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Table of Contents 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. Message from the Mayor 04 City of Langford Mayor and Council 05 Message from the Chief Administrative Officer 06 Administration 07 Bylaw Enforcement 16 Communications and Economic Development 27 Engineering and Public Works 28 Finance 31 Information Technology and Geographic Information Systems 33 Langford Fire Rescue and Emergency Program 35 Parks, Recreation, and Facilities 38 Development Services, Community Planning and Climate Change 41 Building Services 50 2025 Consolidated Financial Statements 54 2025 Permissive Tax Exemptions 91 Development Cost Charges 95

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2022 - 2026 TERM City of Langford Mayor & Council Kimberley Guiry COUNCIL MEMBER Lillian Szpak COUNCIL MEMBER Scott Goodmanson MAYOR Colby Harder COUNCIL MEMBER Mary Wagner COUNCIL MEMBER Mark Morley COUNCIL MEMBER Keith Yacucha COUNCIL MEMBER Langford.ca/Council Learn more about Langford Council: Message from the Mayor together Royal Roads University, the University of Victoria, Camosun College, the Justice Institute of British Columbia, and School District 62, the campus expands access to education, bringing residents seeking higher education closer to home. Planning for the future also advanced with the adoption of a refreshed Official Community Plan along with several master plans that will move into implementation in 2026. As part of the public engagement process, the City hosted two Ideas Fairs to collect community feedback to help shape their creation. Meaningful progress was also made on key regional priorities. Work with Colwood, View Royal, and the Capital Regional District to advance plans to expand the West Shore RCMP detachment to support a growing population. In addition, a historic memorandum with First Nations renewed momentum on the Island Corridor, advancing conversations on rail integration, new stops, and shared economic and reconciliation benefits. Langford’s growth outlined in this report reflects intentional planning, community collaboration, and the input of residents who care about the community they live in. Looking ahead, Council will continue to focus on initiatives that reflect Langford’s evolving needs and enhance community wellbeing. Thank you to everyone who contributed their time and ideas in 2025, together, we are shaping a Langford we can all be proud of for years to come. Looking back at 2025, I am proud of what we have accomplished together as a community, planning for our future and ensuring that Langford remains a vibrant, diverse, and inclusive community for generations to come. Council focused on continuing to improve residents’ quality of life, ensuring that the city remains one of the best places to call home. Over the past year, Langford has taken a significant step forward to improve healthcare access with the opening of the Goldstream Medical Clinic, made possible through Council’s bold leadership and a strategic partnership with the South Island Primary Care Society. The City supported the project by providing commercial space, as well as funding tenant improvements and equipment. The clinic accommodates 10 doctors and will serve approximately 12,500 residents by the end of 2026, making a meaningful contribution to addressing Langford’s primary care shortage. Over the past year, the City secured provincial grant funding for more than 120 future licensed childcare spaces, including $7.1 million through the ChildCareBC New Spaces Fund for 73 planned spaces, building on a previously approved $6.2 million grant for 49 additional spaces. Access to greenspace grew as Council secured over 6-acres of land known as Woodlands Mobile Home Park in the heart of downtown Langford. Woodlands will be transformed to a passive urban green space already home to towering trees, winding pathways, and botanical gardens. Recreation options were further enhanced through Langford’s first community garden at the newly expanded Porcher Park, accessible upgrades to Florence Lake Pier, and the remodelled Glen Lake Spray Park. Langford’s community pride was on full display in May as we welcomed the BC Lions to Langford for a pre season game at Starlight Stadium, bringing professional football closer to home. In September 2025, the John Horgan Campus opened as a first of its kind post secondary collaboration in the heart of Langford. Bringing MAYOR Scott Goodmanson The City of Langford honours the life and service of Councillor Lillian Szpak, whose passing on May 2, 2026, marked a profound loss for our community. First elected in 2002, Councillor Szpak dedicated more than two decades to public service, community advocacy, and the thoughtful growth of the city she was proud to call home. A Langford resident since 1993, she brought to Council a deep belief that local government should listen carefully, respect community voices, and make decisions with future generations in mind. Her service reflected the breadth of issues that matter to residents: responsible growth, public input, environmental stewardship, housing affordability, community safety, parks, recreation, regional collaboration, and the importance of representation in civic leadership. In her own words during the 2022 election, Councillor Szpak described her priority as bringing the community’s voice to the table, listening deeply, and helping ensure Council Chambers remained a respectful place where residents could be heard. Lillian’s legacy will live on throughout Langford; she played a meaningful role in shaping the thriving community we see today. In Memoriam: Councillor Lillian Szpak

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Message from the Chief Administrative Officer Langford’s 2025 Annual Report highlights the municipality’s achievements over the past year and strategic objectives for 2026. This Report fully complies with the Community Charter and includes the City’s permissive tax exemptions, audited financial statements, and Development Cost Charges. Guided by Council’s 2023-2027 Strategic Plan, the Annual Report reflects clear planning, continued corporate efficiencies, and a shared commitment to progress. In 2025, these guiding principles shaped our work as Langford continued to grow. Through the dedication of Langford Council, staff, and strong community partnerships, long term priorities were translated into real, visible improvements, ensuring infrastructure, services, and amenities kept pace with community needs. The projects undertaken by the City are focused on balancing taxpayer needs while prioritizing fiscal responsibility, seeking to address shared challenges that all communities are currently experiencing around climate change, housing, affordability, and public health. Over the past year, significant advancements have been made in preparation for Langford’s future growth. Langford’s refreshed Official Community Plan (OCP), updated for the first time since 2008, was formally adopted, setting a roadmap for higher-density housing near transit corridors, amenities, and services while minimizing urban sprawl. The refreshed OCP provides an intentional roadmap for development and opens doors to grant opportunities that help offset costs for community initiatives. Additional plans developed in 2025 include Langford’s Wildfire Resiliency Plan to increase the community’s preparedness and resilience to wildfires, the Construction Impact Management Strategy to proactively manage construction impacts, Darren Kiedyk, Chief Administrative Officer and the Parks Master Plan, which guides the City’s decisions regarding the acquisition, development, enhancement, programming, and management of the parks and trails system. In 2025, major investments in downtown Langford further demonstrated the City’s ability to support complex projects through efficient approvals and multi‑partner coordination. The opening of the John Horgan Campus brought post‑secondary education to the city’s downtown core, strengthening Langford’s role as an employment, education, and innovation hub while contributing to the vibrancy of the community. Economic development momentum continued with the groundbreaking of a new TownePlace Suites by Marriott hotel in downtown Langford. The project supports the growing visitor economy and reflects ongoing confidence of private investment in Langford’s long‑term growth. This confidence was recognized when BC Business Magazine ranked Langford #2 in the province for economic resilience, reflecting performance across population growth, housing starts, economic diversity, employment trends, rental vacancy rate, and residents’ sense of belonging. In 2025, Council continued to prioritize public safety. Working with Colwood and View Royal, the City advanced the West Shore RCMP detachment expansion through a collaborative delivery model focused on due diligence, cost control, and shared accountability. Langford Firehall #2 also transitioned to 24/7 staffing, significantly improving emergency response times and community safety. In early 2025, the City acquired Woodlands Park, which will become an urban oasis with over six acres of downtown green space. Once complete, the park will provide a centrally located gathering space featuring tranquil winding pathways, botanical flowerbeds and gardens, decorative fountains, landscaped ponds, picnic areas, and playgrounds. Work towards the development of a Reconciliation Action Plan began with the Indigenous Perspectives Society in 2025. As guided by Council’s Strategic Plan, Council and staff engaged the Society to help shape a path forward for meaningful actions for reconciliation. The Plan focuses on listening, relationship-building, advocacy, and advancing equity for local First Nations and Urban Indigenous community members. Supporting Council’s commitment to quality of life, multiple improvements were made to well-loved community facilities. The tennis courts at Centennial Park were resurfaced and landscaped, while Glen Lake Spray Park was significantly upgraded and expanded with accessible play options and improved drainage, turning it into a refreshed lakeside destination for families. Langford’s reputation as an outdoor recreation community continued to grow. The opening of Flipside, a new intermediate trail at Gravity Zone and Nature Trails Park, expanded trail options for riders, while hosting the Canadian Cross Country Mountain Bike Championships at Jordie Lunn Bike Park brought athletes and spectators together for a national celebration of sport and community. Taken together, these milestones reflect a city growing thoughtfully and planning with purpose. Thank you to our partners and the community for their continued commitment to making Langford a vibrant, welcoming place to live, work, and thrive. CITY OF LANGFORD | 2025 ANNUAL REPORT

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Administration The Administration Department includes the office of the CAO and Deputy CAO, and 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. ADMINISTRATION DEPARTMENT OVERVIEW The Administration 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 responsible for strategic land acquisitions, contract negotiations, and internal functions such as human resources, legislative and protective services and RCMP support services. 2025 HIGHLIGHTS Implementation of Council’s Strategic Plan (ongoing) 2025 marked the second year of Langford’s first Council Strategic Plan, and the Administration Department continued to lead its city-wide implementation. All major initiatives and budget decisions were aligned with the Strategic Plan’s six priority areas, ensuring that new projects advanced Council’s vision and values. Progress reviews were conducted with Council to track achievements and adjust timelines, demonstrating a commitment to transparent, efficient governance, and service delivery. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies Maintaining Lean Operations and Corporate Efficiency (ongoing) The City maintained its reputation for “operating lean” with minimal bureaucracy, empowering staff to make timely decisions and keep costs down. Even as new processes were introduced to support Strategic Plan initiatives, the Administration Department ensured that additional steps were added only when necessary, preserving Langford’s efficient approval processes and cost-effective service model. This balanced approach streamlines the implementation of Council’s priorities while upholding long-standing corporate efficiencies. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies

Strategic Land & Facility Acquisitions Completed Building on negotiations initiated in 2024, the City successfully finalized two major acquisitions in early 2025. The Westhills YMCA/YWCA Aquatic Centre, a cornerstone recreation facility, was purchased by the City, with the final $33.9 million payment completed and ownership officially transferred on March 31, 2025. In addition, the City closed the purchase of Woodlands Park, securing over 6.6 acres of urban green space in the heart of downtown Langford. Thanks to the generosity of longtime owners Ralph Stoerzer and Laura Kiehl, this $9.8 million acquisition was made at roughly half the property’s appraised value, establishing an enduring green legacy for the community. Both acquisitions support current and future recreational needs and quality of life for residents. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Continue to Make Strategic Land and Facility Acquisitions STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE Child Care and Arts Facilities – New Projects Progress The City made significant headway on two major child care projects funded by the ChildCareBC New Spaces Fund. The first project, new Child Care and Cultural Centre at Jenkins Avenue/Glen Lake Road, will provide 49 licensed child care spaces and a purpose-built arts studio to replace the aging Centennial Centre at 2805 Carlow Road. In summer 2025, the City awarded a design-build contract to local firms (Studio 531 and Blackrete Builders) and began site development in partnership with a B.C.-based mass timber manufacturer. This innovative modular construction approach will enable the facility to open by spring 2027. The second project, a childcare facility at 2805 Carlow Road, will create 73 new child care spaces co-located with community uses on the second floor. By late 2025, rezoning for the Carlow site was completed and detailed design was underway, with construction slated to begin in early 2027. Together, these projects represent over $13.4 million in senior government funding for childcare and will provide 122 new child care spaces in Langford, dramatically improving access to affordable childcare and arts/cultural amenities for local families. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Childcare Spaces ADMINISTRATION

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Expanded Access to Primary Health Care The City took bold action to address the region’s doctor shortage. In 2025, Langford partnered with the South Island Primary Care Society and the Goldstream Masonic Hall to develop a new primary care clinic in downtown Langford. Council committed up to $1.7 million to fund tenant improvements, medical equipment, and clinic setup in a commercial space at 2832 Bryn Maur Road. This partnership fast-tracked the establishment of the Goldstream Medical Clinic, which provides space for 10 family doctors and will attach approximately 12,500 patients – nearly half of the Langford residents who lacked a family physician. By the end of 2025 the clinic was fully constructed and outfitted, and it officially opened its doors in early 2026 to bring much- needed primary care to the community. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Access to Health Care Facilities and Social Services West Shore RCMP Detachment Expansion The multi-jurisdictional effort to expand the West Shore RCMP facility continued to move forward in 2025. The inter-municipal Validation Phase was completed, confirming the project’s scope, budget, and design through a collaborative Integrated Project Delivery (IPD) process. It was anticipated that in Q1 2026, Langford, Colwood, and View Royal would formally endorse the project’s Validation Report and a cost-sharing Memorandum of Understanding to finance the new detachment, allowing for detailed design and the start of phased construction by late 2026. Once built, the expanded RCMP detachment will ensure effective policing and public safety services for a West Shore population forecasted to reach 150,000 over the next 25 years. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Public Safety and Compassion for all Residents ADMINISTRATION ADMINISTRATION Downtown Post-Secondary Campus Opens After years of advocacy and planning, the Royal Roads University – West Shore Campus opened its doors in downtown Langford in September 2025. The Administration Department worked closely with RRU and other partners to support the successful launch of this milestone project, which brings accessible post-secondary education and an innovation hub to the City’s core. In 2025, the City also partnered with RRU to develop a “Campus Perks” program connecting students and faculty with local businesses and amenities, further integrating the new John Horgan campus into the community. The new downtown campus is a key step in establishing Langford as a regional centre for education and innovation. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3b: Actively Support the Evolution of the Downtown Post Development Secondary Campus City-Wide Master Planning Initiatives The Administration Department spearheaded cross-departmental collaboration on multiple long-range planning projects in 2025, ensuring an integrated approach to managing Langford’s growth. Working with all City departments and extensive public input, the City completed or advanced several major Master Plans – including the Parks and Trails Master Plan, Transportation Master Plan, and Active Transportation Plan, Arts and Culture Strategic Plan and Economic Development Strategic Plan – in alignment with the goals of the Council Strategic Plan. By the end of 2025, drafts of the new master plans were finalized or near finalized, identifying clear long-term strategies and capital priorities that will guide decision-making for the next decade and beyond. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies CITY OF LANGFORD | 2025 ANNUAL REPORT

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ADMINISTRATION ADMINISTRATION LOOKING FORWARD 2026 Objectives and Measures Continue to Take Action Towards Reconciliation (ongoing) The City remains deeply committed to truth and reconciliation and will advance its initiatives with local First Nations and urban Indigenous communities. In 2025, Council members and staff undertook Indigenous cultural awareness training and worked with the Indigenous Perspectives Society (IPS) to develop a comprehensive decolonization workplan and reconciliation action plan for the City. In 2026, the Administration Department will begin implementing concrete actions to foster relationships, enact systemic changes, and celebrate Indigenous culture in Langford. Key ongoing efforts include partnering with First Nations on community events (such as the Change Makers Gathering festival), expanding the City’s street banner program showcasing Indigenous art, and finalizing a formal Reconciliation Action Plan with clear goals, resources, and success indicators. These initiatives are long-term commitments that will continue indefinitely, guided by meaningful collaboration with Indigenous leaders and organizations. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6c: Continue to Take Action Towards Reconciliation Foster Primary Health Care Partnerships (ongoing) Building on the success of the new Goldstream Medical Clinic, the City will continue to explore strategic partnerships to improve access to health care in Langford. In 2026, the Administration Department will work with the South Island Primary Care Society to support the new clinic’s operations and pursue opportunities for further expanding local primary care services. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Access to Health Care Facilities and Social Services Support the Expansion of the West Shore RCMP Facility (ongoing) With the regional partnership agreements in place, 2026 will see the West Shore RCMP detachment expansion move into the critical design and construction phases. The Administration Department will continue to represent Langford’s interests and provide project oversight as detailed design of the expanded RCMP detachment is completed (through late 2026) and initial site work commences. This collaborative project, in partnership with Colwood, View Royal and the RCMP, uses an innovative Integrated Project Delivery model to ensure all stakeholders remain aligned on shared goals, budget, and schedule. The City will maintain its leadership role in this process, emphasizing transparent decision-making, cost control, and value for money. By the end of 2026, the project is expected to be under full construction, bringing the vision of a modernized, larger RCMP facility another step closer to reality. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Public Safety and Compassion for all Residents Champion Strategic Regional Initiatives (ongoing) As the West Shore’s largest and fastest-growing municipality, Langford will continue to take a leadership role in important regional discussions and decision-making tables. In 2026, the City (through the CAO and Deputy CAO’s office) will remain an active participant in regional planning efforts such as transportation and transit improvements, housing strategies, and public safety collaborations. By maintaining a strong voice in forums like the Capital Regional District (CRD) and inter-municipal working groups, Langford ensures that regional initiatives, from transit exchange expansions to emergency management planning, reflect the needs and interests of our community. This proactive engagement helps the City leverage partnerships and regional resources while advocating for solutions that benefit Langford and the broader West Shore. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies HUMAN RESOURCES Human Resources is responsible for the management of the City employee life cycle by supporting the recruitment and hiring, training and development, health and safety, and performance management of all City staff members through the development and management of employee policies and procedure guidelines, collective bargaining, and compensation and benefits. Their role also includes strategic human resources initiatives like diversity, equity, and inclusion training, leadership development, and succession planning programs. OVERVIEW In 2025, the City supported organizational stability through key workforce initiatives. Colwood RCMP employees were successfully integrated into the Langford RCMP CUPE 50 union, and staff turnover stayed very low, with only eight full‑time employees leaving during the year. The City also partnered with local post‑secondary institutions to bring in three co‑op students, supporting both education and City services. Following the departure of the HR manager, the two remaining team members stepped up to keep the department running smoothly for nine months, maintaining high service levels until a new manager was in place. 2025 HIGHLIGHTS The most significant updates in 2025 included: Colwood RCMP employees in the CUPE 374 bargaining unit were successfully transitioned to Langford RCMP and CUPE 50 bargaining unit. 13 people in temporary roles transitioned to full-time, regular roles. Only 8 full-time, regular employees left the organization in 2025. HR continues to foster positive relationships with local post-secondary institutions like Camosun College and The University of Victoria, hiring 2 engineering, and 1 finance co-op student. LOOKING FORWARD 2026 Objectives and Measures Operationally, 2026 will be filled with many strategic projects and programs that align with the Council Strategic Plan, including: • Development of an Inclusion strategy • Development of a performance evaluation program • Completion of the safety program update • Completion of a compensation and benefits review • Participate in CUPE 50 bargaining STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies CITY OF LANGFORD | 2025 ANNUAL REPORT

