2023 Annual Report

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2023 ANNUAL REPORT Page 2 of 74

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Land Acknowledgment The City of Langford acknowledges and honours the traditional territories of the Coast Salish, specifically Xwsepsum (Esquimalt), Lekwungen (Songhees), Sc’ianew (Beecher Bay), and the W̱ SÁNEĆ Peoples represented by the Tsartlip, Pauquachin, Tsawout, Tseycum, and Malahat Nations. Page 3 of 74

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Table of Contents Land Acknowledgment 02 Message from the Mayor 04 Message from the Chief Administrative Officer 05 City of Langford Mayor and Council 06 Organizational Chart 07 Administration 08 Bylaw Enforcement 15 Building Services 18 Communications and Economic Development 20 Engineering 25 Finance 28 Information Technology and Geographic Information Systems 30 Langford Fire Rescue 32 Parks, Recreation, and Facilities 35 Planning and Subdivision 39 Consolidated Financial Statements 47 Permissive Tax Exemptions 70 Annual Development Cost Charges 72 Page 4 of 74

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Message from the Mayor On behalf of the City of Langford, I am pleased to present the 2023 Annual Report. As you will read, 2023 was a busy year for the City, with numerous significant projects initiated or completed. In the fall of 2023, the City released its first Strategic Plan, profiling Council’s vision and values and setting bold priorities to guide the City in addressing current and future challenges. Langford Council has committed to actioning the objectives outlined in the Strategic Plan in the following key areas: Sustainable Development, Climate Change and Environmental Stewardship, Economic Development, Transportation, Good Governance, and Quality of Life. In many cases, the objectives include the development of other plans, such as a Master Transportation Plan, an Urban Forest Management Plan, Parks Master Plan, an Economic Development Plan, an Arts and Culture Strategic Plan, a Comprehensive Asset Management Plan, and other plans that are best practices for a City the size of Langford. Many of the objectives in the Strategic Plan will require robust community engagement, and Council is committed to ensuring that happens. While the Strategic Plan sets out the City’s goals and objectives at the municipal level, Council acknowledges its responsibility for advocating for critical services that fall under the purview of other levels of government, agencies, or community partners. As Langford’s population continues to grow, this responsibility also increases and our collaborative advocacy work will be critical in a variety of areas. Council is committed to being at the table for these important conversations and advocating for the betterment of the community. Mayor Scott Goodmanson As part of Council’s ongoing commitment to meaningful engagement with residents, Langford Council hosted a series of public engagement events in 2023. We also launched a public engagement platform, Let’s Chat Langford, designed to provide a convenient and accessible space for residents to voice their opinions and stay informed about City projects. I encourage you to register with LetsChatLangford.ca to receive notifications about projects and public engagement opportunities. City staff continued work on multiple significant projects in 2023. Work began on the Urban Forest Management Plan and Official Community Plan (OCP) refresh projects, and in-person information sessions were held for each. The Attainable Home Ownership Program was modified to broaden eligibility requirements and make the Program more accessible to prospective first-time homebuyers. On that note, six attainable units were sold to buyers in 2023, with more to come in 2024. Several parks-related projects were completed, including new walking and biking trails in the Gravity Zone and the completion of the new Lone Oak Park. The Jordie Lunn Bike Park Clubhouse construction was ongoing and will open in 2024. I’m pleased to say that Langford has once again earned a place on BC Business Magazine’s Best Cities for Work list, up from #8 in 2022 to #3 in 2023. We are honoured to be featured on this list amongst other innovative and resilient cities and are optimistic for the year ahead. In closing, on behalf of myself and Council, we look forward to meeting you, and receiving your ideas and suggestions about how we can continue to build an inclusive and vibrant community together. (left to right) Mary Wagner, Colby Harder, Mark Morley, Scott Goodmanson, Keith Yacucha, Kimberley Guiry and Lillian Szpak. CITY OF LANGFORD | 2023 ANNUAL REPORT 4 Page 5 of 74

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Message from the Chief Administrative Officer I am pleased to present the City of Langford’s 2023 Annual Report. As you will read, it highlights the activities and initiatives of the past year and provides a review of the City’s strategic objectives and measures for 2024. This Report fully complies with the Community Charter and includes the City’s permissive tax exemptions, audited financial statements, and Development Cost Charges. During 2023, the City released its 2023-2027 Strategic Plan, which describes Council’s values, priorities, and objectives. It also outlines the steps required to address current and future needs of the community. The purpose of the Strategic plan is to guide Council, staff, and key partners to make informed decisions that will help to shape our community. The City of Langford is well known for its high-quality, responsive, and efficient public service, and, as an organization, is strongly committed to continuous learning. To this end, the City initiated an organizational review in late 2023 to analyze the organization’s structure and staffing needs in light of the Strategic Plan priorities. This review was completed in 2024, and I am pleased to report that all immediate-term recommendations have been implemented. I am excited to share that construction is almost complete on the Jordie Lunn Bike Park Clubhouse and is scheduled to open in June 2024. The facility includes two commercial spaces that have been leased to Rhino Coffee House, and Broad Street Cycles which will offer bike rental and repairs. The City has also partnered with Cycling BC and Cycling Canada, who will occupy the office space on the second floor of the facility. The Clubhouse will serve as a welcoming and accessible venue for members of the community to gather and connect with friends and neighbours. We anticipate that it will quickly become the primary hub for Langford’s many cycling enthusiasts. Staff completed contract negotiations with Pacific Football Club (PFC) that began in 2023, and, a one-year agreement was reached in early 2024. We recognize the importance of PFC’s presence in the community and will continue our efforts to reach a five-year agreement prior to the end of the 2024 season. In keeping with Council’s strategic priority of good governance, and increased public engagement, the City is committed to ensuring all budgets are fiscally sustainable and that budget-related documents are transparent and clear. To further support this commitment, in 2023, the City initiated an update of the Five-Year Financial Plan document and launched an interactive on-line platform to support Council’s priority of meaningful public engagement. The City encourages all residents to participate in future engagement opportunities including the annual budget process, the Official Community Plan refresh, and a variety of master plans being rolled out in the coming months. Looking ahead, I am encouraged by Council’s clear and strategic commitment to the residents of Langford and future generations. The work plan for 2024 is bold, ambitious, and exciting. I have every confidence that as we move forward together as a cohesive team, we will continue to achieve our goals and priorities, enabling Langford to thrive as the unique and vibrant community it is. Darren Kiedyk, Chief Administrative Officer

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City of Langford Mayor & Council Scott Goodmanson MAYOR 2022 - 2026 TERM Kimberley Guiry COUNCIL MEMBER Lillian Szpak COUNCIL MEMBER Colby Harder COUNCIL MEMBER Mary Wagner COUNCIL MEMBER Mark Morley COUNCIL MEMBER Keith Yacucha COUNCIL MEMBER Learn More About Langford Council: Langford.ca/Council 6 CITY OF LANGFORD | 2023 ANNUAL REPORT 6 Page 7 of 74

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2023 Organizational Chart ADVISORY COMMITTEES EXTERNAL COMMITTEES ◦CRD Board ◦CREST Board ◦West Shore Parks & Recreation ◦Greater Victoria Library Board ◦Regional Water Supply Commission ◦Juan de Fuca Water Distribution Commission ◦Climate Action Inter- Municipal Task Force ◦South Island Reconciliation Advisory Committee ◦Victoria Family Court & Youth Justice Committee ◦West Shore Chamber of Commerce ◦Board of Variance ◦Capital West Accessibility Advisory Committee (Corporate Officer) ◦Community Advisory Committee ◦Sustainable Development Advisory Committee COMMUNICATIONS & ECONOMIC DEVELOPMENT SENIOR MANAGER OF COMMUNICATIONS & ECONOMIC DEVELOPMENT | Donna Petrie ◦Economic Development ◦Tourism ◦Events ◦Communications ◦Public Engagement BUILDING SERVICES DEPARTMENT MANAGER, BUILDING SERVICES DEPARTMENT | Wayne Robinson ◦Inspections ◦Plan Review ◦Permit Issuance ◦Building Bylaw Enforcement ◦Board of Variance ◦Public Enquiries ENGINEERING & PUBLIC WORKS DEPARTMENT DIRECTOR OF ENGINEERING AND PUBLIC WORKS | Katelyn Balzer DEPUTY DIRECTOR OF ENGINEERING AND PUBLIC WORKS | Kevin Bowbyes DEPUTY DIRECTOR OF ENGINEERING CONSTRUCTION | Trevor Auger ◦Roads & Sidewalks ◦Construction & Maintenance ◦Sewer Construction & Maintenance ◦Streetlights ◦Drainage & Flood Maintenance ◦Traffic Lights & Parking Signs Regulations ◦Council & Advisory Committee Agendas & Minutes ◦Bylaws & Policies ◦Freedom of Information ◦Legislative Services ◦Legal Services ◦Scanning ◦Property File Maintenance ◦Elections ◦Public Education ◦Enforce City Bylaws ◦Conduct Prosecutions ◦Community Patrols ◦Oversee Security Service ◦Ensure Processes are Fulfilled ◦Mitigate Risk ◦Oversee Animal Control ADMINISTRATION DEPARTMENT DIRECTOR OF CORPORATE SERVICES | Braden Hutchins ◦Human Resources ◦Bylaw Enforcement ◦RCMP Municipal Employees ◦Property Acquisition & Disposition ◦Contract Negotiation DEPUTY DIRECTOR OF CORPORATE SERVICES | Marie Watmough MANAGER, COMMUNITY SAFETY AND MUNICIPAL ENFORCEMENT | Lorne Fletcher HUMAN RESOURCES MANAGER | Christie Klein CHIEF ADMINISTRATIVE OFFICER Darren Kiedyk COUNCIL THE COMMUNITY FINANCE DEPARTMENT DIRECTOR OF FINANCE | Michael Dillabaugh DEPUTY DIRECTOR OF FINANCE | Audrey Kryklywyj-Shortreid ◦Financial Statements ◦Insurance ◦Investments & Debt ◦Budgets ◦Accounting ◦Payroll ◦Accounts Payable ◦Tax Collection ◦Business Licensing ◦Digital Mapping ◦Property Management ◦Litigation ◦Security Control ◦Local Area Network ◦Website ◦Database SENIOR MANAGER OF INFORMATION TECHNOLOGY | Kevin Dube FIRE RESCUE FIRE CHIEF | Chris Aubrey ◦Fire & Rescue Response ◦Fire Prevention ◦Emergency Plan Coordination ◦Emergency Support Services ◦Mutual Aid PARKS, RECREATION & FACILITIES DEPARTMENT DIRECTOR OF PARKS , RECREATION & FACILITIES | Yari Nielsen ◦Parks & Trails Planning & Design ◦Coordinates Parks, Trails & Boulevard Construction & Maintenance ◦Oversees City-owned Properties & Facilities PLANNING, SUB-DIVISION AND LAND DEVELOPMENT DEPARTMENT DIRECTOR OF PLANNING | Matthew Baldwin DEPUTY DIRECTOR OF PLANNING AND SUBDIVISION | Leah Stohmann ◦Official Community Plan ◦Zoning Bylaw ◦Development Variance Approvals ◦Subdivision Approval ◦Development Permits ◦ALR Referrals ◦Liquor Licensing Referrals ◦Temporary Use Permits ◦Strata Conversions ◦Recruitment ◦Training & development ◦Health and safety ◦Performance management

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Administration The Administration Department which includes the office of the CAO, oversees the following functions: community safety and municipal enforcement, human resources, legislative services, contracts and agreements, police services, land acquisitions and dispositions, oversight of significant City initiatives, and other administrative functions. CORPORATE SERVICES Overview The Corporate Services Department provides a range of services that requires innovative partnerships, and collaboration with key partners to support City initiatives and provide accessible and transparent services to the community. The department is also responsible for strategic land acquisitions, contract negotiations, and internal functions such as human resources, legislative and protective services as well as RCMP support services. Highlights of 2023 Development of Council’s Strategic Plan The Corporate Services Department supported Council in the creation of the City’s first Strategic Plan, which Council approved on November 20, 2023. Strategic Land Acquisitions In 2023, the City completed two land assemblies. The first was purchasing the remaining residential property required to facilitate the expansion of the RCMP detachment. The second was securing the remaining residential properties bordering Danbrook Park as a land assembly to support downtown parking needs. The department worked with the Parks Department to engage BC Parks and the District of Highlands with the goal of securing access to Mount Finlayson from Bear Mountain. This remains ongoing, but the department is hopeful that progress will be finalized in 2024. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Continue to Make Strategic Land and Facility Acquisitions STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6j: Support the Expansion of the RCMP facility 6l: Increased Access to Recreation Infrastructure and Services Pacific FC Contract Negotiations A significant amount of time was spent negotiating a one-year stadium-use agreement with Pacific FC. In 2024, staff hope to bring forward a five-year Stadium Use Agreement. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased Access to Recreation Infrastructure and Services Ongoing Support of the Downtown Post Secondary Campus The Corporate Services Department worked collaboratively with Royal Roads University on various aspects of the downtown post-secondary campus, opening in 2025. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3b: Actively Support the Evolution of the Downtown Post Secondary Campus CITY OF LANGFORD | 2023 ANNUAL REPORT 8 Page 9 of 74

