Staff Report: Approval of the Arts & Cultural Development Strategy

EXECUTIVE SUMMARY

The purpose of this report is to present Council with the City of Langford Arts and Cultural Development Strategy for consideration of approval. Development of this Strategy was a Council priority (2023–2027 Strategic Plan Objective 3f: Create an Arts and Culture Strategic Plan) and represents Langford’s first comprehensive plan for fostering arts, culture, and heritage as integral components of the community’s identity and quality of life. The Strategy sets a vision of Langford as a vibrant, inclusive, and creative city where everyone can access and participate in the arts, and where cultural development enhances social well-being and economic resilience. It identifies four strategic objectives, ranging from improving arts accessibility for all residents to supporting the growth of Langford’s creative economy, each accompanied by strategies and action steps to guide implementation over the next five years.

The Arts and Cultural Development Strategy was developed throughout 2025 and early 2026 with extensive engagement of the community, a working group, and key partners. Hundreds of residents and representatives from local arts and cultural organizations contributed through surveys, roundtable discussions, a community Ideas Fair, and a dedicated Community Working Group. The process ensured that the Strategy reflects local needs and aspirations, including voices of youth, seniors, artists, BIPOC and 2SLGBTQ+ communities, Indigenous partners, and arts professionals. The Strategy aligns with best practices for cultural planning in growing, diverse cities.

The Strategy will provide a clear framework to support arts and culture in Langford and ensure that future decisions and investments in this sector are strategic, inclusive, and aligned with Council’s vision and the Official Community Plan.

BACKGROUND

An Arts and Cultural Development Strategy was identified as a strategic priority in Council’s 2023–2027 Strategic Plan (Objective 3f). In late 2024, Council authorized staff to initiate the project. A Request for Proposals was issued in October 2024, and in early 2025 the City engaged an experienced cultural planning consultant to work with staff in developing a five-year plan for arts and culture. This project was scoped and budgeted through Council’s annual strategic priorities funding; sufficient funds were allocated in the 2024 and 2025 budgets to cover consulting services and public engagement costs.

Project Development and Public Engagement

Work on the Strategy began in January 2025 and followed a phased approach emphasizing broad community and stakeholder input.

• Phase 1 (Spring–Summer 2025) focused on understanding the current cultural landscape and gathering initial ideas. The City launched an online community survey (with several hundred responses from both residents and cultural practitioners) and hosted an Ideas Fair in March 2025 that drew approximately 150 attendees. City staff also conducted targeted key partner interviews and outreach to gather input on the state of arts and culture in Langford, including needs around cultural spaces, programming, and support for artists. A Community Working Group comprised of local artists, arts administrators, youth representatives, members of the Indigenous and multicultural communities, West Shore Parks & Recreation (arts facilities operator), and others was convened and met regularly to provide insight and feedback on emerging directions.

• Phase 2 engagement (Fall 2025–Early 2026) concentrated on validating the draft vision, objectives, and key strategies. A second round of engagement invited public feedback on the draft Strategy through an online survey and an Open House held at the John Horgan Post Secondary Campus. The draft Strategy was presented for community input in early 2026, including a presentation at a Council meeting on March 16, 2026, with public comments in strong support. Feedback from residents and key partners during this phase affirmed the Strategy’s overall direction, with particular enthusiasm for its focus on accessibility, diversity, and creating more cultural spaces. Minor refinements were made to address public suggestions, for example, emphasizing youth involvement and clarifying that implementation of big initiatives (such as new facilities or grant programs) will depend on future budget decisions and partnerships. The final Arts and Cultural Development Strategy reflects the community’s vision and priorities and is ready for Council adoption.

COMMENTARY

The Strategy is a forward-looking plan that establishes a clear vision, guiding principles, objectives, and actions to nurture a thriving arts and culture scene in Langford over the next five years and beyond. At its core, the Strategy envisions a city where arts and culture are accessible to everyone, are recognized as essential to Langford’s identity, and are integrated into everyday life. It reinforces that cultural development is not an optional enhancement, but a fundamental contributor to community well-being, social connection, and economic vitality. The Strategy aligns with leading practices in early-stage municipal cultural development in cities across Canada and is the mechanism for achieving the overarching vision for arts and culture contained in Langford's Official Community Plan, outlining a clear direction for cultural development.

Guiding Principles

The Strategy is guided by five core principles that shape its direction and implementation. These include:

• Inclusion: ensuring people of all ages, backgrounds, and abilities can participate in arts and heritage;
• Reconciliation: honouring Indigenous cultures and advancing Truth and Reconciliation commitments through municipal cultural initiatives;
• Collaboration: building strong partnerships across sectors and with neighbouring communities;
• Innovation: embracing creative ideas and new approaches to expand cultural opportunities; and
• Sustainability: supporting a culturally rich community that is socially and economically resilient over time.

