Council overview package for December 9, 2019

full bike rack

City Hall, winter, snow on ground and roof

City Council made decisions on the following items during its regular Council meeting on Monday, December 9, 2019:

During a Finance Committee meeting before the regular Council session, staff presented the draft 2020 Budget. Council and the community has several weeks to review the documents before the public budget meeting on January 13, 2020, when residents will be able to address Council about the draft budget. Council will meet as Finance Committee from January 13 to 16, 2020 to discuss the budget. Council would consider approving the 2020 Budget at its meeting on January 27, 2020.

View the Council meeting agenda

View the Finance Committee agenda

Council meetings are live streamed online at

Land use change to allow a restaurant at 51 Lansdowne St. W.

Concept site plan for restaurant at 51 Lansdowne St. W.

Council approved delaying until a General Committee meeting in January its consideration of an application to change the land use designation for 51 Lansdowne St. W. to allow the property to be used for a restaurant with a reduction in the number of required on-site parking spaces to three from 10.

The delay is meant to give City staff more time to consult with the property owner.

City staff recommended that Council not approve the application as the property is too small to accommodate parking for the proposed restaurant use, the layout of the property in relation to the building, parking and vehicle access from Lansdowne Street West don't support the use of the property for a restaurant, and the requested change doesn't represent good planning.

The property is at the southeast corner of Lansdowne Street West and Sherburne Street. In 1980, the land use designation for the property was changed to allow the former service station to be converted to a retail convenience store.

City staff and the applicant considered several concepts for the layout of the parking and controlled access to Lansdowne Street West and Sherburne Street; however, City staff don't recommend approving the application because there isn't enough land to meet the needs for the future road widening, including daylight triangle for sightlines at the corner of Sherburne Street and Lansdowne Street West.

Homelessness response system review presentation

OrgCode Consulting Inc. presented to Council on its review of the City's homelessness response system, which it conducted in spring 2019, during the General Committee meeting on December 2, 2019.

The emergency shelter system in Peterborough absorbs the pressures of homelessness in the community. Recommendations to enhance local shelter services by connecting individuals using emergency shelters to permanent solutions were to:

  1. Focus on diverting people from entering shelters; and
  2. Dedicate resources into permanent housing options using Housing First philosophies and principles.

A key observation made was that the development of system-wide responses based on best practices for emergency shelter, outreach and drop-in-services (which impact the inflow of people into the system) are in the early stages of becoming housing-focused and aligning to the current thought and practice related to preventing and ending homelessness. For example, in Housing First-led systems, shelter activity is focused on getting people housed, while other access points such as drop-in centres, meal programs, faith community, etc. are the mechanism to identify people to be housed next.

Findings from the Operational Review included the following positive feedback:

As the identified Service Manager for Provincial investments, the City of Peterborough has done an admirable job in fostering an alignment to evidence informed practices while remaining responsive to the local realities and unique pressures impacting the homelessness system of care...The City of Peterborough and its funded agencies have demonstrated strong leadership and dedication to serving the individuals and families experiencing homelessness.

- OrgCode Consulting

Water and wastewater operations review

Council started a process to review the City's water and wastewater utility operations, including the governance structure, how other municipalities structure their water and wastewater utilities, and a community engagement process.

Council specified that a guiding principle of the review is all water and wastewater assets must remain publicly owned.

Under the current system, the City directly owns and operates wastewater infrastructure, while it owns the water utility through its ownership of Peterborough Utilities Group of Companies, which includes the Peterborough Utilities Commission water utility. There have been benefits to keeping the electric and water utilities together as part of the same group of companies, such as shared training, billing system, purchasing processes, and administration. Now with the pending sale of Peterborough Distribution Inc., which is the electrical distribution arm of the group of companies, it would be worthwhile to review how the City provides both water and wastewater services to determine the most efficient structure.

The review would explore all options where the City retains ownership such as, but not limited to, the following and make a recommendation to Council:

  • Status Quo: Water service provided by PUC, Wastewater service provided by the City
  • Re-structure the Utility to include Wastewater Service
  • Re-structure the City to include Water Service

Council directed that staff establish a steering committee to begin the review as well as a working group with representatives from City of Peterborough Holdings Inc. then report back to Council on next steps for the review.

