve the
following parking objectives:
 Provide easy access to major attractions and amenities
 Encourage visitors to explore the city on foot or via the visitor shuttle system (see
below)
 Preserve and protect the open space assets and environmental resources that are the
foundation of the tourist economy
 Tie parking into the overall movement network within the Core City

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 92

Partnership arrangements and joint ventures involving various public and private sector
parties can help to reduce the cost and risk involved in providing parking, and provide
predictable revenue streams to each party. Each partner is assigned responsibility for
construction, operations and maintenance as appropriate, based on the experience and
expertise required to ensure the most efficient and effective use of resources and maximum
gain to both the provider and the user. The municipality should explore partnership and
joint venture arrangements with public sector agencies and the private sector to add to the
parking resource in the core city. All major development projects within the core are a
potential source of additional parking supply and the city should work with development
proponents to overbuild and always add to the public parking resource.

4. Rainbow Bridge Plaza Improvements

Landscape improvements to the existing Rainbow Bridge Plaza and the immediate area will
provide a high-quality public area that balances security requirements with opportunities for
public spaces. Rainbow Bridge is a key entry point into the city and a major entry point into
Western New York. Its character and quality should reflect its importance as a primary
point of entry. Signage directing travelers to the bridge or into the city must be clear and
straightforward to ensure the quick and efficient movement of vehicles away from the bridge
and to prevent unnecessary queuing on city streets by those crossing over Rainbow Bridge to
Canada.

Connections
The Comprehensive Plan seeks to encourage visitors to explore the Core City without
requiring the use of automobiles. Tourism development is primarily focused within this area
and the Comprehensive Plan builds upon existing attractions in the core to create a critical
mass of amenities and destinations. Initiatives described in the Core City Strategies
emphasize the creation of a human-scale, walkable Core City known for its high-quality
pedestrian realm. A number of new street connections (see Figure18) would provide new
routes into the city and better link the city and the riverfront, providing easy access between
the park, the water and the many services, attractions and amenities located in the core.
Multimodal improvements in the Core are critical, but so are new improvements between
modal connections —in particular, at the airport and at the railway station.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 93

1. Pedestrian Priority Zones
The Comprehensive Plan identifies a series of Pedestrian Priority Zones and connections
(see Figure 18) that are intended to enhance pedestrian use and provide flexible public
spaces, plazas and streets that can be closed to vehicular traffic at certain times of the year or
for special purposed to accommodate special events such as festivals and street parties. This
level of flexibility is necessary to provide year-round support for the retail uses that front
many of the streets and public area in the Pedestrian Priority Zones. Designated Pedestrian
Priority Zones, which also function as streets, would be active in the warm months and
during the tourist season, and during special events. During colder months and the off-
season, vehicles will need to be permitted on these streets to ensure customers can access
businesses, and that business can remain viable and emergency servicing and delivery is
maintained. Pedestrian priority streets must be subject to high-quality streetscape design to
ensure they are safe, comfortable and can flexibly accommodate special purpose events, as
well as transportation functions.

2. Visitor Shuttle System

A visitor shuttle system should be phased in and routed through the Core City and city wide
over time, connecting key points of interest, attractions and multiple local venues while
providing an efficient alternative method of transportation alleviating automobile congestion
and parking demands in the Core City. The shuttle system would connect tourists arriving
at visitor information and orientation centers to amenities found in the Core City, to major
attractions, and to transit stops and stations (see Figure 18). The shuttle system is an
important tool for encouraging tourists to extend their visit by introducing them to areas of
the city they were unaware of or had not considered visiting and providing information
about these sites and places to encourage visitation and extended stays within the city.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 94

6. PRIORITY INITIATIVES WITHIN THE CORE CITY
The Comprehensive Plan sets out an exciting and aggressive vision for the Core City.
Significant commitment and diligence over many years will be required to achieve this vision.
The Summary of Priority Initiatives describes the sequence of steps to be undertaken to
implement the strategies over time. The Action Plan is divided into two timeframes – short-
term (1 to 5 years) and long-term (5 to 15 years) (see Figures 19 and 20).

6.1 The Short-term Projects for Implementation (0 to 5 Years)

The first 0 to 5 years of implementation will primarily involve ‘getting organized’. During
this time, the City and its partners will initiate and complete the studies necessary to achieve
two of the most exciting elements of the Comprehensive Plan – the redesign of the Robert
Moses Parkway and the establishment of the Cultural District – and undertake a number of
other important priority projects. These have tremendous potential to be ‘early successes’ as
projects that can be completed in the short-term, such as the Falls Street Festival Square,
Third Street streetscape improvements and the John B. Daly Boulevard extension.
Successfully implemented, these projects would bring attention to the renewal efforts and
help to create momentum and commitment for further change within the community by
catalyzing private sector action and leveraging coordinated public sector investment. These
early initiatives would also establish an environment of confidence, set a ‘quality benchmark’
for future developments and attract interest in the city as a place to live, work, play and
invest. Planning, coordination and preliminary studies focusing on specific longer-term
projects will also be undertaken in the short term. The municipality will determine final
implementation schedule of all project recommendations presented through the
Comprehensive Plan, in conjunction with partnership agreements and the city’s capital
budget process.

6.2 The Long-term Projects for Implementation (5 to 15 Years)

Following the first 5 years of implementation, the City and its partners will be prepared to
begin construction of a number of projects that were previously in the planning and scoping
phase. These include the Cultural District and the redesign of the Robert Moses Parkway
and the redevelopment of properties along it. Many of the land assemblies necessary in the
first 5 years would have also taken place, enabling the City to also begin construction of new
public spaces and tourism infrastructure, such as the Lockport Road parkette and Third
Street Civic Park and Canal Interpretive Walk. The municipality will determine final
implementation schedule of all project recommendations presented through the
Comprehensive Plan, in conjunction with partnership agreements and the city’s capital
budget process.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 95

7. GENERAL CITYWIDE POLICIES

The citywide policies presented in this section establish a broad framework for the
revitalization of key components of the City’s urban environment. Specifically, the citywide
strategies have been organized into the following nine policy areas:

1. Land Use;
2. Historic Resources;
3. Built Environment;
4. Environmental and Open Space Resources;
5. Transportation;
6. Economic Development and Tourism Development;
7. Housing;
8. Brownfield/Greyfield Development; and
9. Waterfront Development.

Each of the above are important components of a healthy urban city. While the Core City
Strategies identify targeted initiatives specific to a site or precinct context (see Section 4), the
general Citywide Policies, building on the Core City Strategies, outline recommendations for
major components of the city as a whole. As such, they represent ongoing or continuous
programs that must be established, managed and monitored over time and will require
financial and personnel resources.

How to Use

The general citywide policies contained in this section should be consulted regularly for the
broadest level of citywide policy guidance, particularly in the absence of any plan or study
pertaining to a particular issue or area. The policies should also be used as a guide and
catalyst for additional studies and area- and/or issue-specific plans, which should be
considered as amendments to the Comprehensive Plan.

At the same time, the citywide strategies serve as a guide for developing future plans, and
even the most detailed policy or strategy from an issue- or area-specific plan should be able
to trace its origin back to a general policy in this section of the Comprehensive Plan.
Therefore, there should be no conflict between the citywide policies in this section and
more detailed area- or issue-specific plans that may ensue; the policies and strategies of the
latter simply address a given issue or area in a more detailed manner than the former.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 96

Consistency

It is neither possible nor desirable for a citywide policy document, such as the
Comprehensive Plan, to anticipate every potential circumstance or development scenario
that may arise. By its very nature, the Comprehensive Plan will simultaneously contain
numerous competing and/or overlapping policies. General citywide policies must be
considered and weighed according to the particular situation at hand. While adopted policies
and actions should be adhered to and followed, common sense will dictate their application
in particular situations.

