Land Acknowledgement

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 WSÁNEĆ Peoples represented by the Tsartlip, Pauquachin, Tsawout, Tseycum, and Malahat Nations. We thank them for sharing this beautiful land.

The City of Langford acknowledges and honours the importance of listening, understanding, and engaging meaningfully and intentionally with local First Nations. The City is committed to building strong relationships with the local Nations and is committed to ensuring this work is a priority and approached in a good way. While there is much work to do, and it will be an ongoing evolving process, the City is going to start by understanding the priorities of all local First Nations on a one-on-one basis. This document will be updated to honour what we learn and will keep the City accountable to our commitments.

This approach to building relationships with local First Nations will be applied to all City projects and initiatives with the commitment of being accountable partners, and strong allies to the Indigenous community.

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Executive Summary

Welcome to Langford’s first Parks and Trails Master Plan. Developed collaboratively with the community, this plan is a bold yet pragmatic plan that will guide the City of Langford’s decisions regarding the acquisition, development, enhancement, programming, and management of the parks and trails system as the city grows towards 100,000 residents.

The City has experienced a period of rapid population growth. Between 2016 and 2021, Langford was the fastest growing municipality in British Columbia and third fastest in Canada (by percentage growth). Recent Government of BC estimates suggest that the city’s population has grown by another 25%, to 58,309, between 2021 and 2024. Population growth and changing demographics are intensifying and diversifying expectations for the City’s parks and trails system, the provision of unstructured outdoor recreation, and the contribution City parks make to nature conservation and climate resilience. As growth is expected to continue, the City is taking steps to actively plan today for the parks and trails needs of 100,000 people in the future. City Council, through its Strategic Plan (2023-2027) identified the need to prepare a parks and trails master plan.

The Parks and Trails Master Plan:

• Defines the vision for the City’s parks and trails system.
• Identifies gaps in parks, trails, and unstructured outdoor recreation opportunities in the city.
• Establishes objectives and defines strategies and actions that the City and its partners will take to address identified gaps and inequities, while enhancing the overall visitor experience.
• Introduces new classification systems for parks and trails that outline management priorities as well as infrastructure, use, and service standards.
• Provides practical tools to support evidence-based planning, investment, management, and maintenance decisions.

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Plan at a Glance

Langford’s Parks and Trails System Vision

A growing, vibrant, inclusive, resilient, and well-managed parks and trails network that inspires well-being, connects people to nature and community, protects and restores ecosystems, and enhances Langford’s social and economic vitality.

• 9 Objectives
• Vision
• 30 Strategies
• 118 Actions
• Future Site-Specific Direction

To achieve the vision, the plan will focus on advancing the following 9 objectives:

1. Grow and diversify the parks system to keep pace with population growth and improve equity.
2. Ensure the parks and trails system is accessible to all.
3. Enhance, diversify, and connect the recreational trail system.
4. Protect ecosystems, enhance biodiversity, and expand the tree canopy in parks.
5. Support climate adaptation and resilience.
6. Provide high-quality unstructured outdoor recreation amenities that meet the needs of current and future residents.
7. Residents are inspired to experience and support Langford’s parks and trails.
8. Cultivate community involvement.
9. Sustainably resource and manage the parks and trails system.

• 30 Strategies - Strategies provide specific details about how each objective will be achieved.
• 118 Actions - Actions outline specific steps the City or its partners will take to implement each strategy.

The plan also provides:

• Future site-specific direction for:
  • Veterans Memorial Park
  • Centennial Park
  • Woodlands Park
  • 2955 Sooke Lake Road
  • Jordie Lunn Bike Park and Langford Gravity Zone and Nature Trails
  • 3680 Trans Canada Highway
• New planning, management, and decision support tools including:
  • Parks Classification System
  • Trails Classification System
  • Park / Trail Specific Master Planning Process
  • Parkland Acquisition Evaluation Tool
  • Parks and Trails Amenity Investment Prioritization Tool
  • Equity Lens
• Performance monitoring and reporting system including key performance indicators.

Each action has been assigned an implementation timeframe:

• Ongoing – Implementation is continual
• Immediate – 0-2 years
• Short Term – 2-5 years
• Medium Term – 6-10 years
• Long Term – 10+ years

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Table of Contents (selected)

• PART 1: Introduction
  • 1.1 Purpose of the Plan
  • 1.2 What does the Plan address?
  • 1.3 Planning Area
  • 1.4 Planning Process
• PART 2: Context
  • 2.1 Planning Context
  • 2.2 Population and Demographics
  • 2.3 Parks, Trails, and Recreation Needs Assessment
  • 2.4 Community Engagement
  • 2.5 Canadian City Parks Reports
• PART 3: Parks and Trails in Langford Today
  • 3.1 Parks
  • 3.2 Trails
• PART 4: Guiding Direction
  • 4.1 Vision
  • 4.2 Guiding Principles and Values
  • 4.3 Service Delivery Model
• PART 5: The Path Forward - Objectives, Strategies, and Actions
• PART 6: Site-Specific Actions
• PART 7: Performance Indicators and Monitoring
• APPENDICES

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PART 1 — Introduction

1.1 Purpose of the Plan

The purpose of the Parks and Trails Master Plan (the Plan) is to guide the City of Langford’s (City) decisions regarding the acquisition, development, enhancement, programming, and management of the parks and trails system as the city grows towards 100,000 residents.

In alignment with Langford’s Official Community Plan, broader parks and trails sector priorities, and emerging trends, the Plan:

• Defines the vision for the City’s parks and trails system.
• Identifies gaps in parks, trails, and unstructured outdoor recreation opportunities in the city.
• Establishes objectives and defines strategies and actions that the City and its partners will take to address identified gaps and inequities, while enhancing the overall visitor experience.
• Introduces new classification systems for parks and trails that outline management priorities as well as infrastructure, use, and service standards.
• Provides practical tools to support evidence-based planning, investment, management, and maintenance decisions.

Why is a Master Plan Needed?

• The city has experienced rapid population growth. According to the 2021 federal census, Langford’s population grew by 31.8% between 2016 and 2021 to 46,584. Langford was the fastest-growing municipality in the province (by percentage growth) during this time and one of the three fastest-growing municipalities in Canada. Provincial estimates suggest the city’s population could have reached 58,309 in 2024, representing an additional 25% growth in population since the last federal census. Significant population growth is anticipated to continue, and the City is taking steps to actively plan today for the needs of 100,000 people in the future.
• Population growth and changing population density patterns have resulted in increased demand for more access to parks, trails, and unstructured outdoor recreation opportunities.
• As development has increased to accommodate population growth, demands have increased to conserve the city’s urban forest, biodiversity, and improve climate resilience.
• The City does not have a community supported Parks and Trails Master Plan to guide its decisions about the parks and trails system.

1.2 What Does the Plan Address?

This Plan focuses on City-owned parks and recreational trails, including the unstructured outdoor recreation amenities and infrastructure within them.

Although important to serving the needs of Langford’s residents, the following are not addressed in this Plan:

• Provincial and Regional Parks and Trails,
• Structured indoor and outdoor recreation facilities, and,
• Trails that serve primarily as active transportation infrastructure.

These elements are managed by other government organizations (Capital Regional District, BC Parks), and / or are addressed through separate planning initiatives led by the City or its partners (Langford Active Transportation Plan, Westshore Parks & Recreation Facilities Master Plan).

Important Terms

• Park: Land used, dedicated, acquired, or reserved by the City under the Local Government Act, or through other mechanisms, for the purpose of providing public recreation, community gathering, protecting wildlife and habitats, beautification, community wellbeing, and / or tourism.
• Recreational Trail: A purpose-built linear recreation facility that supports one or more recreational activities. To be formally recognized as a trail, the route must be approved by the landowner, accurately mapped, clearly marked, and actively managed and maintained.
• Unstructured Outdoor Recreation: Outdoor recreation activities that do not follow a set schedule, are informal, and often occur without a predefined, organized structure, or set of rules.