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Training opportunities will be coordinated by the department and will be focused on: • Diversity, Equity, and Inclusion • Accessibility • Workplace Mental Health • Health & Safety STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5e: Develop an Equity, Diversity, and Inclusion Strategy Review Internal Policies and Update as Needed In 2026, the HR department will focus on strengthening employee quality of life by reviewing and updating key internal policies related to engagement, performance management, and overall workplace wellbeing. HR will assess current practices, identify gaps, and prioritize improvements to ensure policies remain clear, inclusive, and responsive to employee needs. These updates support a culture where people feel valued and connected, with further refinements planned for coming years. In 2025, the City will focus on enhancing the New Employee Onboarding program, emphasizing Health and Safety training to support early career success and consider accessibility initiatives, including recruitment accommodations and a formal Accommodation Policy. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6g: Develop and Implement an Accessibility Plan ADMINISTRATION ADMINISTRATION LEGISLATIVE SERVICES The Legislative Services Department is responsible for facilitating, identifying, and managing the City’s records, both on paper and digitally. This department provides legislative and procedural support to Council and is responsible for preparing 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 2025, the Legislative Services Department continued to provide support and guidance to staff and Council and worked closely with all City departments to assist in advancing Council’s strategic priorities. The main areas of focus were Strategic Plan objective 1a: “Refresh the Official Community Plan (OCP)” and 1f: “Develop a Construction Impact Management Strategy and ‘Good Neighbour’ Policy”. Accessibility has continued to be an important focus for the City in 2025, and with respect to Strategic Plan objective 6g: “Develop and Implement an Accessibility Plan,” the City continued participating in the joint Capital West Accessibility Advisory Committee, partnering with the neighbouring municipalities to better understand accessibility needs in our communities. 2025 HIGHLIGHTS Bylaw Review Staff are reviewing the City’s bylaws and policies to ensure their completeness and recommending amendments to ensure ongoing relevance. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5d: Improve Access to City Information Records Digitization Staff are continuing to retrieve boxes of paper records from off-site 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 City contracts and agreements. This includes monitoring expiry dates and ensuring terms are met. Staff also draft new agreements and manage their outsourcing. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-Standing Corporate Efficiencies Create an Accessibility Plan Legislative Services staff worked with the Capital West Accessibility Advisory Committee to shift from a staff-based committee to a community-based committee with an appointed citizen representative from each member community. The City’s Accessibility Plan was adopted in January 2025. The committee will continue to work CITY OF LANGFORD | 2025 ANNUAL REPORT

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2025 Legislative Services Department Statistics 2023 2024 2025 Council Meetings Regular Council 20 19 21 Special Council 14 17 11 Committee Meetings Committee of the Whole 9 5 8 Community Advisory Committee 5 7 10 Sustainable Development Advisory Committee 7 8 8 Board of Variance 1 0 0 Capital West Accessibility Advisory Committee 1 4 4 Contacts and Agreements Total Contracts and Agreements Completed 165 246 308 Total Contracts and Agreements Cancelled 9 7 4 Bylaws OCP Amendments 2 1 1 Zoning Amendments 16 21 23 Finance 7 5 6 Regulatory 5 2 1 Road Closure 3 1 3 Other 12 18 16 New Bylaws 45 48 50 Property Records Requests 640 15.27% decrease on action items identified in the Accessibility Plan, with appropriate departmental staff attending committee meetings to address and provide meaningful input on advancing the identified accessibility initiatives. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6g: Develop and Implement an Accessibility Plan

LOOKING FORWARD 2026 Objectives and Measures Deliver Training to Staff Legislative Services continues to facilitate training sessions with each department to provide an overview of the City’s Records Management Policies and best practices for maintaining effective recordkeeping. Staff also provide training on the requirements of the Freedom of Information and Protection of Privacy Act and other relevant legislation 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 continue to liaise with departments to update or rescind internal policies and Council policies as needed. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Contracts and Agreements Staff Legislative Services processed eighty-nine Freedom of Information requests in 2025 in accordance with the Freedom of Information and Protection of Privacy Act. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Pages Scanned 175,083 11.03% increase 2025 RESULTS FOI Requests 89 33.65% decrease ADMINISTRATION OVERVIEW Community Patrol Officers undertook a varied range of duties in 2025, including responding to complaints regarding violations of City regulatory bylaws, such as noise, parking, land use, buildings, soil (movements), watercourse protection, and burning regulations. In conjunction with the West Shore RCMP, Bylaw staff also participated in delivering enhanced public safety by directly engaging with those experiencing homelessness, mental health, and addictions. In 2025, Officers noted a decrease in the number of unhoused individuals sheltering in Langford parks and public spaces over the previous year. Key contributors to this decrease include reliable enforcement of the sheltering components of the Parks Regulation Bylaw and ongoing collaboration with specialized agencies. Bylaw Officers continue to engage with unhoused individuals, dedicating time to provide wellness checks and assistance. Bylaw Officers make referrals to, and work with, provincial ministries to find alternative accommodation wherever possible. It is important to note that housing needs remain a regional and provincial issue. 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 concerning those regulatory bylaws. Community Safety Officers monitor community public spaces by foot, bicycle, and vehicle patrols while actively engaging with members of the public, answering questions and providing important community information. The department works closely with many agencies to provide the highest service levels to ensure a safe and enjoyable environment for all. Bylaw Enforcement Community Safety and Municipal Enforcement 365 480 NUMBER OF COMMUNITY SAFETY PATROLS 1,703 NUMBER OF PARKING WARNINGS ISSUED 589 NUMBER OF PARKING TICKETS ISSUED DAILY UNHOUSED EARLY MORNING WELLNESS CHECKS COMPLETED 1,806 NUMBER OF ENFORCEMENT FILES OPENED KEY STATS FROM 2025 CITY OF LANGFORD | 2025 ANNUAL REPORT

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2025 HIGHLIGHTS Legal Matters Often, projects the Bylaw team leads are directly tied to enforcement action through Provincial, Small Claims (unpaid ticket recovery), or the Supreme Court. As an annual average, 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 legal files involve in-depth evidence gathering, robust file documentation, and consultation with legal counsel, City Administration, and Council. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Education and Enforcement The department continues to realize the benefits delivered by the Province’s Local Government Bylaw Notice Enforcement Act, which provides Bylaw Officers with an administrative form of ticketing rather than the reliance on the Municipal Ticketing System, which is Provincially court-based. Tickets issued under the Bylaw Notice Authorization Bylaw provide financial incentive (reduction) opportunities to the public for early resolution, further encouraging 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 and for the collection of unpaid fines. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Traffic and Parking Like most cities, public street parking continues to present community concerns that require the regular attention of Bylaw Enforcement Officers. This department continues to respond diligently to resident complaints about parking violations. The Bylaw Department recognizes the value Langford’s expanding cycling network brings to the community, and with that, the team continues intervention and enforcement efforts to ensure these lanes remain free of parked vehicles so they continue to function as an accessible and safe part of City transportation infrastructure. Completing the 2025 Parking Review Study of the downtown core will assist staff with further strategic planning of enforcement practices and responses. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1j: Review the Downtown Public Parking Needs and Related Policies STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION Parks and Trail Patrols An annual public safety initiative in Langford since 2005, the Bylaw Department conducted regular bike and foot patrols of City parks, beaches, and trails through the summer months of 2025. 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 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 6k – Explore Public Safety Options to Address Emerging Issues Around Unsheltered Populations. STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Public Safety and Compassion for all Residents BYLAW ENFORCEMENT BYLAW ENFORCEMENT LOOKING FORWARD 2026 Objectives and Measures Managing Construction Impact With continued development in Langford, collaboration between the Bylaw Enforcement Department, Engineering, and Building Inspection Departments is advancing policies and procedures around mitigating the negative effects of construction activity on neighbourhoods. The active delivery of this relief strategy will rely in part on the development of regulatory bylaws, currently underway, which will modernize and be intended to control construction-related nuisances. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1f: Develop a Construction Impact Management Strategy and ‘Good Neighbour’ Policy BIKE PATROL OFFICERS 2 Community Safety To maintain existing civic standards, Bylaw Officers will continue to offer high levels of service to residents by responding to incoming complaints, mediating where necessary, proactively attending to 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. Through 2026, the Bylaw Department will ensure public safety by upholding community standards and bylaws. Bylaw Officers will educate and intervene as needed, assisting the public in resolving disputes, ensuring compliance with Traffic, Building, and Fire Regulation Bylaws, enforcing Noise Regulations and other community standards bylaws, and helping the unhoused find appropriate services. With a tailored software system and the provincially backed Bylaw Offence Notice system, the department will continue to improve its parking management efficiencies. . 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. STRATEGIC PLAN ALIGNMENT COLLABORATIVE ADVOCACY: Public Safety and Compassion for all Residents CITY OF LANGFORD | 2025 ANNUAL REPORT

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ANIMAL CONTROL CRD Animal Care Services This is a vital service that for years has been provided under contract to Langford and its citizens through the Capital Regional District Animal Care Department. The CRD Animal Control Officers provide a high level of service and communicate regularly with the Community Safety and Municipal Enforcement Department here at the City of Langford. This communication includes regular statistical reporting and collaboration for certain files or Court based activities. Department Overview Langford Council contracts a range of animal control services from the Capital Regional District Animal Care Services Department, along with many of the region’s municipalities. Monthly and annual activity is reported by CRD Animal Care Services to the Manager of Municipal Enforcement at Langford. The contract includes management of dog licensing, the provision of pound services, and 7 day-week enforcement of the City’s Animal Control Bylaw. Value-added services are also included, for example, Animal Care Services cooperates with volunteer animal welfare and adoption agencies to ensure the best possible chance for found, surrendered and unclaimed animals. Animals available for adoption are regularly featured on the CRD website. Animal Control Services Results from Past Years (2024/2025) 2024 2025 Patrol Hours 1,856 1,498 Complaints 452 570 Cats 58 73 Livestock 2 9 Dogs (total) 316 380 At large 129 175 Attack - Domestic 28 30 Attack- Human 22 21 Policy – Bylaw Assistance 1 7 Barking 8 66 In Vehicle 16 34 Licence/DD rescind /DD Sign Not Visible – 5 Excrement 2 8 On Beach 0 1 Safe Keeping 2 2 Too Many 1 1 Vicious w/o Muzzle 2 2 Welfare/Abuse 8 10 Other Animals 4 10 Enforcement Actions 111 96 Impounds 75 80 Cats 23 48 Dogs 48 28 Other 4 4 Pound Activity Dogs Adopted 4 6 Euthanized 0 2 Return to Owner 40 47 Transferred 1 2 Cats Adopted 8 17 Deceased 1 2 Euthanized 1 2 Return to Owner 13 12 Transferred 0 12 BYLAW ENFORCEMENT 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. 2025 TOURISM HIGHLIGHTS Enhanced collaboration and information sharing with hotel General Managers by meeting regularly to discuss marketing campaigns, review occupancy reports, explore new opportunities, and any challenges. Hotel tax revenue increased 21.2% over 2024, and the highest level received to date. The Communications and Economic Development Department oversees the City’s economic development, tourism, external communications, public engagement, arts and culture, 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. Communications & Economic Development CITY OF LANGFORD | 2025 ANNUAL REPORT

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COMMUNICATIONS & ECONOMIC DEVELOPMENT 2025 projected accommodation revenue in Langford is estimated at $28 million. Langford’s hotel occupancy followed a similar seasonal pattern to the provincial average and was higher than the BC average in May, August, and September. Celebrated the ground-breaking ceremony for new TownPlace Suites by Marriott hotel. Designed and launched off-season destination marketing campaigns aimed at supporting and growing the visitor economy in the off-peak seasons. Hosted social media influencers from key markets in Vancouver and Calgary to raise awareness of Langford. Langford attended the Vancouver Outdoor Adventure & Travel Show, in partnership with Malahat Skywalk, showcasing the city as a leisure travel destination. Managed the South Island Spirit Loop co-operative marketing campaign that leverages Destination BC investment with Langford and community partners including Sooke, Malahat, Lake Cowichan, and Duncan. Worked with 4VI and the Spinal Cord Injury Association of Canada to create Accessible Travel Guides for Langford. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3d: Implement the Five-year Tourism Strategy. 2025 VISITOR SERVICES HIGHLIGHTS In 2025, 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 in June, July, and August at key sites, including Goldstream Provincial Park, Hatley Castle, Malahat Skywalk, Goldstream Farmers Market, The Langford Station, Fort Rodd Hill, Jordie Lunn Bike Park, and various events in Langford such as BikeFest and Canada Day celebrations. Services provided include hotel, activity, and dining reservations, as well as directions and suggestions for day trips, upcoming events, and outdoor adventure opportunities. The visitor information van staff interacted with 53,99 visitors, an almost 20% increase over 2024. The City designed and distributed over 15,000 copies of the official Langford Visitors Guide. The Guide is distributed to local hotels and attractions, 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. 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. COMMUNICATIONS & ECONOMIC DEVELOPMENT 2025 EVENTS HIGHLIGHTS Langford welcomed a variety of new and recurring events in 2025. Fridays at The Station returned to The Langford Station Cultural District, featuring performances by local musicians, displays from artisans, local retailers, and delicious food truck offerings. The ChangeMakers Gathering festival, now hosted at The Langford Station, celebrated Indigenous culture, language, art, and performances and enjoyed greater attendance with increased visibility. Veterans Memorial Park served as the venue for the Goldstream Farmers Market, Music in the Park, and the Winter Light-Up. Starlight Stadium celebrated its fifth-year hosting Brewery and the Beast, while also marking Canada Day with festivities that featured free family activities, live music, a hot wing eating contest, and a pancake breakfast. August concluded with the 13th annual Show and Shine along Goldstream and Station Avenues. Several new events debuted in 2025: the BC Lions held a pre-season game at Starlight Stadium, the Great Canadian Bash launched its inaugural celebration, and an outdoor movie event raised funds for a new medical clinic with ten doctors in Langford. Residents can find more details about community events at Langford.ca/Events. 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 their Five-Year Council Strategic Plan. The City’s first formal Economic Development Strategy has now been drafted and will be presented to Council for approval this spring. Objectives of this strategic priority include supporting the John Horgan post-secondary campus (opened in 2025), exploring ways to attract technology companies, tourism, supporting the film industry, and creating the City’s first Arts and Culture Strategy, which was also presented to Council in March 2026 and approved in spring 2026. 2025 ECONOMIC DEVELOPMENT HIGHLIGHTS In 2025, the City continued to support local businesses from a retention and expansion perspective, while supporting investors and new businesses looking to open, expand, or relocate to Langford. This resilience is being reinforced by record-breaking business licence applications, signaling strong entrepreneurial confidence, and sustained private-sector investment. Year-over-year, Langford is seeing unprecedented interest from new businesses, expansions, and home-based enterprises, evidence that entrepreneurs continue to choose Langford as a place to start, expand, and invest. Building on this momentum, the City of Langford will bring forward its first formal Economic Development Strategy to Council this spring. The Strategy will provide a long-term framework to guide sustainable, intentional growth and ensure Langford’s economy continues to thrive for generations to come. As the city continues to grow, this approach supports thoughtful decision making that turns today’s momentum into lasting economic resilience and shared community prosperity. 573 A RECORD NUMBER OF BUSINESS LICENSES APPLICATIONS RANKED #2 MOST RESILIENT CITY BY BC BUSINESS MAGAZINE (2024, 2025) Visit the City of Langford Job Bank. A free tool for all Langford businesses. Langford.ca/Jobs CITY OF LANGFORD | 2025 ANNUAL REPORT