As already mentioned, area- or issue-specific plans can be undertaken to provide additional

clarity and certainty, when needed. Such plans should derive from and be consistent with
one or more of the general citywide policies in this section of the Comprehensive Plan, but
will address specific needs and circumstances of a particular area or issue in more detail. The
policies and strategies set forth in an adopted area- or issue-specific plan should be viewed as
a refinement of the broader policies contained in this document. In the event of a perceived
conflict, the policy or action recommended in an adopted area- and/or issue-specific plan
should take precedence over its more generalized counterpart in the Comprehensive Plan.

Citywide Policies

Preceding each policy area is a general policy statement. The general policy statement is a
broad statement of the City’s approach to addressing and solidifying the policy area. The
main policy areas are: land use, historic resources, the built environment, environmental and
open space resources, transportation, economic development and tourism, housing,
brownfield/greyfield development, and waterfront development.

Within each policy area, specific goals have been identified, and where applicable, action
items for each goal are given. As stated earlier, these should be reassessed and revised time
to time to ensure their compatibility and relevance to the City’s vision for its future as it
evolves over time.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 97

7.1 POLICY AREA 1 LAND USE

General Policy Statement:

It is the City’s policy to ensure that the City’s vision for development is supported by appropriate land use
policies and regulations, and that the City pursue a fine-grained, mixed use approach to land use that respects
the existing character of healthy, stable neighborhoods, while allowing the City to grow and revitalize. In
order to achieve this, the City sets the following policies:

Policy 7.1.1 Conserve and strengthen existing residential neighborhoods (see

Figure 21).

Action 1 Promote development that rehabilitates existing housing stock

within city neighborhoods.

Policy 7.1.2 Encourage a pattern for new development that incorporates a mix of
uses at a variety of densities.

Policy 7.1.3 Pursue a “fine grained” approach to land use that allows uses to mix
and benefit from one another.

Policy 7.1.4 Strengthen the Core City by encouraging higher density development
that encompasses a mix of uses that supplies services to residents,
especially to adjacent neighborhoods, as well as to tourists.

Policy 7.1.5 Encourage development that supports an accessible waterfront from

waterfront adjacent districts which offer a mix of uses and
connections to other land use districts – such as nearby
neighborhoods, parks, greenways or trails, etc.

Policy 7.1.6 Maintain and enhance natural areas and open space while also
providing connections and which may promote alternative forms of
transportation.

Policy 7.1.7 Encourage commercial and light industrial uses only where most
appropriate.

Policy 7.1.8 Encourage and support alternative or interim land uses and creative
site planning solutions in vacant and/or underutilized industrial areas
that support the City’s overall renewal vision and strategy.

Policy 7.1.9 Retain public sector functions, uses, and institutions in centralized
locations.

Action 1 Coordinate with the operators of public uses (i.e., school board,
United States Postal Service, library system, municipal
government) to rethink relocation and decentralization plans.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 98

 Policy 7.1.10 Coordinate the City’s land use vision with its transportation policies
and projects to encourage and support the connection between
development and transportation for both resident and tourist
populations.

Policy 7.1.11 Employ land use policy to solve and prevent transportation related
issues, such as traffic congestion and land use related issues, such as
parking.

Policy 7.1.12 Undertake and adopt future area- and/or issue-specific plans, as
needed.

7.2 POLICY AREA 2 HISTORIC RESOURCES

General Policy Statement:

It is the City’s policy to protect, enhance, and capitalize on the City’s unique historical, cultural, natural, and
architectural heritage resources and structures. In order to achieve this, the City sets the following policies:

Policy 7.2.1 Identify and protect the City’s cultural, natural, and historic resources
and structures.

Action 1 Establish districts that protect historic and architecturally

significant resources, such as heritage, preservation and historic
overlay districts.

Action 2 Evaluate the City’s policy on demolitions.

Action 3 Expand the role of the Niagara Falls Historic Preservation

Commission to include advisory review of development in
heritage districts.
Policy 7.2.2 Identify, conserve and replicate successful, historic elements of
design in existing neighborhoods, including both new development
and reinvestment in existing structures and infrastructure:

Action 1 Establish heritage districts.

Action 2 Revise and fine tune City’s zoning and land use regulations to
permit and encourage desirable historic development patterns.

Policy 7.2.3 Encourage the adaptive reuse of historic structures.

Examples: Carolyn’s House; the conversion of the Old Customhouse

to a train station; the conversion of the Pine Avenue High school to
the Niagara Arts and Cultural Center (NACC).

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 99

 Action 1 Identify and create levels of flexibility for land use, zoning and
building code requirements, where appropriate, to encourage
reuse of heritage resources and structures.

Action 2 Encourage the rehabilitation and restoration of historic

resources and structures.

Policy 7.2.4 Celebrate and interpret the City’s many historic, cultural, and
archeological heritage resources.

Action 1 Make historic districts and heritage areas distinct by providing

them with unified design themes that set them apart from the
rest of the City.

Action 2 Coordinate with local historic preservation and landmark

organizations to organize historic oriented educational and
entertainment events.

Action 3 Create public awareness of the City’s many historic, cultural,

and archeological resources and structures through education
and public events.

7.3 POLICY AREA 3 BUILT ENVIRONMENT

General Policy Statement:

It is the City’s policy to foster a built environment that respects the City’s historic architecture and design
while allowing for new development and growth that possesses a high level of architectural integrity, fosters a
pedestrian-friendly environment, and respects the City’s important natural, scenic, and open space resources.
In order to achieve this, the City sets the following policies:

Policy 7.3.1 Maintain and replicate the City’s scale and urban form where
appropriate, while creating opportunities for increased densities
elsewhere.

Action 1 Utilize floor to area ratio (FAR) to ensure proper density and
promote flexibility in design.

Action 2 Devise design guidelines for specific neighborhoods that outline

the massing and scale requirements for development, as well as
identifying specific design and architectural elements for each
such neighborhood.

Policy 7.3.2 Enhance the City’s streetscape and important gateways to and from
neighborhoods.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 100

 Action 1 Develop conceptual guidelines to define gateways using signs,
plantings, architectural landmarks and other design features.

Policy 7.3.3 Enhance the pedestrian environment and experience through design
and amenities that support pedestrian movements, for both the able
and disabled population.

Action 1 Develop and incorporate pedestrian oriented design guidelines

into the construction of new buildings, roads and other City
infrastructure and projects.

Action 2 Discourage and/or prohibit surface parking lots in the Core

City.

Action 3 Incorporate retail and other uses into the exteriors of public
parking structures.

Policy 7.3.4 Protect the City’s scenic views and encourage development that
complements the City’s natural resources and its desired community
character.
Action 1 Develop design guidelines for high-rise architecture that is
complementary to existing scenic resources

Policy 7.3.5 Mitigate the negative impacts of vacant and abandoned properties.

Action 1 Encourage programs that support façade and window

improvements that mitigate the negative impacts of transitional
and/or vacant storefronts.

Action 2 Encourage interim landscaped areas on vacant sites as

temporary uses to enhance the image of the area.