1.3 Planning Area

The planning area includes the City’s corporate boundaries and neighbourhoods. While the focus of the Plan is the City of Langford, it is acknowledged that Westshore residents move easily and regularly between municipalities to meet their parks, trails, and outdoor recreation needs. Accordingly, the planning process recognizes the implications of ongoing growth in neighbouring communities, as well as residents’ movement patterns on Langford’s parks and trails system.

1.4 Planning Process

The Plan was developed through a four-phased planning process:

Phase 1: Project Start Up, Analysis of the Parks and Trails System, Public Engagement Planning — Fall / Winter 2024 Phase 2: Round 1 Public Engagement — Winter 2024 - Spring 2025 (Online Survey, Interactive Web Map, Virtual Interviews, Roving Kiosks and Pop-Up Events) Phase 3: Draft Plan Guiding Directions, Round 2 Public Engagement, Draft Master Plan — Spring / Fall 2025 (Online Survey, Ideas Fair) Phase 4: Final Master Plan, Council Presentation and Adoption — Winter 2025

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PART 2 — Context

2.1 Planning Context

The Plan builds upon, aligns with, and advances the key directions outlined in the Official Community Plan and other existing or emerging master plans and strategies.

Official Community Plan (OCP)

• The OCP is the City’s overarching long-term land-use plan and policy document that guides the city’s growth and development. By integrating land use, transportation, economy, environment, urban design, quality of life, and community needs and services, the OCP provides a comprehensive strategy for decision-making and a cohesive framework for developing other municipal plans, bylaws, and policies.

Urban Forest Management Plan (UFMP)

• Completed in 2024, Langford’s Urban Forest Management Plan (UFMP) provides a strategic framework to guide the City’s approach to managing its urban forest over the next 25 years. It supports and informs the Parks and Trails Master Plan by promoting a healthy, equitably distributed, and climate-resilient urban forest. The UFMP emphasizes strategic long-term community planning, proactive management, and evidence-based practices to enhance tree canopy and increase tree planting, particularly in areas with lower tree-equity. It also outlines strategies that maximize the benefits of trees, support long-term growth, and leverage community resources for program development, public education, and outreach.

Other planning processes underway in the city:

• Transportation Master Plan
• Active Transportation Master Plan
• Arts and Culture Strategy
• Westshore Parks and Recreation’s Facilities Master Plan
• Economic Development Strategy
• Climate Action Master Plan
• Community Wildfire Resiliency Plan

As these plans and strategies are finalized, efforts will be made to ensure alignment with the direction set in the Parks and Trails Master Plan.

Planning Takeaways for the Parks and Trails System (selected highlights from OCP):

• Environmentally sensitive areas should be protected, enhanced, and interconnected through a network of parks, natural areas, and habitat corridors. Biological diversity should be conserved and ecosystem functionality improved.
• Establish a minimum of one community garden per neighbourhood by the time we reach 100,000 residents.
• 300-600 New trees planted per year on public and private property.
• 40% by 2050 Canopy Cover Target for Langford.
• The urban forest should be healthy, and every resident should have equitable access to the urban forest benefits.
• Prioritize the acquisition of new parkland in under-served, and low equity neighbourhoods.
• Ensure 95% of residents live within 400 m of a usable City park or public space by the time we reach 100,000 residents.
• Increase the amount of City-owned parkland by 50% by the time we reach 100,000. Maximize public access to recreational waterbodies.
• The network of parks and people places should be equitably distributed across the city to serve all neighbourhoods, community needs, abilities, and demographics.

2.2 Population and Demographics

Population growth, demographic shifts, and the socio-economic characteristics of Langford and neighbouring communities are the primary drivers of demand for parks, trails, and unstructured outdoor recreation. Decisions about where and how the City invests in parks and trails should be informed by the population characteristics of the city and made with careful attention to identifying and addressing potential inequities in the current system.

Key Demographic Characteristics in Langford (2021 Census – unless otherwise stated)

• 58,320 residents in 2024 (est.)
• 25% (11,725 residents) population increase (est.) between 2021-2024
• 31.8% (17,356 residents) population increase 2016-2021
• 46,584 residents in 2021 (actual)
• 83,000 residents projected by 2036
• 100,000 residents projected by mid 2040’s
• 3.5% of population is low-income
• City Centre contains highest density of racialized populations
• 16% of population identifies as a racialized population (6% higher than 2016 Census)
• 6% of population identifies as Indigenous
• 38.4 City’s Median Age
• 45.2 Capital Regional District's (CRD) Median Age
• 17% are children (0-14)
• 14% are seniors (65+)
• $93,000 median household income (11% higher than CRD’s median household income)
• 20% (est.) of the population could be living with a disability

Population Distribution and Density

• 2021 census data shows dissemination areas within the City Centre, Thetis and Millstream, Mill Hill, and Langford Lake and Glen Lake neighbourhoods are the most densely populated areas of the city.

Future Development and Population Growth

• BC Stats’ projections suggest that the city’s population could reach 93,000 residents by 2046. In-stream developments approved up to 2021 indicate that the City Centre, North Langford, and Westhills neighbourhoods will likely accommodate much of the city’s future population growth.

Demographic Need and Demand for Low-Barrier Recreation

• As the city expands, the amenities needed to support new residents are typically funded by developers through different contributions, fees, and levies. The “growth pays for growth” model typically directs investment in amenities such as parks, trails, and unstructured outdoor recreation amenities primarily into neighbourhoods experiencing development. This approach may not address inequities or service gaps in historically underserved neighbourhoods not seeing new growth. Where the City chooses to invest can either help reduce existing inequities or unintentionally reinforce them, making it harder for residents who rely on low-barrier recreation opportunities to access benefits.

Figure 5 (Demographic Need) uses census characteristics (population density, youth population, senior population, Indigenous identifying, visible minority, income, unemployment, single parent families, core housing need) to illustrate where in the city the demographic need is greatest for easy access to low-barrier outdoor recreation opportunities.

Population and Demographic Takeaways for the Parks and Trails System (summary):

• Population Growth: The population has grown quickly and consistently for the past two decades and shows no signs of slowing. Projected continued growth will increase need for more parks, trails, unstructured outdoor recreation infrastructure and programs.
• Population Distribution: Density and growth vary across the city. Deliberate planning and investment, including land acquisition, will be needed to ensure sufficient supply and equitable access to quality parks, trails, and unstructured outdoor recreation.
• Age and Generational Preferences: The population is younger than neighbouring communities; proportion of seniors is growing. Demand for youth and family-oriented parks, trails and facilities is significant, and demand for seniors facilities will grow; distribution of youth and seniors is not uniform.
• Diversifying Population and Equity: Proportion of residents identifying as Indigenous or racialized populations is increasing; number living with disabilities is estimated to be growing. Deliberate attention and targeted investment is needed to ensure equitable access to parks, trails, unstructured outdoor recreation amenities, tree cover, and natural spaces for equity deserving populations. Multicultural parks and recreation amenities and programs are needed.
• Household Income and Equity: The median household income is higher than region, yet a significant proportion of households are at or below the Low-income Cut-off Limit (LICO). Providing low-barrier recreation opportunities remains a priority.

2.3 Parks, Trails, and Recreation Needs Assessment

The City completed a Parks, Trails, and Recreation Needs Assessment (Needs Assessment) in 2023. It served as a key research foundation for the Plan, presenting results of multiple technical analyses.

Key recommendations from the Needs Assessment — Park Needs:

1. Grow the parks system.
2. Ensure all future park parcels allocated to the city meaningfully contribute to recreation and / or conservation goals.
3. Improve the equitability and accessibility of the City’s parks system.
4. Enhance the diversity of outdoor recreation opportunities in parks.
5. Continue to renew and improve the diversity and distribution of playgrounds.
6. Expand the network of formal dog off-leash / leash optional spaces.
7. Expand access to Langford’s recreational lakes and water access amenities.
8. Improve the inclusivity of City parks and outdoor recreation amenities.
9. Ensure integrated and coordinated cross jurisdictional planning and capital investment.

