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CityofNiagaraFalls DowntownRevitalizationInitiativeWesternNewYorkDowntownRevitalizationInitiative(DRI)&SmartGrowthCommunityFundApplicationTemplate

ApplicationswillbereceivedbytheRegionalCouncils.Applicantresponsesforeachsectionshouldbeascompleteand succinct as possible. Applications must be received by the Western NY Regional Economic DevelopmentCouncil by 4:00 PM on June 14, 2017. Submit your application as a Word Document to [email protected].

BASICINFORMATION

RegionalEconomicDevelopmentCouncil(REDC)Region:WesternNewYork

MunicipalityName:CityofNiagaraFalls

DowntownName:SouthEndDowntownNeighborhood

County:Niagara

VisionforDowntown.Provideabriefstatementofthemunicipality’svisionfordowntownrevitalization.

TheNiagara FallsDowntownRevitalization Initiative is thenext step forward in theevolutionof communitydrivenplanning in theCoreCity.This study took thebest ideasand strategies from the community aswell asprior planning efforts, such as the 2009 Comprehensive Plan, in developing this focused set of projects andinitiatives, initiativesthat focusontheDowntownandthe immediatelyadjacentneighborhoodandcommercialprecincts.When taken together there implementation is likely tobringaboutmulti-facetedurban renewal andhavea transformative impactnotonlyon theeconomicdynamicof theDowntown,but theCityandRegionaswell.New York State’s Downtown Revitalization Initiative (DRI) set out to “transform communities ripe fordevelopmentintovibrantneighborhoodswherethenextgenerationofNewYorkerswillwanttolive,work,andraise a family.” The program offers up to $10 million in support the implementation of catalytic investmentprojectsandpotentiallythedevelopmentofalonger-termstrategythatwillattractadditionalpublicandprivateinvestmenttosupportcontinuingDowntownrevitalization.Notquitetenyearsago,theCityofNiagaraFallssetoutonitsowntoremakeitselfanditembarkedonanevolvingjourneyofimplementingitsstrategicvisionforthefuture. While it has made progress in achieving its “Big Moves,” this DRI seeks to build upon the perceiveddevelopmentpotentialanduniqueeconomicroleoftheDowntownSouthEnd.This Plan intends to focus public and private sector initiatives, reinvestment, and partnerships toward broad-basedsocialandeconomicchangethatwillbenefit theentirecommunity.BuildingontheCity’s longhistoryoflocal planning, the City’s Downtown South End Initiative includes new investment in streets and streetscapeinfrastructure;strategicacquisitions;theeliminationofblightedconditions,and;incentivesfordevelopers.Italsoexpectstoshowadramatic increaseofnewandrenovatedresidenceswithacorrespondingreductionof thoseblighted and derelict properties that have seen only speculation over decades and to repurpose those sameproperties,asthebuildingblocksofabetter,morevibrantplace.ADowntownNeighborhood“place”identifiableas adesirabledestination fornew residents, newemployment, andnewuses that are supportiveofourmanyannualvisitors.

Justification. Provide an overview of the downtown, highlighting the area’s defining characteristics and thereasons for its selection. Explain why the downtown is ready for Downtown Revitalization Initiative (DRI)investment,andhowthatinvestmentwouldserveasacatalysttobringaboutrevitalization.

CityofNiagaraFalls DowntownRevitalizationInitiativeTheproposedTargetDowntownRevitalizationInitiative(DRI)NeighborhoodinNiagaraFallsencompassesanareabetweenNiagaraStreetandPineAvenue,generallywestofPortageRoadwhere itborderstheemergingGorgeWaterfront. It isadenselydeveloped,verypedestrianoriented,traditionalmixed-useurbanenvironmentcalledthe“SouthEnd,”whichisareferencetotheCity’scentraltourist/businessdistrictthatanchorsthesouthendofMain Street. A combination of history, geography, land use, and development characteristics, coupled with aseries of already- and soon-to-be-completed initiatives in the vicinitymake this TargetNeighborhood uniquelypositionedtoaccommodateastrategicfunding/planning/developmenteffort.

We are all familiar with the recent history of the City of Niagara Falls, downtown being no exception in thatnarrative.DowntownSouthEndbegantodeclineinthemid-to-late1960sasaresultofregionaleconomicshiftsofjobsandcapitaloutofNYS,coupledwithshiftingdemographicsandincreasingsuburbanizationofhousingandretaildevelopmentlocally.Compoundingmatters,NiagaraFallstookonamassiveUrbanRenewaleffortsinthe1960s and 1970s, largely focused on widespread razing/clearance of what was considered obsolete and/orblightedproperties southofNiagaraStreet. This clearancewas intended toassemble landparcels to facilitatenew development of a state-developed convention center along with hotels, office buildings, and parkingstructurestocreatea“new”downtownfortheCityanditsnewfuture.Alongwiththeblight,countlessnumbersof “traditionalurban”mixed-usebuildingsweredemolished tomakeway for larger,more single-purposeuses,includingautomobile-centric landuseplanning thatdestroyed thebuilt environment’s intrinsic values thathadaccruedovergenerations.Fortunately,whiletheproposedDRITargetNeighborhoodwaslargelysparedgeneralclearance,itexperiencedalonger-lastingsecondaryeffectofgradualde-population,dis-investment,anddeclineintheaftermathofdowntownUrbanRenewal,whichofcourseneverliveduptothepromise.

Byearly2000s,theCityandtheStateofNewYorkcommittedtoimplementthelong-overduerevitalizationoftheCity’scentraltouristdistrictaswellasrectifyingthebiggestmistakesofthepast.WiththeestablishmentoftheState’sUSANiagaraDevelopmentCorporation(USAN),theCityofNiagarasetaclearpolicychangewithregardtodowntown redevelopment, ultimately effectuated through a new Comprehensive Plan and associateddevelopment regulations. This newdirection—which expressly embodies thebest principles of SmartGrowth,Traditional/NewUrbanism,andContext-SensitiveDevelopment—lookstoprogressivelyreversethescarsoftheUrbanRenewalperiodby restoring thedensityanddiversity, remakingwalk-able/bike-abledowntownsettings,strengtheningconnectionsbetweendowntownneighborhoods,touristandtraditionalcommercialnodesandtheCity’swaterfront,and facilitatingpublicandprivateactionsnecessary in restoringavibrantmixed-use landusepatternandactivestreetscapes.Italsomarkedthebeginningofasuccessfuldevelopmentperiodofdowntownreuseandproperly-scaledmixed-useinfilldevelopment.FueledbyStateandLocalinvestmentsininfrastructure,parks, waterfront access, housing, business and tourism development, this Downtown Neighborhood is finallyapproachingitspotentialtoyieldatrulysustainableplace.Forthefirsttimeinalongtime,onecansay,itistruly“investment ready.” And with continued cooperation from the State, the Downtown South End is ready toreassumeitshistoricDowntownNeighborhoodrole,contributingtoyear-roundactivities,newinvestments,newuses,andnewhousingbringingnewresidents.