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Support the Expansion of the RCMP Facility Langford and its partner municipalities are committed to expanding the RCMP building to accommodate growth in Langford and the West Shore. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6j: Support the Expansion of the RCMP facility Continue to be at the Table for Strategic Regional Discussions and Decisions As the third largest municipality in the Region and as the economic centre of the West Shore, the City will take a leadership role in Regional discussions and decision-making. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5a: Be at the Table for Strategic Regional Discussions and Decisions Maintain the City’s Long-standing Corporate Efficiencies The City has a reputation for operating lean with respect to staff resources, making timely decisions and minimizing bureaucracy. This approach streamlines approvals, empowers staff and keeps costs down. While many elements of the City’s first Strategic Plan may require additional processes for successful implementation, the City will work only to add these processes when appropriate. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies Continue to Take Action Towards Reconciliation The City will work to implement the actions specific to local government as outlined in the Truth and Reconciliation Commission of Canada: Calls to Action. In 2023, the City implemented training for Council and staff, which included a Truth and Reconciliation Day learning event. The City will continue to collaborate with Indigenous partners, celebrate Indigenous culture, and ensure all work is grounded with the intentional lens of truth and reconciliation. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6c: Continue to take Action Towards Reconciliation Business Case for the Potential YMCA/YWCA Aquatics Facility Purchase Corporate Services continues to pursue the potential purchase of the YMCA/YWCA aquatic facility. The City is working with external consultants to complete a business case regarding the potential purchase, which will ensure that the City is receiving value for money, if the purchase goes ahead. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Continue to Make Strategic Land and Facility Acquisitions STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased Access to Recreation Infrastructure and Services LOOKING FORWARD 2024 Objectives and Measures In early 2023, a comprehensive organizational and staffing review was conducted. In 2024, the CAO and Deputy CAO (former Director of Corporate Services), will work towards the following: Review Downtown Public Parking Needs and Related Policies The City will conduct a review of public parking needs in the downtown core. This review will enable the City to better understand the parking needs of residents, businesses, commuters, and the future post-secondary campus, all with the goal of building a thriving downtown core. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1j: Review Downtown Public Parking Needs and Related Policies STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3a: Develop an Economic Development Plan

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Support the Efforts of Community Organizations to Expand Services to Youth, Seniors, and Other Underrepresented and Marginalized Groups Community organizations play a critical role in the health and vibrancy of the community. Wherever possible, the City will take an active approach to collaboration and partnership to achieve shared community objectives. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6d: Support the efforts of Community Organizations to Expand Services to Youth, Seniors, and Other Underrepresented and Marginalized Groups Explore Increased Access to Recreation Infrastructure and Services As the City grows, so does the City’s need to grow recreational offerings. The Administrative Department will support the Parks Department in the implementation of the Parks Master Plan through the potential purchase of the Westhills YMCA Aquatic Facility and other strategic acquisitions and partnerships. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased Access to Recreation Infrastructure and Services Explore Current Library Capacity and Community Needs Currently, the City provides library services for the residents through membership in the Greater Victoria Public Library (GVPL), through the Juan de Fuca Branch (at West Shore Parks and Recreation), the Goudy Branch (on Goldstream Avenue) and the Heritage Branch (in Westhills). The City has not expanded the number or capacity of libraries since 2016, despite the significant growth in population. With this in mind, the City will work with the GVPL to review capacity and community needs and to potentially identify opportunities to expand library capacity within Langford. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6m: Explore Current Library Capacity and Community Needs Pursue Programs and Partnerships for Affordable Housing The City supports affordable housing through its Affordable Housing Program, Attainable Housing Program, grants to the not-for-profit sector, tax exemptions, and activation of City-owned land. It can also support affordable housing through the strategic development and application of land use. Lastly, the City can pursue Provincial and Federal grants, such as the Housing Accelerator Fund, to support the development of affordable housing. The Administrative Department will continue to support the Planning Department in aggressively pursuing these initiatives to help address the housing affordability crisis that so many residents are facing. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1k: Update the Housing Needs Report 1m: Pursue Programs and Partnerships for Affordable Housing Advocate on Behalf of the Community Progress continues to be made in the collaborative advocacy areas as detailed in the Strategic Plan, including working with partners to advance social and on-market housing, childcare spaces, the number of schools in Langford and the West Shore, improvements to transit, and access to further health care opportunities and social services. STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY CITY OF LANGFORD | 2023 ANNUAL REPORT 10 Page 11 of 74

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HUMAN RESOURCES The Human Resources (HR) Department is responsible for the management of the City employee life cycle by providing support to leadership on recruitment, selection, onboarding, training and development, health and safety, and performance management of all City staff members. HR develops and maintains employee policies and procedure guidelines to ensure compliance with related regulations and legislation. The department leads programs such as compensation and benefits, disability management, and accommodation, and supports the City’s leadership team in human resource planning, retention, and engagement strategies. Overview The City’s HR Department is relatively new and has made significant progress in reviewing and updating employee policies and procedures over the last few years. The most significant update in 2023 included a revision from the City’s existing Bullying and Harassment Policy to a new Respectful Workplace Policy, which included mandated training for all City staff, management, and elected officials. Other 2023 initiatives included new training offerings for all staff (violence prevention, Indigenous awareness, and health and wellness), recruitment and onboarding of nine new firefighters, and the development of multiple job descriptions for new positions in the City (Communications Assistant, Events Coordinator, Arts, Culture, & Economic Development Coordinator, Media Relations (Police Services), and Lieutenant (Suppression). Highlights of 2023 2023 included multiple training initiatives aimed at supporting Council’s strategic values and objectives related to continuous learning, Truth and Reconciliation, and diversity, equity and inclusion. Truth and Reconciliation Day Event Each year, HR hosts a learning event for all staff for Truth and Reconciliation Day. 2023’s event showcased a short film to increase awareness of Indigenous history, culture, and our ongoing learning. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5e: Develop an Equity, Diversity, and Inclusion Strategy Wellness Week Since 2022, HR has hosted an annual wellness week for all City staff. This event includes multiple learning opportunities, access to health and wellness services, and strategies to encourage staff wellness and resiliency. In 2023, topics included personal stress management, health services, and healthy eating.

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LOOKING FORWARD 2024 Objectives and Measures 2024 will focus on worker safety and inclusion. The Human Resources Department is working on multiple initiatives related to the City’s occupational health and safety program and is dedicated to continuous learning for all staff on developing Indigenous awareness, diversity, equity, and inclusion. Operationally, 2024 will be filled with many strategic projects and programs that align with the Council Strategic Plan, including: Implementation of the Organizational Review As part of the 2024 budget, Council considered additional staff positions for City Hall. The proposed positions are a result of a comprehensive organizational and staffing review, conducted by an independent consultant. This review identified a number of new positions at City Hall and recommended a number of changes to the City’s organizational structure. New positions prioritize public safety, increased demands from Provincial policy changes, objectives outlined in the Council Strategic Plan, and general staffing requirements to maintain service levels in a rapidly growing city. The recommended changes also address organizational risks associated with emergency planning, contract management, and human resources. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies Complete IAFF Collective Bargaining The Langford Fire Department is represented by the International Association of Fire Fighters Union. In 2024, the Human Resources Department will work to support the successful negotiation of a new agreement that meets the needs of both parties. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies Initiate a Diversity, Equity, and Inclusion Strategy In 2024, the department will develop a meaningful Diversity, Equity, and Inclusion Strategy for the organization to better serve and understand the diverse needs of Langford residents. This Strategy will enable all City representatives, be it elected officials, committee members, City staff, contractors, and other volunteers, to better understand, respect and celebrate what makes us each unique, and help to ensure all residents are treated equally. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5e: Develop an Equity, Diversity, and Inclusion Strategy Continued Training on Developing Indigenous Awareness In keeping with Council’s strategic priority of taking action towards reconciliation, the City will work with Indigenous consultants for staff training across the organization including members of Council. We will actively look for meaningful ways to recognize and celebrate Indigenous cultural events and will seek out opportunities to listen and learn from local First Nations, Indigenous partners, and Knowledge Keepers. We will ensure all work is grounded with the intentional lens of truth and reconciliation. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6c: Continue to take Action Towards Reconciliation CITY OF LANGFORD | 2023 ANNUAL REPORT 12 Page 13 of 74

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LEGISLATIVE SERVICES The Legislative Services team is responsible for facilitating, identifying, and managing the City’s records, both on paper and digitally. This department provides legislative and clerical support to Council and prepares contracts, agreements, agendas, and minutes on behalf of the City. Legislative Services also responds to Freedom of Information Requests and Property Records requests. Overview In 2023, the Legislative Services Department continued to provide support and guidance to staff and Council. The department assisted Council with the development of Terms of Reference for the Community Advisory Committee and Sustainable Development Advisory Committee and, subsequently, with the recruitment of citizen members for these committees. Legislative Services updated the Council Procedure Bylaw to reflect changes directed by Council. Accessibility has been a focus for the City in 2023. In accordance with Strategic Plan objective 6G: “Develop and Implement an Accessibility Plan,” the City has joined the Capital West Accessibility Advisory Committee to promote accessibility and work with our neighbouring municipalities towards the creation and implementation of an Accessibility Plan. The Legislative Services team provides support to this committee and all City committees. Highlights of 2023 Preliminary Assessment for SharePoint Migration The Information Technology (IT) and Legislative Services departments reviewed and prepared documents for migration to an online cloud service for records storage and management. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5d: Improve Access to City Information Bylaw Review Staff are reviewing the City’s bylaws to ensure completeness and making recommendations for amendments to ensure ongoing relevance.

STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5d: Improve Access to City Information Records Digitization Staff are retrieving boxes of paper records from offsite storage and scanning them to reduce storage costs and to make it easier and faster to provide older information to citizens on request. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5d: Improve Access to City Information 5g: Maintain the City’s Long-Standing Corporate Efficiencies Contracts and Agreements Staff manage all of the City’s active contracts and agreements. This includes monitoring expiry dates and ensuring terms are met by all sides. Staff will also draft new agreements or manage the outsourcing of such agreements.

STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5d: Improve Access to City Information

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2023 Legislative Services Department Statistics 2022 2023 Council meetings Regular Council 16 20 Special Council 5 14 Committee meetings Committee of the Whole 0 9 Community Advisory Committee

5 Sustainable Development Advisory Committee

7 Board of Variance 1 1 Capital West Accessibility Advisory Committee

1 Other Committees 23 0 Contacts and Agreements New Contracts and Agreements Created 242 194 Total Contracts and Agreements Completed 166 165 Total Contracts and Agreements Cancelled 9 9 Bylaws OCP Amendments 3 2 Zoning Amendments 55 16 Finance 16 7 Regulatory 9 5 Road Closure 6 3 Other 18 12 New Bylaws 107 45 2023 Objectives and Measures 2023 Results Pages Scanned 110,941 = 45% increase Property Records Requests 534 = 4% decrease

LOOKING FORWARD 2024 Objectives and Measures Deliver Training to Staff Legislative Services staff will meet with each department to provide: an overview of the City’s Records Management Policies as well as best practices in order to maintain effective record keeping; and a review the requirements of the Freedom of Information and Protection of Privacy Act (FOIPPA) and other relevant legislation in order to assist the City in processing and responding to Freedom of Information requests. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5d: Improve Access to City Information Review Existing Policies and Bylaws Legislative Services staff will liaise with departments in order to update or rescind internal policies and Council policies as needed. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Create Accessibility Plan Legislative Services staff will work with the Capital West Accessibility Advisory Committee to shift from a staff based committee to a community based committee. The committee will create an overall accessibility plan, with action items individualized to each member community. For the initial plan, the committee is following the footsteps of the Province to focus on employment and service delivery. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6g: Develop and Implement an Accessibility Plan Contracts and Agreements Staff will continue to manage the lifecycle of the City’s contracts and agreements. In 2024 Council approved the addition of a legal assistant to assist with the process. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE FOI Requests 122 = 33% increase CITY OF LANGFORD | 2023 ANNUAL REPORT 14 Page 15 of 74

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Bylaw Enforcement (Community Safety and Municipal Enforcement) The Community Safety and Municipal Enforcement (Bylaw Enforcement) Department acts to ensure community standards are upheld by enforcing Council’s Regulatory Bylaws and providing public education with respect to bylaws. Community Safety Officers monitor community public spaces through foot, bicycle, and vehicle patrols and actively engage members of the public, answering questions and providing information. The department works closely with many agencies to provide the highest levels of service and a safe and enjoyable environment for all. Overview Community Patrol Officers undertook a varied range of duties in 2023, including responding to complaints regarding violations of City bylaws, such as noise, parking, land use, buildings, soil (movements), watercourse protection, and burning regulations. In conjunction with West Shore RCMP, Bylaw staff also worked to mitigate incidents of graffiti and other vandalism in the community. The team continues to play a crucial role in public safety each year, providing support to BC Hydro, the Fire Department, and the West Shore RCMP during various emergency incidents such as motor vehicle accidents, trees down on power lines, and gas line ruptures, by providing on-scene traffic and roadway controls. There was a small increase in the number of unsheltered individuals sheltering in Langford parks this year. Bylaw Officers engaged with these individuals and provided them with assistance. Bylaw Officers also made referrals to and worked with provincial ministries to find alternative accommodation for these individuals. It is important to note that this is a Regional issue that is not unique to Langford. The new arrivals may be as a result of significant enforcement efforts in surrounding municipalities.