Together, these principles align with the Official Community Plan’s emphasis on “Embracing the Creative City” and directly responds to community feedback calling for increased cultural infrastructure, programming, and long-term support for arts and culture in Langford.

OBJECTIVES

The Strategy is organized around four strategic objectives and a series of recommendations for Council to consider with respect to a performing arts theatre, and how to approach a review of funding and program deliverables for arts and culture in Langford, and potentially a new way forward for arts and cultural development across the entire West Shore.

Each objective is detailed below with a plain-language summary:

Objective 1: Everyone can access the arts!

This objective focuses on making arts and culture inclusive and accessible to all residents. It means removing barriers, whether physical, financial, or social, so that people of all ages, backgrounds, and abilities can participate in and enjoy Langford’s arts and cultural programs. By focusing on equity, diversity, inclusion, and accessibility, the City aims to ensure everyone feels welcome to create, experience, and connect through the arts.

Objective 2: Cultivate a thriving creative economy.

This objective focuses on growing and supporting Langford’s creative sector as an integral part of the local economy. It involves working with artists, cultural organizations, and creative businesses to build capacity, foster collaborations, and attract investment. By strengthening the creative economy, the City can spur innovation, create jobs, boost tourism, and enrich the community’s economic resilience through arts and culture.

Objective 3: Champion arts and culture.

This objective positions the City as a leader and advocate for arts and culture in Langford. To “champion” means the City will actively promote cultural initiatives, integrate arts and culture into its planning, and provide support (like funding, partnerships, and policy backing) to the creative community. The City will serve as a convener and supporter, bringing key partners together, celebrating local cultural achievements, and ensuring arts and culture remain a priority in civic life. This includes respecting and incorporating Indigenous and diverse cultural heritage as part of Langford’s identity.

Objective 4: Create more arts and culture spaces, both indoors and outdoors.

This objective is about developing and enhancing venues and spaces for arts and culture throughout the city. It recognizes the need for more places where creativity can happen, from performance halls and galleries, to studios, parks, and public squares. By investing in cultural facilities and vibrant public spaces, the City will provide artists and residents with accessible, affordable, and inspiring places to create, perform, exhibit, and gather. More indoor and outdoor cultural spaces will help make arts and cultural experiences a visible and everyday part of life in Langford.

Each of these four objectives is accompanied by specific strategies and approximately 20 actions in the detailed implementation plan. Some actions are foundational steps, while others are aspirational projects that may be pursued over time such as exploring the feasibility of a future multi-purpose performing arts centre.

The Strategy intentionally provides a flexible “roadmap” rather than a rigid checklist. It will inform departmental work plans and budget proposals, but exact timing and execution of each action will depend on available resources, partnerships, and evolving community needs.

INTEGRATION WITH OTHER PLANS

The Strategy is designed to align with and complement other key plans and initiatives. It supports the Official Community Plan’s goals of creating complete, livable neighbourhoods and a distinct community identity. It also dovetails with the recently adopted Parks and Trails Master Plan (which identified public art and cultural events as important to park spaces), the Economic Development Strategy (recognizing the creative sector’s role in economic growth and tourism), and the upcoming Placemaking Strategy (ensuring that public space design incorporates arts and cultural expression). Regionally, the Strategy positions Langford to engage with Capital Regional District arts programs and potential funding opportunities, while highlighting Langford’s unique cultural assets within the West Shore sub-region. By coordinating with these related plans, the City can ensure that efforts in arts and culture also advance broader objectives in recreation, tourism, downtown revitalization, and social development.

WEST SHORE ARTS COUNCIL

Over the past 10 years, funding from the West Shore municipalities has varied, and in more recent years has been either cancelled or reallocated to other arts organizations. The current municipal funders are the District of Highlands ($500 annually) and the City of Langford. Prior to 2025, Langford contributed approximately $43,000 annually; however, Council reduced this to $10,000 and held back the remaining funds for Langford-based artists to apply for directly. This was intended to allow time for the development of the Strategy and for subsequent recommendations to be brought forward to Council.

A VISION FOR A WEST SHORE THEATRE

After months of research and public engagement activities, there is no doubt that there is demand and a great deal of passion across the West Shore for a performing arts centre. Engagement results clearly demonstrated that residents, artists, and community organizations see theatre and live performance as a missing but essential cultural amenity, one that supports local storytelling, creative expression, and year-round programming. Participants consistently identified the need for accessible, appropriately sized indoor and outdoor performance spaces that can host theatre, music, comedy, and dance, while also providing room for rehearsal, production, and community use.

A West Shore theatre is widely viewed not only as a cultural facility, but as a catalyst for downtown vibrancy, youth and emerging artist development, and a stronger sense of place and cultural identity for the region. To function successfully as a truly regional amenity, the theatre must be centrally located and well supported by surrounding infrastructure. Langford’s population scale, transportation network, hotels, and complementary services make it the most suitable location to serve residents from across the West Shore.