AdditionalinformationonwhythistargetareawasselectedisaddressedintheBoundaryDescription.

DOWNTOWNIDENTIFICATION

CityofNiagaraFalls DowntownRevitalizationInitiativeThissectionshouldbefilledoutwithreferencetothelistofdesiredattributesforparticipationintheDRIassetforthintheDRIprogramdescription.

1) BoundariesoftheDowntownNeighborhood.Detailtheboundariesofthetargetedneighborhood,keepinginmindthatthereisnominimumormaximumsize,butthattheneighborhoodshouldbeconcentratedandwell-defined.Coreneighborhoodsbeyonda traditionaldowntownorcentralbusinessdistrictareeligible, ifthey can meet other criteria making them ripe for investment. Attach a map that clearly delineates thedowntownneighborhood.

The Downtown Revitalization Initiative (DRI) target area was selected because the South End Neighborhooddeveloped from the end of the 19th century through the early 20th century as a compact, mixed-useneighborhood,anddespiterecentdecadesofunder-investmentanddemographicattrition,itremainslargelythesame,ahistoricneighborhoodwithveryaffordablehousingandaccesstojobs,importantcommunityanchorsandrecreationalopportunitiescloseby.TheSouthEndisentirelywalkablewiththemaximumwalkingdistanceof1/3mile.TheareahasaWalkScoreof70,whichaccordingtotheWalkScorewebsiteis“verywalkable,”representing“the most walkable zip code in the City of Niagara Falls.” It is also and highly accessible to multiple NiagaraFrontier Transportation Authority (NFTA) bus lines, providing convenient local and regional transit serviceincluding the 55 Pine Avenue line and 50 Main/Niagara Line which provide service along all the commercialcorridors in the city, acrossNiagara and Erie Counties. In addition, there is the ability to access both the 55-TTrolleyandtheDiscoverNiagaraShuttlebusservicesfromthisneighborhood.

And despite its challenges and opportunities, the South end has great bones and many assets with which tostrengthenandbuild.Localnecessitiessuchashealthcare,grocery(TopsSupermarket),freshmarkets,retailandrestaurantsareinthetargetareaorwithinverycloseproximity.Moreimportantly,theareawasselectedbecauseit isat theheartof the“CoreCity.”TheTargetNeighborhood includesor straddles themajorityof thehistoriccore including the Niagara Falls Central Tourist District, the Gorge and Falls Waterfronts, Park Place HistoricDistrict,MemorialHospitalCampusandMemorialParkNeighborhood, aswell as, thePineAvenue (Little Italy)BusinessCorridor.Inshort,therevitalizationoftheDowntownSouthEndareawillnotonlydirectlycomplementandsupportredevelopmenteffortsintheseotherCoreCityneighborhoodsandbusinessdistrictsbutitsstrategiclocationwillalsoprovidethesparkforacomprehensiveCity-widerevitalizationoverthelongterm.

NiagaraStreet,MainStreet,PineAvenue,andThirdStreetareall traditionalcommercialstrips that intersect inthe City’s downtown. And while all must be treated as important elements within Niagara Falls’ developingtourismoffering.However,Niagara Street already is on itsway to becoming that vital urban street capable ofcateringtoyear-roundresidentandvisitors.ItisjustbeginningtoseenewinvestmentandnewresidentstotheintheneighborhoodnorthofNiagaraStreetandwhen taken togetherwith theemergingefforts tobuild the J.B.DalyBoulevardExtension,revitalizetheThirdStreetEntertainmentDistrict,theDowntownSouthEndcanbeseenas the most appropriate place to implement a more robust economic development program, combined withadditional streetscape improvements, and targeted retail and nichemarketing campaigns contemplated undertheDRIprogram.

CityofNiagaraFalls DowntownRevitalizationInitiativeThemapbelowprovidesthephysicalboundariesofthetargetarea,whichisboundedgenerallybyMainandThirdStreetsonthewest,PineAvenueontheNorth,the10thStreetalleyontheeastandNiagaraStreetinthesouth.Theapproximate140-acretargetarea includesmorethan50cityblocks.Westof J.B.DalyBlvd.,directlyacrossNiagaraStreet,istheSenecaNiagaraCasino.FartherwestistheCentralTouristDistrictDowntown.

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Disclaimer: Digital files are based on data from various sources. The City of Niagara Falls, N.Y. assumes no responsibility or legal liability for the accuracy, completeness, reliability, timeliness, or usefulness of any information presented. For interpretation, refer to the City’s GIS Coordinator.

Boundary Map

Project Boundary

Census Tracts

Prcls_5_2017

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CityofNiagaraFalls DowntownRevitalizationInitiative2) Catchmentarea.Outlinewhythedowntown,oritscatchmentarea,isofasizesufficienttosupportavibrant,

year-round downtown, with consideration of whether there is a sizeable existing or increasing populationwithineasyreachforwhomthiswouldbetheprimarydowntowndestination.

DowntownNiagaraFallsisthelargesturbandowntowninNiagaraCountyandtheprimary“downtown”areaforwesternNiagaraCounty.TheCityofNiagaraFalls,whichistheDowntown’sprimarymarketorcatchmentarea,isalsothelargestCityinNiagaraCountywithapopulationof49,679.

TheResidentMarketAreacanbedefinedastheareawhoseresidentswouldreadilyvisitaspartofaday-trip.Forthepurposesof thisanalysis, theResidentMarketArea for therevitalizedSouthEndDowntown includes threeareas:ErieandNiagaraCounties in theU.S.and theNiagaraRegionalMunicipality inCanada.Overall, the totalResidentMarketAreapopulationwasestimatedtobebetween1.5and2.0million.