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Highlights of 2023 Public Safety Advocacy – Fire and Life Safety Expo Each year, the Bylaw team participates in the annual Fire and Life Safety Expo (renamed the Lance Caven Fire and Life Safety Expo in 2024). Over two days, local Fire Departments, in conjunction with FireSmart, West Shore RCMP, City of Langford Bylaw, and ICBC, partner to collectively educate all Grade 4 students in the Sooke School District (SD62) and other local schools on valuable and life-saving information. Topics covered at the Expo include home escape drills, safe operation of fire extinguishers, stop drop and roll, home hazard prevention, electrical safety, bike safety, how to call 911, and other vital skills to teach kids to be safe and prevent injury. STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY

Legal Matters Often, the projects the Bylaw team leads are directly tied to enforcement action through either Provincial, Small Claims (unpaid ticket recovery) or Supreme Court. Generally, Bylaw Officers achieve a success rate of approximately 95% in reaching voluntary compliance with respect to enforcement actions, but on occasion there becomes a need to employ the court system to reach a resolution. These files involve in-depth evidence gathering, file documentation, and consultation with legal counsel, City Administration, and Council. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Education and Enforcement In 2023, Langford implemented the Province’s Local Government Bylaw Notice Enforcement Act which provides the Bylaw Officers with an alternative form of ticketing which is administrative in nature rather than through the Court System. Tickets issued under the Bylaw Notice Authorization Bylaw provide financial incentive opportunities to the public for early resolution, which further encourages compliance. In some cases, Bylaw Officers will continue to appear before Judicial Justices of the Peace in Provincial Court to prosecute the disputes of Langford’s Municipal Tickets. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Traffic & Parking On-street parking issues continue to be a significant area of public complaint in the community and requires regular attention from Bylaw Officers. While the Bylaw team initially provides warning notices to those motorists who contravene the City’s Traffic Bylaw, repeat offenders will receive a penalty (ticket) when they ignore the previously issued warnings. Bylaw Officers wrote 1603 parking warning notices in 2022, and that number remained relatively steady with 1607 issued in 2023. Actual ticket issuance following such warnings was minimal, indicating that most offenders comply with the warning notices. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1j: Review Downtown Public Parking Needs and Related Policies Bike Lanes As in past years, a small number of files were opened to proactively defend the many new and existing bike lanes where vehicles were seen parked in contravention of the Traffic Bylaw. The Bylaw Department recognizes the cycling network’s value to the community, and the Bylaw team’s intervention efforts ensure these lanes remain an accessible and safe part of Langford’s infrastructure. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION CITY OF LANGFORD | 2023 ANNUAL REPORT 16 Page 17 of 74

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Parks and Trail Patrols Over the summer, the Bylaw Department conducted regular bike and foot patrols of City parks, beaches, and trails. These outdoor amenities continue to see greater pedestrian volumes as many people use City trails for recreational activities. Many park and trail users have thanked members of the Bylaw team for being present with watchful eyes, offering educational tips, and enforcement intervention where needed. In some cases, members of the public have reported instances of people sheltering in locations which were inappropriate, unsafe, or viewed as unacceptable. In such situations, Officers have attended the sites to meet with those found to be sheltering and have helped them find alternate and safer accommodation. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6I – Increased Access to Recreation Infrastructure and Services BIKE PATROL STAFF 3 LOOKING FORWARD 2024 Objectives and Measures Bylaw Officers will continue to offer high levels of service to residents by responding to incoming complaints, mediating where necessary, proactively dealing with observed safety issues, and continuing to backstop the good work being done by our emergency services partners such as Langford Fire Rescue and West Shore RCMP. The implementation of a new Parking Enforcement Policy and revised Secondary Suite Enforcement Policy is already assisting Bylaw Officers in becoming more effective and efficient in their work while providing clarity for residents and visitors to Langford. With the provincially backed Bylaw Offence Notice system now in place, parking management and enforcement will require less Officer time than the previously utilized Municipal Ticket Information System as it removes ticket disputes from the Provincial Courts. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6k: Explore Public Safety Options to Address Emerging Issues Around Unsheltered Populations The Bylaw Department will continue to contribute to public safety by ensuring the community standards and bylaws are upheld. Bylaw Officers will continue to provide necessary education and intervention where needed in assisting members of the public, including diffusing neighbour disputes, ensuring safety standards under the Traffic, Building, and Fire Regulation Bylaws, enforcing Noise Regulations or other Regulatory Bylaws, or assisting the unhoused to find services or connections to the right service agencies. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6k: Explore Public Safety Options to Address Emerging Issues Around Unsheltered Populations

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Building Services The Building Services Department is primarily responsible for ensuring compliance with the current British Columbia Building Code and other building regulations, including the City of Langford’s Building Bylaw 1160, 2008. Responsibilities include conducting on-site inspections of new construction, commercial tenant improvements, and residential renovations, and reviewing building permit submissions and business license applications for compliance with the Building Bylaw’s safety requirements. The City of Langford regulates construction for health, safety, and the protection of persons and property. A building permit is required prior to the commencement of any construction or renovation project within the City of Langford. The Building Bylaw calls for inspections throughout the building process to ensure substantial compliance with the BC Building Code, and construction needs to comply with zoning provisions. Overview Through inspections, the Building Services Department continues to assist in ensuring that new building projects align with the objectives and targets outlined in the City’s Strategic Plan, the BC Building Code, City Bylaws, and the Official Community Plan. In May 2023, the Province implemented significant updates to the BC Building Code, including Energy Step Code requirements. Building Services Department staff participated in training related to these changes and began providing guidance to the development community. In 2023, the department saw an increase in multi-family projects, including rentals and condos. CITY OF LANGFORD | 2023 ANNUAL REPORT 18 Page 19 of 74

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Ongoing Objectives and Measures Efficient Processes In an effort to assist with City-efforts to mitigate the housing crisis, the Building Services Department continues to issue permits in a quick and efficient manner via the expedited building permit process. The addition of electronic permit submission capability in 2023 has reduced the need for costly paper submissions and increased efficiency. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies Ensuring Building Code Compliance Through inspections, the Building Services Department continues to ensure new developments conform with applicable regulations, local bylaws, and the BC Building Code. Ongoing Professional Development Building Services Department Officials and staff continued to receive training to ensure they are informed and up to date on changes to the BC Building Code, building trends, and safety requirements. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP Key Partner Relations The Building Services Department continued to build strong relationships with key partners involved in the construction process. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies Number of Units Approved • 769 Multi-Family • 148 Single Family Dwellings – with suite • 14 Single Family Dwellings – no suite • 153 Townhouses • 26 Duplexes Permits (Other) • 346 Plumbing • 50 Additions & Alterations • 34 Tenant Improvements • 10 Foundation • 4 Commercial/Industrial BUILDING PERMIT STATISTICS (2023)

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Communications and Economic Development The Communications and Economic Development Department oversees the City’s economic development, tourism, external communications, public engagement, and events-related needs. The department provides support to local businesses and those looking to open a business in Langford, oversees the business license program, establishes and manages the City’s tourism strategy, manages all media communications, manages City social media accounts, plans and organizes public engagement opportunities, plans and manages City led community events, and provides support to all external community events. Overview ­— Tourism The department continued to establish the City of Langford as a popular visitor destination through innovative marketing campaigns and strategic marketing partnerships. Tourism is proven to drive economic growth and job creation, which supports the City’s goal of creating and maintaining an economically diverse, vibrant, and resilient business community. All tourism initiatives are 100% funded through the hotel tax bylaw, which is collected by hotel operators, submitted to the Province, and remitted to the City of Langford. Council has identified the importance of supporting the tourism economy as a strategic objective in the City’s first Strategic Plan. Tourism Highlights of 2023 In 2023 the City expanded its focus to prioritize business meetings and events as a new marketing initiative, as outlined in Langford’s Five-Year Strategic Tourism Plan (2023-2028). As result of this new focus, Langford was successful in securing a $100,000 Business Events and Conference Relief Fund (BECRF) grant from the Province of BC. This grant, along with investment from the hotel tax, contributed to creating foundational marketing assets to position Langford as a meeting and events destination. BUSINESS LICENSE APPLICATIONS PROCESSED IN 2023 412 INCREASE IN VISITORS ASSISTED AT THE MOBILE INFO CENTRE VAN 243% BUSINESS EVENTS AND CONFERENCE RELIEF FUND GRANT FROM THE PROVINCE $100,000 INCREASE IN HOTEL OCCUPANCY OVER 2022 3.3% CITY OF LANGFORD | 2023 ANNUAL REPORT 20 Page 21 of 74

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2023 OBJECTIVES AND MEASURES OBJECTIVE — COMPLETED! Establishment of Public Engagement Platform

• Successfully launched the Let’s Chat Langford platform

• Launched a public communication campaign to create awareness of the platform

• Launched three projects for public input OBJECTIVE — COMPLETED AND ONGOING! Attract New Events to Langford to Support Arts & Culture

• Attracted two new events to Starlight Stadium

• Attracted three new market series to The Langford Station

•Expanded annual Winter Fest event activities OBJECTIVE — COMPLETED! Create Awareness of Film Studio Project

• Visited multiple studios in LA with the Film Commissioner to create awareness of the studio project

• Worked in collaboration with Creative BC to set up sales calls OBJECTIVE — COMPLETED! Launch Off-season Tourism Marketing Campaign

• Launched Places Unknown campaign to draw visitors to local hotels in the off-season

• Launched the Spirit Loop campaign with grant funding from Destination BC

•Attended the CME trade show to attract meetings and conferences to Langford Visitor Services In 2023, the City continued to offer visitor services, meeting visitors throughout the community by way of a mobile visitor information centre van. The van was deployed Thursday through Sunday from July 2, 2023, to September 3, 2023, at key activation sites, including Goldstream Provincial Park, Hatley Castle, Malahat Skywalk, Goldstream Farmers Market, The Langford Station, Fort Rodd Hill, Jordie Lunn Bike Park, Starlight Stadium, and various events in Langford. Services provided include hotel, activity, and dining reservations, as well as directions and suggestions for day trips. In addition to visitor services, the City creates and distributes thousands of copies of the official Langford Visitors Guide. The Guide is distributed to Visitor Information Centres across the province, on-board BC Ferries, and at the Victoria International Airport. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3d: Implement the Five-year Tourism Strategy

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Overview ­— Events The City continues to take a leadership role in supporting long-standing annual Langford events while attracting new events, especially in arts and culture. Events provide value to the community by offering opportunities for participation, skills development, volunteering, and social connection. In addition to taxation, funding for events is supported through the hotel tax program, paid by visitors staying in Langford hotels. Events Highlights of 2023 2023 saw many exciting new and returning events to Langford. ChangeMakers Gathering Festival returned for a second time, Brewery and the Beast returned for a third year, Fridays at The Station returned to The Langford Station cultural district, the Goldstream Farmers Market and Music in the Park was held at Veterans Memorial Park, and the Langford Beer Festival was held at Starlight Stadium for the second time. Canada Day was celebrated at Starlight Stadium, with free family-friendly activities, live music, a hot wing eating and pie baking contests, and the annual Show and Shine revved up Goldstream and Station Avenues for the 11th year! Live sports continued to electrify Starlight Stadium with Pacific FC and the West Shore Rebels attracting fans from Langford and well beyond. Rugby Canada hosted the Americas North Sevens with teams from around the world. In December, Christine Sinclair celebrated her final game with Team Canada to a sold-out crowd of over 6100 fans at Starlight Stadium. New events for 2023 included Beer, Bacon and Bourbon festival, an all-ages Taylor Swift cover band at the Stadium Plaza, and multiple themed artisan markets were held at The Langford Station. Residents are encouraged to visit Langford.ca/Events to learn about the many events held annually in Langford. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3d: Implement the Five-year Tourism Strategy Overview ­— Economic Development Council has identified economic development as a priority in the Strategic Plan and has committed to the development of the City’s first Economic Development Master Plan with a targeted completion date of Q4 2024. Objectives of this strategic priority include supporting the downtown post-secondary campus (opening in 2025), exploring ways to attract technology companies, tourism, supporting the film industry, and creating the City’s first Arts and Culture Master Plan, with a targeted completion date of Q1 2025. Economic Development Highlights of 2023 In 2023, The City continued to support local businesses from a retention and expansion perspective, while supporting new businesses looking to expand or relocate to Langford. The Langford economy remains strong and continues to show incredible resilience during uncertain economic times and pressures around inflation. ADDED TO THE CITY EVENTS CALENDAR IN 2023 EVENTS 97 LATEST NEWS STORIES POSTED TO THE WEBSITE IN 2023 89 COUNTRIES REPRESENTED AT THE RUGBY CANADA EVENT 10 CITY OF LANGFORD | 2023 ANNUAL REPORT 22 Page 23 of 74