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Underscoring the accomplishments of this work, and building on many recent awards, the city was ranked the #2 city in British Columbia for Economic Resiliency by BC Business Magazine based on 2025 statistics up from #3 in 2024. The annual ranking evaluates municipalities using nine economic indicators, including population growth, housing starts, economic diversity, employment trends, rental vacancy rate, and residents’ sense of belonging. Langford’s ranking reflects performance across these indicators and continued momentum following several years of sustained growth. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3a: Develop an Economic Development Strategy 3b: Actively Support the Evolution of the Downtown Post Secondary Campus 3c: Explore Ways to Incentivize and Attract Technology Companies. 3f: Develop an Arts and Culture Strategy OVERVIEW — COMMUNICATIONS & PUBLIC ENGAGEMENT 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 the annual report, tax insert, the Five-Year Financial Plan, ongoing media releases, the City website, social media, digital signs, and the creation and distribution of various communications materials. 2025 COMMUNICATIONS & PUBLIC ENGAGEMENT COMMUNICATIONS HIGHLIGHTS Social Media The City continued to boost its public engagement effort by leveraging its Facebook, Instagram, and LinkedIn accounts. These platforms provide residents with additional and easily accessible ways to stay informed about community events, parks initiatives, public engagement opportunities, and much more. BUSINESS LICENCE APPLICATIONS BY YEAR (2019-2025) APPLICATIONS 600 500 400 300 200 100 0 2019 2020 2021 2022 2023 2024 2025 380 428 474 451 410 459 573 5,200 FACEBOOK FOLLOWERS *as of March 2026 3,936 REGISTERED USERS 11,700 INSTAGRAM FOLLOWERS COMMUNICATIONS & ECONOMIC DEVELOPMENT COMMUNICATIONS & ECONOMIC DEVELOPMENT PUBLIC ENGAGEMENT STATS FROM 2025 Public Engagement In 2025, the City of Langford continued to support public engagement across a range of City led initiatives, with the Let’s Chat Langford engagement platform serving as the primary system for sharing information and gathering community input. Residents were invited to participate through public surveys and in person engagement opportunities, including Ideas Fairs, focus groups, pop up events, and outreach at community gatherings such as Fridays at the Station and local markets. Engagement activities supported projects related to parks and trails, transportation, arts and culture, economic development, public safety, and the City’s annual budget, helping ensure community input informed planning and decision making throughout the year. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5c: Expand Opportunities for Public Engagement, 5bii: Ensure all Budget Documents are Transparent and User Friendly 5d: Improve Access to City Information 2025 OBJECTIVES AND MEASURES OBJECTIVE — COMPLETED AND ONGOING! Expand Opportunities for Public Engagement

• Planned and facilitated the City’s first Ideas Fair • Launched ongoing communication campaigns to create awareness of engagement opportunities • Launched 10 projects for public input OBJECTIVE — COMPLETED AND ONGOING! Attract New Events to Langford to Support Arts & Culture

• Attracted three new events to Starlight Stadium

• Expanded annual Winter Fest event activities

• Secured grant funding and sponsorship to off-set event expenses OBJECTIVE — COMPLETED! Launch Off-season Tourism Marketing Campaign

• Created and launched a new marketing campaign focused on off-season travel • Added Duncan and Lake Cowichan to the Spirit Loop marketing campaign with grant funding from Destination BC • Attended the Vancouver Outdoor Show TOTAL IN PERSON AND COMMUNITY ENGAGEMENT ACTIVITIES 11 TOTAL PROJECTS 10 TOTAL SURVEYS CONDUCTED 12 CITY OF LANGFORD | 2025 ANNUAL REPORT

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LOOKING FORWARD 2026 Objectives and Measures Finalize the Economic Development Strategy Public engagement for Langford’s first Economic Development Strategy started in 2025. The results played a central role in shaping Langford’s first Economic Development Strategy. Input was gathered from residents, businesses, community organizations, and key partners through surveys, interviews, focus groups, and an Ideas Fair. Together, these activities provided a broad range of perspectives on Langford’s economy, growth, and future priorities. Visit LetsChatLangford.ca/EcDev to learn more and sign up for project updates. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3a: Develop an Economic Development Strategy 3b: Actively Support the Evolution of the Downtown Post Secondary Campus 3c: Explore Ways to Incentivize and Attract Technology Companies. COMMUNICATIONS & ECONOMIC DEVELOPMENT Finalize the Arts and Culture Strategy In early 2025 the contract to develop the City’s first Arts and Culture Strategy was awarded to a local Vancouver Island consultant with many years of experience working with communities to build inclusive, and meaningful arts and culture strategies. Overall, the engagement process revealed a clear and consistent pathway for the future of arts and culture in Langford, one rooted in inclusivity, accessible experiences, and meaningful cultural spaces that reflect the community’s identity and diversity. Across workshops, public events, surveys, interviews, and creative engagement activities, residents and interest holders voiced strong support for expanding cultural facilities, enhancing year-round programming, improving communication, and investing in a sustainable creative ecosystem. This collective input provides a solid foundation for the Arts and Culture Strategy, ensuring it is shaped by community priorities and positions Langford to grow as a vibrant, welcoming, and culturally connected city. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3f: Develop an Arts and Culture Master Plan Support the Development of REV at RRU John Horgan Campus REV, located at the John Horgan Campus is an innovation hub designed to support and inspire West Shore entrepreneurs, youth, campus students, and residents for community learning and public benefit. The focus will be on strategies to enhance and promote civic innovation, youth engagement, and entrepreneurship within the region. REV activities will include pitch nights, capacity building workshops, a makers space, innovation workshops, and networking events where local businesses will be connected with start-ups or entrepreneurs looking for advice on starting a new business. STRATEGIC PLAN ALIGNMENT 3. ECONOMIC DEVELOPMENT 3b: Actively Support The Evolution Of The Downtown Post Secondary Campus COMMUNICATIONS & ECONOMIC DEVELOPMENT Continue to Implement the Five-Year Tourism Strategy The Five-Year Tourism Strategy aims to enhance and sustain Langford’s visitor economy, bolster destination awareness and development, and generate additional revenue for 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 Throughout 2025, the City made significant strides in fostering greater public participation and enhancing communication channels between residents and City Hall. Recognizing that a thriving community depends on inclusivity, transparency, and a sense of shared purpose, the City has launched several new initiatives aimed at strengthening civic engagement and promoting active democracy. One new initiative underway is the introduction of an official City newsletter, with email subscriber collection currently in progress. The first issue is planned for release in summer 2026 and will provide residents with timely updates on City projects, strategic initiatives, and community events. To further promote engagement, the City has expanded its use of digital platforms and social media, enabling real-time communication and information sharing. Enhanced accessibility measures have been implemented to ensure citizens from diverse backgrounds can participate fully, including translation services, accessible web content, and targeted outreach to youth, seniors, and newcomers. To further promote engagement, the City website is now available to be translated into any language and is fully compliant with best practice accessibility tools, ensuring everyone has equitable access to information and services. These efforts will help ensure that City Hall remains responsive, accountable, and connected with the people it serves, supporting collective progress and a vibrant, inclusive community. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5c: Expand Opportunities for Public Engagement, 5bii: Ensure all Budget Documents are Transparent and User Friendly 5d: Improve Access to City Information CITY OF LANGFORD | 2025 ANNUAL REPORT

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The Engineering and Public Works Department is responsible for managing and main- taining public infrastructure and ensuring the functionality, safety, and sustainability of public assets. The department works closely with the Ministry of Transportation and Transit, the Capital Regional District, School District #62, BC Transit, ICBC, Victoria Contracting and Municipal Maintenance Corporation, West Shore Environmental Services, and other utility providers. The Engineering Department consists of two distinct teams: construction and public works. The construction team 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. Engineering & Public Works OVERVIEW In 2025, the Engineering and Public Works Department successfully completed many capital and operational projects aimed at providing opportunities for transportation mode shift and improving public road infrastructure for people of all ages and abilities. The Bellamy Road protected multi-use path and active transportation intersection improvements at Veterans Memorial Parkway and Goldstream Avenue were completed. The e-scooter and e-bike share program was successfully launched. Phase 1 of the Latoria Road Improvement project was completed with additional protected multi-use path extensions to connecting communities. The top two sidewalk infill projects supporting safe routes to Millstream and Happy Valley Elementary schools were completed. Neighbourhood improvements included traffic calming on Alouette Drive and brick paver replacement including woonerf pedestrian crossing improvements on Bryn Maur Road. ENGINEERING & PUBLIC WORKS 2025 HIGHLIGHTS E-Scooter and E-Bike Share Program In 2025, BCAA Evolve was selected through the City’s request for proposals process for a licence for shared micromobility parking. Phase 1 of the new e-scooter and e bike share program launched in June with 30 parking zones and 150 devices. More than 4,000 people used the devices for more than 13,000 trips and collectively travelled more than 67,000 km in the first six months. As part of the licence, BCAA also launched an EVO car share home base in Langford, along Station Avenue and Atkins Avenue, with consent from the City and the Island Corridor Foundation. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4d: Create Awareness and Opportunities for Transportation Mode Shift Latoria Road Improvements – Phase 1 Sidewalk and Protected Bike Lanes Phase 1 of the Latoria Road Improvements project was completed to support the opening of the new SĆIȺNEW̱ SṮEȽIṮḴEȽ Elementary School in 2025. Phase 1, from Triangle Trail to Golden Spire Crescent, included a new concrete sidewalk, protected bike lanes, and crosswalk improvements, which required road widening, culvert extensions, retaining walls, and utility relocations. Additionally, new protected multi-use paths were constructed west of Phase 1 to Lobo Vale and east of Phase 1 to Joy Close as interim measures. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure Sidewalk Infill Projects 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. In 2025, safe routes to school were again prioritized by Council and the top two projects were completed near Millstream and Happy Valley Elementary Schools. Additional sidewalk infills were completed on Jenkins Avenue, Walfred Road, and Marwood Avenue. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure

Active Transportation Infrastructure Improvements In partnership with the Ministry of Transportation and Transit, two active transportation infrastructure projects were completed by the City which improved accessibility and protection for people of all ages and abilities who walk, ride, or roll their way to their destination. The first project completed was the Bellamy Road protected multi-use path from Treanor Avenue to Bellamy Link. The second project completed was the intersection improvements at corners and crossings of Veterans Memorial Parkway (Highway No. 14) and Goldstream Avenue. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4c: Improve and Expand Active Transportation Infrastructure CITY OF LANGFORD | 2025 ANNUAL REPORT

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LOOKING FORWARD 2026 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 a ‘Good Neighbour’ Policy. This strategy starts with early guidance, education, and proactive enforcement, and will result in several new bylaws/amendments to mitigated construction impacts. The 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. Develop a Transportation Master Plan and Active Transportation Plan As outlined in Council’s Strategic Plan, the Transportation Master Plan (TMP) will be Langford’s first official guide for long-term planning and development of the City’s transportation network. The Active Transportation Plan (ATP) will be developed alongside the TMP and will focus on providing greater choices for walking, rolling, and cycling around the community. An ATP will help to reduce the growing pressure and congestion on the existing road network. Both plans are to being developed to achieve the mode shift targets and integrated multi-modal objectives set by the Official Community Plan (OCP) Refresh. STRATEGIC PLAN ALIGNMENT 4. TRANSPORTATION 4a: Develop a Transportation Master Plan 4b: Develop an Active Transportation Plan 2025 OBJECTIVES AND MEASURES OBJECTIVE — ONGOING Reduce Construction Impact

• The Construction Impact Management Strategy was endorsed in 2025 • The Early Guidance Document was implemented in 2025 • A modernized Streets and Traffic Bylaw is to be adopted in 2026 • A new Community Standards Bylaw is to be adopted in 2026 • The Good Neighbour Policy to be implemented in 2026 OBJECTIVE — ONGOING Develop a Transportation Master Plan and Active Transportation Plan

• Public engagement and network modelling/mapping completed in 2025 • Ensure alignment with regional transportation planning in 2026 • Bring forward draft and finalized TMP/ATP for adoption in 2026 • Update Bylaw No. 1000 and 2021 to align with TMP/ATP in 2026 OBJECTIVE — ONGOING Prioritize Active Transportation Connectivity and Mode Shift

• Projects completed in 2025: – Implemented the E-Scooter and E-Bike Share Program – Bellamy Road protected multi-use path (MUP) – VMP/Goldstream intersection improvements – Phase 1 of Latoria Road Improvements with MUP extensions – Sidewalk infills on Hoylake Ave., Happy Valley Rd., Jenkins Ave., Walfred Rd., and Marwood Ave. – Alouette Road traffic calming improvements – Bryn Maur Road woonerf brick paver replacement and improvements OBJECTIVE — ONGOING Update the Stormwater Management Requirements

• Repeal and replace Schedule 5 with the next omnibus to Bylaw No. 1000 in 2026 ENGINEERING & PUBLIC WORKS ENGINEERING & PUBLIC WORKS 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 adopted). 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 Explore the Establishment of a Residential Curbside Garbage Collection Program The Engineering Department will engage a consultant to: (a) review and verify the staff recommendation to proceed with a municipally- contracted residential curbside garbage collection service; (b) advise and support the public survey and key partner engagement conducted by staff; and (c) if verified, prepare and present a proposed scope for the Municipal Garbage Service Contract to Council for information prior to going to tender. Staff will subsequently prepare a bylaw to regulate the storage, collection, and disposal of garbage and organic waste in accordance with the CRD’s Solid Waste Management Plan. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 7.6 KM+ STORMWATER PIPES CLEANED 2,613 Ms OF BIKE LANE INCLUDES PAINTED BIKE LANES, PROTECTED BIKE LANES, AND MULTI-USE PATHS 2,200 Ms OF SIDEWALK INSTALLED 4.53 KMs OF ADDITIONAL ROAD INSTALLED FOR A TOTAL OF 426.53 KMS OF ROAD 497+ STORMWATER DEVICES CLEANED AND MAINTAINED KEY STATS FROM 2025 CITY OF LANGFORD | 2025 ANNUAL REPORT

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The Finance Department is responsible for managing the City’s financial activities. This includes adhering to all the accounting standards and statutory deadlines required of local governments. The department is also responsible for financial planning (budgets), financial reporting, property taxation, accounts payable and receivables, asset management, and payroll. Finance OVERVIEW The Finance Department is responsible for managing roughly $35 million in investments, processing bi-weekly payroll for on average 221 employees, sending out approximately 21,100 property tax notices, managing the year-end process and audit, and preparing and presenting the Five-Year Financial Plan. 2025 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, 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 2025, the Finance Department continued improving 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 LOOKING FORWARD 2026 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 Finalize a Comprehensive Asset Management Plan The City will complete a comprehensive Asset Management Plan to allow for forecasting future maintenance, upgrades, sustainability improvements, and replacement needs for the City’s significant asset inventory. The Asset Management Plan will also allow the City to budget accordingly and be fiscally responsible. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5h: Finalize A Comprehensive Asset Management Plan 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 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 Begin Multi-Year ERP Replacement The City will begin work towards replacing the legacy ERP system which is facing end-of-life. This initiative is aimed at maintaining core municipal functions while moving towards a more efficient, modern, and resilient system. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE PROPERTY TAX NOTICES APPROX. 21,100 TOTAL OPERATING BUDGET $79M TOTAL VALUE OF CITY TANGIBLE CAPITAL ASSETS $844M TOTAL CAPITAL BUDGET $140M TOTAL PROPERTY TAXES $62M TOTAL NUMBER OF PROPERTIES 19,549 TOTAL 2025 ASSESSED VALUE OF ALL PROPERTIES IN LANGFORD $19,221,302,358 FINANCE CITY OF LANGFORD | 2025 ANNUAL REPORT

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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 and 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. Information Technology & Geographic Information Systems OVERVIEW In 2025, the GIS team completed significant updates to core mapping and GIS software. In addition, the IT and GIS teams collaborated on the development of a new development tracker, which is scheduled for release in 2026. The GIS team continued to provide technical support and analysis to support the finalisation of several master plans identified in Council’s Strategic Plan, including the Official Community Plan (OCP) refresh, the Active Transportation Plan, the Transportation Master Plan, and the Parks and Trails Master Plan. The IT team completed upgrades to the City’s Accounts Payable system. An upgrade to the City’s core permitting systems was initiated in 2025, with the first phase focused on the Bylaw Enforcement Department. This upgrade is expected to be completed in 2026/2027. Planning for the replacement of the City’s Enterprise Resource Planning (ERP) system began in 2025. This replacement will occur over several years, with procurement planned for 2026 and implementation in subsequent years. The system must be fully replaced by 2029. An upgrade to the core networking infrastructure was initiated in 2025 and is scheduled for completion in 2026. 2025 HIGHLIGHTS Creation of Development Tracker Y Creation of a draft web-based mapping application to provide details on permitting applications (including building permits and development applications). STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Upgrade of Permitting Software Initiated the process of migrating to a modern web-based application for permitting software was started. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Planning for Replacement of Core Financials Preparation for the procurement and replacement of core financials was initiated. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Planning Replacement of Core Networking components. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE LOOKING FORWARD 2026 Objectives and Measures Release of Development Tracker The draft version of the development tracker will be released to the public facing website. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Update of Asset Management Software An update of the City’s Asset Management software will be completed. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Update of Permitting Software An update of the City’s key permitting software will be carried out. As part of this upgrade a review of current permitting workflows will be carried out to streamline the process in the new 2025 OBJECTIVES AND MEASURES OBJECTIVE — COMPLETED! Upgraded core GIS mapping software. OBJECTIVE — COMPLETED! Complete networking and configuration of new office spaces as required. OBJECTIVE — COMPLETED! Provided necessary maps data & analysis to support development and implementation of various master plans outlined in Council’s Strategic plans. OBJECTIVE — ONGOING! Maintain operations by responding to staff requests for assistance. OBJECTIVE — ONGOING! Improve reliability and resilience of IT infrastructure. permitting system. This will include updating mapping software to ensure compatibility with the new permitting software. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE Procurement of New Core Financial Systems A requirements analysis will be conducted as part of a detailed procurement process to replace the City’s core financial systems in 2026. This procurement process will culminate in selection of new system(s) to support core operations including modules such as core financials, property taxes and payroll. Post procurement, implementation will be the focus for 2027/2028. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE INFORMATION TECHNOLOGY & GEOGRAPHIC INFORMATION SYSTEMS CITY OF LANGFORD | 2025 ANNUAL REPORT