Perhapsmore importantly the travel and tourism industry is amajor industry inNew York State, NiagaraCountyandtheCityofNiagaraFalls.NiagaraFallsisoneofthemostwell-knownandmost-visitedlandmarksintheUnitedStatesandCanada.InadditiontobeingthelargesturbanCenterintheCounty,DowntownNiagaraisabletoclaimamuchlargermarketbase.ThenumberofovernightvisitorstoNiagaraFalls,NYisestimated

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Disclaimer: Digital files are based on data from various sources. The City of Niagara Falls, N.Y. assumes no responsibility or legal liability for the accuracy, completeness, reliability, timeliness, or usefulness of any information presented. For interpretation, refer to the City’s GIS Coordinator.

Project Area: Proposed BoundaryDowntown Revitalization Initiative

City of Niagara Falls, NYCity Owned

Cannon Block

j NYSDOT Corridor

CityofNiagaraFalls DowntownRevitalizationInitiativeoverthreemillionandthenumberofdaytripsisanestimatedoverfourmillion,foratotalapproaching8.0million total annual initiation to the City. Andwhile there is likely a high degree of overlap between thevisitorestimatestoNiagaraFalls,OntarioandNiagaraFalls,NY,theCityofNiagaraFalls,Ontarioestimates14millionvisitorstothecityannuallymostofwhomvisitoneofthecasinosinNiagaraFalls.

• 8,000,000annualtourists;• 215,000NiagaraCountyResidents(NiagaraFalls“marketarea”);• 431,000residentsoftheRegionalMunicipalityofNiagara,Canada;and• 1.1millionregionalWNYresidentswithinahalfanhourdrive.

SpecificdemographiccharacteristicsoftheTargetNeighborhood,basedonthe2014ACSCensus:

• EstimatedPopulation:3,500• PopulationDensity:12,500persons/sq.mi.or19.5/acre(NiagaraCounty’sis420persons/sq.mile)• MedianHouseholdIncomes:$24,885(CensusTract211)to$27,106(CensusTract212)

Thepopulationiscomplementedbyaworkforcepopulationwithinandnearthetargetareaincluding:

• SenecaNiagaraCasinoandHotel:3,000employees• NiagaraFallsMemorialMedicalCenter:1,100employees• NiagaraFallsCityHall:400employees

AttachmentRequirement:Pleaseseethe“FallingIntoPlace”section10whichprovidesinformationonrecentandplanned development projects as well as community anchors that provide or will provide additional workforceemploymentinandaroundthetargetarea.

3) PastInvestment,futureinvestmentpotential.(pairedwiththeresponseforjobgrowth)

4) Recentorimpendingjobgrowth

Describehowthisdowntownwillbeabletocapitalizeonpriororcatalyzefutureprivateandpublicinvestmentintheneighborhoodanditssurroundingareas.

Beginning as early as 2005, with a concerted effort with USA Niagara Development Corporation (USAN) toformulate the Downtown Niagara FallsMulti-Modal Access Program, the City of Niagara Falls andUSAN havemadeanumberofstrategicpublicinvestmentsthatuniquelysetthestagefortheproposedTargetNeighborhoodfortheDRI(SeeFallingintoPlaceattachment).Thesehaveincludedanumberofstreetinfrastructureprojectstoimprove access, improve multi-modal opportunities (pedestrian/bike) and to support new mixed-use infilldevelopmentincluding:

• ThirdStreetReconstruction/StreetscapeImprovementProject;• RainbowBoulevard/FirstStreetReconstruction;and• RestorationofOldFallsStreetPedestrianMallandtherestorationof“carsonthestreet.”

A$5millionJohnB.DalyBoulevardExtensionTransportationProjectwillcompletefinaldesignbynextyearandbereadytobidforconstructionin2018or2019.TheExtensionProjectutilizesanabandonedrailcorridorthroughtheTargetNeighborhoodconnectingNiagaraStreetandtheTouristDistricttootherCoreCityvenuesinthenorth

CityofNiagaraFalls DowntownRevitalizationInitiativeendaswellasgreateraccessibilityto/fromthePineAvenueCorridor.TheJohnB.DalyBoulevardExtensionwillbe integrated into the neighborhood district allowing for practical parcel re-development adjacent to theroadway,aswellascomfortableandsafepedestrianandbicycleaccommodations,andappropriate intersectiondesignatcrossstreets.AdditionalobjectivesforthenewExtensionareto:

• Createaneighborhoodcenterandpublicspacethatcanbeconnectiveandmulti-functional• Createagatheringplaceforresidentsthatvisitorswillalsofindinterestingandsafe• Providefornewresidentialopportunities,suchastownhousesandcondominiums• Allowgreateraccessibilitythatcansupportabroadermixoflanduses

TeamingupwithourStatepartnersatUSAN,StateParks,andtheDepartmentofTransportation,theCityiscurrentlyundertakingoneofthemostsignificantBigMoves inthepast150years.$42million issecuredtoremoveandreplacethe formerRobertMosesParkway (RMP), fromMainStreet toFindlayDrive,providingtheSouthEndDowntowneasywalkingaccessintotheemergingNiagaraGorgeWaterfrontParkby2019.

ThirdStreetwasreconstructedrecentlywhichhasattractedinvestment

To complement the infrastructure investments, public investments atmajor educational,medical, and tourisminstitutionshavebeenmadethatfurtherpositiontheTargetNeighborhoodforgrowth.The2012openingoftheNiagara Falls Culinary Institute by Niagara County Community College (NCCC) now places a concentration ofstudents and faculty in the center of downtown. Working with the new leadership at the College, this isanticipatedtodrivenewdemandforstudenthousingandrelatedsupportservices inthearea. Similarly,majorinvestments of Niagara Falls Memorial Medical Center are redefining that institution as a strong driver ofeconomicgrowthwithinthereboundingneighborhood.

NFMMC currently provides healthcare services to 45,600 unique (unduplicated) patients across our NiagaraRegionmarket.NFMMCisaddressingthechronicdiseasesthatarerampantinNiagaraCountythroughinnovativecommunityoutreachprogramsthat identifyandtreat therootcausesofdiseasesuchascardiovasculardiseaseandtheincidencesofchronicmentalhealthandothersimilardisparities.

