Working near an icon is a perk at City of Niagara Falls

In 2020, when James Dowling was looking for the next step in his career, a colleague sent him a posting for a senior manager of capital accounting at the City of Niagara Falls. While it ticked all the job-requirement boxes, there was another reason his interest was piqued. “Working at a smaller city that’s world famous is pretty cool,” he says. “It’s such an iconic brand – no one has ever asked me where Niagara Falls is!”

Located in the heart of the Niagara Region, the City of Niagara Falls has close to 100,000 residents and hosts nearly 15 million visitors annually. Although Dowling isn’t from the region, he has been welcomed with open arms. “The city and staff are really hospitable and community focused – it runs in everyone’s blood,” he says.

Professionally, Dowling has benefited from programs such as Lean Six Sigma Yellow Belt Training. “It looks at process efficiencies, and I love that,” he says. He also appreciates other ways senior leaders like chief administrative officer Jason Burgess help develop their people.

“We’re a growing city, and Jason took an aggressive approach in investing in staff to equip us to handle that growth,” says Dowling. “He has created a structure that’s conducive to mentorship, growth opportunities and success. We’re performing at a higher level because of it.”

Burgess credits a collaborative city council and a positive mayor for making his role easier. When he joined in 2021, the City was understaffed and several systems were outdated – some had been implemented in the 1980s. Cumbersome old technology needed to be replaced with new and improved equipment, and he got the green light.

“Change is tough, but the staff has been great,” says Burgess. “They’ve embraced the new technology, as well as flexible work arrangements for various work groups where it makes sense.”

Improvements come in part from listening to people’s needs, which resulted in a new People Plan that launched in 2024. It focuses on fostering a healthy and safe workplace; service and performance excellence; attraction and retention; an engaged workforce; and learning and development. “Our people are our most valuable assets and the foundation of the various critical programs and services we provide to our residents and visitors,” says Burgess.

Informal mentors also listen and guide their team members. Dowling has an open, honest dialogue with his general manager. “She’s a really helpful sounding board, and I think the mentorship is mutually beneficial,” he says.

Recently, Dowling appreciated the support he received during a bereavement leave for a family member. “My supervisor was accommodating and told me to take the time I need,” he says. “And we have a great employee assistance program and benefits for stressful times.”

A comprehensive wellness plan will be rolled out in 2025, and diversity, equity and inclusion initiatives are always top of mind. “We understand the changing labour force and that we’re in a competitive space,” says Burgess. “As a result, we need to recruit and retain all kinds of employees.”

The best part of Burgess’s role? “I get the most joy out of assembling a great team, seeing them develop professionally and then watching them develop their own teams that will have an impact for the next 10 years.”

Burgess points to one more perk that exists outside his office at city hall: “I have the pleasure of driving past the Falls every day on my way to work, and I never get tired of seeing them.”

This article appeared in the magazine announcing this year's Hamilton-Niagara’s Top Employers winners, published January 16, 2025 in The Hamilton Spectator. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.