Trails Needs:

1. Adopt and apply a common trail classification system and formally establish trail management objectives for each trail in the City network.
2. Improve the consistency of the trail experience – upgrade trails to match trail management objective direction.
3. Expand the connectivity of the arterial off-street trail network.
4. Work with the private landowners to formalize publicly valued trails on private lands.
5. Increase the supply of accessible trails and amenities.
6. Increase the supply of adaptive mountain bike trails.
7. Get ahead of forthcoming visitor management challenges.

Greenness and Conservation:

1. Expand the conservation network.
2. Increase greenness and equitable access to green parks.

Other System Wide Needs — Accessible and Adaptive Recreation Opportunities:

1. Significantly expand the supply of accessible parks and unstructured outdoor recreation amenities in the city.
2. Expand the supply of accessible nature-based trail opportunities, including adaptive mountain biking, that enable people to enjoy part day outings (1-2 hour outings).
3. Directly provide, or formalize relationships with partners to provide, accessible to adaptive recreation equipment that will enable people with disabilities to enjoy City and Provincial/Regional parks, trails, and outdoor recreation amenities (e.g. Jordie Lunn Bike Park, the Langford Gravity Zone and Nature Trails, beaches, hiking trails, recreational lakes etc.).
4. Work with inclusion, diversity, equity, and accessibility advocates to develop accessible and adaptive recreation design guidelines.
5. Develop and integrate an Inclusion, Diversity, Equity, and Accessibility Lens to evaluate all future planning, design, policy, and capital investment decisions.

Indigenous Peoples and Truth and Reconciliation recommendations:

1. Identify and take action to ensure the City’s parks, trails, and recreation facilities support truth and reconciliation (place naming, park naming, art, programming, planting, restoration etc.).
2. Determine strategies to encourage and support Indigenous peoples with accessing, enjoying, and benefiting from parks, trail, and recreation facilities in the city and to enjoy and practice their cultures, customs, and languages.
3. Work alongside local First Nations to identify spiritually and culturally significant sites within existing parks and determine management practices to retain the spiritual and cultural significance of those sites.

Data and Monitoring recommendations:

1. Work with facility operator partners to ensure that facility utilization data is consistently collected and tracked within a data system that enables timely analysis and supports informed facility and capital planning.
2. Undertake facility condition assessments to determine the lifecycle stage and remaining useful life of each major indoor and outdoor recreation facility.
3. Explore use of Big Data platforms (e.g. Propulso) to understand visitor use, visitor origins, and visitation patterns.
4. Regularly undertake a statistically valid household survey to understand and monitor resident satisfaction with and demands of parks, trails, and recreation.

Master Planning and Performance Measurement:

1. Clearly identify the desired outcomes that the City’s parks, trails, and recreation service are working to achieve.
2. Establish clear targets and indicators for each outcome that will be regularly monitored and publicly reported on.

2.4 Community Engagement

Community engagement was a cornerstone of the Plan’s development. The City implemented a robust public engagement program and reviewed input from OCP Refresh engagement.

Round 1 and 2 Engagement Tactics and Participation at a Glance:

• 476 online survey submissions
• 1,287 web map interactions
• 360 participants attended the Ideas Fairs
• 50 participants engaged at the YMCA Pop Up
• 80 participants engaged at the Youth Engagement Pop Up
• 7 community contributor interviews

Refer to Round 1 and Round 2 Parks and Trails Master Plan: What We Heard Reports for further details.

Top learnings from engagement (summary):

1. Parks and trails are highly valued and deliver diverse community benefits such as:

   • Conserving and connecting with nature
   • Physical activity and exercise
   • Climate change resilience and adaptation
   • Mental health and wellness
   • Quiet reflection and contemplation
   • Personal adventure and challenge
   • Socializing with friends and family

2. Community goals for the parks and trails system are diverse:

   • Protection of urban nature and biodiversity
   • Physical activity and healthy living
   • Passive, active, and adventure outdoor recreation opportunities
   • Connecting with nature
   • Vibrant city life, community gathering, and celebration
   • Enhance the city’s climate resilience and adaptation

3. Significant interest in expanding the parks system to keep pace with population growth and provide equitable access to parks. Interest was highest in:

   • Conservation parks
   • Community gathering parks
   • Passive space parks
   • Active recreation parks
   • Leash optional / off-leash parks

4. Significant interest in connecting, enhancing, and diversifying the recreational trail system. Desire highest to increase supply of:

   • Single track, natural surfaced trails, for pedestrian use
   • Mountain bike optimized trails and technical trail features
   • Wide, flat natural surfaced, and paved accessible trails

5. Make parks and trails more accessible and inclusive. Barriers included:

   • Park size (too small)
   • Unaware of park and trail locations / lack of information
   • Lack of access to parks and trails near home
   • Too busy or crowded
   • Features desired are not provided
   • Insufficient parking
   • Don’t feel safe / welcomed / comfortable (e.g., temporary sheltering, presence of dogs / off-leash dogs)

6. Supply of unstructured outdoor recreation opportunities should be expanded and diversified, including:

   • Open and flexible grass spaces
   • Community gardens
   • Playgrounds
   • Outdoor performance and gathering spaces
   • Water play amenities and spray pads
   • Leash-optional spaces
   • Small wheels / skate park

7. Provide consistent access to well-maintained comfort and convenience amenities, especially:

   • Garbage and recycling receptacles
   • Water fountains / refill stations
   • Washrooms
   • Benches and picnic tables
   • Bicycle parking
   • Parking
   • Public transit stops near trails
   • Consistent signage
   • Shade
   • Lighting

8. Visitor management concerns are growing:

   • Littering
   • Dogs – too many, waste disposal, conflicts, compliance with dog free / on-leash areas
   • Crowding
   • Visitor conflicts – pedestrian and cyclists, fishing and swimming
   • Impacts to environmental values
   • Compliance with rules
   • Commercial / special event use interfering with public access and increasing impacts
   • Drug use
   • Vandalism

2.4.2 OCP Refresh Engagement — Parks and Trails Learnings

Top parks and trails related themes from OCP engagement:

• Concern about insufficient parks, green spaces, trails / pedestrian paths, and community gathering areas. Strong emphasis on expanding parks, green spaces, and recreational areas close to home.
• Desire to preserve green spaces and the environment.
• Ensure parks and green spaces are available to everyone in a fair and equitable way.
• Support development of people-oriented streets, urban plazas, and community-oriented spaces that support gathering and events.
• Transform underutilized spaces into community hubs, markets, and improve lighting for safety and ambiance.
• Provide better community amenities like bathrooms, picnic areas, playgrounds, community gardens, and pet-friendly areas.
• Request for more tree planting and nature-based designs to enhance climate resilience.
• Importance of ensuring developers contribute to amenities while not being excessive.

Quote from OCP survey respondent:

"The only park in a walkable distance from my house doesn’t have any benches and only recently developed a small walking path. More safe trail options for those who just want gentle, easy walking options with plenty of places to sit."

2.5 Canadian City Parks Reports

The Canadian City Parks Report (Park People) tracks national trends for municipal parks systems.