Action 3 Develop the capacity to properly create and manage landscapes.

Policy 7.3.6 Focus City funds for infrastructure repairs and maintenance to areas
identified as necessary to support the City’s renewal and revitalization
efforts and to better align service delivery and maintenance of the
City’s infrastructure with actual needs until new growth requires
renewed expansion and investment.

Policy 7.3.7 Limit height and density along the waterfront in order to protect and
maintain the natural context and experience of the river setting while
maximizing the availability of scenic views.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 101

7.4 POLICY AREA 4 ENVIRONMENTAL AND OPEN SPACE RESOURCES

General Policy Statement:

It is the City’s policy to preserve, conserve, and recognize the environmental and natural resources of the City
in a manner that contributes to the City’s overall quality of life, enhances public health, and fosters
appropriate development. In order to achieve this, the City will (see also Figure 22):

Policy 7.4.1 Limit the potential for cumulative and secondary impact of
development and other activities on water, air, and land quality and
quantity.

Action 1 Ensure that proposed development or redevelopment is subject to

development review that seeks to protect important
environmental areas or resources.

Action 2 Devise a citywide tree program for the protection, replacement,

and maintenance of city trees.

Action 3 At a minimum, ensure that the City’s thresholds and standards

for evaluating impacts to natural resources are consistent with
those set forth by the federal, county, and state agencies with
jurisdiction over such resources.

Policy 7.4.2 Provide connections and public access, where appropriate, between
development and natural areas, parks, and recreation areas within the
City, as well as to regional connections of these resources outside of
the City.

Action 1 Devise an open space and recreation plan that outlines the
City’s goals for specific open spaces and recreational areas and
looks to provide connections between these resources.

Action 2 Improve Gill Creek as a ecological connection

Gill Creek should be strengthened as an important

environmental resource and connection between
Hyde Park and the Upper Niagara River. The creek is
one of only two water-based links from the river into
the city and could be better integrated within the
city’s open space network with new plantings and a
natural environment emphasizing its ecological
functions. A walking and cycling route between Hyde
Park and the river should be developed perhaps
adjacent to the creek. New, designed open space
connections can be created by extending Hyde Park
to Gill Creek and extending the power conduit ROWs
linking Hyde Park and Gill Creek to the waterfront.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 102

Policy 7.4.3 Ensure that there is an adequate supply of permanently protected
natural areas, open space, and recreation resources.

Action 1 Evaluate and consider the adoption of a development impact fee

that is dedicated to the acquisition of open space and
recreational resources.

Policy 7.4.4 Protect and enhance the city’s waterfront from degradation and
damage associated with new development.

Policy 7.4.5 Guide development into the Core City to protect the city’s natural
resources and to provide an efficient level and cost of services to
residents.

Policy 7.4.6 Preserve important viewsheds and corridors with scenic views.

Action 1 Continue to map and identify scenic views from specific

highpoints within the city as well as along corridors and then
prioritize these for protection.

Action 2 Create scenic overlay districts within the city’s zoning to address
the protection of scenic views and corridors.

Policy 7.4.7 Protect, maintain, and enhance the city’s open space resources, parks,
and natural environment.

Action 1 Devise a citywide tree ordinance for the protection, replacement,

and maintenance of city trees.

Action 2 Implement the strategies for open space connections as outlined

in the Comprehensive Plan.

Action 3 Identify opportunities for the use of natural open space areas for
passive recreation uses.

Action 4 Undertake a DeVeaux Woods State Park Master Plan

Study in partnership with State Parks

DeVeaux Woods is a remarkable asset to both the city

and the State. It should be the subject of a Master
Plan Study, undertaken in partnership with State
Parks, to explore potential uses, economic feasibility
and a broad range of partnership scenarios benefiting
the municipality and the state agency. Areas of
examination should include environmental and
natural sciences education and research, an ecology
park, interpretive and public outreach programs,

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 103

 conference facilities, State Park program headquarters
and others. The City of Niagara Falls should work
closely with State Parks to ensure that future
development/use proposals take advantage of the
many positive features of the site and its location
along the river corridor, result in a high quality of
design and are not disruptive to the adjacent
residential uses.

More Comprehensive greenway planning is needed to

include the parks assets at the northern end of the
gorge - Hole/Whirlpool State Park, Earl Bridges Art
Park.

Action 5 Develop a Citywide Parks Plan

The City of Niagara Falls should complete a

landscape and programmatic enhancement plan for
Hyde Park that provides for phased improvements to
the park aimed at accommodating a greater range of
activities and increased community use to strengthen
this amenity as a major community asset. As the
primary citywide community open-space in Niagara
Falls, Hyde Park should be well maintained with
attractive landscaping, while ensuring the safety and
comfort of park users. Opportunities and facilities
for indoor and outdoor recreational, community and
arts programming should be examined through the
enhancement plan process.

Policy 7.4.8 Acknowledge and enhance the city’s primary open space network and
resources as valuable new public infrastructure.

Action 1 Develop a Citywide Parks Plan

The City of Niagara Falls should complete a

landscape and programmatic enhancement plan for
Hyde Park that provides for phased improvements to
the park aimed at accommodating a greater range of
activities and increased community use to strengthen
this amenity as a major community asset. As the
primary citywide community recreational open-space
in Niagara Falls, Hyde Park should be well maintained
with attractive landscaping, while ensuring the safety
and comfort of park users. Opportunities and
facilities for indoor and outdoor recreational,
community and arts programming should be
examined through the enhancement plan process.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 104

Policy 7.4.9 Support and advocate for the National Heritage Area Designation

The potential designation of the Niagara River corridor as a

recognized National Heritage Area is an excellent opportunity to
begin the process of establishing the partnerships and resources
necessary to maximize the potential of both the corridor and its
urban edge that defines and contributes to the animation of the
resource. To effectively participate in this initiative, the City of
Niagara Falls will need to:

Action 1 Lead and actively support efforts to designate the Niagara

River corridor a National Heritage Area

Action 2 Establish partnerships with State Parks and Department of

Transportation, the Niagara Aquarium, Ontario and Erie
County tourism interests and others with a stake in the
Heritage Area and future of the river corridor

Action 3 Lead the establishment of a management entity that includes

representatives from the Federal and State Governments, the
City and Niagara County, to oversee the National Heritage
Area

Action 4 Participate in the identification funding mechanisms and

partnerships for the Heritage Area

Action 5 As soon as possible, undertake a scoping study for preparation

of a Heritage Area Master Development Plan, Management
and Operations Guidelines and a Cost Recovery Strategy with
other partner stakeholders

Policy 7.4.10 Establish agreements with State Parks and a management entity to
implement the City Waterfront Programs and develop a Natural
Heritage Area Master Plan and Programming Strategy

In partnership with State Parks, a management entity should be

established for the heritage area to implement the City Waterfront
Programs plan and establish a Natural Heritage Area Master Plan and
Programming Strategy to protect, enhance and maximize the value of
this tremendous open space asset for the city, its residents and
visitors and the state. The implementation strategy will involve
creating a federal Heritage Area Plan designation to establish shared
jurisdiction, developing a partnership with the State and collaboration
between the two entities working in equal partnership to implement
the plan for the riverfront. The City of Niagara Falls and State Parks
should collaborate in the Master Plan and programming strategy to

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 105

 guide the evolution of the asset and offer a rich range of experiences
throughout the year.