CityofNiagaraFalls DowntownRevitalizationInitiativeNFMMC has completely restoredSchoellkopf Park. Between 2006 and 2016,NFMMCadded$27million innew facilitiesto its campus including a new outpatientcardiaccarecenterandtheGolisanoCenterfor CommunityHealth. Thesenew facilitiescontinuetogrownewjobs,especiallyintheareas of primary care and cardiac care.Between 2006 - Year End 2017, NFMMC'scapital outlays into its facilities and thesurroundingcommunitywillhaveexceeded$90million.Unfortunately,thisoutlayisnotenoughtomatchitsgrowingmissioninthecommunity. The combination of newfacilities and volume increases in patientcare has put significant strain on keyhospital infrastructure such as parkingfacilities,HVAC,buildingsystems,andtechnologyinfrastructure.

InSeptember2012,theNiagaraFallsCommunityDevelopmentDepartmentreceivedacompetitiveWesternNewYork Regional Economic Development Council grant of $450,000 for a "Downtown Stabilization Project" (DSP)fromEmpire StateDevelopment.Grant funds arededicated toblight clearance, property acquisition and smallbusinessbuildingimprovements.

The DSP is a tactical approach to revitalizing one area of the downtown mixed-use commercial district andadjacentresidentialneighborhood.ThesmallprojectfocusedontheintersectionofThirdStreetandMainStreetas its epicenter. It is the capital component of a plan to reverse decades of population loss and help our Citycompeteinthemoderneconomy.

KeyAccomplishmentoftheDSPProjectinclude:

• 2012:theCityofNiagaraFallscreatedamarket-rateapartmentrenovationprogram,offering$10,000perunit renovated inmixed-usebuildings.WithintheThirdStreetCommercialDistrict,16apartmentshavebeenrenovatedwithassistancefromthisprogram.Intotal,over25apartmentshavebeenrenovatedinthe same target area between 2012 and 2016. To date, total apartment occupancy is over 95% fromRainbowBlvdtoMainStreet(includingtheJeffersonBuilding).

• 2013: The Niagara Falls Community Development Department executed an 11 building demolitioncontract surrounding the Third Street Commercial District. Blighted buildings were hurting sense ofsecurityinthearea,especiallyinthe4thStreetAlley.

• 2012-2016:EightbuildingswerepurchasedonThirdStreet,fromNiagaraStreettoMainStreet,Allofthenewowners--privatesector investors--live inWesternNewYork. This is inmarkedcontrasttothepast,when out-of-town speculators with no apparent redevelopment plans owned much of the street.Approximatepurchaseprice(total):Over$900,000.

• June 2014: the Niagara Falls Community Development Department received a $148,000 grant fromNational Grid’s Urban Center/Commercial District Revitalization Program and Cooperative BusinessRecruitment Programs for the "Downtown Stabilization Project." The funds are dedicated to lighting,gatewayandsmallbusinessimprovementsintheThirdStreetCommercialDistrict.

NiagaraFallsMedicalCenterprovidesemploymentopportunitiesinthearea

CityofNiagaraFalls DowntownRevitalizationInitiative

• 2013-Present: The Downtown Niagara Falls Business Association, LiveNF and Niagara Falls CommunityDevelopment worked together to host site tours of available building spaces, Third Street marketingcampaigns(2015),a3rdStreetBlockParty(2015)andSundayinaPark(ingLot)-2014-tohelpencouragemorepeopletoconsiderThirdStreetasaplacetoinvestandlive.

• 2014-2017:Newbusinesses (CornerofMainandParkPlace to theCornerofThirdStreetandRainbowBlvd.)o TheParkPlaceMarket(2014)o 24BelowArtGalleryandCafe(2015)o TheThirdStreetRetreat(2016)o PowerCityEatery(2016)o NashvilleNorth(2016)o Marino'sSub's(2016)(Main&4thSt.)o Zaika-DiningRoomExpansion(2016)o TheCraft(2017)o Community Beer Works Barrel House

(Comingsoon)

NewPublicArtInstillationonThirdStreet


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In addition to (CNF) NFC Corp. small business financing, the Niagara Falls Community DevelopmentDepartment has executed six matching CDBG commercial façade renovation grants within the ThirdStreetCommercialDistrict.

• 2016:TheNiagaraFallsPoliceRangerStationrelocatedto435ThirdStreet.

• 2016:TheArtAlleyWay(425ThirdStreet)connectsthemiddleoftheblocktofreepublicparking,intheformerNiagaraGazetteemployeeparking lot,createdviaanagreementwith thebuildingowner.Thewalkwaywillincludeworksbylocalartists,creatingauniquepublicspace.

ThirdStreetArtAlley

Given themany newdevelopment projects,which have fallen into place in the adjacent downtown areas—ranging from new/upgraded hotels, new restaurants/entertainment venues, and the beginnings of somestrategichousing investments—theneighborhoodprecinctsnorthofNiagaraStreetare truly readyandset toacceptmuchhigherlevelsofnewinvestment.TheCityDepartmentofPlanningandEconomicDevelopmentwillworkwithitssubdevelopmentagencyboardstheNFCCorp.andtheNFUrbanRenewalAgencyandcommunitystakeholders to ensure a continued pipeline of projects. The City’s DRI Program will emphasize using DRIinvestmentsforleveragingtheeconomicandsocialimpact.TheCitywillbeabletoinitiatevariousprogramstoachievehousingrenewalthatinclude,butnotlimitedtothefollowing.

• Restoration/reuseofhistoricresidentialpropertiesintheneighborhood,

• Infillresidentialandmixed-usedevelopmenttosupporttheexpansionofstudent-orworkforce-orientedhousingandpopulations

• A employee homeownership program in conjunction with the area’s major employers to incentivizeemployees to live in the DRI target area and provide incentives to existing owners to invest in theirproperties.

• Revitalizationofthetraditionalmixed-usestorefront/apartmentbuildings



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• Development of a business incubator for additional vocational training efforts, capitalizing on theOrleans-NiagaraBOCESNCCC,NiagaraGlobalTourismInstitute,NiagaraUniversity,andNFMMC.Apillarof theGlobal Tourism Institute is the creation of a business incubator. TheDRIwould expedite andexpanditscreationtoincludeamulti-industryinstitutionsupportingentrepreneurshipinkeyeconomicsectors.