Top Challenges for City Parks in Canada:

• 97% aging infrastructure and asset management
• 93% revitalizing / redesigning parks to meet changing needs
• 93% addressing impacts from climate change and extreme weather damage (e.g., flooding, fires and droughts)
• 90% houselessness in parks
• 90% protecting / enhancing biodiversity and natural environments
• 86% insufficient operating budget
• 79% engaging hard to reach groups
• 76% collecting data on park use
• 69% acquiring / expanding parkland to meet growth needs
• 55% addressing systemic inequities and discrimination in parks

Interest increases in park elements:

• 59% adventure play (nature playgrounds, loose parts play)
• 55% green infrastructure in parks (rain gardens, bioswales)
• 59% alcohol and substance use in parks (interest increased)
• 48% volunteer-based natural stewardship and education opportunities
• 48% outdoor fitness equipment
• 52% unstructured spaces to hang out
• 79% universally accessible designs
• 71% naturalized areas in parks
• 83% Indigenous engagement / programming
• 86% food growing, cooking & selling opportunities (community gardens, edible orchards, farmers markets)
• 86% multi-use trails (walking, cycling)
• 93% off-leash dog areas

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PART 3 — Parks and Trails in Langford Today

3.1 Parks

Parks in the city serve different roles and are overseen by different managing agencies. The city’s park system includes City parks managed by the City of Langford, Regional Parks managed by the CRD, and Provincial Parks managed by the Government of BC. There are three Regional Parks (298.2 ha) and one Provincial Park (468 ha) in the city. Regional and Provincial Parks are intentionally planned to offer less developed and more rustic nature-based recreation experiences than City parks and provide greater sensitive ecosystem and wildlife protection functions.

City parks are intended to be the green heart of the community. They are places where people actively and passively recreate and connect with nature, one another, and themselves. They provide relief during extreme heat, nurture urban biodiversity, and offer peaceful spaces to gather, play, and recharge. As the city grows and the climate changes, City parks have become essential to residents’ health, resilience, and belonging. When thoughtfully planned and well managed, they enrich quality of life.

Note: School District sites serve as unstructured outdoor recreation opportunities outside of school hours, but public access is prohibited during school hours and thus these spaces and amenities are not included in the City park supply, access, and provision analyses.

As of March 2025, there was 220.4 ha of City managed parkland. This includes new park sites that have recently been purchased by the City or committed to the city through land development processes (e.g. Woodlands Park). City parks are managed in accordance with their park classification (see Appendix A.1).

Table 1. City Park Supply by Park Class (as at March 2025)

City Park Supply, Provisioning and Access Metrics at a Glance

• 4.4 ha: of City Parkland / 1,000 residents (average of surveyed Canadian cities)
• 4.1 ha: of City Parkland / 1,000 residents (2021)
• 2.2 ha: of City Parkland / 1,000 residents by 2038 (projected)

Supply + Provisioning / Access:

• 79% of all residential parcels in the city are within 400m of a City park

• 49% of residential parcels are within 400m of the greenest City parks

• Condition of City Parks (condition evaluation factors: design/ambiance, location and access, naturalness and low impact design, accessibility, supply and condition of comfort amenities, supply and condition of convenience amenities):

  • 11% Good Condition
  • 86% Fair Condition
  • 3% Poor Condition

• 86.5% of all residential parcels in the city are within 400m of City, Provincial, or Regional park or School Site

• 20% of residential parcels in high-equity need Dissemination Areas are within 400m of a City park.

Neighbourhoods with the least access to City parks:

• Goldstream Meadows (67%)

• North Langford (69%)

• Bear Mountain (71%)

• City Centre (72%)

• Mill Hill (73%)

• 7% of the city’s current tree canopy is in City parks.

OCP Target: 95% of residents live within 400 m of a usable (City) park or public space by the time the city reaches 100,000 residents.

• No neighbourhoods meet this target currently.

Figure 7: City Parkland per 1,000 Residents by Neighbourhood and Dissemination Area (map provided in report)

The OCP directs that 95% of residents should be within 400 m of a usable park or public space by the time the city reaches 100,000 residents. Table 2 summarizes proportion of residential parcels within 400 m of a) City Park or b) all parks (City, Regional, Provincial Parks and School Sites). Currently, no neighbourhoods meet the OCP target.

Table 2. Access to City Parks by Neighbourhood

Supply and Diversity of Unstructured Outdoor Recreation Amenities

Outdoor recreation amenities are built or natural assets that facilitate an unstructured outdoor recreation activity in a City park. The inventory of unstructured outdoor recreation amenities as of March 2025:

Figure 8: Inventory of Unstructured Outdoor Recreation Amenities by Provider (as at March 2025)

• 13 Basketball — City (4), School (9)
• 10 Beach / Swimming Area or Fishing Pier — City
• 3 Boat Launch — City
• 6 Dog Off Leash — City
• 1 Fitness Equipment — City
• 1 Mountain Bike Park (Gravity Zone) — City
• 1 Mountain Bike Park (Jump Zone) — City
• 2 Mountain Bike Park (Skill Zone) — City
• 2 Outdoor Hockey Pad — School
• 1 Pickle Ball — City
• 46 Playground — City (30), School (16)
• 1 Public Plaza — City
• 2 Pump Track — City (1), School (1)
• 4 Spray Park — City
• 2 Tennis — City
• 1 Community Garden — City

Grand Total: 95

The following unstructured outdoor recreation amenities are not currently available in the City’s parks system:

• Destination playground
• Destination small wheels / skate park or formal skate spots
• Destination water park / splash pad
• Large event outdoor amphitheatre / performance space

The Needs Assessment evaluated supply, distribution, and renewal timelines and provided recommended supply, renewal, and distribution enhancements for each unstructured outdoor recreation amenity type (see Figure 9 in the report).

3.2 Trails

Recreational trails are among the most valued and widely used unstructured outdoor recreation amenities in Langford. Predominantly located within the City’s parks system, trails offer residents a wide variety of experiences — quiet walks, family outings, adventurous bike rides. Some trails also serve as links in active transportation network. Signature trails and systems like the Jordie Lunn Bike Park, Langford Gravity Zone and Nature Trails, or the Galloping Goose Regional Trail attract visitors from across the region and beyond.

Figure 10 shows the current network of recreational trails in the city. The city’s recreational trail system is comprised of City-managed trails, Regional Trails and trails in Regional Parks (CRD), trails in Provincial Parks (BC Parks), and trails on private lands, most of which are unauthorized.

Langford’s Trails System at a Glance

• Trail Supply: 112.8 km total trail length (authorized and unauthorized)
• Trail Supply by Manager:
  • City | 53.3 km | 47% of all trails
  • BC Parks | 27.2 km | 24% of all trails
  • CRD | 19.8 km | 18% of all trails
  • Private Lands (e.g. Ecoasis / Bear Mountain Resort) | 12.5 km | 11% of all trails

Access to trails was evaluated in the Needs Assessment. The assessment found that just three neighbourhoods — Bear Mountain (36%), Westhills (21%), and South Langford (13%) — contain 70% of all trails in the city. The assessment concluded a need to:

• Expand and connect the recreational trails system,
• Diversify trail types available to meet demands and support inclusion and progression,
• Better distribute and enhance access to trails throughout the city.

Table 3. Distribution of Trails and Trail Access by Neighbourhood

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PART 4 — Guiding Direction

4.1 Vision

As the city grows towards 100,000 residents, the vision for the parks and trails system is to be:

A growing, vibrant, inclusive, resilient, and well-managed parks and trails network that inspires well-being, connects people to nature and community, protects and restores ecosystems, and enhances Langford’s social and economic vitality.

Key elements:

• Inspires Well-being: Parks and trails inspire activity and enjoyment of physical and mental benefits.
• Connects People to Nature and Community: Parks and trails are vibrant gathering spaces that enable every resident to connect with parks and nature every day.
• Protects and Restores Ecosystems: Parks protect and restore sensitive ecosystems and wildlife habitats, function as green infrastructure to cool the city, reduce flood risks, improve air quality, and strengthen climate resilience.
• Social and Economic Vitality: Parks and trails strengthen the city’s economy, attract visitors, support tourism, and provide venues for events.
• Inclusive: Parks and trails are inclusive and safe, welcoming people regardless of ethnicity, gender, religion, race, income, sexual orientation, abilities, or age.
• Well-managed: The parks and trails system is proactively and transparently managed, consistently well-maintained, and sustainably resourced.