Visit our Water and Sewer page

City and County of Peterborough consolidated municipal services agreement

Council supported a new consolidated municipal services agreement between the City and County of Peterborough that would be for the five-year term of January 1, 2020 to December 31, 2024.

Under the agreement, the City is the service delivery manager for Provincial Offences, Ontario Works, Child Care and Social Housing and the County is the service delivery manager for the paramedic services for both the City and County. The services cost a combined $135 million in 2019 with the net cost to the City $16.5 million and the net cost to the County $10.7 million and the majority of the remainder coming from the province.

The consolidated municipal services agreement sets out how each of the services is cost shared and it establishes a joint committee, which is called the Peterborough Regional Liaison Committee, that brings representatives of the two Councils together on a single committee to consider items of joint interest.

Council priorities

Council received for information a report on strategic priorities for the Council term and asked for a future meeting to discuss coming up with priorities for the remainder of this Council term.

Laridae, a consulting firm, facilitated a meeting with the newly appointed City Council on November 29, 2018 to discuss common priorities that would guide the road ahead for the next four years, which led to the generation of five key priorities:

  1. Traffic: including improving how traffic flows through the City, traffic calming, public transit (i.e. the hub and grid route systems), and the Transportation Master Plan;
  2. Jobs: including economic development, adapting our economy to a new sustainable local economy working regionally, and unemployment;
  3. Housing: including affordable housing for all people, working with senior levels of government and the private and public sectors on housing, increasing housing inventory;
  4. Infrastructure: including sport and entertainment facilities, safety, improved storm water management quality/quantity, roadways, fixing roads, completing large projects such as twin pads and roadways, and continue investing in capital infrastructure; and
  5. Value for tax dollars: including watching the operating budget and taxation, ensuring residents can maintain their homes, reasonable increases (i.e. inflation), tax deferral for seniors.