• ProfessionalServiceUses,capitalizingonproximitywithNFMMCcampus.

TheCitywill alsobeable to initiatemultipleprojects from theNiagaraFallsUrbanRenewalGatewayProjectStudyforNiagaraStreet.ItspecificallyaddressesthelimitationsthatcurrentlypreventNiagaraStreetfrombeingan invitinggateway. In this, theCitywill seekaprivatesectorpartner foroneof twopossible redevelopmentconcepts (shownbelow). Either of these conceptswill be transformative, adding new forms and function forNiagara Street. Either can be catalytic by creating a comfortable mix of uses in an inviting pedestrianenvironment.Thealternativeshavedifferentdesignschemes,butsimilargoals:

• Creatinganinterestingandunique(street-level)experience

• Creatinganinvitingandsafepedestrianenvironment

• Ensuringhighdesignstandardsandaprominentdesigntheme

• Includeamixofusesforbothvisitorsandresidents

• Createormaintainacontiguityofgreenpublicspaces

TheParkConceptprovidesamixof retail,office,andresidentialusescenteredonapublicplaza.Theplaza isintendedtohosteventsyear-round,suchasfarmersmarketsandconcertsinthespringandsummer,andanicerinkinthewinter.Themixofdevelopmentenvelopingtheplazawouldmakeitfeelsecurebyprovidingareasonforpeopletobethereatalltimesofthedayandkeeping“eyesonthestreet.”

ThePromenadeConceptprovidesamixofretail,office,andresidentialusesalongalinearpedestrianstreetorpromenade. Thenarrowpedestrian street creates an intimate, cozy feeling toencouragepeople to shopandlinger.ThebuildingsborderingNiagaraStreetwouldhavedoublefrontagesinordernottopresentblankwallson either side. Promenade Concept may give a higher degree of confidence to the private developmentcommunitybecausetheycouldcontrolthedesignofbothsidesofthepedestriancorridor.

Knowing that there is a City-favored development typology for the Niagara Street corridor should frameexpectationsandprovidealevelofpredictabilitytodevelopersregardingcommunityreceptivityofapotentialredevelopment proposal. This should increase investor willingness to spend additional time and effort todevelopthisorsimilarproposals.



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NiagaraStreetFrontage–ParkConcept

NiagaraStreetFrontage–PromenadeConcept



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Table 1 provides an impressive list of projects underway in and near the target area that represents bothsignificantfinancialinvestmentsofmorethan$437millionintheareaaswellasthecreationof1,337jobs.

Table1(RequiredAttachmentfor3&4).Investmentsandjobswithinandnearthetargetareainlastfiveyears

NameofProject Date ProjectCosts Funding/Incentives Jobs

Infrastructure/InstitutionalProjects

OldFallsStreetRestoration(East/WestMalls&Wintergardenrazing)

Jul-11 $10,000,000 USAN:$7,000,000CasinoRev:$3,000,000

50*

Niagara Falls Culinary Institute &CityParkingRamp

Sep-12 $35,000,000 USAN:$14,353,500

SenecaNiagaraCasino&HotelGamingFloorUpgrades&SiteImprovements

Sep-14 $26,000,000 --

Niagara Fall Memorial Medical CenterExpansions2006-15

2015 $85,000,000 200

NiagaraGlobalTourismInstitute 2015 $415,000 Power Proceeds:$250,000

3

Robert Moses Parkway South/RiverwayProject

UnderConstruction 20,000,000 ESD:$12,500,000NYSDOT:$7,500,000

100*

Robert Moses Parkway North Removal MainStreettoFindlayDrive

Prel. Engineering &Funded for FinalDesign/Construction

44,200,000 ESD:$140,000FHWA:$560,000OPRHP:$2,000,000NYPA:41,500,000

200*

JohnB.DalyBoulevardExtensionNiagaraStreettoPineAvenue

Prel. Engineering &Funded for FinalDesign/Construction

$5,000,000 FHWA:$4,000,000City:$1,000,000

30*

RestorationoftheFormerSt.Mary’sHospitalwillprovideanewanchorfortheneighborhood

Carolyn’sHouseisasupportivehousingprogramforhomelesswomenandchildrenoperatedbytheYWCAoftheNiagaraFrontierleveraginghistoricpreservationincentives



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DevelopmentProjects

421ThirdSt-ZaikaRestaurant Nov-13 $95,529 $20,000 5

333RainbowBlvd-WingateInn May-15 $10,160,000 $980,000 15

Sheraton At The FallsRainforestCaféRetailProject

Jun'15 $3,500,000 $425,000 55

305ProspectSt-FlipBurger Jul-15 $85,482 $15,000 6

HolidayInnUpgrade/RetailExpansion Jul-15 $3,800,000 $550,000 50

NiagaraCityLofts 2016 24,100,000 NYSHCR:$6.400,000RestoreNY:5million

401BuffaloAve-DoubleTreeInn UnderConstruction $27,000,000 $2,750,000 55

643RainbowBlvd-FairfieldInn UnderConstruction $7,000,000 $125,000 14

900RainbowBlvd-CourtyardInn UnderConstruction $11,500,000 $1,250,000 15

310 Rainbow BlvdHyattPlace/Mixed-UseDevelopment

UnderConstruction $34,000,000 $3,850,000 128

222FerryStreet-TheCraft 2016 $660,406 TBD 5

444ThirdStreet-PowerCityEatery 2017 $500,000 TBD 7

RainbowMallAdaptiveReuseWonderFalls

DevAgreement $150,000,000 TBD 300

Yvonne’sBakery 2012 $73,000 $30,000

ThirdStreetRetreat 2015 $48,600 $20,000

TheCraft UnderConstruction $626,430 $175,000 5

The617 UnderRenovation $43,000 $10,000 1.5

SubwayByTheFalls UnderConstruction $348,000 $139,000 5

SheratonHotel 2012 $800,000 $75,000 66

Sunoco 2012 $691,000 $25,000 3

Mario’sPizza 2013 $89,000 $15,000 2.5

FlipBurger 2015 $66,000 $15,000 6

ERDCO 2010 $867,000 $200,000 8

24Below 2016 $32,000 $10,000 1.5

TOTAL $437,500,447 $115,882,500 1,337

*ConstructionJobs

5) Recent or impending job growth. Describe how recent or impending job growth within, or in closeproximity to, the downtown will attract professionals to an active life in the downtown, supportredevelopment,andmakegrowthsustainableinthelong-term.