The City is working to ensure: Every Person Can Connect with Nature Every Day.

4.2 Guiding Principles and Values

Guiding principles that guide Langford’s parks and trails system:

• Excellence in Service, Design, and Delivery: Strive for excellence in facilities, operations, and client services.
• Committed to the Public Good: Decisions maximize public good and benefits for all residents.
• Innovative, Data Informed, and Evidence Based: Learning and innovation are embraced; decisions are grounded in the best available data and evidence.
• Sustainably and Adaptively Managed: Parks and trails are sustainably managed, maintained and operated using adaptive practices that respond to monitoring outcomes.
• Transparent, Accountable, and Community Informed: Decisions are transparent and informed by meaningful community engagement.

4.3 Service Delivery Model

Municipalities can play several roles in delivery of parks and trails services:

1. Direct Delivery: The local government plans, develops, constructs, and operates facilities, programs, and services through public funding; regulates via bylaws and policies.
2. Indirect Delivery: Municipality partners with community groups, organizations, and agencies that plan and deliver services, providing supports (capacity building, facilitation, finances).
3. Mix of Direct and Indirect Delivery: Municipality offers some programming directly and invests indirectly in recreation and culture.

The City currently utilizes a mixed service delivery model and will continue to monitor it. Some services (parks and trails programming) may shift towards a mixed or direct delivery model as the City grows.

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PART 5 — The Path Forward: Objectives, Strategies, and Actions

This section outlines the objectives and strategies the City and partners will advance as the city grows towards 100,000 residents. Each strategy contains multiple implementation actions with timing: Ongoing, Immediate (0-2 years), Short Term (2-5 years), Medium Term (6-10 years), Long Term (10+ years).

Plan structure:

• Objective — What needs to be accomplished
• Rationale — What was heard and learned
• Strategies — How each objective will be achieved
• Actions — Specific steps the City or its partners will take
• Implementation Timing — Ongoing, Immediate, Short Term, Medium Term, Long Term
• Related Actions or Tools — Icons reference planning, management, decision support tools in Appendix A.

OBJECTIVE 1. GROW AND DIVERSIFY THE PARKS SYSTEM TO KEEP PACE WITH POPULATION GROWTH AND IMPROVE EQUITY

Rationale

What We Heard:

• Parks are highly valued; desire for usable, well-maintained, enjoyable and diverse parks close to home.
• Strong community interest in continuing to expand the park system to diversify park supply, enhance outdoor recreation, ensure equitable access, and keep pace with growth.

What We Learned:

• Langford is expected to reach more than 100,000 residents over the next 20 years. The city is currently underserved, with some neighbourhoods significantly underserved by the current parks system. The Need Assessment found parks are not equitably distributed. The need to expand City-owned parks by more than 50% will be necessary. Acquisition of sufficient parkland is a short-term priority.
• Not all lands acquired as park meaningfully support the vision; future dedications must contribute meaningfully.

Strategy 1.1: Ensure all lands acquired for the parks and trails system directly advance and reinforce the system’s overall vision.

Actions: 1.1.1 Classify all existing and future parks in accordance with the Park Classification system provided in Appendix A.1. Update the City’s GIS system to reflect park classifications. 1.1.2 Develop a parkland acquisition strategy to outline how the City will work to grow the City parks system by 50% by the time the city reaches 100,000 residents. 1.1.3 Utilize the Parkland Acquisition Decision Support Tool (Appendix A.4) to evaluate the suitability of all future parkland acquisition decisions and proposed parkland dedications from developers.

Strategy 1.2: Secure lands in priority areas for new Neighbourhood Parks and Urban Plazas.

Actions: 1.2.1 Continue to expand the parks system by securing land for Neighbourhood Parks within the Parkland Acquisition Priority Areas illustrated in Figure 13. These include residential areas that are beyond 400 m of an existing City park, within dissemination areas that have a moderate to low supply of parkland and are within dissemination areas that have a moderate to very high demographic need. 1.2.2 Investigate opportunities to relocate the parking lot at 2761, 2765, and 2769 Claude Road to another location in the downtown core to enable further expansion and connectivity of Danbrook Neighbourhood Park. Dedicate all Danbrook Park parcels as City parkland. 1.2.3 Partner with property and business owners, land managers, and community stakeholders to activate unused vacant lots, open spaces, and streets within the City Centre, neighbourhood villages, and suitable commercial areas as temporary pop-up parks / urban plazas supporting placemaking and community gathering. 1.2.4 As neighbourhood villages identified in the OCP are planned and developed, incorporate Urban Plazas (squares, transformed streets) to create inviting public spaces that support neighbourhood-scale civic gatherings and community interaction.

Pop-up Park / Public Plaza defined:

• Temporary, small-scale public space created by transforming underused or unconventional areas into a place for people to gather, play, rest and / or socialize.

Strategy 1.3: Develop new and redevelop existing destination parks.

Actions: 1.3.1 Advance the development of new, and redevelopment of existing Destination Parks (Appendix A.1) within the city’s downtown. See Part 6 for site-specific direction for Veterans Memorial Park, Woodlands Park, and Centennial Park. 1.3.2 Develop a new Destination Park within the Langford Heights development; prepare a park specific master plan with community input. 1.3.3 Secure additional lands along Langford Lake and Glen Lake to accommodate increased demands for waterfront park experiences. Focus on securing parklands on the northeast shoreline and uplands of Langford Lake for a destination waterfront park and water-focused outdoor recreation opportunities for downtown residents. 1.3.4 Work with the Metchosin Farmers’ Institute to explore opportunities to collaborate on developing the Luxton Fairgrounds into a publicly accessible Destination Park for South Langford.

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OBJECTIVE 2. ENSURE THE PARKS AND TRAILS SYSTEM IS ACCESSIBLE TO ALL

Rationale

What We Heard:

• Ensuring that all residents can access, enjoy, and benefit from the City’s parks and trails system is a community priority.
• Accessibility challenges prevent some residents from using City trails and parks; respondents were least satisfied with number of trails that could be enjoyed with a mobility device.
• Desire to expand accessible and adaptive outdoor recreation opportunities and help residents living with disabilities access necessary equipment.

What We Learned:

• Parks and trails system is not equitably distributed; neighbourhoods with higher proportions of equity-deserving populations are notably undersupplied.
• Parks and trails currently provide very few accessible or adaptive outdoor recreation opportunities.
• Many residents living with a disability lack access to adaptive recreation equipment; opportunity exists to formalize collaborations to provide equipment and supports.

The City Believes: Every resident in Langford, regardless of ethnicity, gender, religion, race, income, sexual orientation, abilities, or age, deserves the right to access high-quality parks, trails, unstructured outdoor recreation, and nature every day.

Strategy 2.1: Prioritize investment in parks and trails within areas that are underserved and home to higher proportions of equity deserving residents.

Actions: 2.1.1 Prioritize parks and trails acquisition as well as amenity and infrastructure investments within identified Equity Initiative Areas (Figure 15). Integrate the Equity Initiative Area as a policy to inform operational planning, prioritization, and decision making. 2.1.2 Implement / integrate the Equity Lens Tool as presented in Appendix A.6 to evaluate all parks and trails related bylaw, policy, and program development / reviews.

Why Equity Initiative Areas?

• Access to parks and trails is not equal throughout the city and barriers differ across populations and neighbourhoods. Equity Initiative Areas illustrate where parkland acquisitions and amenity investments should be prioritized to improve equitability.

Strategy 2.2: Increase the supply of accessible and adaptive recreation opportunities.