Progress on Council priorities

  • Transportation Master Plan – The City is progressing on the background studies (Transit Study, Cycling Network, Signal System, Jackson Park Management Plan, and Traffic Operations) that will provide a foundation for the Transportation Master Plan development process with the findings of Transportation Master Plan to be presented to Council by November 2021
  • Public Transit - The Transit Study/Route Review has gone through a round of public consultation on the current system. Draft recommendations informed by the public consultations will be posted for public review as part of the next round of public consultation
  • Improving traffic flow
    • East Side Transportation Study, including a Municipal Class Environmental Assessment for the realignment and extension of Ashburnham Drive (Report IPSTR19-006)
  • Traffic Calming
    • Lansdowne Street East speed limit reduction (Report IPSTR19-015);
    • Chandler Crescent/Louden Terrace Traffic Operational Review (Report IPSTR19-016)
    • Chemong Road speed limit reduction (Report IPSTR19-027)
    • In June 2019, completion of the $2.4-million project for pedestrian and cycling safety improvements that included adding cycling lanes on George, Water, Hunter and Sherbrooke streets, resurfacing of sections of George and Water streets, as well as reconfiguring a section of George Street south of Sherbrooke Street and Sherbrooke Street between George and Water streets
    • Traffic calming review – Council motion on October 28, 2019 asking City staff to report back to Council prior to the 2021 budget review process on traffic calming measures in residential neighbourhoods and on a plan to implement them in at least five neighbourhoods, one in each Ward of the City, in 2021.
  • Economic development and unemployment
    • Peterborough and the Kawarthas Economic Development Corporation (PKED) – 2019 is last year of 2015-2019 Strategic Plan. PKED reports metrics quarterly in the areas of Promotion, Start Ups, Growth and Attraction (Reports PKED19-002, PKED19-003 and PKED 19-004) and is working on a new Economic Development Strategy for 2020-2024
    • Official Plan review – includes strategies and direction for the growth of the City, including employment land uses
    • Upgrading electrical services capacity for the Peterborough Airport to support expanding large commercial use at the aviation-related employment park, $1.45 million with costs recovered over time from airport tenants using the service, (Report IPSAIR19-004)
    • Other measures to support businesses at the airport including installation of a Fire Protection Water Storage Tank (IPSAIR19-009), Storm Sewer Installation (IPSAIR19-005), Extension of Water Services (IPSAIR19-011), New Generator for runway lights (IPSAIR19-010)
    • Municipal Accommodation Tax (Report CLSFS19-016) with the revenue from the tax on the purchase of transient accommodations, such as hotel room rentals, used to support tourism marketing and funding tourism related projects and events
    • Employment Services Transformation – applying to the provincial government to be considered for the role of Service System Manager of community-based employment and training services for the broader region (Report CSSS19-008)
  • Adapting our economy to a new sustainable local economy working regionally o Creation of the Peterborough Environmental Advisory Committee
    • Declaration of a climate emergency
    • Construction resumed in September 2019 on the creation of Cleantech Commons, an employment and innovation park focusing on green and clean technology through a partnership between Trent University and the City of Peterborough
    • Pilot program providing public transit service in Selwyn Township through an agreement with Selwyn with funding from the province (Report IPSTR19-019)
  • Affordable housing for all people
    • Creation of a Housing Action Task Force Working Group (Report CSSS19-013) with broad representation from the community, including housing providers, community organizations, City Council, County Council, and community representatives, to support the goal of increasing the supply of affordable housing to meet the targets in the 10-year Housing and Homelessness Plan
    • Creation of transitional housing units using two city-owned houses at 808 Sherbrooke St. and 953 Clonsilla Ave. (Report CLSFM19-007b)
    • Supporting the YES Shelter for Youth and Families project that will create 12 units of affordable housing (Report CSSS19-009)
    • Extending the affordable housing agreement for the 30 units at 225 Stewart St. for an additional 10 years, helping to preserve the units as affordable housing (Report CSSS19-006)
    • Working alongside community partners to advance the Housing First approach to housing and homelessness, including participating in the national Built for Zero initiative as part of a group of communities with a goal of ending chronic homelessness
  • Working with senior levels of government and private and public sector on housing
    • Amounts have been confirmed from the Canada-Ontario Community Housing Initiative, Ontario Priorities Housing Initiative, Investment in Affordable Housing and Community Homelessness Prevention Initiative for the next 3 years (Report CSSS19-005)
    • Brock Mission Emergency Shelter and transitional housing facility - $9.3 million budget including funds from the National Co-Investment Fund and Investment in Affordable Housing and Social Infrastructure Fund
  • Increasing housing inventory
    • A Residential Conversion and Intensification Grant for the conversion of the upper two storeys of the building at 362 George St. N. into 14 twostorey apartments, helping increase the residential density and uses in the Central Area (Report IPSPL19-020)
    • A Residential Conversion and Intensification Grant to support the conversion of another section of the former St. Joseph’s hospital on Rogers Street into 27 apartment units (Report IPSPL19-011)