Theproposed target area includesmanyof the key characteristics needed to attract both jobs and residentsincluding:

A. Mixed Use Neighborhood: The neighborhood includes a mix of residential and commercial usesincluding threeTraditionalcommercialcorridors (MainStreet,ThirdStreetandNiagaraStreet),singlefamily and multi- family homes, community anchors (Post Office, Medical Center, Niagara Arts andCulturalCenter)andwaterfrontandparklandareas.

B. AffordableHousing: theMedianHousingValueofhomes in thearea isbetween$52,800and$55,000which is less thanhalfof theMedianHousingValue inNiagaraCountyaccording to2014ACSCensusestimates.Similarly,therentsrangefrom$430to$440intheareawhichislessthanthe$515medianrentintheCounty.



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C. CommercialandMainStreetBusinesses:Theneighborhoodincludesamixofresidentialandcommercialuses includinggeneralretail,restaurants,professionalservicesandbanking.TwopharmaciesandTopsgrocery store area two blocks north of the target area providing food and other essentials for arearesidents.

D. Multi-modaltransit:TheTargetareaisthreeblockssouthofNFTA’sPortageRoadTransitCenter,whichservesallprimaryNFTAbusroutesintheCityincludingthe55PineAvenueand50Main/Niagararouteswhichhave stops that are less than a 1/3mile for all residents in the TargetArea. Ferry andWalnutAvenueareNYBicycleRoute5andareconsideredbikefriendlyaccordingtoGoogleMaps.DowntownNiagaraFallsoffersmulti-modalaccesstoschools(AbateElementary),community-basedsocialserviceproviders) and infrastructure (public and private utilities/services). And as stated previously theneighborhoodisratedasthemostwalkableintheCity.

E. Accessible Recreation and Cultural Amenities: The neighborhood has access to parks (Schoellkopf,NiagaraFallsStateParks),gatheringplaces(OldFallsStreet),farmersmarkets(MainStreetMarketandCityMarket),andartsandculturalopportunities(NiagaraFallsLibraryandtheNiagaraArtsandCulturalCenter, akaNACC) and access to theNiagara River. The neighborhood also contains a large cache ofhistoric ‘RegisterEligible’buildingsand includes theNRParkPlaceHistoricDistrict, setbetweenMainStreet and theGorgeWaterfront and a number ofNational Register buildings such as the former St.Mary’sHospitalandResidence(restored—nowCarolyn’sHouse),theNRMainPostOffice,theformerNFSchoolBoardAdministrationOfficeBuilding(restored—nowhousing).

TheCityisproactivelyprovidingqualityaffordableinfillhousingthatishelpingtorestoretheneighborhood’surbanfabric



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F. Access toHealthCare:Theneighborhoodhosts theCity’smedical campuswhich includes theNiagaraFallsMedicalMemorialMedicalCenter,EmergencyCare,HeartCenterandotherrelatedorspecializedhealth care providers. In addition there are also a number ofmedical doctor offices in and near theSouthEndneighborhood.

G. BroadbandAccessibility:TheentireCityhasaccesstoTimeWarnerCablehigh-speedbroadbandservicesandmultiplecellularproviders.

The South End/Downtown Niagara Falls area has been challenged for decades to hold on to viability isexperiencing a reversal of fortunes. It is a neighborhood that has seen fewer buildings being demolished inrecent years and it is a placewhere home-ownership auctions are replacing the oncemore common home-abandonments. There is also new infill housing being built. There are historic properties being listed on theNational Register restored, and reused. Likewise, there are a significant number of renovated mixed-usestorefrontsintheThirdStreetPrecinct,mostofwhichhavenewlyrenovatedapartmentsforrentabove.

AttachmentRequirement:See“FallingIntoPlace”inSection10foradditionalphotos,imagesandrenderings

RecentlyRenovatedWalnutAvenueHomesApartmentBuilding

6) Attractiveness of physical environment. Identify the properties or characteristics that the downtownpossesses that contribute, or could contribute if enhanced, to the attractiveness and livability of thedowntownforadiversepopulationofvaryingages, income,gender identity,ability,mobility,andculturalbackground.Consider,forexample,thepresenceofdevelopablemixed-usespaces,variedhousingtypesat



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differentlevelsofaffordability,walkabilityandbikeability,healthyandaffordablefoodmarkets,andpublicparksandgatheringspaces.

DowntownNiagaraFallshasauniqueanddiversehousingandcommercialbuildingstock.GrandturnofthecenturyhomeslineTenth,MemorialParkway,Twelfth,andThirteenthStreets;whileFourththroughNinthStreets catered tomoremodest working class single family or two family homes. Niagara Street, ThirdStreet, and Main Street have traditional turn of the century three-story walk up structures, ideal forconversion to mixed use apartments and store fronts. Over 40 market-rate apartments have beenrenovatedonThirdStreet,andthecityhasproposalsforanadditional34marketrateapartmentsonThirdandNiagaraStreets.

7) QualityofLifepolicies.Articulatethepolicies inplacethat increasethe livabilityandqualityof lifeof thedowntown. Examples include the use of local land banks, modern zoning codes, comprehensive plans,completestreetsplans, transit-orienteddevelopment,non-discrimination laws,age-friendlypolicies,andadowntownmanagement structure. If policies achieving this goal are not currently in place, describe theabilityofthemunicipalitytocreateandimplementsuchpolicies.

Oftenadvancedinstrongpartnerships/coordinationwithitsStateagencypartners,theCityofNiagaraFallshastakensignificant,pro-activemeasurestoinstitutionalizeitsdevelopmentpolicies,andmoreimportantly,itsassociatedregulationsandeconomicdevelopmentprograms,tobotharticulateandfacilitateitsgoalstoimprovethequalityoflifedowntownandintheCityasawhole.Examplesoftheseeffortsinclude,butarenotlimitedtothefollowing:

• 2005StrategicPlan,2009ComprehensivePlan,andZoningOrdinanceUpdate.InitiatedthroughafocusedStrategicPlan involvingaseriesof“BigMoves”toevolvetheperceptionandpotential forrevitalizationofkeyareasoftheCity,afullupdateoftheCity’sComprehensivePlanwasadoptedbytheNiagaraFallsCityCouncilin2009.ThisdocumentsetsforththeCity’skeypoliciestoimprovethequalityoflifehere,includingadvancingregionaleffortsforwaterfrontaccess,neighborhood/downtownrevitalization, improvementstohousing stock, and the restoration of the City’s dense, compact,mixed-use development pattern. Thesepolicies are being facilitated through a new zoning ordinance that sets forth standards/requirements formixed-use development, higher-density downtown uses, and design standards for infill development andstreet-levelusestoencourageactiveurbansettings.