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OVERVIEW Call volumes continue to trend upward from the previous year. Overall calls increased 3% in 2025, with the most common incidents being alarm bells (both commercial and residential), general assist calls, medical calls and motor vehicle accidents. Structure fires calls were the same from the previous year, vehicle fires saw a 38% increase. Langford Fire also attended 195 mutual aid or automatic aid incidents in 2025, supporting our regional partners. 2025 HIGHLIGHTS Station 2 Fully Staffed A significant improvement in public safety was achieved in August 2025 when Fire Station 2 became staffed 24/7, 365 days a year. This milestone was a multi-year effort to improve response times in South Langford. It also expands the department’s ability to manage simultaneous incidents and enhances firefighter safety by ensuring more resources 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, hazardous materials, 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. It also oversees a dedicated group of Emergency Support Services and Emergency Radio Communications Volunteers. The department also manages the Langford FireSmart program to reduce the risk of urban interface fires in the community. Langford Fire Rescue & Emergency Program are available on scene. This initiative will strengthen the department’s ability to fulfill its core mandate of saving lives and protecting property. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6i: Provide 24/7 Staffing to Fire Hall 2 FireSmart Program Initiatives The FireSmart Program had a busy year in 2025. More than 1,000 yards of debris and yard waste were collected during multiple community clean‑up events, including activities held every weekend in November. Several neighbourhood events were organized to promote FireSmart education, with the most well attended sessions taking place in Goldstream Meadows and Thetis Heights. FireSmart staff also participated in the Lance Caven Fire & Life Safety Expo, where they taught over 1,000 students how to be FireSmart. In addition, Langford was one of only nine communities in Canada to receive a $200,000 grant from Intact Insurance to support further wildfire mitigation work in 2025 and 2026. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2e: Develop an Overarching Disaster Mitigation Strategy Enhancements to Emergency Preparedness The Emergency Disaster Management Act (EDMA) requires municipalities to develop comprehensive emergency preparedness plans for disasters and large‑scale emergencies. In response, Langford completed a new Community Wildfire Resiliency Plan in June and updated its Winter Weather Readiness Plan in October. Grant funding also supported the construction of eight misting stations, finished in May, several of which were installed throughout the City ahead of anticipated summer heat events. In addition, a new Emergency Program Manager was hired in October, and the ESS Level 1 Teams were integrated with volunteers from Colwood and View Royal to strengthen support across all three communities. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2e: Develop an Overarching Disaster Mitigation Strategy LANGFORD FIRE RESCUE & EMERGENCY PROGRAM CITY OF LANGFORD | 2025 ANNUAL REPORT

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LOOKING FORWARD 2026 Objectives and Measures Fire Master Plan Implementation The Fire Master Plan included 71 recommendations for implementation. The Recommendations that will be actioned in 2026 will include updating several bylaws and operational policies, hiring an additional Fire Inspector to conduct fire inspections and public education sessions, and adding a staff position to develop and manage the delivery of fire training to the suppression members. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6h: Implement the Recently Developed Fire Master Plan Enhancements to Emergency Preparedness A City of Langford Business Continuity Plan is under development to be completed in 2026. This plan will focus on strategies to continue operations during and after a disruption or disaster and will be key to ensuring core city services are maintained throughout. In addition, providing additional training for personnel to be able to conduct rapid damage assessment and emergency operation center tasks is anticipated to occur this year. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2e: Develop an Overarching Disaster Mitigation Strategy FireSmart Initiatives A renewal of the FireSmart grant, which expires in May, is expected to be renewed. Combining the UBCM funding with the Intact Insurance grant will allow the City to expand community clean up days and neighbourhood FireSmart events into more areas of Langford. These initiatives help the community prepare for the impacts of climate change and have proven effective in reducing the risk of urban‑interface fires. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2E: Develop an Overarching Disaster Mitigation Strategy LANGFORD FIRE RESCUE & EMERGENCY PROGRAM Fire Prevention As the city continues to grow, so does the need for dedicated staff to support fire prevention and life safety initiatives, including inspections and public education. In August 2025, a new Fire Prevention Officer was hired, and a comprehensive software system was implemented to track and schedule inspections. Firefighters also received training to conduct company level inspections, increasing the number of inspections completed each year. School and preschool tours resumed as well, providing essential fire‑safety education for young learners. Together, these improvements led to twice as many fire inspections in 2025 as in 2024, while also expanding fire safety education across the community. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6h: Implement the Recently Developed Fire Master Plan OVERVIEW The Parks, Recreation, and Facilities Department commenced and completed several major initiatives in 2025. The Parks and Trails Master Plan was finalized following extensive public engagement and refinement, and was adopted by Council in February 2026, providing a long term, community informed framework to guide the planning and delivery of parks and trails as Langford continues to grow. Public engagement for the Veterans Memorial Park Expansion was conducted through an online survey and community pop up events, which informed the early stages of the park’s design. Following its identification for replacement through an asset management review, the Florence Lake Pier was replaced with a new aluminum structure. Further asset management improvements were completed at City Centre Park, including the replacement of aging HVAC systems at Westhills Arena. The renovated spray park at Glen Lake Park officially opened in the summer of 2025. The new “Flipside” trail opened at the Langford Gravity The Parks, Recreation, and Facilities Department is responsible for the design, implementation, management, and maintenance contract oversight of all City-owned parks, trails, and recreation infrastructure, as well as all other City-owned facilities. Some of the most notable amenities include the Jordie Lunn Bike Park, the Gravity Zone and Nature Trails, Starlight Stadium, City Centre Park, Glen Lake Park, The Langford Station Arts and Cultural District, and Veterans Memorial Park. This portion of the budget also includes the amounts the City contributes to West Shore Parks and Recreation Services and to the Greater Victoria Public Library. Parks, Recreation, & Facilities Zone and Nature Trails, and the renovation of Porcher Park was completed, featuring the creation of Langford’s first community garden. CITY OF LANGFORD | 2025 ANNUAL REPORT

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LOOKING FORWARD 2026 Objectives and Measures Implementation of the Parks and Trails Master Plan Following Council endorsement, the City began implementing key priority action items, such as the dedication of designated City-owned parcels as Park. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan. Construction and Grand Opening of the Veterans Memorial Park Expansion Begin and complete construction of the Veterans Memorial Park Expansion. Grand opening planned for late summer 2026. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan. 2025 HIGHLIGHTS Finalized the Parks and Trails Master Plan Completed Langford’s first Parks & Trails Master Plan, a community informed framework to guide the planning and delivery of parks and trails as the city grows, endorsed by Council in Q1 2026. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan. Planning and Design of Veterans Memorial Park Expansion Worked with a consultant to develop the design of the Veterans Memorial Park Expansion, incorporating feedback from public engagement. Completed land preparation work, such as demolishing the existing Mason’s Hall. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6l: Increased access to recreation infrastructure and services. Mechanical Improvements at Westhills Arena Replaced aging infrastructure related to the heating and cooling of Westhills Arena. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5h: Finalize A Comprehensive Asset Management Plan Opening of New Trail at Gravity Zone Completed new bike trail project ‘Flipside’ at the Langford Gravity Zone and Nature Trails Park, located at 4100 West Shore Parkway. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan.

Porcher Park and Community Gardens Completed the Porcher Park expansion project to revitalize green space with an accessible playground, native plant restoration, and a new community garden supporting local food resilience. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2c: Review and action the Food Security Policy as detailed in the OCP PARKS, RECREATION, & FACILITIES PARKS, RECREATION, & FACILITIES Support the Development of Design and Construction Plans for the:

• Jenkins/Glen Lake Daycare and Arts Studio
• Daycare and Affordable Housing Building on Carlow Collaboration with the consultant and project team to finalize design and provide construction management oversight for the Jenkins/Glen Lake Daycare and Arts Studio, as well as the Daycare and Affordable Housing building on Carlow. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue programs and partnerships for affordable housing STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Continue to make strategic land and facility acquisitions 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 Neighbourhood Park Improvements Identify and complete various upgrades to existing neighbourhood parks, including re-vegetating grass areas, repairing brickwork, and improving street furniture. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5h: Finalize a comprehensive asset management plan Woodlands Park Continue managing the phased removal of trailers in preparation for the park’s public opening in 2030. STRATEGIC PLAN ALIGNMENT 6. QUALITY OF LIFE 6b: Develop a Parks Master Plan. Hockley Parking Lot Abate and demolish the existing residential structure, and work with engineering to create a new overflow parking lot for fleet vehicles, including the installation of EV chargers. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP 2a: Develop a climate action master plan including targets for emission reductions CITY OF LANGFORD | 2025 ANNUAL REPORT

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The Community Planning and Development Department oversees a broad range of responsibilities, including Building Services, Development Services, and Community Planning. Building Services is outlined separately in the next section. Development Services manages land development processes, including applications for rezoning, development permits, development variance permits, temporary use permits, subdivision, and business licenses, while Community Planning focuses on long-range planning and initiatives that address sustainable development, urban design, housing, climate action, social planning, the environment, and overall quality of life. Department staff provide professional and technical advice on current and future land uses, evolving provincial legislation, and regional planning initiatives. They ensure that the Official Community Plan reflects community goals, aligns with city-building best practices, and is integrated into the policies, plans, and bylaws that guide growth and development. Community Planning & Development 2025 HIGHLIGHTS Official Community Plan Refresh Following three phases of public engagement, Council adopted the new Official Community Plan in 2025. This Plan establishes an ambitious, transformative, and action-oriented planning framework to guide where and how the city will grow to 100,000 residents, while addressing the challenges of affordability, housing, climate change, social equity, rising infrastructure costs, transportation and mobility. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1a: Refresh the Official Community Plan (OCP) Review the Zoning Bylaw to Ensure Alignment with the Housing Needs Report As per Provincial legislation, local governments were required to review, and if required, update, their Zoning Bylaws by the end of 2025 to accommodate the 20-year housing need as identified through the 2024 Interim Housing Needs Report. Staff conducted this assessment and reported to Council in November 2025 that the number of residential units required to meet the City’s 20-year housing need is achieved through the Zoning Bylaw. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1i: Review the Zoning Bylaw to Ensure Alignment with the Housing Needs Report

COMMUNITY PLANNING & DEVELOPMENT Zoning Bylaw Parking Requirements In 2024, Council expanded the scope of this project from being a review of the off-street parking requirements for just the City Centre to include an overall review of the vehicle parking requirements and bicycle parking requirements of the Zoning Bylaw, and to explore options for including additional transportation demand management measures. Three phases of work were completed in 2025, including background review, data collection and analysis, and engagement. This work was presented to Council in December 2025 along with the key recommendations for the new Bylaw. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Review the Zoning Bylaw Parking Requirements in the City Centre Review Downtown Public Parking Needs and Related Policies This review will enable the City to better understand the parking needs of residents, businesses, commuters and the new Langford John Horgan Campus, all with the goal of building a thriving downtown core. Substantial progress was also made on this project in 2025, culminating in an update to Council in December 2025 regarding data collection and analysis results, public engagement findings, and initial recommendations for the strategy framework. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1j: Review the Downtown Public Parking Needs and Related Policies Update the Amenity Contribution Policy   In 2023, the provincial government introduced new legislation authorizing local governments to establish Amenity Cost Charge (ACC) programs. ACCs are a new financial tool that allow municipalities to collect funding for community amenities in a standardized, clear, and transparent manner, similar to Development Cost Charges. In 2024, the Province also amended the Local Government Act to change how local governments can use density bonus provisions and to establish an Inclusionary Zoning tool. These amendments change how local governments can secure affordable housing through new development. Following the release of detailed implementation guidance in mid 2025, staff initiated a review of Langford’s Affordable Housing and Amenity Contribution Policy and Attainable Housing Policy to assess how existing approaches to securing community amenities and affordable housing need to be updated to align with the new legislative framework. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1b: Update the Amenity Contribution Policy

STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 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 best practices, and to implement the High-Quality City Building vision as set out in the new Official Community Plan. Background research and analysis commenced in 2025 as well as the feasibility review of establishing an Advisory Design Panel. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1d: Update Design Guidelines and Consider an Advisory Design Panel CITY OF LANGFORD | 2025 ANNUAL REPORT

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Update the Environmental Development Permit Area Guidelines and Associated Maps The City’s Environmental Development Permit Area guidelines currently apply to areas of sensitive ecosystems, riparian areas, and areas of potential habitat and biodiversity. These guidelines inform how new development, land alteration activities, and construction within these designated areas should be done in order to protect, enhance, and mitigate impacts to sensitive and significant natural features. In 2025, Council added an initiative to update these guidelines and maps to the 2023-2027 Council Strategic Plan. Updated guidelines will incorporate the objectives of the Urban Forest Management Plan and Official Community Plan as well as address gaps and opportunities in the current guidelines to improve outcomes and incorporate best practices. The associated OCP maps designating where the guidelines apply will be updated to ensure, as much as possible, that they accurately represent the current extent of these features. Several phases of work were completed in 2025, including background review and analysis, biophysical inventory and field work, and public engagement. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1q: Update the Environmental Development Permit Area Guidelines and Associated Maps 11 REZONING APPLICATIONS RECEIVED 54 DEVELOPMENT PERMIT APPLICATIONS RECEIVED 339 LOTS CREATED BY SUBDIVISION 6 DEVELOPMENT VARIANCE PERMIT APPLICATIONS RECEIVED COMMUNITY PLANNING & DEVELOPMENT 573 BUSINESS LICENSE APPLICATIONS RECEIVED 10 HOMES SOLD IN THE ATTAINABLE HOME OWNERSHIP PROGRAM 16 BELOW-MARKET RENTAL HOMES WERE SECURED IN HOUSING AGREEMENTS KEY STATS FROM 2025 COMPLETED NEW OFFICIAL COMMUNITY PLAN COMPLETED ZONED LAND CAPACITY REVIEW OF THE ZONING BYLAW COMMUNITY PLANNING & DEVELOPMENT Reporting under this HTO will commence in 2026. Climate Action Plan and Step Code Implementation This City initiated work on a Climate Action Plan in 2025 that will establish a framework to prepare for climate change through mitigation and adaptation strategies and maximize co-benefits that contribute to community resilience factors, such as health, equity, food security, biodiversity, a sustainable economy, among others. Staff also started reviewing gaps and opportunities for Langford to adopt higher levels of Energy and/or Zero Carbon Step Code in 2025. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1e: Develop a Climate Action Development Permit Area Bylaw Housing Strategy   In November, 2025, Council directed staff to develop a housing strategy to advance Policy 8.24 of the Official Community Plan. As stated in that Policy, the strategy will provide direction on how the City can improve housing choice and affordability, identify and remove barriers to housing in the key areas of housing need, ensure the integration of family-sized housing into multi-family development in key areas, and otherwise implement the desired outcomes of the Emphasizing Housing Action section of the OCP.

STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue Programs and Partnerships for Affordable Housing STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1n: Tenant Assistance Supports Housing Target Order   The Province of British Columbia identified the City of Langford as one of 40 municipalities with the highest housing need and projected population growth in the Housing Supply Regulation. As a result, the Minister of Housing issued a Housing Target Order (HTO) for Langford as part of the fourth cohort of municipalities to receive such as Order on August 18, 2025. The HTO went into effect on September 1, 2025 and mandates a five-year target of 2,993 net new completed housing units. Progress towards this overall net-new number of housing units will be measured cumulatively on an annual basis as follows: Year 1: 449 net-new units Year 2: 928 net-new units Year 3: 1,482 net-new units Year 4: 2,155 net-new units Year 5: 2,993 net-new units CITY OF LANGFORD | 2025 ANNUAL REPORT

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Attainable Housing Program Staff continued administering the Attainable Housing Program in 2025. During this time, 10 homes were sold within the Attainable Home Ownership Program, and three housing agreements were registered. Two of these housing agreements secured 16 below-market rental units while the third adjusted the terms of a previously approved below-market rental housing agreement. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue Programs and Partnerships for Affordable Housing LOOKING FORWARD 2026 Objectives and Measures Review the Zoning Bylaw Parking Requirements in the City Centre The Bylaw to implement Council’s direction from December 2025 will be drafted and presented to Council for consideration in spring 2026. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1l: Review the Zoning Bylaw Parking Requirements in the City Centre Review Downtown Public Parking Needs and Related Policies Following the completion of analysis and industry engagement, the Downtown On-street Parking Strategy will be finalized in spring 2026. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1j: Review the Downtown Public Parking Needs and Related Policies Update the Amenity Contribution Policy Following the completion of background review, analysis, financial feasibility assessments, public and industry engagement, draft Amenity Cost Charge and Inclusionary Zoning Bylaws will be presented to Council for consideration in spring/summer 2026. As noted, this will change the way the City secures community amenities and affordable housing in new development moving forward. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1b: Update the Amenity Contribution Policy

STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue Programs and Partnerships for Affordable Housing Update Design Guidelines and Consider an Advisory Design Panel The draft Guidelines will be available for public comment in spring 2026. Following this, the Bylaw to establish the new Guidelines will be finalized for Council consideration. Council will also consider establishing an Advisory Design Panel at that time.

STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1d: Update Design Guidelines and Consider an Advisory Design Panel Update the Environmental Development Permit Area Guidelines and Associated Maps The draft Guidelines will be available for public comment in spring 2026. Following this, the Bylaw to establish the new Guidelines will be finalized for Council consideration.

STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1q: Update the Environmental Development Permit Area Guidelines and Associated Maps COMMUNITY PLANNING & DEVELOPMENT COMMUNITY PLANNING & DEVELOPMENT Housing Strategy Work on the housing strategy will commence in 2026. The initial phases of work will be coordinated with the workplan to create an Inclusionary Zoning Bylaw to replace the Attainable Housing Policy as described above. This will ensure a coordinated and integrated approach between these two projects, and that the Inclusionary Zoning Bylaw can be deployed as an immediate action to implement important aspects of the Housing Strategy. This work will also include a review of the changes to the Residential Tenancy Act and opportunities to support tenants that are affected by redevelopment. It’s expected that the Strategy will be finalized for Council consideration in summer 2026.

STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue Programs and Partnerships for Affordable Housing STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1n: Tenant Assistance Supports Housing Target Order In 2026, staff will prepare both the 6-month Interim Housing Target Progress Report for the period of September 1, 2025 – February 28, 2026, as well as the Progress Report for the first full year of the Housing Target Order ending September 1, 2026. The reports must be received by Council and posted publicly within 45 days of the end of each period. Climate Action Plan and Step Code Implementation Work on the Climate Action Plan will intensify in 2026, including the completion of background review and analysis, the commencement of public and interest holder engagement, the completion of the climate risk and vulnerability assessment, the emission inventory, and the reduction pathway assessment. It’s expected that the Plan will be finalized for Council consideration in fall 2026. Staff will present their findings related to opportunities to adopt higher levels of Step Code to Council in spring 2026. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1e: Develop a Climate Action Development Permit Area Bylaw Attainable Housing Program Staff will continue to administer the Attainable Housing Program in 2026. It is expected that additional homes will be sold within the ownership program, additional housing agreements will be registered for new partner projects, and that the first attainable rental units will become available. This Program may ultimately be modified to respond to any new requirements implemented through the Inclusionary Zoning Bylaw. STRATEGIC PLAN ALIGNMENT 1. SUSTAINABLE DEVELOPMENT 1m: Pursue Programs and Partnerships for Affordable Housing CITY OF LANGFORD | 2025 ANNUAL REPORT

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Type of Application 2021 2022 2023 2024 2025 Total Agricultural Land Reserve 1 0 0 0 0 1 Development Permits 95 107 90 76 54 422 Amended Development Permits 3 0 0 4 5 12 Development Variance Permits 20 14 13 13 6 66 Official Community Plan Amendments 6 0 2 0 2 10 Sign Development Permits 65 40 52 62 53 272 Amended Sign Development Permits 0 0 0 0 0 0 Strata-Title Conversions 0 0 0 0 0 0 Subdivisions 59 42 21 29 26 177 Temporary Use Permits 6 3 4 8 7 28 Temporary Use Permit Extensions 0 0 5 3 0 8 Zoning Amendments 52 38 29 20 11 150 Total 307 244 216 215 164 1146 2025 DEVELOPMENT APPLICATION STATISTICS APPLICATIONS RECEIVED BY YEAR Agricultural Land Reserve Development Permits Amended Development Permits Development Variance Permits Official Community Plan Amendments Sign Development Permits Subdivisions Temporary Use Permits Temporary Use Permit Extensions Zoning Amendments 0 50 100 150 200 350 300 250 2025 2024 2023 2022 2021 COMMUNITY PLANNING & DEVELOPMENT COMMUNITY PLANNING & DEVELOPMENT ALR Budget $0 DP Budget $380,000 DVP Budget $16,000 Rezoning Budget $180,000 PH Budget $0 SDP Budget $10,000 SUB Budget $168,500 TUP Budget $3,000 Monthly Total Total to Date Budget $649,500 2025

$206,519 $6,437 $58,817

$9,000 $102,630 $16,030

$399,433 2024

$298,027 $10,829 $72,495 $14,692 $12,700 $151,663 $9,446

$569,852 2023

$391,338 $17,790 $202,775 $68,381 $8,800 $133,419 $5,886

$828,389 2022

$633,194 $12,551 $225,846 $80,053 $7,750 $274,438

$959,394 2021 $0 $533,881 $25,104 $280,743 $102,351 $10,700 $119,479 $4,150

$957,679 Year Files Active Applied For Registered 2025 28 26 200 339 2024 29 21 269 381 2023 21 17 91 504 2022 42 24 414 444 2021 59 29 539 409 Total 179 117 1,513 2,077 SUBDIVISION STATISTICS REVENUE COLLECTED BY TYPE OF APPLICATION BY YEAR SUBDIVISIONS BY YEAR LOTS CREATED BY YEAR 0 200 100 300 400 500 600 2025 2024 2023 2022 2021 Applied for Registered CITY OF LANGFORD | 2025 ANNUAL REPORT

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BYLAWS ADOPTED AND PERMITS ISSUED BY YEAR Development Permits Development Variance Permits Official Community Plan Amendments Sign Development Permits Temporary Use Permits Zoning Amendments 20 40 60 80 120 100 2025 2024 2023 2022 2021 0 Type of Application 2021 2022 2023 2024 2025 Total Development Permits 95 107 90 76 68 436 Development Variance Permits 20 14 13 13 9 69 Official Community Plan Amendments 6 0 2 0 1 9 Sign Development Permits 65 40 52 62 33 252 Temporary Use Permits 6 3 4 8 5 26 Zoning Amendments 52 38 29 20 11 150 Total 244 202 190 179 127 942 BYLAW STATISTICS BYLAWS ADOPTED AND PERMITS ISSUED BY YEAR COMMUNITY PLANNING & DEVELOPMENT OVERVIEW Through inspections, the Building Services Department continues to assist in ensuring that new building projects align with the BC Building Code, the BC Plumbing Code, City Bylaws, and the Official Community Plan. There have been many changes to the BC Building Code in recent years, including ones which were implemented in March 2025. These changes add complexity to the Code. Building Services Department staff participated in training related to these changes and began providing guidance to the development community. The Building Services Department is responsible for ensuring compliance with the cur- rent British Columbia Building Code and other building regulations, including the City of Langford’s Building Bylaw. Responsibilities include conducting on-site inspections of new construction, commercial tenant improvements, residential renovations, reviewing building permit submissions, and business license applications for compliance with the Building Bylaw’s safety requirements. The City 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. The Building Bylaw calls for inspections throughout the building process to ensure substantial compliance with the BC Building Code and compliance with zoning provisions. Building Services CITY OF LANGFORD | 2025 ANNUAL REPORT

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BUILDING SERVICES 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 timely and efficient manner. The department continues to utilize the electronic permit submission system to reduce the need for costly paper submissions, and to increase 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 and Plumbing Codes. STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies 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 and Plumbing Codes, building trends, and safety requirements. STRATEGIC PLAN ALIGNMENT 2. CLIMATE CHANGE AND ENVIRONMENTAL STEWARDSHIP STRATEGIC PLAN ALIGNMENT 5. GOOD GOVERNANCE 5g: Maintain the City’s Long-standing Corporate Efficiencies 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 LOOKING FORWARD 2026 Objectives and Measures Ensuring Compliance The Building Department remains committed to ensuring safe, sustainable, and energy-efficient development across Langford. In 2026, we will continue to support growth while upholding high standards in building safety and compliance. Looking ahead, we are prioritizing ongoing training and collaboration with the province to stay current with evolving Building Code and Step Code requirements. This proactive approach ensures our team is equipped to navigate the increasing complexity of the code and deliver the highest level of service to our community. NUMBER OF PERMITS ISSUED IN 2025 RESIDENTIAL UNITS CREATED 1,159 104 SINGLE FAMILY DWELLINGS 36 DUPLEXES 47 TOWNHOMES 8 MULTI FAMILY ADDITIONS AND ALTERATIONS TENANT IMPROVEMENTS COMMERCIAL/ INDUSTRIAL PLUMBING (763 PERMITS) As part of its commitment to transparency and accountability, the City of Langford prepares annual consolidated financial statements in compliance with legislation, and in accordance with Canadian Public Sector Accounting standards. The consolidated financial statements have been audited by KPMG LLP, independent external auditor appointed by the City. These statements provide residents with an overview of the City’s financial position, including its assets, liabilities, revenues, and expenditures for the fiscal year. The 2025 Consolidated Financial Statements were approved by Council on May 12, 2026. 2025 Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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CITY OF LANGFORD Consolidated Financial Statements For the fiscal year ending December 31, 2025 City of Langford, British Columbia, Canada 2025 Mayor: Councillors: Chief Administrative Officer: Director of Finance: City Engineer: City Planner: Fire Chief: Auditors: Solicitors: Bankers: Police: Scott Goodmanson Kimberley Guiry Colby Harder Mark Morley Mary Wagner Keith Yacucha the Late Lillian Szpak Darren Kiedyk, CPA, CGA Michael Dillabaugh, CPA, CA Katelyn Balzer, P.Eng. Leah Stohmann, RPP, MCIP Christopher Aubrey KPMG Young Anderson Bank of Montreal RCMP - West Shore CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 Financial Statements Management's Responsibility for the Consolidated Financial Statements 1 Independent Auditor's Report 2 Consolidated Statement of Financial Position 5 Consolidated Statement of Operations 6 Consolidated Statement of Change in Net Financial Assets (Debt) 7 Consolidated Statement of Cash Flows 8 Notes to Consolidated Financial Statements 9 CITY OF LANGFORD Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Client to supply content to Trapeze.

KPMG LLP St. Andrew’s Square II 800-730 View Street Victoria BC V8W 3Y7 Canada Telephone 250 480 3500 Fax 250 480 3539

INDEPENDENT AUDITOR’S REPORT To the Mayor and Councillors of City of Langford Opinion We have audited the consolidated financial statements of City of Langford (the Entity), which comprise: • the consolidated statement of financial position as at December 31, 2025 • the consolidated statement of operations for the year then ended • the consolidated statement of changes in net financial assets (debt) 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 Entity as at December 31, 2025, and its consolidated results of operations, its consolidated remeasurement of gains and losses, its consolidated changes in net financial assets (debt) 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 Entity 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. 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.

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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 Entity'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 Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity'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 Entity'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 | 2025 ANNUAL REPORT

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• 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 Entity'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 Entity 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. • Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the group financial statements. We are responsible for the direction, supervision and review of the audit work performed for the purposes of the group audit. We remain solely responsible for our audit opinion.

Chartered Professional Accountants

Victoria, Canada May 12, 2026 CITY OF LANGFORD Consolidated Statement of Financial Position CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025, with comparative information for 2024 Financial Plan 2025 2024 (note 13) Revenue: Taxation, net (note 8) $ 64,717,610

$ 64,458,520

$ 56,358,739

 Development cost charges (note 3)

2,325,000

1,331,767

3,411,657

 Sewer capital recovery fees

10,516,819

7,817,199

 Utility charges

5,000

5,000

5,000

 Other

7,294,027

10,681,353

9,056,197

 Licences and permits

4,791,900

5,232,486

3,822,668

 Penalties and interest

590,000

914,213

801,759

 Government transfers (note 9)

30,524,183

5,828,687

4,331,295

 Commercial leasing

7,942,150

10,610,919

8,654,232

 Casino

1,400,000

1,306,469

1,389,857

 Investment earnings

600,000

1,527,415

2,751,312

 Developer and property owner contributions

10,825,000

73,604,983

30,792,293

Total revenue 131,014,870

186,018,631

129,192,208

Expenses: General government services: Legislative 647,150

567,924

537,642

      Administrative

7,872,550

9,290,898

7,600,498

      Other

3,319,800

3,040,193

2,705,806

11,839,500

12,899,015

10,843,946

Protective services: Police and bylaw enforcement 20,866,710

22,138,423

18,189,825

      Fire protection and emergency response

8,462,620

8,848,418

7,414,233

      Building inspection and other

966,950

1,091,156

1,087,823

30,296,280

32,077,997

26,691,881

Engineering and public works: Common services 2,926,230

2,598,838

2,375,826

      Land development services

369,100

582,365

605,664

      Roads, streets and storm drainage

8,104,970

18,362,442

15,005,221

11,400,300

21,543,645

17,986,711

Community services: Environmental and development services 2,967,520

2,401,818

1,982,926

      Recreation and cultural services

18,767,460

26,194,670

22,981,763

      West Shore Parks and Recreation Society (note 14)

8,245,383

8,645,777

8,060,001

29,980,363

37,242,265

33,024,690

Utility and enterprise services: Sewer infrastructure

7,305,524

3,885,531

Total expenses 83,516,443

111,068,446

92,432,759

Annual surplus 47,498,427

74,950,185

36,759,449

Accumulated surplus, beginning of year 749,648,411

749,648,411

712,888,962

Accumulated surplus, end of year $ 797,146,838

$ 824,598,596

$ 749,648,411

The accompanying notes are an integral part of these consolidated financial statements. Year ended December 31, 2025, with comparative information for 2024 Financial Plan 2025 2024 (note 13) Annual surplus $ 47,498,427

$ 74,950,185

$ 36,759,449

Acquisition of tangible capital assets (144,287,193)

(91,329,114)

(40,433,985)

Amortization of tangible capital assets

13,679,022

12,580,394

Loss (gain) on disposal of tangible capital assets

241,861

(134,250)

Proceeds on sale of tangible capital assets

918,675

340,463

Sewer capital recovery fees

(10,516,819)

(7,817,199)

Sewer capital agency fee

6,281,883

2,916,315

Developer contributions of tangible capital assets

(58,425,424)

(23,998,203)

Change in proportionate share of West Shore Parks & Rec Society

(146,782)

(106,467)

(96,788,766)

(64,346,513)

(19,893,483)

Consumption (acquisition) of prepaid expenses

(3,864,283)

393,117

Change in net financial assets (debt) (96,788,766)

(68,210,796)

(19,500,366)

Net financial assets (debt), beginning of year (11,131,533)

(11,131,533)

8,368,833

Net financial assets (debt), end of year $ (107,920,299)

$ (79,342,329)

$ (11,131,533)

The accompanying notes are an integral part of these consolidated financial statements. CITY OF LANGFORD Consolidated Statement of Changes in Net Financial Assets CITY OF LANGFORD Consolidated Statement of Operations CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025, with comparative information for 2024 2025 2024 Cash provided by (used in): Operating activities: Annual surplus $ 74,950,185

$ 36,759,449

Items not involving cash:
     Amortization of tangible capital assets

13,679,022

12,580,394

     Loss (gain) on disposal of tangible capital assets

241,861

(134,250)

     Developer contributions of tangible capital assets

(58,425,424)

(23,998,203)

     Sewer capital recovery fees

(10,516,819)

(7,817,199)

     Sewer capital agency fee

6,281,883

2,916,315

     Change in proportionate share of West Shore Parks & Rec Society

(146,782)

(106,467)

Changes in non-cash operating assets and liabilities:
      Property taxes receivable

216,366

(2,487,937)

      Accounts receivable

1,913,323

(2,283)

      Other assets

148,402

(24,641)

      Accounts payable and accrued liabilities

(27,396)

(6,200,895)

      Prepaid property taxes and licences

555,609

318,422

      Deferred revenue

6,523,670

5,671,616

      Refundable deposits

(1,987,386)

3,737,726

      Prepaid expenses

(3,864,283)

393,117

29,542,231

21,605,164

Capital activities: Acquisition of tangible capital assets (91,329,114)

(40,433,985)

Proceeds on sale of tangible capital assets

918,675

340,463

(90,410,439)

(40,093,522)

Financing activities: Debt proceeds 31,140,000

15,010,000

Debt payments

(1,324,608)

(3,112,017)

Changes in investments

(460,381)

5,480,078

29,355,011

17,378,061

Decrease in cash and cash equivalents (31,513,197)

(1,110,297)

Cash and cash equivalents, beginning of year 72,046,766

73,157,063

Cash and cash equivalents, end of year $ 40,533,569

$ 72,046,766

Supplemental cash flow information: Cash paid for interest $ 1,551,875

$ 1,044,790

Cash received from interest

1,806,540

3,533,262

The accompanying notes are an integral part of these consolidated financial statements. Year ended December 31, 2025 1. Significant accounting policies (a) Reporting entity (b) Basis of accounting (c) Revenue recognition The City of Langford (the "City") is incorporated and operates under the provisions of the British Columbia Local Government Act and the Community Charter of British Columbia. The consolidated financial statements of the City are prepared by management in accordance with Canadian public sector accounting standards for local governments as recommended by the Public Sector Accounting Board ("PSAB") of the Chartered Professional Accountants of Canada. Significant accounting policies adopted by the City are as follows: The consolidated financial statements include the assets, liabilities, revenues and expenses of the City. The consolidated financial statements also include the City's proportionate interest in the West Shore Parks and Recreation Society ("West Shore"), an organization jointly controlled by the City. The City does not administer any trust activities on behalf of external parties. The City follows the accrual method of accounting for revenues and expenses. Revenues are normally recognized in the year in which they are earned and measurable. Expenses are recognized as they are incurred and measurable as a result of receipt of goods or services and/or the creation of a legal obligation to pay. Government transfers are recognized in the consolidated financial statements as revenues in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made, except when and to the extent the transfer gives rise to an obligation that meets the definition of a liability. Property tax revenue is recognized on an accrual basis using approved tax rates and the anticipated assessment for the current year. Parcel tax revenues are recognized in the year that they are levied. Revenue from unilateral transactions is recognized when the City has the ability to claim or retain an inflow of economic resources and a past transaction or event giving rise to the asset has occurred. Revenue from exchange transactions is recognized when or as the City has satisfied performance obligations. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Consolidated Statement of Cash Flows CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 1. Significant accounting policies (continued) (d) Deferred revenue (e) Refundable deposits (f) Investment income (g) Cash equivalents (h) Long-term debt Investment income is reported as revenue in the period earned. When required by the funding government or related Act, investment income earned on deferred revenue is added to the investment and forms part of the deferred revenue balance. Cash equivalents include short-term, highly liquid investments that are cashable on demand or have a term to maturity of 90 days or less at acquisition. Deferred revenue includes grants, contributions, and other amounts received from third parties pursuant to legislation, regulation and agreement which may only be used in certain programs, in the completion of specific work, or for the purchase of tangible capital assets. In addition, certain user charges and fees are collected for which the related services have yet to be performed. Revenue is recognized in the period when the related expenses are incurred, services performed, or the tangible capital assets are acquired thereby extinguishing any liability to the City. Development cost charges are amounts which are restricted by government legislation or agreement with external parties. When qualifying expenditures are incurred, development cost charges are recognized as revenue in amounts which equal the associated expenses. Receipts restricted by third parties are deferred and reported as refundable deposits under certain circumstances. Refundable deposits are returned when the third party meets their obligations or the deposits are recognized as revenue when qualifying expenditures are incurred. Long-term debt is recorded net of related repayments. Year ended December 31, 2025 1. Significant accounting policies (continued) (i) Non-financial assets (i) Tangible capital assets Asset Useful life - years Land improvements 10-50 Buildings 25-70 Vehicles, machinery, equipment 5-25 Sewer and storm infrastructure 60-100 Road infrastructure 10-75 (ii) Contributions of tangible capital assets (iii) Works of art and cultural and historic assets (iv) Leased tangible capital assets Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year and are not intended for sale in the ordinary course of operations. Tangible capital assets are recorded at cost which includes amounts that are directly attributable to acquisition, construction, development or betterment of the asset. The cost, less residual value, of the tangible capital assets, excluding land, are amortized on a straight line basis over their estimated useful lives as follows: Non-financial assets are written down when conditions indicate that they no longer contribute to the City's ability to provide goods and services, or when the value of future economic benefits associated with the asset are less than the book value of the asset. Tangible capital assets received as contributions are recorded at their fair value and are recorded as revenue at the date of receipt. Works of art and cultural and historic assets are not recorded as assets in these financial statements. Leases which transfer substantially all of the benefits and risks incidental to ownership of property are accounted for as leased tangible capital assets. All other leases are accounted for as operating leases and the related payments are charged to expenses as incurred. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 1. Significant accounting policies (continued) (v) Inventory of supplies (vi) Contaminated sites