The Master Plan should:

 Identify landscape, programmatic and physical improvements

necessary to establish a series of linked destinations within
the corridor creating a sequence of places, landscapes
educational, recreational and interpretive opportunities equal
in quality to lands maintained by the Niagara Parks
Commission in Canada
 Identify opportunities for natural and cultural heritage
interpretation
 Identify design parameters for the reconfiguration of the
Robert Moses Parkway to establish a new riverfront drive
capable of successfully integrating and reconnecting Niagara
Falls to its riverfront
 Include a landscape improvement plan along the corridor
 Identify areas along the riverfront that would benefit from
buffering to minimize the impacts of adjacent uses, such as
the industrial corridor along Buffalo Avenue

The strategy should incorporate four programmatic areas – history,

culture, education and environmental awareness – to ensure that
there is always something new and different to see and experience as
a means of encouraging return visits to the riverfront.

7.5 POLICY AREA 5 TRANSPORTATION

General Policy Statement:

It is the City’s policy to encourage and provide a citywide transportation system that facilitates connections
between multiple modes of transportation; is safe, efficient, affordable, user friendly and accessible to residents,
tourists, and others; and that provides a viable alternative to the use of the private automobile, and encourages
walking and bicycling which in turn decreases the need for large parking facilities. In order to achieve this, the
City sets the following policies (see also Figure 23):

Policy 7.5.1 Offer choices between multiple modes of transportation so that

residents and tourists can choose to travel and move about and
through the City in many different ways.

Examples: Mode choice includes walking, bicycling, taking a bus, taxi, train,
tram, rickshaw or any other transportation mode.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 106

Policy 7.5.2 Coordinate land use and transportation policies.

Action1 Develop land use regulations that include provision for multiple
modes of transportation in consideration of site plan review.

Action 2 Ensure that transportation considerations are built into the site
plan review process.

Action 3 Focus higher density and mixed-use development in transit

accessible locations.

Action 4 Coordinate with federal, state, county, and local transportation

entities/departments to implement the City’s land use,
development and transportation policies.

Policy 7.5.3 Favor and nurture pedestrian environments over automobile

environments, if required at all, and utilize design standards to
camouflage parking through design and landscaping.

Action 1 Emphasize a pedestrian and bicyclist friendly and oriented

urban built form over parking.

Action 2 Emphasize the destination (i.e., Core City, shopping and

entertainment districts, heritage areas) over the parking facilities
that serve the destination.

Action 3 Place parking to the rear or sides of buildings within the Core
City and historic areas.

Action 4 Establish landscaping and screening requirements for parking

facilities.

Action 5 Reduce and/or eliminate off-street parking requirements

and/or establish maximums in mixed-use, higher density areas.

Action 6 Incorporate pedestrian friendly, streetscape enhancing elements

(such as retail, landscaping, windows, etc.) into the design of
parking facilities.

Policy 7.5.4 Encourage walking and bicycling as viable alternate modes of

transportation.

Action 1 Coordinate with GBNRTC’s bicycle and pedestrian program

for technical support in devising a citywide bicycle and
pedestrian plan.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 107

 Action 2 Incorporate new or enhance existing bicycle and pedestrian
pathways and amenities in new development or in redevelopment
projects.

Action 3 Utilize traffic calming measures to create a safe pedestrian and

bicyclist environment.

Policy 7.5.5 Promote transit supportive development.

Action 1 Encourage a development pattern that incorporates a mix of

uses at a variety of densities, which in turn limits the need and
demand for parking and unnecessary automobile trips, while
supporting the use of public transportation.

Policy 7.5.6 Ensure that the public transit system is designed to be a system of
“choice” rather than a system of “last resort.”

Action 1 Make the transit system easy to use for both discretionary riders
and those that depend upon it.

Action 2 Provide information such as route maps, schedules, and route

number information/signage at every step of the transit
experience: on the Internet, at the transit stop, and en route.

Policy 7.5.7 Reduce opportunities for transportation conflicts, both within and
between modes.

Action 1 Reduce excessive curb cuts.

Action 2 Encourage and/or require shared parking facilities with cross
access easements between commercial properties.

Action 3 Incorporate design elements into transportation projects that

establish boundaries and hierarchies for the various modes (i.e.,
colored and textured pavers to indicate a crosswalk, striped
bicycle lanes, signage for transit stops, etc.)

Policy 7.5.8 Employ alternative approaches to traffic and congestion management

than traditional limited access, highway approaches.

Action 1 Encourage new road development that completes the street grid
and connects the City’s neighborhoods together and also reduces
traffic congestion by dispersing automobile traffic over a large,
integrated network.

Action 2 Discourage cul-de-sacs in new development by requiring that all

roads connect to the existing street grid or will provide such a
connection in the future as development occurs.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 108

Policy 7.5.9 Balance the needs of multiple modes of transportation to move both
“through” the City and “within” the City.

Action 1 Evaluate where transportation corridors and infrastructure

creates barriers to human interaction, and find ways to remove
or mitigate such barriers.

Action 2 Discourage one-way traffic patterns for major streets in the Core
City.

Policy 7.5.10 Mitigate the Negative Impacts of Past Transportation Choices

Action 1 Undertake an Integrated land use and transportation

improvement project to redesign and reconfigure the Robert
Moses Parkway

The reconfiguration of the Robert Moses Parkway is a

key initiative that will have widespread economic,
social and cultural benefits throughout the city, with
impacts to land use and development potential along
the proposed routes. Conceptual redesign of the
parkway has been explored in several planning studies
and is discussed again in Section 4.1.1.

Action 2 Redesign LaSalle Expressway

The State of New York DOT is scheduled to

undertake reconstruction of the LaSalle Expressway
The City should examine all options for its redesign
and re-integration, including an at-grade configuration
at both the west and east end termini. The City of
Niagara Falls should actively participate in this study
to advocate for a roadway of not more than four
lanes (two lanes in either direction). An at-grade
terminus design, which connects to local streets at
either end will better integrate the north/south and
east/west expressways into the urban street network.
Additionally, the Expressway right-of-way offers
sufficient land to integrate the Niagara River
Greenway Trail (the city’s recreational trail) alongside
the roadway from the I-190 to Griffon Park and the
eastern city boundary where it would link with a
Wheatfield segment of the trail.

Action 3 Redesign the Grand Island Bridge interchange

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 109

 The complexity and possible over-capacity of the
Grand Island Bridges and the interchange at Buffalo
Avenue should be studied and addressed in any future
redesign/reconstruction of the bridges and the
LaSalle Expressway. Reduction of the access ramps
and the development of more urban street
connections should be sought in any
redesign/reconstruction. This will open up land that
can be integrated with the open space resource along
the reconfigured Parkway or new riverfront drive.
The potential benefits of extending the LaSalle
Expressway west to Hyde Park, with full interstate
connections should be examined through an
appropriate transportation study.

7.6 POLICY AREA 6 ECONOMIC DEVELOPMENT AND TOURISM

General Policy Statement:

It is the City’s policy to ensure that the City’s economy is comprised of and supported by a diverse mixture of
businesses and that the City’s land use, zoning and development policies are supportive of economic growth,
including the development and expansion of the tourism industry, cultural resources and the health care sector.
In order to achieve this, the City sets the following policies:

Policy 7.6.1 Work actively to retain existing businesses and jobs and to promote
and strengthen a mixed economy.

Actions 1 Collaborate with the private, not-for-profit, and government

sectors to support existing businesses, attract future
development, and conduct joint marketing.

