The Term in Review

Launched Langford’s first ever Transportation and Active Transportation master plans. No longer is transportation evaluated intersection to intersection, but a full holistic approach to development and transportation is take for the entirety of the city.

Secured 209 acres of greenspace to prevent them from being sold off, ensuring the land will be protected as parkland for future generations.

Created the city’s first Parks and Trails master plan which identifies the need for park acquisition in dense and underserved areas.

Acquired of 6 acres of future park land in the downtown core, Woodlands Park, thanks in part to a generous donation from the landowner who wanted to see this land protected in perpetuity for all future Langford residents.

Worked with the development industry to remove stratification requirements that prevented new rental units from being built.

In partnership with South Island Primary Care Society and the Masons, the city invested $1.8 million to create clinic space for up to 10 doctors who will attach up to 12,500 families to a family doctor.

Recently launched plans to secure a second clinic site for an additional 12-14 doctors in Happy Valley.

Implemented community standards bylaw to enshrine good neighbour policies and ensure that new development not only welcomes new residents, but respects the rights of existing residents.

Reigned in development areas to match where development has already taken place. More infill, less sprawl.

Our Strategic Plan, the newly updated OCP, and the Transportation, Urban Forestry Management, and Recreational Facilities Plans are fully integrated. This ensures we make coordinated, regional decisions instead of isolated, ad-hoc choices.

Aligned with the region for BC Energy Step code

Hired 27 full time firefighters, allowing Station #2 in Happy Valley to be staffed 24/7/365.

Hired 15 new police officers, lowering caseloads and keeping crime well below provincial and regional averages.

Introduced the first steps towards a community safety plan to bring accountability and ensure deliverables for our largest budget item.

Full Budget presentations and discussion through the Committee of the Whole. The whole process is recorded, and documented with supporting reports.

Financial Plan (Budget) is written to meet regulatory requirements, but more importantly is now written, and available, for any resident to be able to pick up and evaluate.

For the first time Budget priority surveys have begun, refinement continues.

Brought forward a Notice of Motion to ensure that all future internal debt contains an explicit loan agreement with terms of repayment and is publicly reported annually. No more hidden costs.

First OCP refresh since 2008, built through feedback received through community engagement, online surveys, focus groups, and community fun days - we went to you, didn’t make you come to us!

Development, Amenity and Density bonus charges have all been updated through work with a Land Economist to ensure the city was getting the most to invest in the community without unduly limiting development.

Re-negotiated the sewer contract, removing the $1 handover provision allowing a 50% reduction in hook up fees and a 20% reduction in usage fees.

Ended use of development contributions to subsidize our wealthiest landowners, making our tax system more fair and equitable.

Updated expense and purchasing policies passing through committee and council, maximizing public engagement resulting in many tremendous improvements.

Hiring of a dedicated contract manager to ensure the city’s interests are protected. Ensuring clauses are being met and that contracts are truly negotiated in the public’s best interest.

Use of artificial turf in boulevards was found to have a significantly higher installation and life cycle cost versus traditional grass. Requirement to use artificial turf removed.

Public works was too large of a process to get done before contract renewal near the start of the term. This is an ongoing project.

Following a Notice of Motion brought forward by Councillor Harder and myself to explore solutions to waste management, The garbage contract is in the last stages of being finalized. Early estimates forecast savings of over $200 for the typical Langford household.

Not explicitly completed this term due to capacity constraints. Discovery that the city did not have an Asset Management plan for its physical assets, let alone natural ones.

The city's first Asset Management Plan is set to come forward late 2026, ensuring we aren't just building but also maintaining and investing in a future for our children — we don't want them to inherit a broken city.

We’ve made it easier to give your feedback via the launch of LetsChatLangford, enhanced focus groups, annual Meet Your Council open houses, Ideas Fairs, and Community Fun Days where we went to you to hear your feedback. Every single strategic plan was significantly influenced by the feedback we received from the community.