1. An environmental standard exists;
2. Contamination exceeds the environmental standard;
3. The City is directly responsible or accepts responsibility for the liability;
4. Future economic benefits will be given up; and
5. A reasonable estimate of the liability can be made. (j) Employee benefits (k) Asset retirement obligation
6. The past transaction or event giving rise to the liability has occurred;
7. It is expected that future economic benefits will be given up; and
8. A reasonable estimate of the amount can be made. An asset and liability for the removal of asbestos has been recognized based on estimated future expenses on closure of the site and post-closure care. The capital assets affected by the asbestos liability are being amortized following the amortization accounting policies outlined in 1(i)(i) above. An asset retirement obligation is recognized when, as at the financial reporting date, all the following criteria are met:
9. There is a legal obligation to incur retirement costs in relation to a tangible capital asset; Inventory of supplies held for consumption is recorded at the lower of cost and replacement cost. Contaminated sites are defined as the result of contamination being introduced in air, soil, water or sediment of a chemical, organic, or radioactive material or live organism that exceeds an environmental standard. A liability for remediation of contaminated sites is recognized, net of any expected recoveries, when all of the following criteria are met: The City and its employees make contributions to the Municipal Pension Plan. These contributions are expensed as incurred. The costs of a multi-employer defined contribution pension plan, such as the Municipal Pension Plan, are the employer's contributions due to the plan in the period. Year ended December 31, 2025

Significant accounting policies (continued) (l) Financial instruments Financial instruments include cash and cash equivalents, investments, accounts receivables, property taxes receivable, and accounts payables and accrued liabilities and debt. Financial instruments are recorded at fair value on initial recognition. Derivative instruments and equity instruments that are quoted in an active market are reported at fair value. All other financial instruments are subsequently recorded at cost or amortized cost unless management has elected to carry the instruments at fair value. Management has not elected to carry any other financial instruments at fair value. Unrealized changes in fair value are recognized in the statement of remeasurement gains and losses until they are realized, when they are transferred to the statement of operations. There are no unrealized changes in fair value as at December 31, 2025 and December 31, 2024. As a result, the City does not have a statement of remeasurement gains and losses. Transaction costs incurred on the acquisition of financial instruments measured subsequently at fair value are expensed as incurred. All other financial instruments are adjusted by transaction costs incurred on acquisition and financing costs, which are amortized using the straight-line method or effective interest rate method. All financial assets are assessed for impairment on an annual basis. When a decline is determined to be other than temporary, the amount of the loss is reported in the statement of operations and any unrealized gain is adjusted through the statement of remeasurement gains and losses. When the asset is sold, the unrealized gains and losses previously recognized in the statement of remeasurement gains and losses are reversed and recognized in the statement of operations. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 1. Significant accounting policies (continued) (m) Public private partnerships (P3) (n) Use of estimates A P3 arrangement occurs between a public sector entity and a private sector entity where the private sector entity designs, builds, finances and operates the infrastructure. The City recognizes infrastructure assets acquired under P3 arrangements as tangible capital assets when the City controls the purpose and use of the infrastructure, access to the future economic benefits and exposure to risks of the infrastructure assets, and significant residual interest in the infrastructure, if any, at the end of the P3’s term. The assets are initially recognized at fair value, including costs incurred directly by the City and are subsequently amortized over the assets’ useful lives in accordance with the amortization accounting policy (note 1(i)(i)). Under the financial liability model, the P3 related liability is initially recognized at the same amount as the assets, less any consideration paid to the private sector entity, and is subsequently measured at amortized cost using the interest rate implicit in the P3 arrangement. Under the user-pay model, the private sector partner has the rights to earn revenue from third party users or access to another revenue-generating asset as compensation. The P3 related liability is initially recognized at the same amount as the assets. Revenue from the user-pay model is recognized and the liability reduced according to the terms of the agreement. The preparation of financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the period. Estimates include assumptions used in estimating historical cost and useful lives of tangible capital assets, estimating fair value of contributed tangible capital assets and in estimating provisions for accrued liabilities and asset retirement obligations. Actual results could differ from these estimates. Year ended December 31, 2025 2. Cash and cash equivalents 2025 2024 West Shore Parks and Recreation Society $ 1,625,802

$ 1,872,612

Cash 38,907,767

70,174,154

$ 40,533,569

$ 72,046,766

The City has an approved and undrawn operating line of credit of $10,500,000. 3. Deferred revenue 2025 2024 Development cost charges $ 13,965,659

$ 11,215,350

Hotel room tax 851,946

711,062

Grants 5,562,092

1,074,400

Permit and user fees 2,464,626

3,433,854

Other 1,322,411

1,208,398

$ 24,166,734

$ 17,643,064

Development cost charges 2025 2024 Opening balance of unspent funds $ 11,215,350

$ 8,004,980

Add:

3,699,340

6,166,743

Interest earned 382,736

455,284

15,297,426

14,627,007

Amount spent on projects and recorded as revenue 1,331,767

3,411,657

$ 13,965,659

$ 11,215,350

Less: Development cost charges received during the year Deferred revenue, reported on the consolidated statement of financial position, is comprised of the following: CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 4. Debt (a) Debt (b) Principal payments on debt for the next five years and thereafter are as follows: 2026 $ 1,636,620

2027 8,002,150

2028 7,113,030

2029 10,719,610

2030 and thereafter 41,017,476

Interest expense on debt during the year was $1,908,389 (2024 - $1,529,180). 5. Tangible capital assets (a) Assets under construction (b) Contributed tangible capital assets (c) Works of art and historical treasures (d) Write-down of tangible capital assets Debt consists of MFA variable rate short term financing in the amount of $30,509,910 (2024 - $NIL) and TD Bank interim financing facilities in the amount of $37,978,976 (2024 - $38,673,494). TD Bank debt bears interest at the Canadian Overnight Repo Rate Average. The current rates of interest are 2.85% (MFA) and 3.17% (TD Bank). Assets under construction have a value of $63,331,514 (2024 - $40,505,1476) and have not yet been amortized. Amortization of these assets will commence when the asset is put into service. Contributed tangible capital assets have been recognized at fair market value at the date of contribution. The value of contributed capital assets received during the year is $58,425,424 (2024 - $23,998,203) comprised of land $37,870,192 (2024 - $19,203,946), land improvements $810,510 (2024 - $365,479), Vehicles, machinery, equipment $nil (2024 - $nil), sewer and storm infrastructure $9,314,454 (2024 - $1,254,462) and roads infrastructure $10,430,268 (2024 - $3,174,316). The City manages and controls various works of art and non-operational historical cultural assets including buildings, artifacts, paintings and sculptures located at City sites and public display areas. No tangible capital assets were written down in 2025 or 2024. Year ended December 31, 2025 5. Tangible capital assets (continued) (e) West Shore Parks and Recreation Society (f) Ministry of Transportation and Transit (MoTT) In 2025, the City transferred $259,332 of assets to the Ministry of Transportation and Transit (MoTT), representing project costs incurred to design, engineer, and construct infrastructure, based on terms of the agreement between the City and the Ministry of Transportation and Transit (MoTT). The transfer is recorded as an expense in the consolidated statement of operations. The City's proportionate share of West Shore Parks and Recreation Society assets includes land, buildings, and equipment which are subject to amortization policies consistent with those of the City. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 Note 5. Tangible capital assets (continued) West Vehicles Sewer and Assets Shore Parks Land Machinery & Storm Roads Under & Recreation Land Improvements Buildings Equipment Infrastructure Infrastructure Construction Society 2025 2024 Cost: Opening 326,108,056 $ 38,195,648 $ 64,933,279 $ 18,126,732 $ 90,764,042 $ 226,055,391 $ 40,505,147 $ 41,471,709 $ 846,160,004 $ 783,289,700 $ Additions 73,499,138

1,486,547

23,277,027

701,857

9,352,193

14,430,530

26,237,193

770,053

149,754,538

64,432,188

Transfers 326,430

600,685

319,836

1,693

2,162,182

(3,410,826)

Disposals (12,172)

(315,225)

(330,033)

(278,816)

(724,028)

(77,212)

(1,737,486)

(1,725,704)

Change in share

228,952

228,952

163,820

Balance, end of year 399,921,452

39,967,655

88,200,109

18,551,466

100,116,235

241,924,075

63,331,514

42,393,502

994,406,008

846,160,004

Accumulated Amortization: Opening

13,068,894

14,245,995

9,972,651

18,585,652

67,218,476

14,884,019

137,975,687

127,826,646

Disposals

(87,759)

(3,174)

(239,277)

(169,528)

(77,212)

(576,950)

(1,519,490)

Amortization

1,719,957

1,665,885

1,089,590

1,523,332

5,698,159

958,458

12,655,381

11,611,178

Change in share

82,170

82,170

57,353

Balance, end of year

14,701,092

15,908,706

10,822,964

20,108,984

72,747,107

15,847,435

150,136,288

137,975,687

Net book value, end of year 399,921,452 $ 25,266,563 $ 72,291,403 $ 7,728,502 $ 80,007,251 $ 169,176,968 $ 63,331,514 $ 26,546,067 $ 844,269,720 $ 708,184,317 $ Year ended December 31, 2025 6. Sewer franchise agreement Opening Increase Decrease Closing WSES sewer infrastructure Cost $ 64,232,254

4,800,774

(565,838)

$ 68,467,190

Accumulated amortization (12,396,092)

(1,023,641)

(13,419,733)

51,836,162

3,777,133

(565,838)

55,047,457

Remaining cost to be recovered

(4,800,774)

4,800,774

$ 51,836,162

(1,023,641)

4,234,936

$ 55,047,457

During 2004, the City entered into a franchise and partnering agreement with West Shore Environmental Services Inc. ("WSES") and Terasen Utility Services Inc. The term of the agreement is 21 years, with a single 21 year renewal which has been exercised. Under the agreement, the City grants an exclusive franchise to WSES to design, construct, finance, own, and operate and maintain sanitary sewers in the City. The City also grants an exemption from municipal property tax for sewer infrastructure and WSES has been granted an Order in Council to extend that exemption to property taxes for all other jurisdictions. Upon termination of the agreement, the sewer infrastructure constructed by WSES will be acquired by the City for a nominal payment. WSES will recover its capital costs by imposition of a sewer capital recovery fee ("SCRF") on owners of property who wish to connect to the sewer. WSES will also bill and collect all user fees. WSES will pay the City franchise fees that are estimated to total $11 million over the 21 year term of the agreement. The City records the costs of sewer infrastructure constructed by WSES $4,234,936 (2024 - $4,900,855) and corresponding remaining cost to be recovered. The remaining cost to be recovered is reduced as SCRF's are collected by WSES. The cost of WSES sewer infrastructure, less residual value, is amortized on a straight line basis over their estimated useful lives, 60 to 70 years. During the 2025 year, the remaining costs to be recovered were in excess of the amount owing. In accordance with the agreement, the City has recorded an agency fee of the excess in the amount of $6,281,883 (2024 - $2,916,315). CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 7. Accumulated surplus 2025 2024 Surplus: Invested in tangible capital assets $ 830,828,291

$ 721,346,985

Other (29,499,969)

(14,937,009)

Total surplus 801,328,322

706,409,976

Reserves set aside by Council: Future operational contingencies 992,585

1,153,186

Future capital contingencies 1,279,734

1,279,734

Federal Gas Tax 4,039,092

5,008,427

West Shore Parks & Rec Society 1,430,453

1,238,596

Total reserves 7,741,864

8,679,943

Reserve funds set aside for specific purposes by Council: Capital works 1,594,673

2,477,950

Affordable housing 5,661,346

4,541,624

Parks and open space

3,503,162

Parkland improvement 3,547

3,443

General amenity 1,186,463

908,134

Equipment replacement 2,375,377

2,300,087

Sidewalk capital 51,040

49,546

Bear Mountain fire hall 1,819,675

1,763,947

Special police capital 201,027

144,143

Special police operating 759,443

737,214

Downtown parking 144,516

140,286

Growing Communities Fund 1,731,303

17,988,956

Total reserve funds 15,528,410

34,558,492

$ 824,598,596

$ 749,648,411

Accumulated surplus consists of individual fund surplus and reserves and reserve funds as follows: Year ended December 31, 2025 8. Taxation 2025 2024 General $ 61,953,654

$ 53,859,807

Parcel tax 1,670,459

1,743,009

Revenue in lieu of taxes 265,938

218,570

Collections for other governments 56,635,445

48,947,472

1% utility taxes 568,469

537,353

121,093,965

105,306,211

Less taxes levied for other authorities: Capital Regional District - General Operating 12,542,630

11,133,961

Revenue in lieu of taxes 210,253

172,398

Capital Regional Hospital District 2,856,841

2,730,567

School Authorities 29,768,953

27,057,217

BC Assessment Authority 866,988

791,881

Municipal Finance Authority 4,660

4,407

BC Transit 10,385,120

7,057,041

56,635,445

48,947,472

$ 64,458,520

$ 56,358,739

Government transfers 2025 2024 Operating transfers: Federal $ 61,226

$ 4,872

Provincial 1,368,440

1,268,374

Other 271,539

216,018

1,701,205

1,489,264

Capital transfers: Federal 2,282,856

2,252,299

Provincial 1,844,626

589,732

4,127,482

2,842,031

$ 5,828,687

$ 4,331,295

Taxation revenue, reported on the consolidated statement of operations, is comprised of the following: The City recognizes the transfer of government funding as revenue when received and all related eligibility criteria and stipulations have been satisfied. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 10. Municipal pension plan 11. Commitments and contingencies (a) Contingent liabilities Every three years, an actuarial valuation is performed to assess the financial position of the plan and adequacy of plan funding. The actuary determines an appropriate combined employer and member contribution rate to fund the plan. The actuary's calculated contribution rate is based on the entry-age normal cost method, which produces the long-term rate of member and employer contributions sufficient to provide benefits for average future entrants to the plan. This rate may be adjusted for the amortization of any actuarial funding surplus and will be adjusted for the amortization of any unfunded actuarial liability. The most recent actuarial valuation as at December 31, 2024 indicated a $2,675 million funding surplus for basic pension benefits on a going concern basis. The next valuation will be as at December 31, 2027. Employers participating in the Plan record their pension expense as the amount of employer contributions made during the fiscal year (defined contribution pension plan accounting). This is because the Plan records accrued liabilities and accrued assets for the Plan in aggregate with the result that there is no consistent and reliable basis for allocating the obligation, assets and cost to the individual employers participating in the Plan. The City paid $1,918,138 (2024 - $1,416,787) for employer contributions while employees contributed $1,640,397 (2024 - $1,289,619) to the Plan in fiscal 2025. The City and its employees contribute to the Municipal Pension Plan (the "Plan"), a jointly trusteed pension plan. The board of trustees, representing plan members and employers, is responsible for administering the Plan, including investment of the assets and administration of benefits. The Plan is a multi-employer defined benefit pension plan. Basic pension benefits provided are based on a formula. As at December 31, 2024, the plan had about 273,000 active members and approximately 133,000 retired members. Active members include approximately 47,000 contributors from local governments. The CRD debt, under provisions of the Local Government Act, is a direct, joint and several liability of the CRD and each member municipality within the CRD, including the City of Langford. The City is a shareholder and member of the Capital Region Emergency Service Telecommunications (CREST) Incorporated who provides centralized emergency communications, and related public safety information services to municipalities, regional district, the provincial and federal governments and their agencies, and emergency services organizations throughout the Greater Victoria region and the Gulf Islands. Members' obligations to share in funding ongoing operations and any additional costs relating to capital assets are to be contributed pursuant to a Members' Agreement. Year ended December 31, 2025 11. Commitments and contingencies (continued) (b) Litigation liability (c) Commitments Total Amount Paid or of Contract Accrued Operating $ 36,494,408