Action 2 Work with neighboring communities, regional agencies, and

state government to promote land use and development policies
that support the City’s role as a regional tourist, travel, and
economic area for Western New York.

Action 3 Redefine the City as a more complex and diverse regional

center.

Action 4 Diversify the economy and move beyond historical reliance on

heavy industry.

Action 5 Expand Business Assistance Programs utilizing Community

Development Block Grants and other government sources of
community and economic development funding that assist
businesses to locate in the area.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 110

 Action 6 Establish partnerships between educational institutions in the
region, industry organizations and business development
agencies as a means of providing on-going training and
professional development programs for existing employees.

Policy 7.6.2 Promote and support locally owned and controlled small businesses.

Policy 7.6.3 Coordinate the City’s land use and zoning policies with the City’s
economic development vision.

Policy 7.6.4 Pursue and support programs, institutions and activities aimed at the
promotion and development of retraining programs, facilities and
satellite facilities within key growth sectors.

Policy 7.6.5 Retain and attract a broader population to Niagara Falls, including
young families and young adults.

Action 1 Develop and market the Core City and special neighborhood
districts, such as Little Italy, as unique, high value and
attractive places to developers, residents and visitors.

Action 2 Provide tax or incentive programs to jumpstart positive change

in the City.

Action 3 Re-configuring suburban style offerings and amenities currently

found in the Core City to support a high-quality urban identity.

Action 4 Focus expenditures on projects that will encourage the desired

and necessary private sector reinvestment and enhance the
quality of life and quality of experience offered to residents and
visitors.

Policy 7.6.6 Encourage incremental, holistic and broad based approaches to

improving the City’s quality of life that pay off in the long term,
rather than focusing on large scale, “silver bullet” projects.

Policy 7.6.7 Acknowledge the importance and uniqueness of the City’s traditional
commercial and retail corridors and activity areas, such as Main
Street, Pine Avenue, Niagara Street and Third Street, and support
these corridors.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 111

Policy 7.6.8 Coordinate activities and development ventures with the Seneca
Nation to maximize mutual economic benefit and ensure every
project fully contributes to positive change within the city without
precluding future opportunities.

Action 1 The City and the Nation should meet regularly to discuss long-
term objectives, especially as these relate to transportation
infrastructure as well as proposed new developments.

Action 2 Work together to develop a joint Master Plan for the compact
lands and immediately surrounding areas to facilitate and co-
ordinate the long-term objectives of both the City and the
Nation.

Policy 7.6.9 Coordinate activities and development ventures with the Seneca
Nation to maximize mutual economic benefit and ensure every
project fully contributes to positive change within the city without
precluding future opportunities.

Action 1 Provide visitor information centers and enhances tourist

amenities and other services.

Action 2 Providing an intuitive and, user-friendly transit system.

Action 3 Encouraging visitors to explore the City on foot.

Action 4 Preserve, protect, and connect the City’s open space assets and
environmental resources that are the foundation of the tourist
economy – especially between the City and its waterfront.

Policy 7.6.10 Use historic preservation as an economic development tool.

Action 1 Encourage the restoration and reuse of valuable heritage

resources throughout Niagara Falls, including buildings, parks
and squares to preserve these important cultural and character
features and the value they add to the City and adjacent
properties.

Action 2 Undertake heritage themed streetscape developments, and park,

plaza, and open space enhancements to strengthen the character
of unique heritage districts and areas throughout the City.

Action 3 Incorporate the City’s historic resources into the tourism

marketing approach.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 112

 Policy 7.6.11 Support the development of high quality education at all levels.

Action 1 Establish partnerships to support development and

advancement of educational streams

Action 2 Create partnerships to assess the feasibility of new regionally

significant educational facilities consolidate services and improve
efficiencies.

Action 3 Establish new educational opportunities for science or the arts.

Action 4 Encourage the location of satellite campuses for institutions of

higher learning within the City.

Action 5 Address the education and community needs within the City to
begin to attract residents back to the City and provide a support
base for business and economic development.

7.7 POLICY AREA 7 HOUSING

General Policy Statement:

It is the City’s policy to provide access to housing that is safe, decent, and affordable for all residents of the
City and to have neighborhoods that are a source of community pride. In order to achieve this, the City will:

Policy 7.7.1 Encourage a diverse and healthy housing stock and housing market.

Action 1 Create and enforce site plan review and residential development
guidelines for different types of residential development in
neighborhoods that will encourage new and infill development
that is high quality and that creates housing in a character
similar to that desired by the neighborhood.

Action 2 Rehabilitate existing housing stock and create infill development

that provides a mix of densities in appropriate locations.

Action 3 Identify and assemble properties for future residential

development and ensure that interim planning and development
decisions support future housing in such locations.

Action 4 Support and implement programs that will assist in upgrading

the existing housing stock to ensure that residents are not living
in substandard housing.

Policy 7.7.2 Support the development of additional housing opportunities within

the City, with concentrations of higher density development in the

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 113

 Core City portion of downtown and around the activity centers of
surrounding neighborhoods.

Action 1 Develop zoning code language for the Core City that allows for
increases in density for development, including housing options
for City residents.

Policy 7.7.3 Encourage a mix of housing options to meet the different needs of
households, such as the elderly, households with children, people
with disabilities, and low-income households.

Policy 7.7.4 Halt and reverse the decline in the residential housing market.

Action 1 Strictly and rigorously enforce housing code violations and fast
track prosecution of violators.

Action 2 Expand and fast rack blight clearance initiatives.

Action 3 Reduce the oversupply of derelict housing units to stabilize the

market at more normative and regionally competitive values.

Action 4 Conserve vacant, historic housing stock that can be renovated in

the future, as an alternative to demolition.

Policy 7.7.5 Capitalize on the City’s supply of affordable, “under-valued,” historic

housing.

Action 1 Market housing stock to potential owner-occupants in the region

and beyond.

Policy 7.7.6 Broaden existing programs into a more a comprehensive set of

neighborhood and housing renewal programs, such as:

a) Residential property maintenance programs, such as façade

improvement programs, intended to encourage investment in
private residential properties;
b) Residential tax incentive programs aimed at encouraging new
residents to purchase and invest in Core City or target residential
properties;
c) Employer assisted housing programs offering financial (i.e.
mortgage) support to employees residing in Niagara Falls or
those looking to move into the City, and/or;
d) Property acquisition strategies that will address mechanisms for
the City of Niagara Falls to begin acquiring land that is vacant, in
tax arrears or deemed unsafe or code deficient that will be held in
a “municipal reserve,” or land-bank.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 114

 Policy 7.7.7 Promote, support and/or undertake residential development and/or
conversion projects to increase the population within the Core City
Action 1 Promote home ownership programs for all buyers in the market

7.8 POLICY AREA 8 BROWNFIELD/GREYFIELD REDEVELOPMENT

Policy Statement:

It is the City’s policy to encourage the reuse and revitalization of vacant and/or underutilized industrial
properties through the re-establishment of industrial uses, or the conversion of such properties to new uses that
further the City’s land use and development vision. In order to achieve this, the City sets the following
policies:

Policy 7.8.1 Pursue existing federally funded brownfield remediation programs.

Policy 7.8.2 Identify priority remediation areas, particularly along the riverfront
and along entrances to the City, for remediation and redevelopment
programs.

Policy 7.8.3 Implement short term, improvements to reduce the visual impact of
prominent brownfield sites.