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Overview ­— Communications The department continues to support the work of all City departments by assisting with disseminating information to residents, businesses, and City partners. This work is accomplished through a series of communications tools, including media releases, the City website, social media, digital signs, and the creation and distribution of various communications materials. Expanding opportunities for public engagement and improving access to City information is a Council objective as part of Council’s Strategic Plan under the strategic priority of good governance. Communications Highlights of 2023 In 2023, the City launched a new public engagement platform, Let’s Chat Langford. The platform aims to provide residents with meaningful opportunities to learn about new projects and have their say in the process. Residents are encouraged to visit LetsChatLangford.ca to sign up for updates and to be notified about new projects, and public engagement initiatives both on-line and in community. To further engage with residents in a more casual setting, in 2023, the City launched its first Facebook account. The account offers residents another outlet to learn about community events, Parks initiatives, public engagement opportunities, and much more. Residents are encouraged to follow the City’s social media accounts including Instagram, Facebook, and YouTube to stay informed and connected. FOR WORK IN BRITISH COLUMBIA BY BC BUSINESS MAGAZINE, UP FROM #8 IN 2022 RANKED #3 BEST CITY Underscoring the accomplishments of this work, the City was ranked the #3 Best City for Work in British Columbia by BC Business Magazine based on 2023 statistics, up from #8 in 2022. As an additional support for businesses, the City manages a job bank (Langford.ca/Jobs), a free tool for all Langford-based businesses. One of the City’s key economic development initiatives is advancing the film industry by attracting a purpose-built film studio, which would play a crucial role in supporting the local economy. This effort aims to strengthen Langford’s position as an economic hub, enhance destination development strategies, and benefit the local tourism industry by increasing hotel occupancy, restaurant patronage, and retail sales. Additionally, it would create well-paid jobs, and sector-specific educational opportunities for local youth seeking to explore a career in the film industry without having to leave Langford. In 2023, the City and the Film Commission met with film studios in LA, including Amazon, Netflix, NBC Universal, Disney, Fox, and Universal, to understand their studio needs and promote Langford as a film location destination. In 2024, the City plans to continue to collaborate with the Film Commission, Creative BC, and the development community with the objective to see a film studio built in Langford on the lands of the former Speedway.

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2,104 FACEBOOK FOLLOWERS 8,542 INSTAGRAM FOLLOWERS LAUNCHED IN 2023 769 REGISTERED USERS LOOKING FORWARD 2024 Objectives and Measures Develop an Economic Development Plan An Economic Development Plan will support existing businesses, attract needed talent and work to attract new investment into the community. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3a: Develop an Economic Development Master Plan 3b: Actively Support the Evolution of the Downtown Post Secondary Campus 3c: Explore Ways to Incentivize and Attract Technology Companies Develop an Arts and Culture Strategic Plan An Arts And Culture Strategic Plan will set the path forward for Langford to become a destination for the arts and will showcase and celebrate the diverse cultures in Langford. It will also clarify the arts and culture space needs of Langford residents, with a focus on inclusivity and accessibility. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3f: Develop an Arts and Culture Master Plan Continue to Implement the Five-Year Tourism Strategy The Five-Year Tourism Strategy will expand Langford’s visitor economy, support destination development and add revenue to Langford businesses. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3d: Implement the Five-Year Tourism Strategy Continue to Support the Film Industry The film economy is critical to supporting the local economy as noted in the five-year tourism strategy. The City is working with the Film Commission and developers to attract a Studio which will further support Langford’s position as an economic hub, support destination development strategies, provide well-paid jobs and sector specific educational opportunities for youth. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3e: Continue to Support the Film Industry Expand Opportunities for Public Engagement and Communication Improved public engagement will better connect the residents with City Hall by promoting inclusivity, collective progress, and active democracy. Council has already implemented the hiring of additional staff and the City has launched its Facebook page and Let’s Chat Langford to support this objective. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5c: Expand Opportunities for Public Engagement CITY OF LANGFORD | 2023 ANNUAL REPORT 24 Page 25 of 74

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Overview In 2023, the Engineering Department completed several key projects aimed at enhancing pedestrian and traffic safety and infrastructure. The department implemented the Sidewalk Infill Matrix to streamline the prioritization, tendering, and awarding of sidewalk infill and multi-use path construction projects. Notable projects completed in 2023 include the installation of a traffic signal and sidewalks at the Treanor Avenue and City Gate intersection, new sidewalks and buffered bike lanes on the 500 block of Goldstream Avenue, and new sidewalks and a traffic signal at the Klahanie Drive and Latoria Road intersection. Engineering The Engineering and Public Works Department is responsible for managing and maintaining public infrastructure and oversees the responsibilities of ensuring the functionality, safety, and sustainability of public assets. The department works closely with Victoria Contracting, the Ministry of Transportation and Infrastructure, West Shore Environmental West Shore Environmental Services, the Capital Regional District, BC Transit, ICBC and School District #62. The Engineering Department consists of two areas: construction and public works. The construction team it is responsible for all construction activities related to land development and capital projects. The public works team is responsible for road network repairs including sidewalks, bike lanes, and roadways, traffic signals operation, storm drainage, creek and waterway maintenance, street lighting upgrades, hanging baskets, and holiday lighting.

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Highlights of 2023 Sidewalk Infill Matrix In 2023 the sidewalk infill matrix was created by staff and adopted by Council. The Sidewalk Infill Matrix is a tool to prioritize, tender, and award construction of sidewalk infill and multi-use path projects annually within the approved budget. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure Treanor Avenue and City Gate Traffic Signal and Sidewalk A traffic signal and sidewalk were installed at the Treanor Avenue and City Gate intersection to improve traffic and pedestrian connectivity through this neighbourhood. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure 500 Block of Goldstream Sidewalk Infill Project A sidewalk and buffered bike lanes were installed in the 500 block of Goldstream Avenue to improve pedestrian connectivity to medical facilities, schools, and into the downtown core. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure

Commenced Traffic Signal at Klahanie Dr and Latoria Rd In preparation for the new elementary school opening in the Latoria neighbourhood in 2025, a new sidewalk was installed along Latoria Road along with a new traffic signal at the Latoria Road and Klahanie Drive intersection. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure 2023 OBJECTIVES AND MEASURES OBJECTIVE — COMPLETED! Delivery of Capital Projects

• Treanor/City Gate traffic signal and sidewalk

• Center Mountain Project

• Bear Mountain Project

• West Shore Environment Services

 - Completed construction on the Rita,

Furber, Karr, Sybronden and Kingsgate Sewer extension (78 Lots). OBJECTIVE — ONGOING

Maintain City Infrastructure

• Culvert replacement program

• Road paving rehabilitation

• LED streetlight conversion OBJECTIVE — ONGOING

Provide Safe Routes to Schools

• ICBC collaboration with the Road Improvement Projects funding

• Sidewalk Infill Matrix Policy

• Traffic Calming Policy OBJECTIVE — ONGOING

Beautify the City

• Pride progress crosswalk installation

• Formalization of the Galloping Goose trail crossings

• Installation of the “KEEP CLEAR” red box in front of Fire Hall #1 422KM OF ROADWAYS 105KM OF SIDEWALKS 40 STORMWATER PONDS ONGOING MAINTENANCE (data as of December 2023) CITY OF LANGFORD | 2023 ANNUAL REPORT 26 Page 27 of 74

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LOOKING FORWARD 2024 Objectives and Measures Reduce Construction Impact As outlined in Council’s Strategic Plan, the City seeks to reduce the impact of construction on the community with a Construction Impact Management Strategy and ‘Good Neighbour’ Policy. This Strategy and Policy will result in a written commitment from each developer and business at the earliest stage of permitting on how they intend to be a “good neighbour.” It is in everyone’s best interest to accommodate growth, development, and business operations in such a way that is reasonably livable for neighbouring residents. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1f: Develop a Construction Impact Management Strategy and ‘Good Neighbour’ Policy. Update the Stormwater Management Requirements The Engineering Department will complete an in-depth review and update of the Storm Water Management requirements, including consideration for intensity, duration, and frequency of significant storm events due to climate change. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2d: Update the Stormwater Management Requirements Commence Engineering-related City Master Planning Initiatives • Develop a Transportation Master Plan • Develop an Active Transportation Plan • Support the Official Community Plan Refresh • Support the Urban Forest Management Plan STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4a: Develop a Transportation Master Plan 4b: Develop an Active Transportation Plan STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1a: Refresh the Official Community Plan (OCP) 1g: Develop an Urban Forest Management Plan 8 KM OF NEW ROADS 94 NEW STREETLIGHTS 245 NEW SIGNS 2.1KM NEW BIKELANES NEW SIDEWALKS 1.4KM Prioritize Active Transportation Connectivity and Mode Shift The Engineering department will work to improve and expand active transportation infrastructure in accordance with Langford’s Sidewalk and Multi- Use Path Matrix (until the Active Transportation Plan is established). This also includes continued implementation of the traffic calming policy and continuing to apply for grant funding opportunities. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure 4d: Create Awareness and Opportunities for Transportation Mode Shift

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Overview In 2023, the Finance Department was responsible for revenue collection of approximately $80 million, managing roughly $40 million in investments, processing bi-weekly payroll for approximately 175 employees, sending out approximately 17,500 property tax notices, paying approximately 16,000 invoices, managing the year-end process and audit, and preparing and presenting the Five-year Financial Plan. In alignment with objective 5bii of Council’s Strategic Plan, the department began developing the 2024- 2028 Five-Year Financial Plan (budget) document in an updated and user-friendly format. This document is prepared in line with best practices for municipalities in BC and with a fiscally responsible and sustainable lens. 2023 Objectives and Measures Ensure all Budgets are Fiscally Sustainable By ensuring strong financial controls, ensuring services are funded from the appropriate sources, building the City’s reserves, applying for a variety of grants, and ensuring that funds are allocated with a lens of equity and future generations, the City works to ensure that its budgets are responsible and fiscally sustainable. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5bi: Ensure all Budgets are Fiscally Sustainable Present a Transparent and User-Friendly Budget Document In 2023, the Finance department began updating the Five-Year Financial Plan (budget) document to an updated and user friendly format. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5bii: Ensure all Budget Documents are Transparent and User Friendly Finance The Finance Department is the fiscal steward of the City of Langford’s financial assets and functions as financial advisor and financial administrator. The department provides the following functions: Financial Plan preparation and presentation, financial reporting, long-term financial planning, cash receipting, accounts receivable, accounts payable, property tax, payroll, Investment management, debt and reserve management, revenue collection, risk management, and insurance. CITY OF LANGFORD | 2023 ANNUAL REPORT 28 Page 29 of 74

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LOOKING FORWARD 2024 Objectives and Measures Update Purchasing Policy The City will update the Purchasing Policy to ensure best practices are followed. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Update Council and Staff Reimbursement for Expenses Policy The City will update the Council and Staff Reimbursement Policy to ensure clarification and transparency and to ensure travel reimbursement amounts remain updated. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Continually Update Budget Documents to Ensure they are Transparent and User-friendly The City will continue to build on the work started with the 2024-2028 Financial Plan document and the 2023 and 2024 budget processes to ensure the budget document and process are transparent and user-friendly. This will help ensure the public and taxpayers are engaged through the budget process and that the public knows where their tax dollars are coming from and where they are being spent. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5bii: Ensure all Budget Documents are Transparent and User Friendly INVOICES PROCESSED OVER 16,000 TOTAL OPERATING BUDGET $63M PROPERTY TAX NOTICES OVER 17,500 TOTAL VALUE OF CITY TANGIBLE CAPITAL ASSETS $603M TOTAL CAPITAL BUDGET $122M TOTAL PROPERTY TAXES $45M TOTAL NUMBER OF PROPERTIES 17,617 TOTAL 2023 ASSESSED VALUE OF ALL PROPERTIES IN LANGFORD $17,947,577,516