$ 22,445,739

Capital 25,886,173

18,734,747

On February 7, 2013, the City entered into a purchase of service agreement with the YMCA/YWCA of Greater Victoria to provide access for Langford residents to an aquatic facility. The City agreed to pay $750,000 per year to be indexed by population every two years from the opening date to a maximum of $950,000 per year for a period of 25 years. In 2023, the City agreed to increase this amount by an additional $950,000. The City entered into a long-term contract with the Royal Canadian Mounted Police (RCMP) for the provision of police services effective October 1, 1994. Under the terms of this contract, the City is responsible for 90% of policing costs. The 2026 estimated cost of this contract is $16,668,850. From time to time, the City is subject to claims and other lawsuits that arise in the ordinary course of business, some of which may seek damages in substantial amounts. Liability for these claims and lawsuits are recorded to the extent that the probability of a loss is likely and it is estimable. It is considered that the potential claims against the City resulting from such litigation will be covered by insurance and therefore will not materially affect the consolidated financial statements of the City. On December 12, 2024, the City entered into an agreement to purchase parkland. As part of a the agreement, the City is committed to purchase all manufactured homes located on the property, if the tenant is unable or does not wish to relocate their manufactured home. These home purchases are to be completed by January 31, 2030. At December 31, 2025, the total purchase commitment is estimated to be $7,767,650. Operating contracts include a cost of living factor for subsequent years. These have not been included in the total amount of the contract as the cost of living factor for subsequent years is currently not determinable. As at December 31, 2025, the following major contracts were in progress: CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 12. Contractual rights $ 2,947,421 2,920,611 2,845,019 2,624,011 2,519,265 $ 13,856,327 The City has entered into various contracts for rental revenue within the normal course of operations. The estimated contractual rights under these contracts for the years ending December 31 are as follows: 2030 In addition to these contractual rights, the City has agreements with other parties that provide payments to the City based on a percentage earned throughout the year. The City has entered into an agreement with School District 62 (Sooke) in relation to the installation of a turf field and associated lighting. Under this agreement, the City will receive $650,000 at such time as Provincial funding is approved. The City is unable to estimate when the funds will be received. 2026 2027 2028 2029 Year ended December 31, 2025 13. Financial plan Revenues: Operating $ 90,659,440

Capital 139,584,940

West Shore Parks & Rec Society 4,830,160

Less: Transfers from own funds 43,163,420

Proceeds on debt issue 60,896,250

Total revenue 131,014,870

Expenses: Operating 90,659,440

Capital 139,584,940

West Shore Parks & Rec Society 4,702,253

Less: Capital expenditures 139,584,940

Transfer to own funds 10,748,240

Debt principal payments 1,097,010

Total expenses 83,516,443

Annual surplus $ 47,498,427

The financial plan data presented in these consolidated financial statements is based upon the 2025 operating and capital financial plans approved by Council on May 5, 2025. Amortization expense was not contemplated on development of the financial plan and, as such, has not been included. The chart below reconciles the approved financial plan to figures reported in these consolidated financial statements. Financial plan amount CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 14. West Shore Parks and Recreation Society (a) Capital asset transfer The Capital Regional District (the "CRD") transferred the lands and facilities comprising the Juan de Fuca Recreation Centre to the following municipal members (the "Municipalities") effective January 2, 2002; City of Langford, City of Colwood, District of Highlands, District of Metchosin and the CRD (on behalf of a portion of the Juan de Fuca Electoral Area). Effective January 1, 2007 the Town of View Royal became a member of the Society. Effective January 1, 2018, the CRD is no longer a member of the Society. In 2002 the lands and facilities were transferred to the Municipalities in their proportionate share, as specified in the Co-Owners' Agreement. The lands and facilities were reallocated amongst the members on January 1, 2007 when the Town of View Royal became a member. Future improvements are allocated among the members as per the cost sharing formula in effect each year for each service or facility, as outlined in a Members' Agreement. For 2025, the City's share of improvements purchased by the Society on its behalf is $560,470. Because the cost sharing formula in the Members' Agreement produces different cost shares for the members from year-to-year, there is a gain or loss on the opening fund balances. In 2025, the City of Langford's change in cost share is $146,782. The Municipalities have each become members in the Society, which was incorporated to provide parks, recreation and community services to the Municipalities under contract. Under terms of an Operating, Maintenance and Management Agreement, the Society is responsible to equip, maintain, manage and operate the facilities located at the recreation centre. The current agreement has a term of March 1, 2020 to February 28, 2025. The agreement was extended for another five year term to February 28, 2030. Year ended December 31, 2025 14. West Shore Parks and Recreation Society (continued) (b) Consolidation 2025 2024 Financial assets $ 6,723,414

$ 6,319,372

Financial liabilities 3,927,879

3,888,495

Net financial assets 2,795,535

2,430,877

Non-financial assets 1,786,364

1,716,367

Accumulated surplus $ 4,581,899

$ 4,147,244

Invested in tangible capital assets $ 1,576,456

$ 1,504,592

Reserve funds 3,207,021

2,906,071

Other (201,578)

(263,419)

$ 4,581,899

$ 4,147,244

Revenues $ 9,837,169

$ 9,643,960

Requisition from members 6,455,788

6,049,085

16,292,957

15,693,045

Expenses 9,465,557

9,389,755

Requisition from members 6,455,788

6,049,085

15,921,345

15,438,840

Annual surplus $ 371,612

$ 254,205

Condensed financial information for the Society is as follows: Financial results and budget for the Society are consolidated into the City's financial statements proportionately, based on the cost sharing formula outlined in the Members' Agreement. In 2025 the City's proportion for consolidation purposes was 54.46% (2024 - 54.16%). CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 15. Segmented information General Government Services Protective Services Engineering and Public Works Community Services Utility and Enterprise Services This Department is responsible for administering the Sewer Franchise Agreement (note 6) for the City. The accounting policies used in these segments are consistent with those followed in the preparation of the financial statements as disclosed in note 1. The following table provides additional financial information for the foregoing segments. Taxation and grants in lieu of taxes are apportioned to the functions based on their share of the net budgeted expenditures in the Financial Plan. The City is a diversified municipal government institution that provides a wide range of services to its citizens, including General Government Services, Protective Services, Engineering and Public Works Services, Community Services and Utility and Enterprise Services. Service Areas were created for the purpose of recording specific activities to attain certain objectives in accordance with regulations, restrictions or limitations. City services are provided by departments and their activities are reported in these Service Areas. Departments disclosed in the Segmented Information, along with the services they provide are as follows: The Departments within General Government Services are responsible for adopting bylaws; adopting administrative policy; levying taxes; acquiring, disposing and managing City assets; ensuring effective financial management; monitoring performance and ensuring that high quality City services standards are met. The Departments within Protective Services are Police and Bylaw Enforcement; Fire Protection and Emergency Response; and Building Inspection. The mandates of these departments are to enforce laws, prevent crime, maintain peace, order and security by protecting life, property and the environment. The Engineering Department is responsible for the transportation services within the City. This includes roads, storm drains, sidewalks, and street lighting. The Departments within Community Services include Environmental and Development Services and Recreation and Cultural Services. The Environmental and Development Services Department is responsible for preparing land use plans, bylaws and policies for sustainable development of the City and for reviewing and approving new development. The Recreation and Cultural Services Department is responsible for providing, facilitating the development of, and maintaining high quality parks, recreation facilities and cultural services. Year ended December 31, 2025 Note 15 2025 Segmented Information (continued) General Engineering Utility and Government Protective and Public Community Enterprise Services Services Works Services Services Total Revenue: Taxation 11,567,030 $ 26,521,610 $ 9,185,700 $ 17,184,180 $

$ 64,458,520 $ Utility charges

5,000

5,000

Government transfers 814,050

742,477

3,443,402

828,758

5,828,687

Commercial leasing 449,945

115,034

10,045,940

10,610,919

Other 7,250,314

242,983

221,151

5,408,533

10,516,819

23,639,800

Licences and permits 38,520

4,079,625

604,070

510,271

5,232,486

Developer and property owner contributions 2,075,170

2,500

33,733,560

27,251,498

10,542,255

73,604,983

Development cost charges

131,585

1,200,182

1,331,767

Casino 1,306,469

1,306,469

Total Revenue 23,501,498

31,704,229

47,319,468

62,429,362

21,064,074

186,018,631

Expenses: Salaries, wages and employee benefits 6,117,890

11,979,695

2,833,160

5,466,678

26,397,423

Contracted and general services 4,133,991

18,612,102

9,801,403

23,314,274

6,281,883

62,143,653

Materials, goods, supplies and utilities 1,234,044

742,828

692,744

2,167,578

4,837,194

Other 997,522

252,485

1,033,893

1,727,254

4,011,154

Amortization 415,568

490,887

7,182,445

4,566,481

1,023,641

13,679,022

Total Expenses 12,899,015

32,077,997

21,543,645

37,242,265

7,305,524

111,068,446

Annual surplus 10,602,483 $ (373,768) $ 25,775,823 $ 25,187,097 $ 13,758,550 $ 74,950,185 $ CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 Note 15 2024 Segmented Information (continued) General Engineering Utility and Government Protective and Public Community Enterprise Services Services Works Services Services Total Revenue: Taxation 9,717,541 $ 22,021,453 $ 9,116,353 $ 15,503,392 $

$ 56,358,739 $ Utility charges

5,000

5,000

Government transfers 782,650

583,231

2,761,568

203,846

4,331,295

Commercial leasing 186,794

54,736

8,412,702

8,654,232

Other 6,801,014

115,044

498,044

5,195,166

7,817,199

20,426,467

Licences and permits 40,600

2,524,709

594,733

662,626

3,822,668

Developer and property owner contributions 2,628,477

10,000

14,525,755

12,228,071

1,399,990

30,792,293

Development cost charges

2,342,924

1,068,733

3,411,657

Casino 1,389,857

1,389,857

Total Revenue 21,546,933

25,309,173

29,839,377

43,274,536

9,222,189

129,192,208

Expenses: Salaries, wages and employee benefits 5,431,858

9,669,759

2,682,097

4,518,663

22,302,377

Contracted and general services 3,381,074

15,503,423

6,903,023

21,555,397

2,916,315

50,259,232

Materials, goods, supplies and utilities 1,116,793

763,323

686,208

1,641,304

4,207,628

Other 551,050

257,745

1,025,115

1,249,218

3,083,128

Amortization 363,171

497,631

6,690,268

4,060,108

969,216

12,580,394

Total Expenses 10,843,946

26,691,881

17,986,711

33,024,690

3,885,531

92,432,759

Annual surplus 10,702,987 $ (1,382,708) $ 11,852,666 $ 10,249,846 $ 5,336,658 $ 36,759,449 $ Year ended December 31, 2025 16. Financial risks and concentration of credit risk (a) Credit risk (b) Liquidity risk (c) Market risk Credit risk refers to the risk that a counterparty may default on its contractual obligations resulting in a financial loss. The City is exposed to credit risk with respect to the accounts receivable, cash and investments. The City assesses, on a continuous basis, accounts receivable and provides for any amounts that are not collectible in the allowance for doubtful accounts. The maximum exposure to credit risk of the City at December 31, 2025 is the carrying value of these assets. The carrying amount of accounts receivable is valued with consideration for an allowance for doubtful accounts. The amount of any related impairment loss is recognized in the statement of operations. Subsequent recoveries of impairment losses related to accounts receivable are credited to the statement of operations. The balance of the allowance for doubtful accounts at December 31, 2025 is $230,738 (2024 - $136,689). As at December 31, 2025, $4,827,647 (2024 - $7,955,275) of trade accounts receivable were past due, but not impaired. There have been no significant changes to credit risk exposure from 2024. Liquidity risk is the risk that the City will be unable to fulfill its obligations on a timely basis or at a reasonable cost. The City manages its liquidity risk by monitoring its operating requirements. The City prepares budget and cash forecasts to ensure it has sufficient funds to fulfill its obligations. Accounts payable and accrued liabilities are generally due within 30 days of receipt of an invoice. There have been no significant changes to the liquidity risk exposure from 2024. Market risk is the risk that changes in market prices, such as foreign exchange rates or interest rates will affect the City’s income or the value of its holdings of financial instruments. The objective of market risk management is to control market risk exposures within acceptable parameters while optimizing return on investment. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Year ended December 31, 2025 18. 2025 2024 Balance, beginning of year 17,988,956 $ 17,135,011 $ Interest earned 180,722

853,945

Less eligible costs Recreation Amentity Building 9,500,000

Downtown Parkland Acquisition 3,263,170

Community Amenity Space 119,905

Local Roads Improvements 3,025,300

Sidewalks 530,000

Total grant funds spent 16,438,375

Balance, end of year 1,731,303 $ 17,988,956 $ The Province of British Columbia distributed conditional GCF grants to communities at the end of March 2023 to help local governments build community infrastructure and amenities to meet the demands of population growth. The GCF provided a one-time total of $1 billion in grants to all 161 municipalities and 27 regional districts in British Columbia. Growing Communities Fund (GCF) (Unaudited) The City of Langford received $16,464,000 under the Growing Communities Fund in 2023. Year ended December 31, 2025 16. Financial risks and concentration of credit risk (continued) (i) Foreign exchange risk (ii) Interest rate risk 17. Impact of tariffs The imposition of U.S. tariffs on cross-border trade and resulting Canadian counter-measures may result in increased costs for goods and services procured from U.S. suppliers, impacting operations and infrastructure projects. While the long-term impact remains uncertain, the City is actively working to monitor and mitigate the risks and impacts of tariffs. The City is exposed to financial risks as a result of exchange rate fluctuations and the volatility of these rates. In the normal course of business, the City makes purchases denominated in U.S. dollars. To help mitigate this risk, the City maintains a U.S. dollar bank account. As at December 31, 2025 financial instruments denominated in foreign currencies totalled $51,799 USD ($70,995 CAD). There have been no significant changes to the foreign exchange risk exposure from 2024. Interest rate risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in the market interest rates. Financial assets and financial liabilities with variable interest rates expose the City to interest rate risk. The City is exposed to this risk through to its interest bearing loans payable and its investments. The City mitigates interest rate risk on its term debt through regular management and monitoring of interest rate fluctuations and ensuring revenues (primarily Parcel Tax) are adjusted accordingly. Additionally, interest rate risk for financial liabilities are mitigated through corresponding interest rate fluctuations for financial assets; therefore, fluctuations in market interest rates would not significantly impact future cash flows and operations relating to the term debt. There has been no change to the interest rate risk exposure from 2024. CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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2025 Permissive Tax Exemptions Total Tax Levy for Langford and Other Authorities Organization Roll No Lot PID Address Class Assessment Tax Exemption Bylaw No. 1587 (Duration 2016 - 2025) Prince Edward (BC & Yukon Command) #91 Branch of the Royal Canadian Legion 01-62-327- 05731.110 Lot 2, Pl VIP78559, Section 72, Esquimalt District 026-232- 588 753 Station Ave 1 18,916,000 $93,140 Bylaw No. 1913 (Duration 2016 - 2025) Westhills Land Corp YMCA-YWCA of Greater Victoria (Public Athletic Facility and Ancillary Uses) 01-62-327- 06385.084 Lot A, Pl EPP58443, Section 86 and 87, Esquimalt Land District 029-892- 449 1310 Lakepoint Way 202-1314 Lakepoint Way 1318 Lakepoint Way 1319 Westhills Dr 6 33,632,504 $473,019 City of Langford (Public Library) 01-62-327- 06385.084 Lot A, Pl EPP58443, Section 86 and 87, Esquimalt Land District 029-892- 449 102-1314 Lakepoint Way 6 2,220,427 $31,229 Bylaw 1656 (Duration 2017 - 2026) M'Akola Housing Society 01-62-327- 03584.006 Lot A, Plan EPP28662, Section 1, Esquimalt District 029-895- 715 550 Goldstream Ave 1 3,008,600 $14,814 M'Akola Housing Society 01-62-327- 03584.006 Lot A, Plan EPP28662, Section 1, Esquimalt District 029-895- 715 550 Goldstream Ave 6 2,535,000 $35,653 Bylaw 1799 (Duration 2019 - 2028) Pacific Housing Advisory Association 01-62-327- 05829.021 Lot A, Plan EPP679000, Section 72, Esquimalt District 030-449- 502 616 Goldstream Ave 1 17,489,000 $86,113 Bylaw 1866 (Duration 2020 - 2029) Canadian Rugby Union 01-62-327- 06352.012 Lot 1, Pl EPP64456, Section 81, Esquimalt District 029-923- 514 3019 Glen Lake Rd 8 6,461,000 $37,794 Bylaw 2147 (Duration 2024 - 2027) Juan de Fuca Cadet Youth Society 01-62-327- 06159.000 Lot 7, Pl VIP6190, Section 79, Esquimalt Land District 005-913- 985 948 Dunford Ave 8 986,000 $5,768 Langford Fifty and Up Club 01-62-327- 07522.001 Lot 10, Pl VIP10901, Section 111, Esquimalt Land District 005-052- 327 2637 Sunderland Rd 8 864,100 $5,055 Metchosin Farmers' Institute 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 17,000 $99 Metchosin Farmers' Institute 01-62-327- 06411.008 Lot 1, Pl EPP26925, Section 84 Esquimalt District, Section 90, 86 and 87 Metchosin Land District 029-207- 908 1040 Marwood Ave 6 148,000 $2,082 Metchosin Farmers' Institute 01-62-327- 06411.008 Lot 1, Pl EPP26925, Section 84 Esquimalt District, Section 90, 86 and 87 Metchosin Land District 029-207- 908 1040 Marwood Ave 8 2,697,000 $15,776 Metchosin Farmers' Institute 01-62-327- 06439.250 Esquimalt District, LD30 & 21 PT Sections 83, 84, 85, 86, Metchosin Land District & Sections 83 & 84 Esquimalt District except parcel M (DD15125) shown outlined in red on Pl 82 RW Part held under licence of occupation by the Methchosin Farmers' Institute — 1040 Marwood Ave 8 285,000 $1,667 South Vancouver Island Rangers 01-62-327- 13906.060 Lot 1 of Pl VIP17393, Sections 79 Metchosin District, 83, 84 and 90, Esquimalt District 003-908- 968 3498 Luxton Rd 8 3,124,000 $18,274 Trustees of the Congregation of Gordon United Church 01-62-327- 04125.001 Lot 1, Pl VIP14459, Section 5, Esquimalt Land District 004-415- 957 935 Goldstream Ave 8 2,116,100 $12,378 The Lighthouse Christian Academy Society (Lessee) 01-62-327- 06299.010 Lot 1, Pl VIP15933, Section 88 & 89, Esquimalt Land District 004-547- 527 1289 Parkdale Dr 8 4,783,000 $27,978 Grace Baptist Church of Victoria 01-62-327- 04250.003 Lot A, Pl VIP28120, Section 5, Esquimalt Land District 001-311- 034 2731 Matson Rd 8 1,326,000 $7,757 Year ended December 31, 2025 19. 2025 2024 Balance, beginning of year 340,128