    • Removal of holding symbol on zoning for 520 and 540 Brealey Dr. for the creation of 46 residential units (Report IPSPL19-023)
    • Official Plan review – Draft Official Plan (June 19, 2019 version) includes proposed policy statements on encouraging increased residential intensification in built-up areas, including support for secondary suites, infilling and redevelopment
  • Sport and entertainment facilities
    • Proceeding with application for support from the province and federal government for the planned twin-pad Arena and Aquatics Centre with the location changed to Fleming College, which would create a sport facility hub with the existing facilities including Bowers Park fields, the Fleming Sports Complex, and the Peterborough Sport and Wellness Centre (Report CSD19-016)
    • The replacement of the floor along with the installation of new dasher boards and glass at the Peterborough Memorial Centre o Major Sport and Event Centre Project implementation plan development, including potential site selection (Report CSAD19-001)
    • Partnership with Peterborough Victoria Northumberland and Clarington Catholic District School Board to build a new artificial turf field, an eightlane running track as well as track and field facilities for join communityschool use at Holy Cross Secondary School (Report CLSFPI19-002)
  • Improved storm water management quality/quantity
    • A $7.3-million contract for the Jackson Creek Flood Diversion Project sewer outlet construction and George Street bridge rehabilitation, which is the first major construction on the Jackson Creek Flood Diversion Project that will eventually include a storm water diversion sewer under Bethune Street from Jackson Creek to Townsend Street, then under Townsend Street from Bethune Street to Little Lake – the top priority from the Flood Reduction Master Plan (Report IPSENG19-034)
    • A $6.6-million contract to replace and upsize the Curtis Creek culverts on Euclid Avenue and Tivey Street from the Otonabee River to the east side of Rogers Street, including new sanitary sewers, storm sewers, curbs and asphalt surface (Report IPSENG19-025)
    • A $3.9-million contract to replace and upsize the Curtis Creek culverts on Caddy Street and Armour Road, including the reconstruction of Caddy Street (Armour Road to Beverly Street) and Armour Road (Clifton Street to Caddy Street) as well as new sanitary sewers, storm sewers, curb and asphalt surface (Report IPSENG19-005)
  • Roadways, fix roads
    • Parkhill Road West Reconstruction Phase 3, $10.8 million (Report IPSENG19-012)
    • Road resurfacing and pavement preservation program, $3.4 million in 2019 (IPSENG19-009)Pavement crack sealing program, $275,000 in 2019, with most of the work on arterial and collector roads (IPSENG19-014)
    • Environmental Assessment for the replacement of the Television Road bridge over Whitlaw Creek (IPSTR19-005)
  • Continue investing in capital infrastructure
    • A $70.4-million capital budget including work such as the Parkhill Road West reconstruction, road resurfacing on various streets, $3.1 million toward the Cleantech Commons innovation and employment park development, $2.2 million for public transit buses
 Value for tax dollars
  • Watching operating budget and taxation, ensuring residents can maintain their homes
    • Budget guideline for the drafting of the 2020 Operating Budget set at 1.75%
  • Tax deferrals for seniors
    • The tax credit for low income seniors and people with disabilities provides $132,200 in funding to protect low-income seniors and low-income people with disabilities from tax increases
  • Audit of Social Services administrative processes to reduce costs, increasing efficiency of service delivery (Report CAO19-006)
  • Maximizing funding opportunities through dedicated efforts in grant application development for available financial support to supplement City revenue
  • How to invest proceeds from the sale of Peterborough Distribution Inc.(Report CLSFS19-051)
 Community engagement
  • Creation of the new Peterborough Environmental Advisory Committee
  • Expanded public consultation on the annual budget process
    • In addition to the normal public meetings and input sessions, Council supported the 2020 Budget Road Show with public drop-in sessions in each of the five Wards as well as a new survey on budget priorities ahead of development of the recommendation for guidelines for drafting the 2020 Budget
  • Launch of an online community engagement space, Connect Peterborough, that provides a variety of online tools for engaging with the community, providing a convenient alternative for people who may not have the desire or time to attend in-person meetings
  • Enhanced engagement activities on projects such as the Official Plan update, the Watershed Planning Study, Peterborough Transit Study and Route Review
  • Changes to Procedure By-law to allow for greater public participation in the Council process, including later registration for public delegations
  • Council agenda overview package posted online for each meeting
 Progress and activities on other identified priorities
  • Relationship with First Nations communities
    • Land acknowledgment at the opening of Council meetings
    • Quarterly staff meetings with neighbouring First Nations
    • Increased consultation with First Nations on specific projects
    • The Nogojiwanong Project is a collaboration undertaken in the spirit of kinship with local First Nations Indigenous Peoples in recognition of the 200th anniversary of Treaty No. 20, with the unveiling of interpretive panels highlighting the evolution of local treaties and inherent rights at a new gathering space located in Millennium Park adjacent to the Trans Canada Trail
  • Release of a draft version of the new Official Plan for public review and comment
  • Creating a $15.3-million household organic waste collection program and processing facility with a $6.1-million federal grant