• Memorial Park Plan. First included as an element of the City’s Strategic Plan, the revitalization plancomprisesalargeportionoftheTargetNeighborhoodbyleveragingitsstrategiclocationnearNFMMC,theNACC, Niagara City lofts restoration and residential reuse and the planned extension of John B. DalyBoulevard. The scheme involves a combination of rehabilitation and infill development to support a newcommunityanchoredbythemedicalcenterworkforce/professionals.

• 2015USAN“CityinaPark”IllustrativeDowntownMasterPlan.DevelopedincoordinationwiththeCity’sPlanningDepartment, this USAN vision document serves to simplify thatmajor tenets of the City/State’srevitalizationpolicies, includingconnectingthedowntownto itswaterfront, tocreateseamlesstransitionsbetween the parkland along the water to adjoining downtown areas, and facilitating dense, compactdowntowndevelopmentwithactive,street-leveluses.



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• OldFallsStreetProgrammableSpace.EvolvingoutoftherestorationofOldFallsStreet,theCityofNiagaraFalls continues to partner with USAN tomaintain a program of downtown activities on Old Falls Street,managedasanextensionofUSANoperationsofitsConferenceCenterNiagaraFalls.Originallyfocusedonmajorlargeconcerteventstogrowrecognition/visitationbylocalresidents,thisprogramhassubsequentlyevolvedtoincludeanumberofcommunityandtourist-orientedfamilyactivitiesincludingsummeroutdoormovies,games,andvariousculturalevents/activitiesthathasbecomeastableofdowntownliving/visits.

• RobertMosesParkwayReconfiguration/Removal.In2006,theCityenteredintoalandmarkmemorandumof understanding (MOU) with State Parks, NYSDOT, USAN, and the New York Power Authority to jointlysolicitfundingandplanforreconfiguringaccessalongtheUpperandLowerNiagaraRiverremovingobsoleteroadwaysandto reconnecting theCity’sneighborhoods to itswaterfront. Adecade later,afterextensiveplanningwork,theCityisnearingthecompletionoftheinitialeffortunderthisinitiative,the“Riverway”,anat-grade 20 MPH park road and trail network that is replacing a one-mile segment of former elevatedexpresswayintheStateParkalongtheUpperNiagaraRiver.Inturn,thisMOUpartnershipachievedamajorvictorywhenGovernorCuomorecentlyannounced$42milliontoremoveatwo-milesegmentoftheRMPfromdowntowntoFindlayDrive,whichwouldnotonlyopenaccessto400acresofopenspacealongandintheNiagara Gorge, it would also provide direct access towaterfront recreational opportunities from theTargetNeighborhoodintheDRIapplication.

• Marketing of federal/state historic tax credits. The City of Niagara Falls has actively inventoried andidentifiedhistoricresourcesinandaroundtheCityandactivelypromotingtheuseoffederal/statehistoricpreservationtaxcreditsamongsttheprogramsinitstoolboxtoadvancerevitalizationefforts.Infact,withinthe Target Neighborhood, the City has already sponsored a 2005 Cultural Resource Inventory of allpropertiesintheCity’sSouthEndtoidentifythoseeligiblefortheState/NationalRegistersofHistoricPlaces(S/NRHP)aswellaspotentialhistoricdistricts. TheCityrecentlyadvancedafederal/statetaxcredit-basedreuse of the former South Junior High School on Portage Road (along the eastern edge of the TargetNeighborhood),whichwillbeadaptedasamixed-useprojecttobeknownas“NiagaraCityLofts”.

TheComprehensiveandCityintheParkPlanshaveprovidedguidanceforfutureCitydevelopment



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8) Support for the local vision. Describe the public participation and engagement process conducted tosupport the DRI application, and the support of local leaders and stakeholders for pursuing a vision ofdowntownrevitalization.Describethecommitmentamonglocalleadersandstakeholderstopreparingandimplementingastrategic investmentplan. Identifyan initial local leadfortheprogramthatwillworkwithoutsideexpertstoconvenealocalDRIPlanningCommitteetooverseetheplan.

DuringtheDysteradministrationthecityhasspentaconsiderableamountoftimedoingpublicoutreach.TheDRIplansubmittedtodayistheculminationofyearsofplanningandtakefromtheCity’s2009ComprehensivePlan. Thecityheldnumerouspublicmeetingsanddesigncharrettesas it formulated itsComprehensivePlan,CoreCityUrbanRenewalPlanandworkingwiththeStateofNewYorkontheCityinaParkPlan.AdditionallythecityhassupportfromlocalresidentsandtheDowntownNiagaraFallsBusinessAssociation,theCityCouncil,NiagaraCountyLegislatureandNewYorkStateDelegation.



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9) Readiness: Describe opportunities to build on the strengths described above, including a range oftransformativeprojectsthatwillbereadyforimplementationwithaninfusionofDRIfundswithinthefirstone to two years (depending on the scope and complexity of the project) and which may leverage DRIfunding with private investment or other funds. Such projects could address economic development,transportation, housing, and community development needs. While such projects should havedemonstratedpublicsupport, it is recognizedthatprojectswillultimatelybevettedby theLocalPlanningCommitteeandtheState.ExplainhowthemajorityofprojectsproposedforDRIfundingdemonstratetheirreadinessforimplementation.

The revitalization of Niagara Falls has already begun. Investments by the Sate of New York and the City ofNiagaraFallshavehelpedsetthestageforanunprecedentedamountofprivatesectorinvestmentinthecentraltouristdistrictjustsouthofNiagaraStreetfromthetargetedDRIarea.Insideofthetargetedareavacantmulti-usebuildingshavebeenrepurposedforresidentialandcommercialuse.