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 Information Technology & Geographic Information Systems Overview In 2023, the IT team continued to support the expansion of City network infrastructure at several locations, including Starlight Stadium and the new Jordie Lunn Bike Park Clubhouse. Improvements were made to City security posture and the modernization of the records management system. Improvements were also made to Council Chambers to improve accessibility. The GIS team continued updating the City’s asset inventory, which includes spatial locations for items such as benches, signs, and streetlights. The department also prepared fire pre-plans (to aid in first response) and assigned new addresses for many new developments in Langford. Mapping support was provided to the Parks Department when planning and mapping new trails at the Jordie Lunn Bike Park. The GIS team also managed the Light Detection and Ranging (LIDAR) acquisition for the Urban Forest Management Plan. 2023 OBJECTIVES AND MEASURES OBJECTIVE — COMPLETED! Migration of records to new system OBJECTIVE — ONGOING! •  Maintain operations by responding to users request for assistance OBJECTIVE — ONGOING! •  Continue inventorying new assets as they are added to the City OBJECTIVE — ONGOING! •  Improve reliability and resilience of IT infrastructure The Information Technology (IT) and Geographic Information System (GIS) Department is composed of two distinct teams. The IT team has a range of responsibilities, including network design & security, maintaining the City’s core business software (for permitting and financial functions) and the provisioning of desktop computers and mobile devices to City staff. The GIS team maintains corporate spatial data, such as addressing and asset data and applications. The IT and GIS teams procure and develop software or mapping applications to meet business needs. CITY OF LANGFORD | 2023 ANNUAL REPORT 30 Page 31 of 74

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Highlights of 2023 LIDAR Acquisition for Urban Forest Management Plan The City engaged a contractor to capture aerial LIDAR data to obtain information on Langford’s tree canopy extent and health. This project was part of the Urban Forest Management Plan project, one of Council’s Strategic Plan Objectives. Over 9 billion LIDAR data points were acquired in this engagement. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1g: Develop an Urban Forest Management Plan Networking at the Jordie Lunn Clubhouse A network design was completed at the Jordie Lunn Clubhouse, which included WIFI network access for the individual tenants and the public. Building security (including access control) was included in this project’s scope. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE Starlight Stadium Improvements New video production hardware for the Pacific FC games was procured and deployed. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT Fibre Optic Relocation The City’s private fibre optic communications lines were re-routed to improve reliability and minimize the chance of a network disruption during road construction. The Langford Station Networking Networking for the Langford Station Arts and Cultural District was completed. This included public WIFI and network access for the vendors. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT LOOKING FORWARD 2024 Objectives and Measures Initiate a Cross Departmental Review of Business Processes This is a initial step towards modernizing the City’s permitting system. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Support OCP Refresh and other Strategic Plan Development The department will provide necessary maps, data, and analysis to support the development and implementation of various master plans outlined in Council’s Strategic Plan. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT Support Additional Staff as Required The department will support the needs of new and existing staff positions, including hardware and software, the addition of new networking for additional office space and training. Continued Collection of Assets In addition to continuing the manual collection of City assets acquired through the development process, a trial is being conducted using AI and video capture to automate the collection of certain assets (for example, street signs). STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE INTERNAL ISSUES RESOLVED BY THE GIS OR IT TICKETING SYSTEM 5000+

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Langford Fire Rescue Langford Fire Rescue was established in 1947 to provide fire and rescue services for the City. It is a composite department comprised of career and paid-on-call members operating from three fire stations. The department’s operations include fire suppression, fire prevention, first response, auto extrication, water rescue, rope rescue and high-angle technical rescue. The department also operates the Langford Emergency Program, which plans and trains for emergency mitigation, prevention, response, and recovery. Overview The department saw a 9% increase in total calls in 2023 compared to the previous year, most of which were attributed to an increase in alarm bells (both residential and commercial) and medical calls. Structure fire calls and motor vehicle accident calls remained consistent with the previous year, while most other call categories saw a modest increase. The Emergency Program actively responded to several heat warnings during the summer and cold events in the winter by opening cooling and warming centers. Due to climate change, these events are expected to increase in severity and frequency. As a result, the department is actively collaborating with other agencies to assist populations vulnerable to extreme temperatures. A comprehensive Fire Master Plan, which reviewed all divisions and operations of the department, was completed in 2023. The Master Plan made 71 recommendations to provide a framework for the department to meet the city’s needs as it continues to grow rapidly, and the implementation of the recommendations began in 2023. CITY OF LANGFORD | 2023 ANNUAL REPORT 32 Page 33 of 74

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Highlights of 2023 Aerial Firefighting Apparatus Replacement In early 2023, the Fire Department replaced its aging 1998 E-One 103’ Aerial Apparatus with a 2022 Pierce Enforcer 107’ Aerial Apparatus. As the new apparatus was a demonstration vehicle, it was available immediately and was an affordable option compared to a new custom build. The truck is a welcome addition to the fleet and provides versatility to operations that did not exist with the previous truck. It is expected to service the residents of Langford for the next 20 years. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6h: Implement the Recently Developed Fire Master Plan Begin Staffing Station 2 As the City continues to grow, improving the response times, specifically in the south end of Langford, is necessary. In 2023, Council approved the first year of a three-year implementation plan to hire additional firefighters with the purpose of staffing Station 2. In July, nine new firefighters were brought on, and in early 2024, the department was able to start staffing this station 25% of the time, with a future goal of 24/7 coverage. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6i: Provide 24/7 Staffing to Fire Hall 2 Fire Department Master Plan The Fire Department completed a Master Plan in 2023 to provide a comprehensive review of the department and to efficiently plan for the growth needed over the next 7-10 years to continue serving the community’s needs. The report made 71 recommendations, and in 2023, the department started to implement over 40 of the recommendations. The Fire Master Plan was adopted into the City Strategic Plan to ensure it aligns with Council’s priorities. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6h: Implement the Recently Developed Fire Master Plan

FireSmart Coordinator Langford Fire Rescue received a grant from the Union of British Columbia Municipalities (UBCM) to fund a FireSmart Coordinator position. This position aims to ensure that FireSmart activities are supported, developed, and implemented as per Provincial guidelines to reduce the impact of wildland-urban interface fires and increase community resilience. The FireSmart Coordinator was active in coordinating public education events, community clean-up days, home assessments, and other activities throughout the year. The department has applied to renew the position for 2024. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2E: Develop an Overarching Disaster Mitigation Strategy

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IN MEMORY OF ASSISTANCE CHIEF LANCE CAVEN Tragically, Langford Fire Rescue saw the passing of Assistant Chief Lance Caven in 2023 from occupational cancer. Lance joined the department as a volunteer firefighter in 1991, and he was hired as a career firefighter in 2002, serving his community for over 30 years. Lance was a leader, mentor, and friend whose passion for fire prevention education was unprecedented. Lance’s passing is the second Line of Duty Death for Langford Fire Rescue in the department’s 77-year history. Fire Master Plan Implementation The Fire Master Plan made 71 recommendations to implement. Some of the recommendations being worked on for 2024 include establishing a Standard Operational Guideline for the establishment of RIT during structure fires in conjunction with mutual aid departments, begin the process of securing funding for a future Fire Station 1 to consolidate resources between Station 1 and Station 3, and acquire a commercial grade washing machine to clean contaminated structural PPE at Station 2. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6h: Implement the Recently Developed Fire Master Plan Develop an Overarching Disaster Mitigation Strategy The City must act swiftly to develop a disaster mitigation strategy to manage the diverse types of climate impacts, including prolonged heat events, significant storms, floods, droughts, wildfires, and associated smoke. Examples of specific initiatives include but are not limited to: implementing a FireSmart Neighbourhood Program, installing water fountains in new and existing parks, improving the tree canopy in the downtown core to reduce urban heat concerns, and updating bylaws to include best practices for developments in Wildfire Urban Interface areas. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2E: Develop an Overarching Disaster Mitigation Strategy LOOKING FORWARD 2024 Objectives and Measures Continue Staffing Station 2 The objective in 2024 is to continue hiring additional firefighters to add another full shift of coverage at Station 2. This would allow the Station to be staffed at least 50% of the time, with full 100% coverage planned for the Summer of 2025. This will reduce response times to the south end of the City, increase the Fire Department’s capacity to manage simultaneous calls, and provide safer staffing levels. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6i: Provide 24/7 Staffing to Fire Hall 2 Renew the FireSmart Coordinator Grant The current funding for the FireSmart Coordinator position ends in June 2024. The position has proved beneficial to the City in working with City staff, homeowners, and businesses to mitigate the wildland-urban interface risk for Langford. It is anticipated that with climate change and longer, drier summer seasons, the risk to the City will continue to grow, and there is a need to continue with this position. A request to continue with the UBCM Grant for an additional two years of funding will be completed in 2024. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2E: Develop an Overarching Disaster Mitigation Strategy Response Matrix Integration with Other West Shore Fire Departments The cooperation and collaboration between Langford, Colwood, and View Royal Fire Departments and the automatic aid response for confirmed fires has become an example of the benefits of integrating resources to be more efficient and enhance fire response operations in the region. In 2024, an objective is to further integrate the response matrix to a ‘closest truck’ model regardless of jurisdiction to provide a faster response time and better service to the communities the departments serve. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6h: Implement the Recently Developed Fire Master Plan CITY OF LANGFORD | 2023 ANNUAL REPORT 34 Page 35 of 74

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Parks, Recreation & Facilities The Parks, Recreation, and Facilities Department is responsible for the design, implementation, management, and maintenance of all City-owned park, trail, and recreation infrastructure, including city-owned facilities. Some of the most notable amenities include the Jordie Lunn Bike Park, the Gravity Zone and Nature Trails, Starlight Stadium, Glen Lake Park, The Langford Station Arts and Cultural District, and Veterans Memorial Park. Overview The Parks, Recreation, and Facilities Department commenced and completed a number of significant projects in 2023. Staff completed the Parks, Trails, and Recreation Needs Assessment, which will provide an inventory of existing Parks assets and amenities, anticipate future needs for the growing community, and advise the creation of the Parks Master Plan. In alignment with Strategic Priority Two Climate Change and Environmental Stewardship, the City purchased its first electric fleet vehicle and an electric Zamboni for Westhills arena. Construction was completed at the Jordie Lunn Clubhouse, with a grand opening planned for mid-2024. The Clubhouse includes a café, bike rental and repair shop, and office space for Cycling BC and Cycling Canada. Construction began at the new Masonic Hall on Bryn Maur Road, and once complete, their current location on Goldstream Avenue will be included in the Veterans Memorial Park expansion project. Prior to hosting the U19 Women’s Canadian Fast Pitch Championship in August, Centennial Park received significant upgrades and improvements, including new lights and improved ball diamonds. The Leigh Place Boardwalk, a part of the Ed Nixon Trail at Langford Lake, was replaced with a new aluminum structure, increasing the boardwalk’s long-term longevity. Other notable projects in 2023 included the addition of two new trails at the Gravity Zone and Nature Trails, the completion of Lone Oak Park, the revitalization of Fashoda and Windman neighbourhood Parks, the installation of an artificial turf field at the North Langford Elementary School site, and the dedication of Desmond Park.

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Highlights of 2023 Completion of Lone Oak Park Lone Oak Park (319 Lone Oak Place) is situated on a parcel of parkland initially dedicated to the then-District of Langford in 1977. It remained an undeveloped park parcel until a neighbourhood group approached the City in 2022 with the desire to have a playground constructed. Throughout 2023, City staff engaged with the community to acquire feedback and direction, culminating in the construction of Langford’s newest neighbourhood park and playground. Lone Oak Park includes a new play structure with inclusive play features, a walking loop, a grass area, picnic tables, bike racks, and an environmental restoration area. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6i: Increased access to recreation infrastructure and services. Completed the Installation of the North Langford Elementary School Artificial Turf Field Through a partnership with the Sooke School District, the City helped facilitate the donation of the repurposed BC Place artificial turf at the North Langford Elementary School site (1380 Flint Avenue) by covering the installation cost. This regulation-size field is currently available for programming through City Centre Park. Community programming availability will continue once the future school site is built out. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Completed Various Neighbourhood Park Improvements Windman (616 Windman Crescent) and Fashoda (3608 Vitality Road) Parks both received renovations including new play equipment. City staff surveyed the respective neighbourhoods for input as to what new playground features residents would like to see and over the summer and fall brought new life to the aging playgrounds. Both playgrounds were identified for renewal during routine inspection. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services.