Greater Peterborough Area Economic Development Corporation agreement

Industrial park, aerial photo

Council approved a new four-year agreement between the City, the County of Peterborough and Greater Peterborough Area Economic Development Corporation for economic development and tourism related services by the regional economic development agency.

Council asked for staff to review how economic development is delivered and to report back to Council before September 2020.

The current agreement expires on December 31, 2019.

Peterborough Operations Centre construction budget

Council approved increasing the budget for the construction of the new Peterborough Operations Centre by $93,067, mostly to cover costs associated with replacing gas unit heaters, a damaged electrical panel and some flooring as well as putting in a fall arrest system in vehicle service bays for staff safety when they are working on top of buses or large vehicles.

The contract with JR Certus Construction Company would be increased by $51,644 to $21,857,587 from $21,805,943 plus tax. The remaining $41,423 is for the supply and installation of a fall arrest system for staff safety.

Municipal Accommodation Tax agreement

Council approved an agreement with Greater Peterborough Area Economic Development Corporation on the use of the portion of the Municipal Accommodation Tax revenue that will go to the regional economic development agency for promoting tourism in the City.

The City expects that the 50% share of the Municipal Accommodation Tax revenue for the next 12 months will be $405,000, which would be transferred to Greater Peterborough Area Economic Development Corporation, which is known as Peterborough and the Kawarthas Economic Development (PKED).

The money would be used by PKED to expand tourism in Peterborough and the Kawarthas, to increase visitations to the City through destination marketing of Peterborough and the Kawarthas as a destination, to enhance Peterborough's national and international profile, to support partnership development and industry growth, and to fund bid requirements for major events.

Extending agreement for integrity commissioners

Council approved extending the terms of the City's two integrity commissioners, John Ewart for advise giving for Council members and Guy Giorno for investigative services, until March 31, 2022.

The two integrity commissioners have been on retainer with the City since March 2019, with $391 expensed since that time.

Effective March 1, 2019, Bill 68 amended the Municipal Act 2001 to require municipalities to establish Codes of Conduct for members of Council and certain local boards and to appoint an Integrity Commissioner to provide advice to and investigate complaints against members of Council.

Council will also consider scheduling an education session with John Ewart and Council in the first quarter of 2020 on matters involving conflict of interest and the Code of Conduct. 

City of Peterborough Holdings Inc. board appointments

The City of Peterborough Holdings Inc. Board of Directors is recommended that Council approve a number of appointments to the City of Peterborough Holdings Board.

Council approved re-appointing Nancy Brown Andison, Louise Lalonde and Arlynn Dupuis to the City of Peterborough Holdings Inc. (COPHI) Board for three-year terms expiring December 31, 2022.

Council approved re-appointing Scott Baker, David Bignell and David Paterson for one-year terms expriring December 31, 2020.

Appointments to committees

Council approved the following appointments to committees:

  • Accessibility Advisory Committee (term to November 2023) – Dave Hurley, Phil Mechetuk, Barb Munro, and Don Parnell Arts
  • Culture and Heritage Advisory Committee (term to November 2022) – Yvonne Lai
  • Museum and Archives Advisory Committee (term to November 2023) – Emily McPhail
  • Peterborough Architectural Conservation Advisory Committee (term to November 2023) – Lara Hintelmann, Elizabeth King and Simon Terry

Heritage designation for the former Ovaltine building

Old industrial building, four storeys, yellow brick

Council didn't approve the Peterborough Architectural Conservation Advisory Committee's recommendation to designate the former Ovaltine building at 843 Park St. S. as a property of cultural heritage value or interest under the Ontario Heritage Act.

The Peterborough Architectural Conservation Advisory Committee had recommendation a designation that would protect the heritage attributes of the exterior of the building while allowing the interior to be freely renovated for a new use.

The property owner had applied for a demolition permit in September 2018. The City issued the demolition permit in January 2019. Heritage designation for the property would have voided the demolition permit; however the property owner had already started demolition on the building.

The building is an example of an industrial structure completed in the Art Deco style by a renowned Canadian Architectural firm. Built in 1930-31 by T.A. Brown Construction from the designs of Toronto based architecture firm Chapman & Oxley, the building was constructed as the first Canadian manufacturing plant for A. Wander Company Ltd., manufacturers of Ovaltine and other products.


Rent-geared-to-income assistance wait list

Council approved bringing the management of the centralized waiting list for rent-geared-to-income assistance in-house, with Social Services providing the service, instead of the current arrangement having Peterborough Housing Corporation manage the list.

1,569 units of Rent-Geared-to-Income housing that the City funds and administers

The Housing Services Act, 2011 requires that Service Managers - the City is the Service Manager for the City and County of Peterborough - have a centralized waiting list for selecting households that are waiting for Rent-Geared-to-Income assistance. Service Managers may delegate these duties to another organization, but the responsibility for the service remains with the Service Manager.

The proposed change is not in response to deficiencies in the service provided by Peterborough Housing Corporation over the last 16 years. It has provided excellent service to applicants and the City. But the sector landscape shifted starting in 2018 with the City committed to ending chronic homelessness by 2025, using a person-centred, data-driven approach. This approach requires direct control over access to the 1,569 units of Rent-Geared-to-Income housing that the City funds and administers in addition to the realized cost savings.

The draft 2020 budget reflects a 50% reduction ($71,350) in the payment to Housing Access Peterborough line, which is the service provided by Peterborough Housing Corporation, to reflect this change.