Actions: 2.2.1 Undertake an accessibility audit of all Destination, Neighbourhood, and Urban Plaza parks to identify design barriers that limit access and inclusion for people of all ages and abilities, and opportunities to resolve those barriers. 2.2.2 Examine feasibility of undertaking / providing the following accessible or adaptive recreation experiences:

• a) Install a Mobi-Mat at Glen Lake to provide beach and swimming access for people with mobility devices.
• b) Complete the installation of an accessible dock / boat launch on Langford Lake.
• c) Upgrade the Ed Nixon trail to be an accessible trail (see Strategy 8 Action for further details).
• d) Provide a green adaptive mountain bike (a-MTB) trail and upgrades to support a-MTB use at the Jordie Lunn Bike Park and Gravity Zone and Nature Trails (see Part 6 for further details).
• e) Develop a sensory and neuro inclusive garden space / nature trail in Woodlands Park. 2.2.3 Redevelop Schedule 13 of the Subdivision and Development Servicing Bylaw No. 1000 to ensure park and trail amenity and infrastructure designs reflect latest practices in accessible design and inclusion. 2.2.4 As current amenities reach end of lifecycle, upgrade / replace them with accessible and inclusive designs. 2.2.5 Continue to work with BC Transit and City Engineering to maximize the number of Destination Parks, Neighbourhood Parks, Urban Plazas / Civic Space Parks, destination beaches, spray pads, and City trailheads that:
• a) can be accessed within 400m of a bus stop
• b) are connected to the City’s active transportation network.

Strategy 2.3: Collaborate with partners to deliver accessible and adaptive recreation programs and access to recreation equipment.

Actions: 2.3.1 Proactively engage and support partners delivering accessible and adaptive outdoor recreation programs and services in parks and trails. 2.3.2 Continue to partner with and support RAD (Recreation Adapted) Society, or similar organizations, to provide access to adaptive recreation equipment and programs. 2.3.3 To make basic outdoor recreation equipment available to residents at no or low cost, work with partners to develop and install a “community gear shed” and / or network of “gear boxes” in parks or trails within Equity Initiative Areas.

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OBJECTIVE 3. ENHANCE, DIVERSIFY AND CONNECT THE RECREATIONAL TRAIL SYSTEM

Rationale

What We Heard:

• Trails are among the most desired unstructured outdoor recreation amenities — for nature, activity, and socializing.
• Desire to see trail system improved, diversified and connected; concerns about trail condition, signage, visitor amenities, visitor management (dogs), safety concerns, and user conflicts.
• Strong support for investment in trails; 88% of respondents agreed the City should continue investments to expand, diversify, and improve the recreational trail system.

What We Learned:

• Much of recreation trail system is located within City parks. Some highly valued trail networks are informal, unauthorized, and located on private lands — future is uncertain.
• Recreational trail network is comprised mostly of short, in/out segments, with few loop options. Trails in North Langford are fragmented by the Trans Canada Highway from City Centre and South Langford.
• Need to diversify and connect trail system, ensure contiguous trails provide consistent design and visitor experience.
• Accessible trail experiences are limited.
• Need for consistent trail designs, improved trailhead and on-trail signage, and formalized trailheads and staging.
• Trail impacts and conflicts between users have increased and expected to continue.

Strategy 3.1: Secure land, or access to land, to connect and diversify the trail system.

Actions: 3.1.1 Continue to secure land, or access to land, that supports expansion and diversification of the recreational trail network, enhances connectivity between trail networks and with active transportation network, and enables more looped experiences. 3.1.2 Actively support and collaborate with the CRD and Island Corridor Foundation to connect and extend the multi-use path within the E&N Rail corridor to the proposed Sooke Lake Road Destination Park and potentially beyond to the city’s western border (Figure 16). See Active Transportation Plan for details. 3.1.3 Work with private landowners on Bear Mountain, District of Highlands, and the community to prepare a Natural Surfaced Trail Development and Management Plan for the informal and unsanctioned Skirt Mountain and Bear Mountain trail network. The plan should provide inventory, condition assessment, identify trails to retain/integrate, assign trail classification, identify connections/reroutes/decommissioning, infrastructure and amenities, mitigation actions for wildlife and neighbours, signage, and determine long-term ownership, governance, and management for the trails. 3.1.4 Prepare a Trail Development and Management Plan for the Jordie Lunn Bike Park and Langford Gravity Zone and Nature Trails (Figure 16). See section 6 for further details. 3.1.5 Prepare a Trail Development and Management Plan for Parkdale Nature Park to guide development of green and blue rated non-motorized hiking optimized trails. Include a multi-use path connecting Parkdale Ave to Westshore Parkway in alignment with the Active Transportation Plan. 3.1.6 Undertake a feasibility study to investigate viability of creating a Langford Boundary Trail to connect independent recreational trails / networks within the city, circumnavigating the city with different non-motorized natural surfaced multi-use trails and trail design standards.

Strategy 3.2: Create new trails to address current trail experience gaps.

Actions: 3.2.1 Create new trails to address the following trail experience gaps:

• a) Accessible trails.
• b) Green rated adaptive mountain bike flow trail.
• c) Blue rated single-track hiking / trail running trails.
• d) Blue rated technical or tech / flow mountain bike trail. 3.2.2 Undertake a concept design and feasibility study to upgrade the Ed Nixon Trail and associated amenities to an accessible standard. This upgrade will enhance the city’s longer-distance waterfront trail experience to allow all residents to experience Langford Lake.

Strategy 3.3: Ensure trails deliver high-quality visitor experiences in alignment with their intended visitor experience.

Actions: 3.3.1 Designate and classify recreational trails in accordance with the Trail Classification System in Appendix A.2. Monitor Recreation Sites and Trails BC’s Trail Difficulty Rating Pilot Project and use future direction to consistently assign trail difficulty ratings for all City trails. Regularly update City’s GIS-based inventory to reflect assigned trail classification. 3.3.2 Establish and maintain Trail Management Objectives (TMOs) for each designated recreational trail (see Appendix B) to ensure existing and new trails are designed, maintained, and managed to deliver intended trail experience. Communicate trail design parameters to the public online and in trailhead signage. 3.3.3 Upgrade trail-related staging areas throughout the city to provide delineated parking, consistent signage, information about trail design parameters / accessibility, maps, bicycle parking, and activity-specific amenities (toilets, water filling stations) where appropriate. Work with CRD Parks to provide appropriately sized staging areas to access Thetis Lake trail system from both Phelps Avenue and Bellamy Road.

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OBJECTIVE 4. PROTECT ECOSYSTEMS, ENHANCE BIODIVERSITY, AND EXPAND THE TREE CANOPY IN PARKS

Rationale

What We Heard:

• Parks play important roles in conserving natural spaces, providing habitat, protecting tree cover, maintaining landscape connectivity, and strengthening climate resilience.
• Protection of biodiversity is a strongly valued benefit of the parks system; residents value nature and want equitable access to nature and wildlife.
• Strong support for investment, acquiring, and expanding conservation-focused parks.
• Residents are keen to participate in stewardship initiatives.

What We Learned:

• Langford contains many sensitive ecosystems and habitats for sensitive and at-risk species. Some natural spaces are protected by City parks, but many lie outside protected areas.
• Canada committed to conserving at least 30% of lands and waters by 2030; municipal lands managed for conservation (parks) can contribute meaningfully to the larger protected area network.
• 21% of land within the city is currently conserved in a conservation focused park (Provincial, Regional, or City Nature Park). City-managed Nature Parks account for 16% of conserved area in the city. At 3.2 ha / 1,000 residents, City owned natural park space per capita is less than Canadian average of 4 ha / 1,000.
• Opportunity and need to provide equitable access to nature, tree cover, and city’s greenest parks, especially in equity initiative zones (City Centre, North Langford).
• City parks currently protect 7% of the city’s tree canopy and will play an important role in meeting City’s tree canopy targets.

Canada’s 30% x 2030 Target:

• The City supports Canada’s commitments to conserve at least 30% of lands and waters by 2030. Municipal parks can meaningfully contribute locally.