Relocated the BC Hydro Pole at Starlight Stadium In 2023 the BC Hydro Pole at Starlight Stadium was moved to ensure public safety, and to maximize full use of the venue for youth and adult recreation programming and large scale special events. Ongoing Construction of the Jordie Lunn Bike Park Clubhouse The construction of the Jordie Lunn Bike Park Clubhouse and the surrounding landscaping was a major focus for 2023. Requests for Proposals were issued and awarded to tenants Broad St Cycles, who will operate the bike rental and repair space, and Rhino Coffee, who will operate the café. Additional leases were signed for office space in the Clubhouse for Cycling Canada, Cycling BC, and Nolan Riding. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Purchase of Langford’s First Electric Fleet Vehicle The Parks department purchased the City’s first fully electric fleet vehicle; a 2023 Ford Lightning. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4d: Create Awareness and Opportunities for Transportation Mode Shift CITY OF LANGFORD | 2023 ANNUAL REPORT 36 Page 37 of 74

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Purchased Langford’s Electric Zamboni for Westhills Arena The City purchased a 2022 electric Zamboni to be used at Westhills Arena at City Centre Park. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4d: Create Awareness and Opportunities for Transportation Mode Shift Began Construction of the New Masons Hall on Bryn Maur The City acquired 2832 Bryn Maur and began constructing a new special-purpose commercial building in its place. The primary tenant of this new building will be the Masons, who will relocate from their existing Masons Hall on Aldwynd Road to allow for the Veterans Memorial Park expansion. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1L: Continue to Make Strategic Land and Facility Acquisitions Centennial Park Improvements In early 2023, Centennial Park received significant upgrades, including MUSCO lights relocated from Starlight Stadium, taller backstops, and improvements to the grass ball diamond fields. Additionally, cherry trees that were at the end of their lives were replaced with Ginkgos and Platanus trees. The completion of these works coincided with the Park hosting the U19 Women’s Canadian Fast Pitch Championship in August; however, the improvements will benefit park users into the future. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Leigh Place Boardwalk Replacement Project In recent years, the wooden boardwalks throughout the City were identified for potential replacement due to age and rapid deterioration. Wooden boardwalks, including the Leigh Place Boardwalk in 2023, are being replaced with aluminum structures with longer life expectancies. These upgrades can be significant in cost if not budgeted for; however, keeping trails and recreation opportunities open and accessible is a priority. The completion of a comprehensive asset management plan will be beneficial for future projects and budgets. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5h: Finalize a Comprehensive Asset Management Plan Completed Two New Trails at Langford Gravity Zone and Nature Trails Within the Gravity Zone and Nature Trails, Wildcat Downhill Trail (Blue Diamond) and Steam Donkey multi-use trail were completed in 2023. These were the 11th and 12th completed trails in the Gravity Zone, providing further access and recreational opportunities for hikers and bikers to explore the outdoors in their own backyards. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Desmond Park Dedication Desmond Park is a stormwater management pond surrounded by green space. As the primary function of this area is to serve the stormwater needs of the surrounding neighbourhood, it was historically part of the Desmond roadway. The area was dedicated as parkland with the intention of adding a walking loop, benches, and picnic tables and incorporating it into the City’s parkland inventory. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. 2023 OBJECTIVES AND MEASURES OBJECTIVE — ONGOING •  Ongoing construction of the Jordie Lunn Bike Park Clubhouse OBJECTIVE — COMPLETED EXCEPT FOR DESMOND PARK (2024)! Improvement at Lone Oak Park (previously known as Jeanine Drive Park), Centennial Park, Desmond (pond) Park, Fashoda Park and Windman Park. OBJECTIVE — COMPLETED! Completion of the BC Hydro pole relocation. OBJECTIVE — COMPLETED! North Langford Elementary turf field opening. OBJECTIVE — ONGOING! •  Continued to proactively attract new sporting events to Starlight Stadium

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LOOKING FORWARD 2024 Objectives and Measures Porcher Park & Community Gardens The City acquired three residential lots adjacent to Porcher Park (822 Wren Place) to expand the existing greenspace. The Parks Department hosted an on-site open house to engage with the public about park components and features. A survey was also utilized to receive public feedback. Porcher Park is anticipated to be the home of Langford’s community garden pilot project. Learn more about this project at LetsChatLangford.ca/Porcher. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2C: Review and action the Food Security Policy as Detailed in the OCP STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Glen Lake Spray Park Renovation Glen Lake Beach Park (3076 Shoreview Drive) is the home of one of Langford’s most popular spray parks. Staff have identified that the existing spray pad does not have adequate drainage and is growing more costly to maintain. The renovation will include the removal of the existing spray pad and the construction of a new spray pad in a more suitable location at Glen Lake Park. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Langford Lake Accessible Boat Launch and Dock Renovation and RAD GearBox The existing Langford Lake boat launch and dock require replacement due to inadequate dock and pedestrian ramp infrastructure. The new boat launch and dock are being designed in consultation with the RAD Society and will incorporate a wider range of users. In an effort to make outdoor recreation accessible for all community members, a RAD Society prototype GearBox will be installed adjacent to the boat launch on Landing Lane. The RAD GearBox will contain an Access Trax portable path system, Mountain Trike all-terrain wheelchair, Wave Ski sitting surf board, adaptive kayaks, handcycles, and other adaptive outdoor equipment. This equipment will be available for rent at an affordable cost. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6d: Support the efforts of community organizations to expand services to youth, seniors, and other underrepresented and marginalized groups. 6l: Increased access to recreation infrastructure and services. Centennial Tennis Court Resurfacing The two existing tennis courts at Centennial Park will be removed and replaced with a new asphalt surface with proper grading for drainage and playability, line painting, nets, and fencing. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Initiate Parks Master Plan As outlined in Council’s Strategic Plan, the Parks Master Plan is to be initiated in 2024. While the Plan is expected to be finalized in Q3 of 2025, significant progress, such as awarding the contract, public engagement and internal policy and document review, will occur throughout 2024. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan. COMPLETED TWO NEW TRAILS AT LANGFORD GRAVITY ZONE AND NATURE TRAILS CITY OF LANGFORD | 2023 ANNUAL REPORT 38 Page 39 of 74

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Planning & Subdivision The Planning and Subdivision Department ensures community goals are reflected in the Official Community Plan and planning policy documents. The department provides professional and technical advice on current and future land uses, as well as a wide range of issues relating to housing, the environment, climate action, and social policy. Planning staff make recommendations to City Committees and Council to enhance the livability of our residents by ensuring our communities are functional, attractive, and sustainable. Day-to-day operations also include interactions with land development processes (e.g., subdivisions, servicing, letters of credit) and reviewing past and current policies to address subdivision design and development. Overview 2023 In 2023, the department received 234 new development-related and subdivision related applications, commenced several new projects identified in Council’s Strategic Plan, and carried forward work on previously established programs, including implementing the Electric Vehicle Infrastructure Requirements (established by bylaw in 2022), the Low-carbon Concrete Policy (substantially rewritten and amended in 2023) and the Attainable Home Ownership Program.

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Highlights of 2023 Initiated the Official Community Plan Refresh In May 2023, internationally renowned urbanist Brent Toderian gave a thought-provoking public presentation on how pressing issues such as climate action and housing needs can be addressed through good urban design, active transportation, mode shift, and place-making. This presentation set the framework for further conversations around how Langford’s Official Community Plan could be amended to better address these issues. Staff have made significant progress on the background research and analysis required to further inform these conversations and expect to launch public and key partner engagement in June 2024. Learn more at letschatlangford.ca/ocp STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1a: Refresh the Official Community Plan (OCP) Early Guidance for the Development Community In May 2023, Council adopted an Early Guidance document, which sets out information regarding Council’s initial priorities and expectations of elements for development proposals to incorporate, such as livability, urban design, tree retention, affordability, family-sized housing, sustainable energy, parking, and mobility. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1c: Create Early Guidance for the Development Community

Initiated the Development of an Urban Forest Management Plan In the summer of 2023, City staff and consultants commenced the Urban Forest Management Plan project. Background research, data analysis, and phase one of community engagement have now been completed. Summary reports are available at letschatlangford.ca/ufmp. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1g: Develop an Urban Forest Management Plan Regional Household Affordability and Prosperity Project Collaboration In March 2023, Council approved Langford’s partnership with the Regional Household Affordability and Prosperity Project. At no cost to the City other than in-kind staff time, this project’s partnership allows Langford staff access to the Community of Practice, which facilitates collaboration and information sharing about affordable housing strategies amongst local participating municipalities. It also provides access to research, learning opportunities, and emerging best practices. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5a: Be at the Table for Strategic Regional Discussions and Decisions Attainable Home Ownership Program  In 2023, Council amended the Attainable Home Ownership Program Policy to increase the household income thresholds and to expand the residency qualifying criteria. Council approved the addition of a rental program that could apply to purpose-built rental buildings in lieu of the requirement to provide ownership condos as per the Policy. In 2023 the first Attainable Home Ownership partner building was completed located in the Trailside at the Lake development. Five out of the seven attainable units in this building were sold to qualified buyers in 2023.  STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue Programs and Partnerships for Affordable Housing STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5a: Be at the Table for Strategic Regional Discussions and Decisions CITY OF LANGFORD | 2023 ANNUAL REPORT 40 Page 41 of 74

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Type of Application 2019 2020 2021 2022 2023 Total by type Agricultural Land Reserve 1 2 1 0 0 4 Development Permits 61 65 95 107 90 418 Amended Development Permits 0 0 3 0 0 3 Development Variance Permits 9 16 20 14 13 72 Official Community Plan Amendments 7 6 6 0 2 21 Sign Development Permits 63 43 64 40 52 262 Amended Sign DPs 0 0 0 0 0 0 Strata-Title Conversions 0 0 0 0 0 0 Subdivisions 32 50 59 41 21 203 Temporary Use Permits 8 7 6 3 4 28 TUP Extensions 0 0 0 0 5 5 Zoning Amendments 29 34 52 38 29 182 TOTAL BY YEAR 210 223 306 243 216 1198 2023 DEVELOPMENT APPLICATION STATISTICS Applications Received By Year To Date Agricultural Land Reserve Development Permits Amended Development Permits Development Variance Permits Official Community Plan Amendments Sign Development Permits Temporary Industrial Use Permits Zoning Amendments 0 50 100 150 200 250 2023 2022 2021 2020 2019

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Type of Application Issued or Approved 1st Q 2nd Q 3rd Q 4th Q Total 2022 2023 2022 2023 2022 2023 2022 2023 Agricultural Land Commission 0 0 0 0 0 0 0 0 0 Development Permits 23 23 18 22 21 10 25 19 74 Sign Development Permits 6 12 4 6 10 11 6 14 43 Development Variance Permits 5 3 0 0 4 3 0 1 7 Liquor Licenses 2 0 0 0 0 0 0 0 0 OCP Amendments 0 0 0 0 0 0 0 0 0 Temporary Use Permits 1 1 1 1 1 5 0 2 9 Zoning Amendments 6 3 3 5 19 1 1 4 13 TOTAL 43 42 26 34 56 30 32 40 146 Fees Collected by Type of Application by Month and by Year ALR Budget $1,000 DP Budget $450,000 DVP Budget $15,606 Rezoning Budget $200,000 PH Budget $75,000 SDP Budget $8,800 TUP Budget $2,084 Monthly Total Total to Date Budget $755,134 Jan $- $78,672 $3,094 $22,409 $8,187 $900 $2,168 $115,430 $115,430 Feb $- $18,577 $- $- $- $1,050 $310 $19,937 $135,367 Mar $- $45,203 $1,547 $1,173 $79 $700 $- $48,702 $184,069 Apr $- $19,996 $3,094 $17,783 $8,187 $200 $2,168 $51,428 $235,497 May $- $36,381 $- $46,744 $13,645 $800 $- $97,570 $333,067 Jun $- $22,730 $1,547 $11,589 $2,808 $450 $620 $39,744 $372,811 Jul $- $44,729 $3,094 $7,160 $2,728 $700 $- $58,411 $431,222 Aug $- $48,944 $2,320 $44,504 $13,645 $600 $620 $110,633 $541,855 Sep $- $18,894 $1,547 $14,319 $5,457 $1,250 $- $41,467 $583,322 Oct $- $8,003 $- $17,434 $5,458 $850 $- $31,745 $615,067 Nov $- $22,342 $1,547 $9,385 $5,458 $350 $- $39,082 $654,149 Dec

$26,867

$10,275 $2,729 $950 Total $- $391,338 $17,790 $202,775 $68,381 $8,800 $5,886 $654,149 $694,970 By Year 2023 $- $391,338 $17,790 $202,775 $68,381 $8,800 $5,886

$694,970 2022 $- $633,194 $12,551 $225,846 $80,053 $7,750 $- $959,394 2021 $750 $533,881 $25,104 $280,743 $102,351 $10,700 $4,150 $957,679 2020 $750 $300,251 $24,432 $148,391 $56,275 $10,550 $2,007 $539,656 2019 $1,500 $274,024 $10,515 $178,335 $51,442 $12,550 $3,916 $528,555 CITY OF LANGFORD | 2023 ANNUAL REPORT 42 Page 43 of 74

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Subdivisions by Year and Number of Lots Years Files Active Applied For Registered 2019 32 4 306 484 2020 50 16 511 396 2021 59 30 539 409 2022 42 36 414 444 2023 18 18 91 504 Total 201 104 1861 2237 SUBDIVISION STATISTICS Lots Created by Year 0 200 100 300 400 500 600 2023 2022 2021 2020 2019 Applied for Registered