Employment services transformation

Council authorized the City to plan, design and deliver employment services for the Muskoka-Kawarthas catchment area, if the City is successful in its application to the province to become the Service System Manager for the area.

The proposal indicates that the province would provide 100% of the funding for the program. The Ministry of Labour, Training and Skills Development has indicated that the Service System Manager in the Muskoka-Kawarthas catchment area will receive annual operational funding of $14,131,000 plus $2,494,000 for employment related financial supports for job seekers and employers, and estimated potential annual performance based funding of $4,156,000 for a total of $20,781,000.

The City has formed a municipal consortium with the City of Kawartha Lakes, the District Municipality of Muskoka and the County of Northumberland. The City of Peterborough is the lead for the consortium, which means that if successful, the City of Peterborough will enter into and administer the Provincial transfer payment agreement on behalf of the consortium.

Transportation Master Plan development framework

A person riding a bike on a neighbourhood street with bike handlebars in the foreground

Council approved a framework for the development of the City's new Transportation Master Plan, including issuing an request for proposals for services for developing the plan and establishing a steering committee to guide the process.

Transportation Master Plans are structured to examine the need for new infrastructure on a system-wide basis, while incorporating land use considerations and environmental principles into the municipal planning and decision-making process. It often recommends a combination of policies and new or upgraded infrastructure to support long-term growth in the community. The plan also provides a guide to assist in day-to-day municipal decision making, annual capital budget forecasting and priority setting.

Given their broad geographic context, a Transportation Master Plan will typically stop short of completing the detailed technical background studies and preliminary designs that are necessary to obtain provincial approval for each of the recommended projects.

The Transportation Master Plan was last updated in 2012 and established a 20- year vision for transportation in the City of Peterborough to 2031. The Plan included a strategic focus on reducing the reliance on single occupant auto travel in the community and encouraging increased use of more sustainable modes of travel.

Support for a Central Area property conversion to residential

Heritage building with construction crane in winter, snow on ground

The City supported providing a $1 million grant through its Residential Conversion and Intensification Grant program for the 147-unit residential development at 475 George St. N., which is the former YMCA property, to encourage the creation of residential units in the Central Area.

The program allows for funding of up to $10 per square foot of new residential floor area. The recommendation would provide a grant of $8.64 per square foot based on 115,715 square feet of residential floor area.

The building has been vacant since the Peterborough YMCA closed its George Street location and moved to a new facility on Aylmer Street in 2007.

The City’s Official Plan and provincial policies encourage having more people live in already built up areas, such as Peterborough’s Central Area, instead of in greenfield developments on the outskirts of communities. Having more people live in already built-up areas makes more efficient use of land and infrastructure. To achieve this, the City has put in place several incentives under its Central Area Community Improvement Plan to encourage this type of land development.

The current owner of the George Street property is building a 147-unit residential development, maintaining the original 1895 structure and incorporating a reconstruction of the façade of the 1930 addition fronting on George Street.

Edgewater Boulevard parking restrictions, speed limit reduction

Road map of neighbourhood around Edgewater Boulevard

Council approved putting in place parking restrictions and a speed limit reduction on Edgewater Boulevard.

The changes include:

  • That “No Parking Anytime” restrictions be implemented on both sides of Edgewater Boulevard, from Maria Street to 30 metres south of the CP Rail Crossing bridge;
  • That “No Parking Anytime” restrictions be implemented on both sides of Edgewater Boulevard, from a point 30 metres north of Wallace Street to a point 100 metres north of Wallace Street; and
  • That a 40-kilometres-per-hour speed limit be implemented on Edgewater Boulevard between Maria Street and Wallace Street.

Residents had submitted a petition to the City calling for calendar parking on Edgewater Boulevard as well as the no parking in the sections that are referenced in the staff recommendations.

City staff reviewed the conditions on the street as well as provided a survey to the neighbourhood.

Based on the restricted sight visibility, City staff recommend implementing “No Parking Anytime” restrictions on Edgewater Boulevard near the CP Rail bridge and approaching the curve where the emergency access roadway connects to Edgewater Boulevard. A reduction in the current speed limit to 40 kilometres an hour is also recommended on Edgewater Boulevard, between Maria Street and Wallace Street, due to the reduced visibility in these areas.