$

$ Grant received during the year

379,457

Less eligible costs Transportation Master Plan 204,001

30,061

Parks Master Plan 93,167

9,268

Total grant funds spent 297,168

39,329

Balance, end of year 42,960 $ 340,128 $ The City of Langford received $379,457 under the Local Government Housing Initiatives Fund in 2024. Local Government Housing Initiatives Fund (Unaudited) CITY OF LANGFORD Notes to Consolidated Financial Statements CITY OF LANGFORD | 2025 ANNUAL REPORT

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Total Tax Levy for Langford and Other Authorities Organization Roll No Lot PID Address Class Assessment Tax Exemption M'Akola Housing Society 01-62-327- 05737.045 Strata Lot 35, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 200 409-731 Station Ave 1 296,400 $1,459 M'Akola Housing Society 01-62-327- 05737.048 Strata Lot 38, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 234 410-731 Station Ave 1 374,000 $1,842 M'Akola Housing Society 01-62-327- 05737.047 Strata Lot 37, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 226 412-731 Station Ave 1 464,000 $2,285 M'Akola Housing Society 01-62-327- 05737.046 Strata Lot 36, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 218 414-731 Station Ave 1 374,000 $1,842 M'Akola Housing Society 01-62-327- 05737.053 Strata Lot 43, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 285 501-731 Station Ave 1 460,000 $2,265 M'Akola Housing Society 01-62-327- 05737.052 Strata Lot 42, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 277 502-731 Station Ave 1 227,500 $1,120 M'Akola Housing Society 01-62-327- 05737.054 Strata Lot 44, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 293 503-731 Station Ave 1 294,700 $1,451 M'Akola Housing Society 01-62-327- 05737.051 Strata Lot 41, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 269 504-731 Station Ave 1 376,000 $1,851 M'Akola Housing Society 01-62-327- 05737.055 Strata Lot 45, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 307 505-731 Station Ave 1 369,000 $1,817 M'Akola Housing Society 01-62-327- 05737.050 Strata Lot 40, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 251 506-731 Station Ave 1 375,000 $1,846 M'Akola Housing Society 01-62-327- 05737.056 Strata Lot 46, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 315 507-731 Station Ave 1 368,000 $1,812 M'Akola Housing Society 01-62-327- 05737.049 Strata Lot 39, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 242 508-731 Station Ave 1 317,100 $1,561 M'Akola Housing Society 01-62-327- 05737.057 Strata Lot 47, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 323 509-731 Station Ave 1 316,800 $1,560 M'Akola Housing Society 01-62-327- 05737.060 Strata Lot 50, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 358 510-731 Station Ave 1 380,000 $1,871 M'Akola Housing Society 01-62-327- 05737.059 Strata Lot 49, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 340 512-731 Station Ave 1 472,000 $2,324 M'Akola Housing Society 01-62-327- 05737.058 Strata Lot 48, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 331 514-731 Station Ave 1 380,000 $1,871 M'Akola Housing Society 01-62-327- 05737.065 Strata Lot 55, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 404 601-731 Station Ave 1 468,000 $2,304 M'Akola Housing Society 01-62-327- 05737.064 Strata Lot 54, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 391 602-731 Station Ave 1 230,200 $1,133 M'Akola Housing Society 01-62-327- 05737.066 Strata Lot 56, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 412 603-731 Station Ave 1 299,400 $1,474 M'Akola Housing Society 01-62-327- 05737.063 Strata Lot 53, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 382 604-731 Station Ave 1 382,000 $1,881 M'Akola Housing Society 01-62-327- 05737.067 Strata Lot 57, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 421 605-731 Station Ave 1 374,000 $1,842 M'Akola Housing Society 01-62-327- 05737.062 Strata Lot 52, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 374 606-731 Station Ave 1 381,000 $1,876 M'Akola Housing Society 01-62-327- 05737.068 Strata Lot 58, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 439 607-731 Station Ave 1 374,000 $1,842 M'Akola Housing Society 01-62-327- 05737.061 Strata Lot 51, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 366 608-731 Station Ave 1 321,800 $1,584 M'Akola Housing Society 01-62-327- 05737.069 Strata Lot 59, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 447 609-731 Station Ave 1 320,500 $1,578 M'Akola Housing Society 01-62-327- 05737.072 Strata Lot 62, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 471 610-731 Station Ave 1 386,000 $1,901 M'Akola Housing Society 01-62-327- 05737.073 Strata Lot 63, Pl EPS6342, Section 72, Esquimalt Land District 031-743- 676 729 Station Ave 1 4,688,000 $23,083 M'Akola Housing Society 01-62-327- 05737.071 Strata Lot 61, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 463 612-731 Station Ave 1 480,000 $2,363 M'Akola Housing Society 01-62-327- 05737.070 Strata Lot 60, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 455 614-731 Station Ave 1 386,000 $1,901 M'Akola Development Services Society 01-62-327- 05737.011 Strata Lot 1, Pl ESP6342, Section 72, Esquimalt Land District 031-325- 866 107 - 731 Station Ave 6 1,664,000 $23,403 Total Tax Levy for Langford and Other Authorities Organization Roll No Lot PID Address Class Assessment Tax Exemption Chamber of Commerce West Shore 01-62-327- 05790.021 Lot B, Pl VIP64037, Section 72, Esquimalt Land District – 2830 Aldwynd Rd 6 859,000 $12,081 The Forge Church 01-62-327- 06694.030 Lot 1, Pl VIP44619, Section 82 & 83 Esquimalt District 005-894- 417 2610-2612 Sooke Rd 8 1,752,900 $10,254 Westwind Plaza (JV) Properties Ltd. (Goudy Library) 01-62-327- 05709.202 Strata Lot 2, Pl VIS6677, Section 72, Esquimalt Land District 027-668- 517 119-755 Goldstream Ave 6 1,054,000 $14,824 Westwind Plaza (JV) Properties Ltd. (Goudy Library) 01-62-327- 05709.203 Portion of Lot 3, Pl VIS6677, Section 72, Esquimalt Land District 027-668- 525 115-755 Goldstream Ave 6 1,031,200 $14,503 Habitat for Humanity Victoria 01-62-327- 04188.140 Strata Lot 4, Pl VIS4874, Section 5, Esquimalt Land District 027-958- 973 849 Orono Ave 6 3,685,000 $51,827 Prince Edward (BC & Yukon Command) 91 Branch 01-62-327- 05731.100 Lot 1, Pl VIP78559, Section 72, Esquimalt Land District 026-232- 570 761 Station Ave 6 2,825,000 $39,732 Prince Edward (BC & Yukon Command) 91 Branch 01-62-327- 05731.100 Lot 1, Pl VIP78559, Section 72, Esquimalt Land District 026-232- 570 761 Station Ave 8 4,004,000 $23,422 Victoria Association for Community Living 01-62-327- 05886.008 Strata Lot 8, Pl VIS6662, Section 72, Esquimalt Land District 027-642- 267 157-2745 Veterans Memorial Parkway 6 746,000 $10,492 Victoria Association for Community Living 01-62-327- 05886.144 Strata Lot 144, Pl VIS6662, Section 72, Esquimalt Land District 027-643- 620 P44-2745 Veterans Memorial Parkway 1 10,400 $51 Victoria Association for Community Living 01-62-327- 05886.145 Strata Lot 145, Pl VIS6662, Section 72, Esquimalt Land District 027-643- 638 P45-2745 Veterans Memorial Parkway 1 10,400 $51 Victoria Association for Community Living 01-62-327- 05886.146 Strata Lot 146, Pl VIS6662, Section 72, Esquimalt Land District 027-643- 646 P46-2745 Veterans Memorial Parkway 1 10,400 $51 Victoria Association for Community Living 01-62-327- 05886.147 Strata Lot 147, Pl VIS6662, Section 72, Esquimalt Land District 027-643- 654 P47-2745 Veterans Memorial Parkway 1 10,400 $51 Victoria Association for Community Living 01-62-327- 05886.148 Strata Lot 148, Pl VIS6662, Section 72, Esquimalt Land District 027-643- 662 P48-2745 Veterans Memorial Parkway 1 10,400 $51 Nature Conservancy of Canada 01-62-327- 06220.000 Lot 1, Block A, Pl VIP1139, Section 90, Metchosin Land District 007-848- 277 1152 Lippincott Rd 1 801,000 $3,944 FarmFolk/CityFolk Society 01-62-327- 06221.000 Lot 2, Block A, Pl VIP1139, Section 89/90, Metchosin Land District 007-848- 285 1152 Lippincott Rd 1 169,600 $835 FarmFolk/CityFolk Society 01-62-327- 06221.000 Lot 2, Block A, Pl VIP1139, Section 89/90, Metchosin Land District 007-848- 285 1152 Lippincott Rd 9 19,787 $213 Vancouver Island Autistic Homes Society 01-62-327- 06559.000 Lot 9, Pl VIP12500, Section 81, Esquimalt Land District 004-771- 699 1072 Jenkins Ave 1 928,000 $4,569 Greater Victoria Animals' Crusaders 01-62-327- 03581.110 Lot 3, Pl VIP20139, Section 1, Esquimalt Land District 003-669- 807 2770 Penelope Pl 1 1,056,000 $5,200 Redeemer Lutheran Church Victoria 01-62-327- 06001.005 Section 81, Pl EPP55301, Esquimalt Land District 029-895- 685 3024 Jacklin Rd 6 991,000 $13,938 Redeemer Lutheran Church Victoria 01-62-327- 06001.005 Section 81, Pl EPP55301, Esquimalt Land District 029-895- 685 3024 Jacklin Rd 8 1,440,000 $8,423 Westhills Land Corp (Victoria Conservatory of Music) 01-62-327- 06385.084 Portion of Lot A, Pl EPP 58443, Section 86 and 87, Esquimalt Land District 029-892- 449 210-1314 Lakepoint Way 6 1,154,069 $16,231 Indigenous Perspectives Society 01-62-327- 05816.000 Lot 4, Block 1, Pl VIP1739, Section 72, Esquimalt Land District 001-826- 247 664 Granderson Rd 6 1,618,000 $22,756 M'Akola Housing Society 01-62-327- 05737.040 Strata Lot 30, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 153 402-731 Station Ave 1 224,800 $1,107 M'Akola Housing Society 01-62-327- 05737.042 Strata Lot 32, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 170 403-731 Station Ave 1 291,000 $1,433 M'Akola Housing Society 01-62-327- 05737.039 Strata Lot 29, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 145 404-731 Station Ave 1 370,000 $1,822 M'Akola Housing Society 01-62-327- 05737.043 Strata Lot 33, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 188 405-731 Station Ave 1 364,000 $1,792 M'Akola Housing Society 01-62-327- 05737.038 Strata Lot 28, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 137 406-731 Station Ave 1 369,000 $1,817 M'Akola Housing Society 01-62-327- 05737.044 Strata Lot 34, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 196 407-731 Station Ave 1 363,000 $1,787 M'Akola Housing Society 01-62-327- 05737.037 Strata Lot 27, Pl EPS6342, Section 72, Esquimalt Land District 031-326- 129 408-731 Station Ave 1 312,400 $1,538 CITY OF LANGFORD | 2025 ANNUAL REPORT

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Development Cost Charges Opening Balance DCC's Received Expenditures Transfer from (to) other Fund Interest Earned Closing Balance Parks 10,522,845 1,269,794 -1,200,182 2,000,000 424,383 13,016,840 Storm Drainage 538,835 255,442 – – 21,393 815,670 Roads 153,670 2,174,104 -131,585 -2,000,000 -63,040 133,149 11,215,350 3,699,340 -1,331,767 — 382,736 13,965,659 Total Tax Levy for Langford and Other Authorities Organization Roll No Lot PID Address Class Assessment Tax Exemption Hulitan Family And Community Services 01-62-327- 05737.012 Strata Lot 2, Pl ESP6342, Section 72, Esquimalt Land District 031-325- 874 104 - 731 Station Ave 6 2,848,000 $40,055 Bishop of Victoria Corporate Sole 01-62-327- 14566.100 VIP 38777, Section 26, Goldstream Land District 031-867- 464 2941/2940/2936 Irwin Rd 8 4,587,000 $26,832 Island Corridor Foundation 01-62-327- 18809.000 Lot A, Pl VIP65130, Section 72, Esquimalt Land District, Except Plan VIP86164; Lot A, Plan VIP65123, Section 1,2,4&5, Goldstream Land District, Lot A, Pl 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 006-389- 538 E&N Railway 2 3,397,000 $131,536 Plumbers & Pipefitters Building Society 01-62-327- 07109.076 Lot F & G, Pl EPP20282, Section 99, Esquimalt Land District 032-034- 342 2759 Leigh Rd 6 1,688,000 $23,741 Total Permissive Tax Exemptions $1,452,498.00 2025 Revitalization Tax Exemptions Total Tax Levy for Langford and Other Authorities Organization Roll No Lot PID Address Class Assessment Tax Exemption Bylaw No. 2006, 2021, Amendment No. 1. Bylaw No. 2208, 2024 1293591 BC Ltd 01-62-327- 15369.012 Lot 1, Section 2, Range 3, West Highland District Plan EPP137463  032-268- 321 2130 Caribou Dr 6 2,070,000 $9,141.00 1293337 BC Ltd 01-62-327- 15369.013 Lot 2, Section 2, Range 3, West Highland District Plan EPP137463  032-368- 330 2120 Caribou Rd 6 4,419,000 $25,965.00 1293470 BC Ltd 01-62-327- 15369.014 Lot 3, Section 2, Range 3, West Highland District Plan EPP137463  032-368- 356 2110 Caribou Rd 6 4,635,000 $26,027.00 Langford Heights Development Ltd 01-62-327- 15369.015 Lot 4, Section 2, Range 3, West Highland District Plan EPP137463  032-368- 364 2111 Caribou Rd 6 8,164,000 $39,209.00 1293377 BC Ltd 1293387 BC Ltd 1293428 BC Ltd 1293599 BC Ltd 1293629 BC Ltd 01-62-327- 15369.016 Lot 5, Section 2, Range 3, West Highland District Plan EPP137463  032-368- 399 691 Kodiak Way 6 18,824,000 $94,871.00 1293608 BC Ltd 01-62-327- 15369.018 Lot 7, Section 2, Range 3, West Highland District Plan EPP137463  032-368- 372 2141 Caribou Rd 6 6,680,000 $34,790.00 1293659 BC Ltd 01-62-327- 15369.019 Lot 8, Sections 2 and 3, Range 3, West Highland District Plan EPP137463 032-368- 381 2270 Trudie Terr 1 10,395,000 $25,442.00 1293351 BC Ltd 1293392 BC Ltd 1293445 BC Ltd 1293454 BC Ltd 1293464 BC Ltd 1293401 BC Ltd 1293417 BC Ltd 01-62-327- 15369.020 Lot 9, Section 2, Range 3, West Highland District Plan EPP137463  032-368- 402 2161 Caribou Rd 6 23,131,000 $111,455.00 Totals $366,900.00 CITY OF LANGFORD | 2025 ANNUAL REPORT

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250-478-7882 hello@langford.ca Langford City Hall 877 Goldstream Avenue, 2nd Floor, Langford, BC, V9B 2X8 Visit: Langford.ca/News and sign up today! Stay informed with the City of Langford's new quarterly e-mail newsletter, launching this fall! Get the latest updates on City projects, department updates, and upcoming events delivered straight to your inbox. Sign up today to stay connected and engaged with your community. FOLLOW US ON How to Engage with Your Local Government Send a Letter to Council Attend a Council Meeting Online or In-person Follow the City of Langford on Social Media Sign Up for LetsChatLangford.ca Attend a Public Engagement Event Visit: Langford.ca/News and sign up for the City of Langford's e-mail Newsletter! Introducing the Volunteer Hub: your go-to destination for all things volunteering in Langford. Volunteering is a great way to connect with community organizations doing meaningful work, build new skills, and explore your interests. Browse the Volunteer Hub today to find your next opportunity. Langford Find your next volunteer opportunity at Langford.ca/Volunteer Volunteer Hub Page 179 of 304