Strategy 4.1: Secure more land as Nature Parks.

Actions: 4.1.1 Update the City’s sensitive ecosystem inventory, including within City-managed parks. 4.1.2 Assign and apply a new Nature Park park class (Appendix A.1) to prioritize conservation. Reclassify current inventory to designate existing sites as Nature Parks and ensure management direction aligns with Nature Park classification. 4.1.3 Work with landowners / developers of Happy Hill, Centre Mountain, and Awsworth / Humpback Road lands to encourage dedication of lands for Nature Park purposes and support development of a non-motorized natural surfaced multi-use trail system. 4.1.4 Support CRD’s Sea to Sea Blue Green Belt Conservation Corridor initiative by securing City Nature Parks and supporting Regional Parkland acquisition to establish a network connecting the Saanich Inlet to the Sooke Basin and Juan de Fuca Strait. Ensure City Nature Parks support landscape connectivity establishing habitat corridors along major stream corridors (e.g., Millstream, Bilston, Colwood Creeks), wetlands and lakeshore / riparian areas where feasible. 4.1.5 Apply the Decision Support Tool for Assessing Areas Against Pan-Canadian Standard for Protected Areas and Other Effective Area-Based Conservation Measures to determine which City Nature Parks should be considered contributions to Canada’s 30% x 2030 target. Advance sites to the Canadian Protected and Conserved Areas Database for recognition. 4.1.6 Consider endorsing the Montreal Pledge – Cities United for Action for Biodiversity. The pledge is a voluntary commitment to implement actions strengthening urban biodiversity in support of the Global Biodiversity Framework.

Strategy 4.2: Maintain a healthy urban forest in parks and undertake habitat restoration, enhancement, and invasive species management initiatives to improve ecosystem health and function.

Actions: 4.2.1 In keeping with future site-specific master plans, actively work to increase tree canopy coverage in Destination and Neighbourhood parks in low equity and low canopy areas as identified in the Urban Forest Management Plan. Prioritize investments to Equity Initiative Areas first. 4.2.2 Work with conservation partners and environmental professionals to identify, define, and obtain necessary regulatory approvals to implement feasible ecosystem and habitat restoration, invasive species control, and climate resilience initiatives within City’s Nature Parks and other park classes where appropriate. These projects should become priority environmental stewardship initiatives. 4.2.3 Actively encourage and support stewardship initiatives such as:

• Inventories and assessments (biophysical, visitor impact, infrastructure)
• Habitat and green infrastructure restorations and enhancements
• Invasive species removal
• Trail maintenance and development
• Visitor programming
• Visitor information and education regarding responsible use
• Citizen science (wildlife counts, pollinator counts)
• Monitoring

To ensure stewardship activities create positive benefits and avoid damage, work with qualified environmental professionals and partners to identify, design, and obtain regulatory approvals.

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OBJECTIVE 5. SUPPORT CLIMATE ADAPTATION AND RESILIENCE

Rationale

What We Heard:

• Parks and trails should be developed, operated, and maintained to support climate adaptation and resilience, minimize water consumption, and biodiversity impacts.

What We Learned:

• Climate change (floods, droughts, pests, tree stress) will increasingly challenge the parks and trails system. Parks are the City’s most significant green infrastructure and can demonstrate best practices in climate-resilient design and sustainable operations.
• The City can further integrate innovative site design, operations, and maintenance practices to minimize environmental impacts, enhance ecological and social benefits, and reduce long-term costs.
• OCP highlights urgent need to conserve water and promote sustainable water management (green building policies, water-efficient infrastructure, native and low-water plant species, innovative wastewater management).

Strategy 5.1: Incorporate climate adaptation and resilience best practices into the design, development, and maintenance of parks and trails.

Actions: 5.1.1 As service contracts expire, update procurement requirements so future providers must apply green technologies, equipment, and practices that reduce carbon emissions and minimize environmental impacts of park and trail maintenance. 5.1.2 To the extent feasible, utilize climate resilient, drought tolerant, low irrigation landscapes, and native plantings in new park development / redevelopments, boulevards, trailheads, trail corridors, and staging areas. 5.1.3 Where feasible, integrate green stormwater management infrastructure such as permeable hardscaping, rain gardens, and bioswales to manage on-site stormwater and create “spongy landscapes” where flooding risks are present. 5.1.4 Explore feasibility of rainwater harvesting for irrigation. Where irrigation is required, utilize smart irrigation systems. 5.1.5 To the extent feasible, ensure park and trail facilities, amenities, and infrastructure are energy efficient, minimize greenhouse gas emissions and water consumption, utilize sustainable materials, and green roof systems.

Strategy 5.2: Provide visitor amenities that support comfort, safety, and resilience in a changing climate.

Actions: 5.2.1 Increase supply and distribution of climate resilient visitor amenities in parks throughout the city. Priority should be placed on increasing supply of:

• Spray pads
• Misting stations
• Shade structures
• Water refill stations

See Objective 6 for further details.

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OBJECTIVE 6. EXPAND AND DIVERSIFY THE SUPPLY OF UNSTRUCTURED OUTDOOR RECREATION AMENITIES

Outdoor Recreation Amenity: Built or natural assets that facilitate an outdoor recreation activity. Some amenities (trails, playgrounds, flexible spaces) should be supplied close to home while others will be provided in centralized locations (Destination Parks) throughout the city.

Rationale

What We Heard:

• Desire for more diverse and geographically distributed unstructured outdoor recreation opportunities (flexible spaces, water play, leash-optional areas, unstructured sport, adventure recreation), renewed and diversified playgrounds, expanded community gathering/performance/socializing spaces.
• Top five amenity priorities: open grass / flexible areas (53%), community gardens (50%), playgrounds (42%), outdoor performing space (40%), spray / water play and dog off-leash areas (34%).

What We Learned:

• City parks deliver broad supply of unstructured outdoor recreation amenities, and school sites supplement these amenities (basketball courts, flexible grassed spaces, rectangular fields, diamonds, playgrounds).
• Spatial analysis shows outdoor recreation diversity is limited. Approximately 35% of parcels have access to low outdoor recreation diversity within 400 m, while 54% have access to no outdoor recreation amenities within 400 m. Neighbourhoods with low amenity diversity include Bear Mountain, Thetis and Millstream, North Langford.
• Need to grow and diversify supply and distribution of unstructured outdoor recreation amenities.

Strategy 6.1: Provide nearby access to playgrounds close to where children live.

Rationale quote:

"Outdoor play that occurs in minimally structured, free, and accessible environments facilitates socialization with peers, the community and the environment, reduces feelings of isolation, builds interpersonal skills, and facilitates healthy development." — Position Statement on Active Outdoor Play – Outdoor Play Canada

What We Heard:

• Visiting a playground is one of the most common recreational activities residents engage in. Need to continue investments in renewal and expansion of playgrounds, ensure playgrounds available near where children live, and increase play value and appeal. Quality, diverse, modern, accessible, and well distributed playground network is a priority.

What We Learned:

• 17% of population is 0-14. Play is fundamental to child development. There are approx. 46 playgrounds in the City (30 by City parks, 16 by School District). Many parcels are not within walking distance to a playground. School District playgrounds important supplement but limited by school hours.

Actions: 6.1.1 Continue to expand distribution of neighbourhood playgrounds in underserved neighbourhoods (beyond walking distance to a playground) and where high densities of children exist. 6.1.2 Continue renewal and replacement of neighbourhood playgrounds at end of lifecycle where neighbourhoods contain or will contain high densities of children. 6.1.3 Expand number of nature playgrounds and adventure playgrounds as new playgrounds are built or redeveloped. 6.1.4 Partner with School District 62 to replace and improve accessibility of aging school playgrounds where this will address gaps in City’s playground network. 6.1.5 Provide a citywide destination quality playground within one of the City’s downtown Destination Parks (e.g., Centennial Park). 6.1.6 Ensure new and redeveloped toddler, early childhood, and school-age playgrounds integrate the Seven Cs of Early Childhood Outdoor Play Spaces, include accessible play features, sensory inclusive zones, and multi-generational comfort and convenience amenities. 6.1.7 Review City trails network to identify a suitable trail to transform into a “Pathway for Play” or “Play Trail”.