Policy 7.8.4 Improve the visual appearance of the edges of industrial areas
adjacent to residential areas.

Policy 7.8.5 Evaluate potential for alternative uses in industrial areas, such as
residential, retail and office.

Policy 7.8.6 Develop an aggressive targeted marketing program that matches

available industrial properties and structures with potential users.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 115

7.9 POLICY AREA 9 WATERFRONT REDEVELOPMENT

Policy Statement:

After decades of technical planning and public discussion, Niagara Falls is on a firm foundation for
immediate action. City projects put forth in our award-winning Achieving Niagara Falls’ Future:
Waterfront Agenda are feasible, have citizen support and, taken together, will have transformative impact for
the City of Niagara Falls. The strategy that connects our waterfront projects is driven by three base principles:
 First, re-connect Niagara Falls – its downtown and neighborhoods alike – with the
Niagara River waterfront.
 Second, repair and improve both, the natural environments for greater ecological
function and benefit, as well as the urban environments for the benefit of residents and
visitors alike.
 Third, develop the means to tell the compelling stories of the city and region to build the
visitor industry and create meaning for those who live here.
It is the City’s policy therefore, to reconnect the City to its waterfront and to protect and enhance the City’s
waterfront resources. In order to achieve this, the City sets the following policies, which are consistent with all
relevant New York State Coastal Management policies as written in the City’s draft Local Waterfront Revitalization
Program (LWRP):

Policy 7.9.1 Develop the Niagara waterfront, the Falls, Gorge and River, as a
great public space of international significance.

Action 1 Lead in the development of the Niagara River Greenway

Action 2 Lead in the development of the Niagara Falls National

Heritage Area

Policy 7.9.2 Encourage waterfront development that supports an active, urban

waterfront by offering a mix of uses, public access, and connections
to other land uses – such as nearby neighborhoods, greenways, trails,
etc.

Action 1 Restore, revitalize, and redevelop deteriorated and underutilized

waterfront areas.

Action 2 Facilitate the sitting of water-dependent and water-enhanced

uses on or adjacent to coastal waters, and give priority over non-
water-related uses along the river shore.

Action 3 Protect, maintain, and increase the level and types of access to
public water-related recreation resources and facilities.

Action 4 Encourage the location of development in areas where public

services and facilities essential to such development are adequate.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 116

 Action 5 Create a bicycle and pedestrian trail system along the waterfront
that provides intuitive access to and from the City proper.

Policy 7.9.3 Protect, enhance or restore the unique qualities and characteristics of
the Niagara River —as the fundamental building block and
encourage development that only complements this resource.

Action 1 Protect and restore Significant coastal and wildlife habitats

whenever feasible.

Action 2 Protect, restore, or enhance scenic views and vistas, which

contribute to the overall scenic quality of the coastal area.

Action 3 Minimize the damage to natural resources from development

activities, particularly the introduction of hazardous waste and
other pollutants.

Action 4 Conserve and protect agricultural lands in the State’s coastal

area.

Policy 7.9.4 Create a Heritage Corridor Framework to develop, interpret, link and
promote a wide range of natural, historical, cultural, architectural and
other attractions as a regional destination to extend visitation in the
Niagara Region.

Policy 7.9.5 Activities or development in the coastal area will be undertaken so as

to minimize damage to natural resources, property from flooding,
and erosion by protecting natural protective features

Policy 7.9.6 Develop attractive and understandable modes of access along the
entire waterfront that establish clear links between destinations.

Action 1 Protect, maintain, and increase the level and types of access to
(public, water-related) recreation resources and facilities.

Policy 7.9.7 Mining, excavation or dredging in coastal waters shall not

significantly interfere with the natural coastal processes.

Policy 7.9.8 Best management practices will be used to ensure the control of
storm-water run-off and combined sewer overflows.

Action 1 Non-point discharge of excess nutrients, organics, and eroded

soils will be minimized

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 117

Policy 7.9.10 Protect, enhance and restore structures districts, areas or sites that are
of significance in the history, architecture, archaeology or culture of
the City.

Action 1 Protect, enhance, and restore structures, districts, areas, or sites

that are of significance in the history, architecture, archaeology
or culture of the State, the City of Niagara Falls, or the nation.

Policy 7.9.11 Decisions to the sitting and construction of major energy facilities in
the waterfront area will be based on public energy needs,
compatibility of such facilities with the environment, and the facility’s
need for a shorefront location.

Policy 7.9.12 Safeguard the vital economic, social, and environmental interests of
the State and of its citizens, proposed major actions in the coastal
area must give full consideration to those interests, and to the
safeguards which the State has established to protect valuable coastal
resource areas.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 118

P ART III I MPLEMENT ATI ON F RAMEW ORK

The following implementation strategies are intended to help guide the City toward realizing
the new vision for Niagara Falls and the incremental pursuit of projects, programs and
initiatives outlined in by the Comprehensive Plan. Implementation strategies include policy
recommendations, procedural changes and streamlining, and other tools and mechanisms
which not only allow for, but also encourage and support, ‘on the ground’, practical
implementation of the recommendations contained in this Plan. The staff, policy and
procedural framework outlined in this section of the document is necessary to undertake the
strategic investments to unlock the short and long-term potential of the city, and they must
be put in place.

1. B U I LDI N G S U PP ORT F OR P OSI TI V E C HAN GE

1.1 Establish On-going Education and Awareness Program

The renewal and revitalization of the Niagara Falls will have important implications to the
economic, social, cultural and physical fabric of the city. Creating and providing a high level
of quality information about the Comprehensive Plan, renewal efforts and the ongoing
implementation of projects, initiatives and programs will be a very important part of building
and promoting ongoing support necessary to drive implementation, and continued positive
change and reinvestment in the City.

The preparation of the Comprehensive Plan involved multiple consultation events with a
variety of stakeholders who remain actively involved in the planning process. The City must
continue to work with this constituency, with local agencies, business and resident groups,
institutions and others in the community and establish an ongoing dialogue about the future
of Niagara Falls and the next steps the City intends to take to initiate and fuel the process of
renewal. This will not only provide certainty amongst the citizenry that the municipality is
pursuing projects and initiatives aimed at improving the quality of life for all its residents and
businesses, but it will also help to create support to galvanize resources necessary to achieve
some of the Big Moves contained in the City's Comprehensive Plan, such as the creation of
the Cultural District. The community must be kept apprised of the City’s ongoing renewal
efforts and consulted when major changes to the Comprehensive Plan are contemplated.

To assist in this effort, and to build support for positive change, the City will require a clear
and inspiring communication, education and awareness program. This program should be
developed as part of a broader public relations strategy initiated through the Mayor’s office
and designed to promote a broad understanding of the meaning, scope and importance of
the Comprehensive Plan as a proactive approach toward renewal and to directing the city’s
future growth, and as a vehicle for the creation of new economic opportunities. In this
sense, the Comprehensive Plan is a vehicle through which to preserve and enhance
significant natural, cultural and historical resources and to carefully add to these resources
new amenities that can broaden opportunities for economic growth while improving the
quality of life within the city. A communication strategy designed to promote these

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 119

concepts can build significant support for implementing elements of the Comprehensive
Plan, and help to re-establish a sense of pride and ownership in the community.