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2023 Subdivision Revenue Application Fees Budget $180,000 Final Approval Budget $57,222 Strata Conversion Budget $6,242 Total Budget $243,464 January $14,335 $2,700 $2,000 $19,035 February $2,710 $975 $- $3,685 March $13,230 $- $- $13,230 April $6,595 $3,224 $- $9,819 May $18,495 $15,754 $1,500 $35,749 June $3,476 $1,010 $1,500 $5,986 July $17,960 $8,450 $- $26,410 August $2,985 $1,250 $- $4,235 September $2,740 $- $- $2,740 October $7,470 $- $- $7,470 November $5,060 $- $- $5,060 December $- $- $- $- Subtotal $95,056 $33,363 $5,000 $133,419 Grand Total $133,419 Previous Years Subdivision Revenue 2023 $95,056 $33,363 $5,000 $133,419 2022 $201,418 $68,354 $4,666 $274,438 2021 $78,094 $36,325 $5,060 $119,479 2020 $160,513 $62,771 $16,772 $240,056 2019 $93,148 $47,271 $8,374 $148,793 CITY OF LANGFORD | 2023 ANNUAL REPORT 44 Page 45 of 74

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LOOKING FORWARD 2024 Objectives and Measures Official Community Plan Refresh In 2024, staff will complete background research and analysis, launch the first phase of public engagement, and complete the first draft of the updated Plan. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1a: Refresh the Official Community Plan (OCP) Update the Amenity Contribution Policy The Province of BC enacted new legislation in 2023 to establish a new Amenity Cost Charge financial tool to allow local governments to collect funds to construct community amenities in a clear and transparent way, similar to Development Cost Charges. Furthermore, the Province has announced pending changes to the Local Government Act pertaining to Density Bonusing and Inclusionary Housing, which could change how local governments secure affordable housing and apply density bonus provisions. Staff will commence a detailed review of Langford’s existing Affordable Housing and Amenity Contribution Policy as well as the Attainable Housing Policy in relation to the legislation and outline options to amend or replace these Policies for Council’s consideration. This work is expected to commence in 2024 and be completed in 2025. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1b: Update the Amenity Contribution Policy 1m: Pursue Programs and Partnerships for Affordable Housing Update Design Guidelines and Consider an Advisory Design Panel The City’s Design Guidelines provide guidance and direction on the site layout, architectural design, and landscaping expectations for new development. The majority of the established design guidelines require updating to reflect current design standards and Council’s vision as set out in the Early Guidance and also require review in relation to the Small-Scale Multi-Unit Housing legislation. This work is expected to commence in 2024 and be completed in 2025. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1d: Update Design Guidelines and Consider an Advisory Design Panel Develop an Urban Forest Management Plan Further to the work accomplished in 2023 on this project, the City’s consultant expects to launch the second round of public engagement in July 2024 and present the final plan to Council this fall. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1g: Develop an Urban Forest Management Plan Review the Zoning Bylaw Parking Requirements in the City Centre As per Council’s direction on May 9, 2024, this Strategic Plan objective will be expanded from a review of the off-street parking requirements for just the City Centre to include an overall review of the vehicle parking requirements, bicycle parking requirements, and options for including additional transportation demand management measures into the Zoning Bylaw. Staff expect to further define this scope of work over the summer of 2024. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Review the Zoning Bylaw Parking Requirements in the City Centre

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Update the Housing Needs Report The City’s first Housing Needs Report was adopted in 2020 and requires updating in accordance with the new amended Housing Needs Report requirements added to the Local Government Act at the end of 2023. The Province has not yet released the associated policy manual for these changes; however, staff anticipate commencing the work plan to implement the required updates as soon as possible once this information is available. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1k: Update the Housing Needs Report Update the Zoning Bylaw to Reflect the New Small-Scale Multi-unit Housing and Transit-oriented Development Legislation The Province has made amendments to the Local Government Act that require local governments to amend their zoning bylaws to allow secondary suites and/or detached accessory dwelling units in all single-family homes, to allow a minimum of 3-6 residential dwelling units on properties meeting certain criteria, and to establish transit-supportive densities adjacent to specified transit stations. These requirements are generally called the Small-Scale Multi-Unit Housing (SSMUH) regulations and the Transit Oriented Areas regulations, respectively. The Bylaws implementing these requirements must be adopted by June 30, 2024. The City is on track to meet this deadline. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1o: Update the Zoning Bylaw to Reflect the New Small-Scale Multi-unit Housing and Transit-oriented Development Legislation Climate Action The City hired a Climate Change Specialist in 2024, who will advance multiple climate action initiatives of the Strategic Plan in 2024, with more specific scope and work plan development to occur in the summer. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1e: Development a Climate Action Development Permit Area Bylaw STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2a: Develop a Climate Action Master Plan Including Targets for Emission Reductions 2b: Hire a City Climate Change Specialist Attainable Home Ownership Program  In May 2024, Council approved an additional expansion to the residency qualifying criteria to include people that live or work in Sooke, Metchosin, Colwood, View Royal, or Highlands and approved a consumer price index increase to the household income thresholds. Council directed staff to explore options to adjust the structure of the Attainable Home Ownership Program, which could include a different structure, partnerships to administer the Program, incorporation of new and amended legislative tools pertaining to Inclusionary Zoning and Density Bonussing and strategizing other possible uses of the Affordable Housing Reserve Fund. 2024 will see the completion of the second Attainable Home Ownership partner building, also in the Trailside at the Lake development. This second building includes 24 attainable units that will be available for purchase by qualified applicants. It is expected that several new Housing Agreements will be drafted for Council’s approval in both the home ownership program and the new rental program this year. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5a: Be at the Table for Strategic Regional Discussions and Decisions CITY OF LANGFORD | 2023 ANNUAL REPORT 46 Page 47 of 74

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2023 Consolidated Financial Statements For the Fiscal Year Ending December 31, 2023 MAYOR Scott Goodmanson COUNCILLORS Kimberley Guiry Colby Harder Mark Morley Lillian Szpak Mary Wagner Keith Yacucha CHIEF ADMINISTRATIVE OFFICER Darren Kiedyk, CPA, CGA DIRECTOR OF FINANCE Michael Dillabaugh, CPA, CA CITY ENGINEER Katelyn Balzer, P.Eng. CITY PLANNER Matthew Baldwin, MCIP, RPP FIRE CHIEF Christopher Aubrey AUDITORS KPMG SOLICITORS Young Anderson BANKERS Bank of Montreal POLICE RCMP - West Shore

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CITY OF LANGFORD Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 48 Page 49 of 74

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KPMG LLP St. Andrew’s Square II 800-730 View Street Victoria BC V8W 3Y7 Canada Telephone 250 480 3500 Fax 250 480 3539 KPMG LLP, an Ontario limited liability partnership and member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. KPMG Canada provides services to KPMG LLP. INDEPENDENT AUDITOR’S REPORT To the Mayor and Councillors of The City of Langford Opinion We have audited the consolidated financial statements of The City of Langford (the “City”), which comprise: • the consolidated statement of financial position as at December 31, 2023 • the consolidated statement of operations for the year then ended • the consolidated statement of changes in net financial assets for the year then ended • the consolidated statement of cash flows for the year then ended • and notes to the consolidated financial statements, including a summary of significant accounting policies (hereinafter referred to as the “financial statements”). In our opinion, the accompanying financial statements present fairly, in all material respects, the consolidated financial position of the City as at December 31, 2023 and its consolidated results of operations, its consolidated changes in net financial assets and its consolidated cash flows for the year then ended in accordance with Canadian public sector accounting standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the “Auditor’s Responsibilities for the Audit of the Financial Statements” section of our auditor’s report. We are independent of the City in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

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The City of Langford Page 2

Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the City’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the City or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the City’s financial reporting process. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the City's internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. CITY OF LANGFORD | 2023 ANNUAL REPORT 50 Page 51 of 74

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The City of Langford Page 3 • Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the City's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the City to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. • Communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. • Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group entity to express an opinion on the financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion. Chartered Professional Accountants Victoria, Canada May 6, 2024

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CITY OF LANGFORD Consolidated Financial Position CITY OF LANGFORD | 2023 ANNUAL REPORT 52 Page 53 of 74

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CITY OF LANGFORD Consolidated Statement of Operations

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CITY OF LANGFORD Consolidated Statement of Changes in Net Financial Assets CITY OF LANGFORD | 2023 ANNUAL REPORT 54 Page 55 of 74

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CITY OF LANGFORD Consolidated Statement of Cash Flows

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 56 Page 57 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 58 Page 59 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 60 Page 61 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 62 Page 63 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 64 Page 65 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 66 Page 67 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2023 ANNUAL REPORT 68 Page 69 of 74

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CITY OF LANGFORD Notes to Consolidated Financial Statements

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2023 Tax Rates for Permissive Tax Exemptions 2023 Tax Rates for Permissive Tax Exemptions Class Assessment Mill Rate Tax Exemption Bylaw 1540 Roll No Lot PID Address 01-62-327-04269.010 Lot: 1, Plan VIP75906, Section 5, Esquimalt District 025-757-814 817 Goldstream Avenue 1 17,363,000 3.94213 $68,447.20 Bylaw 1587 Roll No Lot PID Address 01-62-327-05731.110 Lot 2, PI VIP78559, Section 72, Esquimalt District 026-232-588 753 Station Avenue 1 19,635,000 3.94213 $77,403.72 Bylaw 1656 Roll No Lot PID Address 01-62-327-03584.006 Lot: A, Plan EPP28662, Section 1, Esquimalt District 029-895-715 550 Goldstream Avenue 1 4,205,000 3.94213 $16,576.66 01-62-327-03584.006 Lot: A, Plan EPP28662, Section 1, Esquimalt District 029-895-715 550 Goldstream Avenue 6 2,793,000 11.74871 $32,814.15 Bylaw 1799 Roll No Lot PID Address 01-62-327-05829.021 A, Plan EPP679000, Section 72, Esquimalt District 030-449-502 616 Goldstream Avenue 1 17,905,000 3.94213 $70,583.84 Bylaw 1866 Roll No Lot PID Address 01-62-327-06352.012 Lot 1, PI EPP64456, Section 81, Esquimalt District 029-923-514 3019 Glen Lake Rd 8 6,520,000 5.24073 $34,169.56 Bylaw 1913 Roll No Lot PID Address 01-62-327-06385.084 Lot A, PI EPP58443, Section 86 and 87, Esquimalt District 029-892-449 1319 Westhills Dr 6 32,126,000 11.74871 $377,439.06 Bylaw 1979 Roll No Lot PID Address 01-62-327-06159.000 Lot 7, PI 6190, Section 79, Esquimalt District 005-913-985 948 Dunford Ave 8 984,000 5.24073 $5,156.88 01-62-327-07522.001 Lot 10, PI 10901, Section 111, Esquimalt District 005-052-327 2637 Sunderland Rd 8 697,100 5.24073 $3,653.31 01-62-327-06411.005 Section 84, Esquimalt District, All that portion of the Hollywood Road (renamed Hazelwood Road by Gazette notice dated February 22, 1956), as dedicated by Pl 1718 and extending northerly from the extension easterly of the south boundary of Block 2, Pl 1718, Section 84, Esquimalt District to the extension north-easterly of the north-west boundary of Lot A, Pl 13728 1040 Marwood Ave 8 15,400 5.24073 $80.71 01-62-327-06411.008 Lot 1, PI EPP26925, Section 84 Esquimalt District, Section 90, 86 and 87 Metchosin District 029-207-908 1040 Marwood Ave 6 158,000 11.74871 $1,856.30 01-62-327-06411.008 Lot 1, PI EPP26925, Section 84 Esquimalt District, Section 90, 86 and 87 Metchosin District 029-207-908 1040 Marwood Ave 8 2,697,000 5.24073 $14,134.25 01-62-327-06439.250 Esquimalt District, LD 30 & 21 PT Sections 83, 84, 85, 86 Metchosin District & Sections 83 & 84 Esquimalt District except parcel M (DD15125) shown outlined in red on Pl 82 RW Part held under licence of occupation 1040 Marwood Ave 8 272,000 5.24073 $1,425.48 01-62-327-13906.060 Esquimalt District, Lot 1 of PI 17393, Sections 79 Metchosin District, 83, 84 and 90, Esquimalt District 003-908-968 3498 Luxton Road 8 3,623,000 5.24073 $18,987.16 01-62-327-04124.001 Lot 4, PI 9088, Section 5, Esquimalt District 005-533-376 929 Goldstream 8 825,200 5.24073 $4,324.65 01-62-327-04125.001 Lot 1, PI 14459, Section 5, Esquimalt District 004-415-957 935 Goldstream 8 2,111,600 5.24073 $11,066.33 01-62-327-06299.010 Lot 1, PI 15933, Section 88 & 89, Esquimalt District 004-547-527 1289 Parkdale Drive 8 4,825,000 5.24073 $25,286.52 01-62-327-04250.003 Lot A, PI 28120, Esquimalt District 001-311-034 2731 Matson Road 8 1,329,000 5.24073 $6,964.93 01-62-327-05647.010 Lot A, PI 42956, Esquimalt District 002-364-760 2784 Claude Rd 8 2,637,900 5.24073 $13,824.52 01-62-327-05790.021 Lot B, PI VIP64037, Esquimalt District 2830 Aldwynd Road 6 933,000 11.74871 $10,961.55 01-62-327-05628.001 Lot A, PI EPP81038, Section 72, Esquimalt Land District 030-498-805 Peatt Rd 1 8,083,000 3.94213 $31,864.24 01-62-327-05628.001 Lot A, PI EPP81038, Section 72, Esquimalt Land District 030-498-805 Peatt Rd 6 2,005,000 11.74871 $23,556.16 01-62-327-06694.030 Lot 1, PI 44619, Esquimalt District 005-894-417 2610-2612 Sooke Road 8 1,757,500 5.24073 $9,210.58 01-62-327-05709.202 Lot 2, PI VIS6677, Section 72, Esquimalt District 027-668-517 119-755 Goldstream 6 873,000 11.74871 $10,256.62 01-62-327-05709.203 Portion of Lot 3, PI VIS6677, Section 72, Esquimalt District 027-668-525 115-755 Goldstream 6 821,600 11.74871 $9,652.74 01-62-327-04188.140 Lot 4, PI VIS4874, Section 5 Esquimalt District 027-958-973 849 Orono Avenue 6 3,205,000 11.74871 $37,654.62 01-62-327-05731.100 Lot 1, PI VIP78559, Section 72, Esquimalt District 026-232-570 761 Station Road 6 2,995,000 11.74871 $35,187.39 01-62-327-05731.100 Lot 1, PI VIP78559, Section 72, Esquimalt District 026-232-570 761 Station Road 8 3,111,000 5.24073 $16,303.91 01-62-327-05886.008 Lot 8, PI VIS6662, Section 72, Esquimalt District 027-642-267 157-2745 Veterans Memorial Parkway 6 598,000 11.74871 $7,025.73 01-62-327-05886.144 Lot 144, PI VI56662, Section 72, Esquimalt District 027-643-620 P44-2745 Veterans Memorial Parkway 1 9,800 3.94213 $38.63 01-62-327-05886.145 Lot 145, PI VI56662, Section 72, Esquimalt District 027-643-638 P45-2745 Veterans Memorial Parkway 1 9,800 3.94213 $38.63 01-62-327-05886.146 Lot 146, PI VIS6662, Section 72, Esquimalt District 027-643-646 P46-2745 Veterans Memorial Parkway 1 9,800 3.94213 $38.63 CITY OF LANGFORD | 2023 ANNUAL REPORT 70 Page 71 of 74