A TURNING POINT FOR ARTS AND CULTURE IN LANGFORD

Now that Council has reviewed the Arts and Culture Strategy there are three pivotal decisions Council needs to make to create meaningful change, and super charge arts and cultural development in Langford and across the wider West Shore region. The first two are around the funding, support, and delivery of arts and culture services in Langford, and the third is with respect to a performing arts theatre.

On March 16, 2026, Council was presented with three recommendations that align with achieving the objectives in the Strategy:

CRD Arts Service Funding

It is recommended that the City of Langford not join the Capital Regional District Arts and Culture Support Service at this time and instead focus on directing arts and culture investment locally in keeping with Langford-first objectives. Council has an opportunity to ensure the investment and returns on such investments are retained and realized directly within the Langford community. To achieve this, the City should begin exploring the establishment of in-house expertise through the hiring of an Arts and Cultural Development Coordinator to align funding decisions with local outcomes and priorities. This is consistent with early-stage municipal cultural development practice to protect local investment.

West Shore Arts Council Funding

It is recommended that the City of Langford maintain a funding level of $10,000 for the West Shore Arts Council in 2026. This funding should be specifically directed towards Langford based initiatives and events.

Staff also recommend that the City work with a consultant with expertise in supporting long standing arts council organizations. The consultant would facilitate a review of the evolution of arts and cultural development delivery across the West Shore in response to rapid growth and changing demographics, aligning the evolving needs of the broader West Shore community, including increased cultural diversity. This work could help achieve a refreshed, modern arts organizational model that strengthens artist and community engagement. This work is part of a broader generational renewal and revitalization of the roles of arts councils play in their communities, a shift happening in arts councils around the province who have a critical role to play as an arms-length local arts and cultural development agency.

This work will require the City of Langford to take a leadership role in exploring the re-establishment of a collaborative funding approach among West Shore municipalities, with the goal of supporting a single, renewed arts organization that can effectively serve residents and creative sector workers across the West Shore region.

West Shore Performing Arts Theatre

It is recommended that the City of Langford work with the Sooke School District to explore all options for the development of a performing arts theatre co-located with the proposed new North Langford secondary school, currently planned to open in 2030. This work should consider site opportunities, shared-use models, and potential partnerships, and result in a report back to Council outlining feasible delivery options, potential funding requests, and joint project opportunities that align with community needs and long-term cultural infrastructure goals. This is consistent with and aligns with the Strategy's recommendations surrounding a theatre space, namely for Langford to advocate for a new theatre space if and when opportunities present themselves, as part of broader arts infrastructure planning. Objective 4, Strategy 2, Step 3.

FINANCIAL IMPLICATIONS

The implementation of the plan will have financial implications that are partially accounted for in the Five-Year Financial Plan. Since this is a five-year strategy, upcoming budgets will cover further expenses for carrying out the remaining parts of the plan over the next four years. Items for future initiatives will be brought forward through the City’s annual budgeting and financial planning processes for Council consideration.

LEGAL IMPLICATIONS

There are no known legal implications associated with this report.

STRATEGIC PLAN ALIGNMENT

• 3f - Create an Arts and Culture Strategic Plan.
• 6c - Continue to Take Action Towards Reconciliation.
• 6d - Support the Efforts of Community Organizations to Expand Services to Youth, Seniors, and other Underrepresented and Marginalized Groups.
• 6f - Develop and Implement a Placemaking Strategy.

OPTIONS

Option 1

THAT Council approve the Arts and Cultural Development Strategy as presented;

AND

THAT Council direct staff to advise the CRD that the City of Langford will not be joining the CRD Arts Funding Service at this time;

AND

THAT Council direct staff to advise the West Shore Arts Council that the 2026 funding amount will be maintained at $10,000, while the City reviews the service delivery model provided by the West Shore Arts Council;

AND

THAT Council direct staff to work a consultant to guide conversations with City of Colwood, District of View Royal, District of Highlands, District of Metchosin, District of Sooke, West Shore artists/performers, the West Shore Arts Council and Arts and Culture Colwood Society to discuss a refreshed long-term vision for a West Shore regional arts council;

AND

THAT Council direct staff to work with the Sooke School District to explore opportunities for a performing arts theatre co-located with the proposed North Langford secondary school.

OR Option 2

THAT Council receive the proposed Arts and Cultural Development Strategy for information.

SUBMITTED BY

Donna Petrie, Senior Manager of Communications & Economic Development

Concurrence:

• Melisa Miles, Manager of Legislative Services
• Leah Stohmann, RPP, MCIP, Director of Community Planning and Development
• Katelyn Balzer, P.Eng., Director of Engineering and Public Works
• Michael Dillabaugh, CPA, CA, Director of Finance
• Marie Watmough, Director of Legislative & Protective Services
• Braden Hutchins, Deputy Chief Administrative Officer
• Darren Kiedyk, Chief Administrative Officer

ATTACHMENTS

1: Arts and Culture Strategy
2: Content and Engagement Summary Report