The Communication, Education and Awareness program should promote a broad

understanding of the importance of the Comprehensive Plan initiative as it relates to the
daily lives of Niagara Falls’ residents and business owners. This program should include:

 Creation of a web site providing regularly updated information on the status of

Comprehensive Plan initiatives and providing active links to other well-used
municipal or tourism sites in the City. The site should provide information on
upcoming events, specific development projects and contain high-quality images of
improvement projects and initiatives. The site should also provide contact
information for businesses or developers contemplating business or projects in
Niagara Falls.
 Comprehensive Plan Literature: A brochure or larger poster outlining the key
themes and primary goals and objectives of the Comprehensive Plan, as well as key
renewal projects, strategies, programs and initiatives will be very useful in promoting
increased awareness and knowledge concerning the Comprehensive Plan Initiative to
residents, visitors and businesses and can also be very useful as a marketing tool to
prospective investors and developers. These Brochures should be issued to all
school age children within the city of Niagara Falls.
 News Releases: Regular news releases intended to provide an update as to the
status of Comprehensive Plan Initiatives, or announce major new redevelopment
initiatives or partnerships should become an ongoing component of the
communication strategy.
 Recognition of Partnerships: The City should establish a formal method of
acknowledging and recognizing Partners whose active or passive participation is a
cooperative part of the City renewal process. A general recognition of partners
should occur at all events sponsored by the Mayor. Plaques or site markers should
be considered to acknowledge private and institutionally operated partners.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 120

1.2 Celebrate Major Initiatives and Achievements

Successful renewal initiatives involve a high degree of community engagement, commitment

and focused activity designed to restore a sense of community pride and ownership in the
city. This requires a belief that residents can make a difference. Discouraged by decades of
decline and the signs of decay around them, the residents of Niagara Falls need a reason to
feel positive about their city again. There are a number of strategies that can be employed to
begin to restore a renewed sense of pride and confidence in the city.

Celebrating successes by publicly recognizing

the achievements of the City, community and
the private sector will enhance residents’ sense
that positive things are happening in the city,
increasing their sense of pride and confidence in
leadership. Festivals, opening day events and
public announcements will ensure citizens are
kept apprised of renewal efforts and that they
have an important role in participating in and
sustaining the momentum of positive change.
Events such as naming competitions for new Festivals are an excellent way to celebrate
public parks and squares are an excellent and achievements, inaugurate new projects, attract
simple way to both bring attention to a tourists and create a sense of pride in the city.
project and involve the community.
Celebrating public sector projects, which are often funded through taxes, will help to
emphasize the City’s involvement, leadership and commitment to renewal activities.

New planning and development initiatives, studies and projects must involve the community
beyond the public consultation requirements of New York State planning law. By providing
the community with the opportunity to participate in open houses, workshops and charettes,
residents will remain informed of what is taking place in the city and why these initiatives are
important to the future success of the city. Enhancing community pride will only be
possible if residents truly believe that their thoughts, ideas and opinions matter. Public
sessions should be recorded and a summary of findings and thoughts should be provided to
all those who take part.

Public lectures and presentations related to major redevelopment projects, such as

presentations by architects or designers associated with major design competitions, are
increasingly used by cities undergoing renewal as public forums in which to share
information and highlight exciting and innovative projects and thinking. These are an
excellent way to ‘get the word out’ about a project and galvanize community support and
interest. Presentations by short-listed competitors can be followed by additional sessions
whereby residents are updated on the project’s progress.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 121

 1.3 Strong Leadership is Required

The vision outlined in the Comprehensive Plan is an aggressive one; however, this end goal
must first be defined in order to initiate the appropriate steps by which it can be achieved.
To this end, the plan presents the Core City Action Plan and the implementation framework.
To achieve the vision and undertake the initiatives contained in the Comprehensive Plan,
leadership is required at all levels, beginning with the City Council and the City
administration, to stay the course, despite obstacles, and realize the vision. Responsibility for
championing and leading change rests with City’s leaders who need to not only communicate
the objectives and goals of the Comprehensive Plan, but also ensure it is implemented as
envisioned. The City must be proactive about directing its own future and it must
communicate its interests and maximize opportunities for partnerships when they are
appropriate. And, while some tough decisions must be made along the way, there is much
to gain over the long-term.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 122

2. P OLI CI E S , P ROCE DU RE S AN D T OOLS
Current constraints to the development of Niagara Falls will need to be addressed by
changing public policies, procedures and tools, while employing existing tools and/or
creating new ones to initiate or encourage new development and sustain positive change
over the long-term.

2.1 Policy Changes

Existing City policies regarding land use, property maintenance and parking will need to be
reviewed, changed, as necessary, and complemented with new policies to support the
implementation of the Comprehensive Plan. In particular, the City should:

 Strengthen existing land use policies in the City of Niagara Falls Comprehensive Plan to
focus new development in the Core City and along existing nodes and corridors. The
City should actively encourage other levels of government to adjust their policies to
achieve the same goals and support Niagara Falls in its efforts.

 Introduce policies that promote a diversity of housing types in the Core City, helping to
create a better balance of low, medium and high-density residential opportunities as well
as greater choice and diversity for a broader range of household incomes.

 Revise current zoning policies to allow for a mix of residential and commercial uses in
the Core City, particularly along its commercial nodes and corridors, and within the
downtown area and East Falls Street Redevelopment Area.

 Revise current zoning, as appropriate, to reflect the heights recommended in the

Comprehensive Plan.

 Introduce policies that prohibit the development of new industrial and manufacturing
facilities, which are stand alone, single use entities in the Core City.

 Establish a Design District Overlay for the Core City that builds on the distinct urban
pattern of development found within this area. The urban design guidelines
recommended in the Comprehensive Plan should be consolidated and added to in order
to create a complete, precinct-based policy overlay that applies to the entire Core City.
Additional detailed urban design guidelines for the Core City that reflect the precincts
and places described in the Comprehensive Plan and the built form articulated through
the zoning should be prepared. The guidelines should describe built form and ground
floor relationships, building heights, setbacks, transitions between areas of differing uses
and/or densities, special use sites, public open spaces, plazas, streets, etc. A 3-
dimensional physical model would help the City to better understand height relationships
within the Core City and between the Core City and other areas, key views and
relationships with the riverfront open space.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 123

 Introduce land use and urban design policies that address the provision of parking in the
Core City. These policies should restrict the development of surface parking lots and
parking structures on key sites in the Core City and address the physical relationship of
parking facilities to public places and residential areas. Comprehensive Plan and Zoning
amendments adopted in order to implement the Comprehensive Plan should identify
existing surface parking lots as legal non-conforming uses, which are permitted to
expand only if the expansion is minor in nature and does not result in a net increase in
surface parking on the subject site.

 Introduce demolition control policies that require an approved alternative use and
building permit prior to receipt of demolition approval

 Introduce policies, including height restrictions, to protect key view corridors to the
Niagara River

 Establish policies that require public realm improvements or financial contributions to

public realm improvements for new developments in The Falls Precinct and the Cultural
District at minimum. Other precincts may also be considered appropriate and timely for
financial contributions to enhance the public realm as well. However, it is the Core City
that will likely leverage citywide renewal.

 Establish policies that require all capital works projects to conform to the
Comprehensive Plan

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 124

2.2 Procedural Changes

 Establish a single point of contact and facilitator for development proponents. This may
involve retaining the services of an experienced consultant team with the necessary
experience to facilitate the development projects identified in the Comprehensive Plan
and others.