In 2016 the CityOfNiagara Fallswas the recipient of a $750,000 REDCAward to foster development at theintersection of 7th and Niagara Streets. In May of 2017 the city received multiple proposals for theredevelopmentof threehistoric taxcrediteligiblemulti-usebuildingsandsevenvacant residential lots to thenorth,whichwill be slated for aphase-twodevelopmentprojectbyeitherof theproposers. The citywill bemaking itsselectionofthepreferreddeveloperonoraboutJune16th. Thisone-acresite isslatedtoseeover$5,000,000ininvestmentandthecreationofnewcommercialandresidentialspace.

The first project that the citywould like to undertake should it be awarded theDRIwould be the continueddevelopmentoftheNiagaraStreetcorridor.ThroughitsUrbanRenewalAgencythecitywouldliketoacquire,clearblightandviaprivatesectorinvestmentaddtothestreetscapealongNiagaraStreetwithanothermixed-usedevelopmentproject.

Niagara University is nearing implementation of an employee incentive home ownership program for thetargetedarea.Additionally,NiagaraFallsMemorialMedicalCenterisinterestedinfollowingNU’sleadindoingthesame.

10) Administrative Capacity. Describe the extent of the existing local administrative capacity tomanage thisinitiative,includingpotentialoversightofconcurrentcontracts.

Since 2007 the CityOfNiagara Falls Department of Planning andDevelopment has received and successfullymanaged63grantstotalingover$17,000,000fromtheStateofNewYork.Ourteamisexperiencedanddetailorientated.Wehavespentyearslayingthefoundationforthisplantobesuccessful.

DuringtheDysteradministration,theCityhasacompiledarobustrecordof‘economicdevelopment’andcity-building accomplishments. This past performance proves the city’s ability to balance planning, funding,administration, and execution ofmultiple large development projects concurrently and in sequence. For theDRI, the City will make all necessary staff available from any department that is needed to undertake andcompletetheprojectsoftheDRI.



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Additionally, theCityofNiagaraFallshas itsUrbanRenewalAgency (URA)availableto implement largerscaledevelopment and developments thatmay require eminent domain and site-assembly. The URA adopted the‘CoreCityUrbanRenewalPlan,’whichincludestheSouthEndandadjacentareaswithintheCoreCity.ThePlanis intended to build and capitalize on existing core assets while promoting private development andintensificationofusesgenerally. TheURAPlanand the city’s aforementioned2009ComprehensivePlanhavealreadyestablishedthepolicyframeworkfor integratingnewprojectsand,most importantly, inexecutingDRIprojectsquickly.

KeyTeamMembersQualifications:

Mr.Thomas J.DeSantis,AICP, is currentlyActingDirectorofPlanning,Environmental Services, andEconomicDevelopmentfortheCityofNiagaraFalls,NewYork.Inthatpositionheisresponsibleforoverseeingmunicipalland use and transportation planning, Planning Board, Historic Preservation Commission, NF Urban RenewalAgency, N.F.C. Development Corporation, municipal GIS services, and multiple economic and communitydevelopmentprojects.InadditiontoservingastheCity’sPolicyandCoordinatingCommitteerepresentativeontheGreaterBuffaloNiagaraRegionalTransportationCouncil.

Since coming to the City, the Planning Office has delivered seven award-winning planning projects includingcompletionofthecomprehensiveplanandfullrewriteoftheCity’szoning-ordinance.Inaddition,Mr.DeSantismanagesgrantsthatrepresentmillionsinfundingfornumerousprojects,includinganInternationalRailwayandIntermodal Station ($43M), the Niagara River Trail, as well as, various planning, park improvement,transportationenhancement,historicpreservation,brownfieldassessmentandbrownfieldcleanupgrants.

Mr.Anthony J.Vilardo, is currently theDirector of BusinessDevelopment for theCity ofNiagara Falls.He isresponsibleforattractionandretentionofbusinessesinthecity.HeservesasExecutiveDirectoroftheN.F.C.DevelopmentCorp.Thisisanot-for-profitcorporation.Itsmissionistoprovideprogramsrelievingandreducingunemployment, bettering andmaintaining job opportunities, providing aid to attract new business or retainbusinessandindustrywithintheCityofNiagaraFalls.

Additionally he serves as Executive Director of the Niagara Falls Urban Renewal Agency. Its original andcontinuedmission is to revitalize, redevelopandeliminate slumsandblightedareasof theestablishedUrbanRenewal District. The NFURA is currently undertaking the rehabilitation of a brownfield and creating theHighlandAvenueBusinessParkinitsplace,whichwillsoonbefilledwitharesearchanddevelopmentcompanywithapotentialemploymentofover100.

Mr.SethPiccirilloisDirectorofNiagaraFallsCommunityDevelopment,adepartmentthatoverseessustainableneighborhood development strategies for the City of Niagara Falls with a $2.5M annual budget. Thedepartment’sprimarygoalisblock-by-blockrevitalization,focusingonaccesstoequitablehousingopportunitiesanddrivenbypublicparticipation.Since takingoverasDirectorof thedepartmentMr.Piccirillohasoverseenthe market rate apartment renovation program, commercial facade program and the National Grid UrbanCenter/CommercialDistrictRevitalizationProgram.



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Mr.AlanNusbaum is theEnvironmental /GIS Coordinatorwith the City ofNiagara Falls,NY. Alan provides amultitudeofservicestotheCityincludingEnvironmentalReview,GISMapping,BrownfieldProjectManagement($19M),GrantApplicationandAdministration,SEQRAreview,andFloodZoneAdministration.

ThomasDeSanls,AICPAcungDirectorofPlanning&

Development

DRIProgramManager

AnthonyVilardoDirectorofBusinessDevelopment

ECONOMICDEVELOPMENTIMPLEMENTATIONTEAM

BusinessAvracuonandRetenuon

PropertyDevelopmentandDisposiuon

SethPiccirilloDirectorofCommunity

Development

COMMUNITYDEVELOPMENTIMPLEMENTATIONTEAM

HousingRehabilitauonandNewHousing

NeighborhoodServices

AlanNusbaumCoordinatorofEnvironmental

Services

SEQRandEnvironmental

PermitsandRegulauons

GrantManagement



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11) Other.ProvideanyotherinformationthatinformedthenominationofthisdowntownforaDRIaward.

Pleaseseeattachments

*Don’tforgettoattachamapthatclearlydelineatesthedowntownneighborhood.(Seeitem1.)



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