From early commitments to educating ourselves with UNDRIP and initial meets with nation leadership we have moved forward in partnership and at a speed that works to build trust and given capacities to build stronger relations and partnerships with the nations whose traditional unceded territory lays over the City of Langford.

Ensured the Sustainable Development Committee was balanced between the expert opinions of those in the industry as well as our regular residents.

Created Advisory Design Panel

Re-designed development notice billboards (placed in front of properties up for development) for residents, with critical details including contact information.

What seemed from the outside as an easily implemented feature, a development tracker, turned out to be far more complex given the internal workflows and software architecture being used in the planning department. This is still a work in progress as internal processes and software and licenses are updated. (Set to launch late 2026)

During the 2022 campaign, improving access to city data and launching an open government model felt like an easy win. In reality, I underestimated the massive legal (FOIPPA) and staffing levels that would be needed to release this in a secure fashion. While this promise was un-delivered, the goal of moving towards this was built into the city’s first ever strategic plan. We are currently on track to launch improved access to public data in Q4 2026.

Engaged in website updates and provision of reports, Financial plans, as well as the strategic and master plans in a publicly accessible form and written, as best as possible, in a way to allow non-experts to meaningfully access these documents and plans.

Updated the annual report to link directly back to the strategic objectives of this council and again written to be easier digested by the typical resident.

Installation and life-cycle cost of artificial turf in boulevards found to be far more expensive than natural grass. Requirement for artificial turf installation removed. All existing artificial turf will be replaced with grass at end of life.

Both the Parks and Urban Forestry Management Plan identified that Langford had a large amount of greenspace — the issue was around access and distribution.

New plans identify the equity component and have pinpointed areas for park and greenspace infill to ensure inclusive access for all residents.

Parks needs assessment which feeds into the Parks and Trails Master Plan is completed and adopted, allowing the collection of development and grant funds to work towards delivery of the objectives outlined.

Opening of Langford's first community garden at Porcher Park.

Saved our only pool, Westhills Aquatic Centre (operated by YMCA), from closure. Purchasing this facility saves the city over $100M over its lifetime.

Invested, with regional partners, in a recreational facilities master plan recognizing these facilities are regional in nature. Planning is underway to identify locations and funding opportunities for new recreation facilities.

Planning is underway to identify locations and funding opportunities for new recreation facilities.

Expanded the number of trails at Jordie Lunn bike park, working with volunteer organizations to create new handcut trails.

Working with SICA to gain access to the Glen Lake Crags climbing area.

Introduced Evolve Micro-mobility scooters and e-bikes to Langford

Adopted and began to implement the city’s first ever Arts and Culture Master plan

Held the first ever Pride in Langford

Hosted FIFA world cup party at Langford Station.

Expanded Changemakers Festival on Station Ave.

Partnered with Habitat for Humanity to bring 26 affordable ownership townhomes to the Westhills community.

Partnered with Wal-Mart to bring an additional dog park to Langford

Partnered with local schools to bring pride cross-walks to our local streets

Partnered with Greater Victoria Green Team, Langford Residents Association and more to engage in community clean ups and invasive plant removal

Through advocacy at UBCM, received a $7.1m grant to bring 73 childcare spaces to Carlow Road

Through work with local Non-profits, able to co-locate “The Foundry” at the Carlow location providing youth and family health, counselling and support.

Through UBCM advocacy received a $6.27m grant in conjunction with a $1.85m grant from the growing communities fund to create a new community arts centre and an additional 49 daycare spaces in Glen Lake next to the Sarah Beckett Memorial Park.

Launched the city’s first ever Economic Development plan, even while doing so witnessed the largest single year increase in business licenses and rated as the Province's 2nd most economically resilient community.

Won silver award of excellence for the OCP refresh from the Planning Institute of British Columbia

Surpassed provincial housing targets

Expanded access and eligibility to the attainable housing program

Engaged in police modernization, moving from antiquated cop to pop ratios to targeted policing ensuring that resources are being used to deliver and effectively address community safety

Funded the addition of 15 new RCMP officers