 Establish a development and design review process for all public sector projects, major
private sector projects over 10,000 square feet and all infrastructure projects. A
development and design review process can augment the City's Comprehensive Plan and
Zoning to address the more qualitative aspects of design and heritage preservation, while
the Design District Overlay will do much to ensure the development of high-quality
buildings, parks, parking structures and streets. The City of Niagara Falls should
establish a process of architectural and urban design peer review involving the American
Institute of Architects and the American Society of Landscape Architects.

 Work with banks and other funding agencies to encourage them to revise lending
practices in order to make funds available for both large and small projects. City
representatives should meet with lending institutions to inform them of the
Comprehensive Plan and the short-term initiatives that will have a positive impact on the
commercial and residential markets and the ability of lenders to assist private owners in
improving and acquiring properties.

2.3 Tools

A variety of implementation tools are available that can be used to implement the
Comprehensive Plan. These are outlined below.

 Continue to apply for Federal and State programs, including housing and neighborhood
renewal programs and transportation and infrastructure programs

 Explore creative approaches and incentives to encouraging new development

 Explore approaches to density bonusing in the Core City that could provide for the
retention of heritage buildings and groups of heritage buildings/heritage streetscapes;
provision of at-grade open space; and retention of existing open space areas adjacent to
existing development.

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 125

T HI S P AGE IN TEN TI ON ALLY LE F T BLAN K

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN 126

APPENDIX A

PRECEDENT
PLANNING STUDIES
AND DOCUMENTS
In preparing the Comprehensive Plan many planning studies and reports can be considered
as “guiding” or “contributing,” particularly those documents, in whole or in part, which
offer continuing relevance, consistent themes or principles, and have maintained general
support within the general public and as such are part of the evolution in vision and strategic
planning reflected herein. While the Niagara Falls City’s Comprehensive Plan and the
Strategic Master Plan that preceded it take a more comprehensive approach, others plans
have addressed specific issues, neighborhoods, precincts, or areas. The precedent studies
listed below provide context for this plan and insight into the intent of the municipality and
its residents in the preparation (and adoption) of this Comprehensive Plan, its policies, its
priorities, and its recommendations.

These studies are:

 Niagara Waterfront Master Plan (Sasaki Associates: 1992)

 Niagara’s Future: A Citizens’ Vision for Niagara Falls and Region (Waterfront
Regeneration trust: 1997)
 A Developer Master Plan for Downtown Niagara Falls (Jerde Partnership: 1998)
 The City of Niagara Falls’ Main Street Business District Revitalization Plan
(Parsons: 1998)
 Highland Area Redevelopment Plan (City of Niagara Falls: 1999)
 Main Street Business District Revitalization Study (City of Niagara Falls: 2001)
 Rethinking the Niagara Frontier: A Report on the Continuing Binational Forum
(The Urban Design Project: 2001)
 USA Niagara Development Strategy: A Blueprint for Revitalization of
Downtown Niagara Falls (Hunter Associates: 2002)
 Achieving Niagara Falls’ Future – An Assessment of Niagara Falls’ Waterfront
Planning (Urban Design Project: 2002)
 Strategic Transportation Directions (GBNRTC: 2003)
 Niagara Falls Strategic Master Plan (Urban Strategies: 2004)
 City of Niagara Falls Local Waterfront Revitalization Program Draft (CNF:
2004)
 USA Niagara Development Corporation Multi-Modal Access Program (PB
America: 2005)
 Niagara Falls International Train Station and Intermodal Transportation Center
Project [Design Report] (Wendel-Duchscherer: 2006, 2008)
 Niagara River Greenway Plan (Wendel-Duchscherer: 2006)
 Niagara River Greenway Vision and Project Proposals (CNF: 2006) [Achieving
Niagara Falls’ Future — update]
 Revisioning Brownfields: A Regional Strategic Approach (Saratoga Associates:
2007)
 Niagara Falls Strategic Transportation Plan — Draft Final Report (Wendel-
Duchscherer: 2008)
APPENDIX B

FIGURES & GENERAL

PLANNING AREAS MAP
Figures and Map Table

F I G UR E TITLE
#
1 Study Area: City of Niagara Falls and Core City Boundaries
2 Existing Conditions and Primary Land Uses
3 Existing Core City Structure
4 Bi-national Region
5 Core City Vision Plan: A 20-Year Look Forward
6 Core City Vision: Some Big Moves are needed to unlock the tremendous
potential of the future
7 Core City Vision: Priority Initiatives within the Core City
8 Core City Vision: Urban Structure
9 The Big Moves: Reconnecting the City to its Waterfront
10 The Big Moves: Reconnecting the City to its Waterfront – Proposed Image
and Character in the Customhouse and North-Main Loft Precinct
11 The Big Moves: Cultural District
12 The Big Moves: Proposed Image and Character in the Cultural District
13 The Big Moves: The Falls Precinct
14 The Big Moves: Niagara Street Precinct and Daly Boulevard Extension
15 The Big Moves: The release of consolidated land banked areas for new
housing and commercial parking can support existing commercial
corridors, such as Third Street
16 Precinct Strategies: Customhouse and North-Main Loft Precinct, Main Street
Revitalization, Middle Main Street Precinct, Wright Park Heritage
District and Portage Precinct
17 Precinct Strategies: Pine Avenue Precinct, Third Street Precinct and Buffalo
Avenue Heritage District
18 Tourism: Arrival and Orientation
19 Priority Initiatives within the Core City: Short-term Projects for
Implementation (first 5 years)
20 Priority Initiatives within the Core City: Long-term Projects for
Implementation (5 to 15 years)
21 General Citywide Strategies: Existing Housing Conditions
22 General Citywide Strategies: Proposed Open Space System
23 General Citywide Strategies: Proposed Transportation System
-- Planning Areas Bubble Map

N IA GA R A F A LLS C OM PR E H EN SIV E P LAN

AP P E N DIX B: F IGURE S AN D P LAN NIN G ARE AS MAP
 N
k
ee
ll Cr
Gi

City of Niagara Falls, New York

Planning Areas Bubble Map
e ek
ll Cr
To: Queenston / Gi
ch
an
Lewiston Br
Branc
h Gill
Bridge Cree
DeVeaux/Highland k

Planning Area
LEWISTON RD

November 2005 ver.08.08.26

A VE
ND

RD
PORT
LOCK
HLA
HIG

ST
RT Niagara Falls
PO ayuga C
InternationalCAirport reek
Canada CK
11TH ST

LO
MAIN

PORTER RD

NEW RD
Whirlpool Hyde Park
HYD
ST

Bridge
ST

Planning Area
E

]
‰
^
OL

PAR

190
PO

K
IRL

RD
BLV

RD
WH

KA VD
BL
D

C LS
Core
PINCity
E AVE PINE AVE PA AL

M
ST
AF

IL
WALNUT AVE AR

IT
Planning Area

TH
G
NIA

AR
66

Y
FERRY AVE
1ST ST

RD
PO

NIAGARA ST
RT

NIAGARA ST
AG

DR
E

NS
RD

LaSalle Planning Area

CA
RA

YU
TE

BUFFALO AVE

77TH ST
72ND ST
VE

GA
DR
Rainbow
Bridge

Robert Moses Parkway

0 0.25 0.5 0.75
Miles
Grand Island
Disclaimer: Digital files are based on data from various sources. The City of Niagara Falls, N.Y.
Bridge LaSalle Expressway
assumes no responsibility or legal liability for the accuracy, completeness, reliability, timeliness,
or usefulness of any information presented.