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2023 Tax Rates for Permissive Tax Exemptions Class Assessment Mill Rate Tax Exemption 01-62-327-05886.147 Lot 147, PI VI56662, Section 72, Esquimalt District 027-643-654 P47-2745 Veterans Memorial Parkway 1 9,800 3.94213 $38.63 01-62-327-05886.148 Lot 148, PI VI56662, Section 72, Esquimalt District 027-643-662 P48-2745 Veterans Memorial Parkway 1 9,800 3.94213 $38.63 01-62-327-05764.000 Lot 23, PI VIP7235, Section 72, Esquimalt District 005-741-998 679 Goldstream Avenue 8 3,265,400 5.24073 $17,113.08 01-62-327-18809.000 Lot A, PI VIP65130, Section 72, Esquimalt Land District, Except Plan VIP86164; Lot A, Plan VIP65123, Section 1,2,4 &5, Goldstream Land District, Lot A, PI VIP65129, Section 7980, 86 & 87, Esquimalt Land District, Sections 79, 80, 86 and 87, Lot 2, Plan VIP45768, Section 73, Esquimalt Land District, Except Plan VIP86164; Lot 1, Plan VIP67118, Section 105, Esquimalt Land District; Lot 1, Plan VIP70605, Section 5, Esquimalt Land District, Except Plan VIP86164; ET 006-389-538 E&N Railway 2 2,450,000 31.90935 $78,177.91 01-62-327-06220.000 Lot 1, Block A, PI VIP1139, Section 90, Metchosin Land District 007-848-277 1152 Lippincott Road 1 936,000 3.94213 $3,689.83 01-62-327-06221.000 Lot 2, Block A, PI VIP1139, Section 89/90, Metchosin Land District 007-848-285 1152 Lippincott Road 1 189,400 3.94213 $746.64 01-62-327-06221.000 Lot 2, Block A, PI VIP1139, Section 89/90, Metchosin Land District 007-848-285 1152 Lippincott Road 9 19,786 10.12453 $200.32 01-62-327-06559.000 Lot 9, PI VIP12500, Section 81, Esquimalt Land District 004-771-699 1072 Jenkins Avenue 1 962,000 3.94213 $3,792.33 01-62-327-03581.110 Lot 3, PI VIP20139, Section 1, Esquimalt Land District 003-669-807 2770 Penelope Place 1 1,179,000 3.94213 $4,647.77 01-62-327-06001.005 Section 81, PI EPP55301, Esquimalt Land District 029-895-685 3024 Jacklin 6 1,017,000 11.74871 $11,948.44 01-62-327-06001.005 Section 81, PI EPP55301, Esquimalt Land District 029-895-685 3024 Jacklin 8 1,254,000 5.24073 $6,571.88 01-62-327-05816.000 Lot 4, Block 1, PI VIP1739, Section 72, Esquimalt Land District 001-826-247 664 Granderson Rd 6 1,749,000 11.74871 $20,548.49 01-62-327-05737.040 Lot 30, Pl EPS6342, Esquimalt Land District 031-326-153 402-731 Station Ave 1 231,400 3.94213 $912.21 01-62-327-05737.042 Lot 32, Pl EPS6342, Esquimalt Land District 031-326-170 403-731 Station Ave 1 285,600 3.94213 $1,125.87 01-62-327-05737.039 Lot 29, Pl EPS6342, Esquimalt Land District 031-326-145 404-731 Station Ave 1 348,600 3.94213 $1,374.23 01-62-327-05737.043 Lot 33, Pl EPS6342, Esquimalt Land District 031-326-188 405-731 Station Ave 1 343,600 3.94213 $1,354.52 01-62-327-05737.038 Lot 28, Pl EPS6342, Esquimalt Land District 031-326-137 406-731 Station Ave 1 348,400 3.94213 $1,373.44 01-62-327-05737.044 Lot 34, Pl EPS6342, Esquimalt Land District 031-326-196 407-731 Station Ave 1 343,400 3.94213 $1,353.73 01-62-327-05737.037 Lot 27, Pl EPS6342, Esquimalt Land District 031-326-129 408-731 Station Ave 1 305,500 3.94213 $1,204.32 01-62-327-05737.045 Lot 35, Pl EPS6342, Esquimalt Land District 031-326-200 409-731 Station Ave 1 292,200 3.94213 $1,151.89 01-62-327-05737.048 Lot 38, Pl EPS6342, Esquimalt Land District 031-326-234 410-731 Station Ave 1 355,300 3.94213 $1,400.64 01-62-327-05737.047 Lot 37, Pl EPS6342, Esquimalt Land District 031-326-226 412-731 Station Ave 1 418,000 3.94213 $1,647.81 01-62-327-05737.046 Lot 36, Pl EPS6342, Esquimalt Land District 031-326-218 414-731 Station Ave 1 355,300 3.94213 $1,400.64 01-62-327-05737.053 Lot 43, Pl EPS6342, Esquimalt Land District 031-326-285 501-731 Station Ave 1 421,000 3.94213 $1,659.64 01-62-327-05737.052 Lot 42, Pl EPS6342, Esquimalt Land District 031-326-277 502-731 Station Ave 1 236,700 3.94213 $933.10 01-62-327-05737.054 Lot 44, Pl EPS6342, Esquimalt Land District 031-326-293 503-731 Station Ave 1 293,200 3.94213 $1,155.83 01-62-327-05737.051 Lot 41, Pl EPS6342, Esquimalt Land District 031-326-269 504-731 Station Ave 1 357,500 3.94213 $1,409.31 01-62-327-05737.055 Lot 45, Pl EPS6342, Esquimalt Land District 031-326-307 505-731 Station Ave 1 352,600 3.94213 $1,390.00 01-62-327-05737.050 Lot 40, Pl EPS6342, Esquimalt Land District 031-326-251 506-731 Station Ave 1 357,400 3.94213 $1,408.92 01-62-327-05737.056 Lot 46, Pl EPS6342, Esquimalt Land District 031-326-315 507-731 Station Ave 1 352,300 3.94213 $1,388.81 01-62-327-05737.049 Lot 39, Pl EPS6342, Esquimalt Land District 031-326-242 508-731 Station Ave 1 313,200 3.94213 $1,234.68 01-62-327-05737.057 Lot 47, Pl EPS6342, Esquimalt Land District 031-326-323 509-731 Station Ave 1 313,000 3.94213 $1,233.89 01-62-327-05737.060 Lot 50, Pl EPS6342, Esquimalt Land District 031-326-358 510-731 Station Ave 1 364,000 3.94213 $1,434.94 01-62-327-05737.059 Lot 49, Pl EPS6342, Esquimalt Land District 031-326-340 512-731 Station Ave 1 430,000 3.94213 $1,695.12 01-62-327-05737.058 Lot 48, Pl EPS6342, Esquimalt Land District 031-326-331 514-731 Station Ave 1 364,000 3.94213 $1,434.94 01-62-327-05737.065 Lot 55, Pl EPS6342, Esquimalt Land District 031-326-404 601-731 Station Ave 1 433,000 3.94213 $1,706.94 01-62-327-05737.064 Lot 54, Pl EPS6342, Esquimalt Land District 031-326-391 602-731 Station Ave 1 243,100 3.94213 $958.33 01-62-327-05737.066 Lot 56, Pl EPS6342, Esquimalt Land District 031-326-412 603-731 Station Ave 1 300,800 3.94213 $1,185.79 01-62-327-05737.063 Lot 53, Pl EPS6342, Esquimalt Land District 031-326-382 604-731 Station Ave 1 367,000 3.94213 $1,446.76 01-62-327-05737.067 Lot 57, Pl EPS6342, Esquimalt Land District 031-326-421 605-731 Station Ave 1 362,400 3.94213 $1,428.63 01-62-327-05737.062 Lot 52, Pl EPS6342, Esquimalt Land District 031-326-374 606-731 Station Ave 1 367,000 3.94213 $1,446.76 01-62-327-05737.068 Lot 58, Pl EPS6342, Esquimalt Land District 031-326-439 607-731 Station Ave 1 362,200 3.94213 $1,427.84 01-62-327-05737.061 Lot 51, Pl EPS6342, Esquimalt Land District 031-326-366 608-731 Station Ave 1 321,800 3.94213 $1,268.58 01-62-327-05737.069 Lot 59, Pl EPS6342, Esquimalt Land District 031-326-447 609-731 Station Ave 1 321,600 3.94213 $1,267.79 01-62-327-05737.072 Lot 62, Pl EPS6342, Esquimalt Land District 031-326-471 610-731 Station Ave 1 374,000 3.94213 $1,474.36 01-62-327-05737.071 Lot 61, Pl EPS6342, Esquimalt Land District 031-326-463 612-731 Station Ave 1 442,000 3.94213 $1,742.42 01-62-327-05737.070 Lot 60, Pl EPS6342, Esquimalt Land District 031-326-455 614-731 Station Ave 1 374,000 3.94213 $1,474.36 Bylaw 2104 Roll No Lot PID Address 01-62-327-05737.011 Lot 1, Pl ESP6342, Section 72, Esquimalt Land District 031-325-866 107 - 731 Station Ave 6 1,373,000 11.74871 $16,130.98 01-62-327-05737.012 Lot 2, Pl ESP6342, Section 72, Esquimalt Land District 031-325-874 104 - 731 Station Ave 6 2,344,000 11.74871 $27,538.98

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Development Cost Charges Opening Balance DCC's Received Expenditures Transfer from (to) other Fund Interest Earned Closing Balance Parks $ 5,419,842 1,816,384 -1,581,366 585,432 6,240,292 Sewer 30,465

-30,465

Storm Drainage 442,448 69,592 -179,025 12,856 21,670 367,541 Roads

3,025,025 -1,422,351 -205,527 1,397,147 $ 5,892,755 4,911,001 -3,182,741 -17,609 401,575 8,004,981 CITY OF LANGFORD | 2023 ANNUAL REPORT 72 Page 73 of 74

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250-478-7882 hello@langford.ca Register today for project updates and engagement opportunities. 877 Goldstream Avenue, 2nd Floor, Langford, BC, V9B 2X8 BUDGET 2025 ECONOMIC DEVELOPMENT MASTER PLAN PARKS, RECREATION & TRAILS MASTER PLAN ACCESSIBILITY PLAN OFFICIAL COMMUNITY PLAN REFRESH ARTS AND CULTURE MASTER PLAN TRANSPORTATION MASTER PLAN Page 74 of 74