Playground Typology:

• Destination Playground: signature, unique play experience; typical location: Destination Parks; large footprint; attracts citywide/regional residents and tourists.
• Neighbourhood Playground: everyday walkable play for nearby residents; located in Neighbourhood Parks and School Sites; small footprint; serves local catchment.

Strategy 6.2: Increase access to water play amenities and spray pads.

What We Heard:

• Lakes and spray pads highly valued. Only 27% participants were satisfied with spray pad availability. Desire to increase access to lakes and water play opportunities for all residents. Concerns about overcrowding, water safety, and user conflicts are increasing. Demand for public oceanfront access did not emerge as a priority.

What We Learned:

• City contains three freshwater lakes: Langford Lake, Glen Lake, Florence Lake. Most shoreline is privately owned; municipal ownership is limited (Langford Lake 34%, Glen Lake 25%, Florence Lake 30%). The City provides five recreational beaches between Langford Lake (3) and Glen Lake (2). None of the lakes provide accessible access to shoreline for people with disabilities. All three lakes contain non-motorized boat launches; parking capacity insufficient. Piers/docks vary in condition. Oceanfront access limited to Finlayson Arm; no public beaches/docks/swimming platforms provided by the City on Finlayson Arm. Demand for lake access and water play will increase with population and climate warming.

Actions: 6.2.1 Develop new neighbourhood scale spray pads in the following neighbourhoods:

• Thetis and Millstream / North Langford
• Bear Mountain
• South Langford Siting: parks that maximize public access from high density areas and are underserved by lakes or existing spray pad amenities. 6.2.2 Develop a new destination quality spray pad at Centennial Park. See Part 6 for details. 6.2.3 Where feasible (ecological, hydrological, regulatory), enhance size, condition, and surfacing of existing beaches on Langford Lake (e.g., Langford Lake Park, Scout’s Point) and Glen Lake (e.g., Glen Cove Park). 6.2.4 Examine feasibility of installing a seasonal inflatable water playground feature at/near Langford Lake swim platform. 6.2.5 Maintain current network of “swim to” platforms, docks, fishing piers, and non-motorized boat launches on all lakes. Monitor need for a “swim to” platform at Glen Lake as population increases. 6.2.6 Where ecologically appropriate and necessary, continue to harvest weeds around beach and swimming infrastructure in Langford Lake, Glen Lake, and Florence Lake.

Strategy 6.3: Maintain a well-distributed and diverse network of outdoor sport courts.

What We Heard:

• Some desire to increase supply of unstructured sport court amenities: basketball/multipurpose (19%), pickleball (17%), tennis (12%), volleyball (11%), outdoor hockey court (8%), flexible synthetic turf space.

What We Learned:

• Outdoor sport courts give residents easy and affordable outdoor recreation; continued strategic investment will diversify opportunities and support physical activity.
• Supply and geographic distribution of multi-purpose sport courts, shared pickleball/tennis courts, and flexible synthetic turf should be expanded.

Actions: 6.3.1 Integrate new unstructured sport courts into development or redevelopment of destination parks, including:

• Multi-game sport courts (basketball, futsal, ball hockey, pickleball, volleyball)
• Flexible synthetic turf spaces
• Combined pickleball / tennis courts (where conflicts with adjacent homeowners can be avoided) See Part 6 for site-specific recommendations. 6.3.2 Partner with School District 62 to replace and improve aging school multi-game sport courts to maintain service levels and address gaps. 6.3.3 Maintain current supply of City-owned outdoor sport courts. Replace single-game courts with multi-game courts as amenities reach end of lifecycle.

Strategy 6.4: Expand the supply of leash-optional areas and ensure thoughtful siting and design.

What We Heard:

• Dog walking is one of the most popular park activities. Engagement respondents were least satisfied (25%) with off-leash supply.
• Dog-related conflicts (too many dogs, waste disposal, conflicts, compliance) are the most common management concern. Off-leash dogs limit park visitation for some.
• Demand for expanded and improved leash-optional areas and dog management.

What We Learned:

• At least 3,884 registered dogs in the city (as of 2023). Ownership occurs throughout the city; demand for exercise and socialization spaces has intensified.
• City expanded fenced leash-optional areas over past five years, but many roads with higher concentrations of dog ownership are beyond 400 m of an existing leash-optional area and many beyond 1,200 m.
• Many current off-leash areas are small and of low quality; newer ones have quality fencing and features.
• Illegal off-leash in parks and school sites, improper waste disposal, and conflicts have grown and expected to intensify.

Actions: 6.4.1 Further expand supply and distribution of permanent leash-optional areas and increase size of undersized areas on City-owned and non-City-owned land through partnerships. Provide access to at least one leash-optional area within an 800 m walking distance of neighbourhoods with higher densities of registered dogs. Immediate areas of focus:

• City Centre (west)
• Bear Mountain (Southpoint and east)
• North Langford
• South Langford (Luxton area)
• Westhills 6.4.2 Implement pilot program to assess feasibility of temporary leash-optional areas on City-owned land (seasonal, specific times) and activate with temporary amenities like dog agility features. Engage School District to explore summer temporary leash-optional areas on school land. 6.4.3 Work with Planning Department to encourage private delivery of leash-optional areas on new multi-unit residential building sites. 6.4.4 Design criteria for leash-optional areas:
• Good drainage
• Grass, engineered wood chips and/or K-9 turf surface appropriate to site
• Fencing that completely encloses area, unless large natural green space
• Double gated pedestrian entrances
• Maintenance gate
• Regulatory and responsible use signage at entrances and throughout
• Benches, shade, waste receptacles at entrances, accessible paths to entrance gates and seating nodes Subject to site characteristics, may also include dedicated fenced spaces for small dogs, agility/play elements, fetching lanes, sound attenuation, water fountains, lighting, on-site parking. 6.4.5 Continue to require commercial dog walkers to obtain a Park Use Permit. Subject to policy, commercial dog walking permitted in leash-optional areas 1,000 m2 or larger; not permitted in areas < 1,000 m2.

Siting Criteria for Leash-Optional Areas (summarized):

• Size and Shape: As large as possible (200 m² minimum), irregular shape where possible.
• Servicing: Water, power, storm water, sanitary sewer accessible.
• Should avoid siting near: playgrounds, splash pads, swimming beaches (unless dog-friendly), horticultural gardens, small wheels parks, sport courts, sport fields, urban plazas, community gardens, active transportation trails, environmentally sensitive areas, within 3 m of newly planted trees.

Strategy 6.5: Broaden the supply of sanctioned adventure recreation opportunities.

What We Heard:

• Niche interest in adventure recreation; youth groups generally satisfied with mountain biking but see opportunity to better support progression. Skate park at Westshore Parks and Recreation challenging to access — desire for skate park and network of small skate spots within the city. What We Learned:
• Jordie Lunn Bike Park and Langford Gravity Zone and Nature Trails is a premier destination. It also contains a popular unauthorized rock climbing area — Glen Lake Crag. Park needs further optimization and resources for increasing visitation. City does not currently contain a skate and small wheels park.

Actions: 6.5.1 Optimize network of mountain bike trails at Jordie Lunn Bike Park and Langford Gravity Zone and Nature Trails. If feasible, establish:

• A “green” rated return trail from the summit to the Clubhouse.
• A “blue” rated tech trail connecting Wonderland with the Steam Donkey or Westshore Parking lot.
• A “blue” rated jump line with larger tabletop jumps to enable progression.
• Realign some trail segments and key corners to enable adaptive mountain bike riders to climb Initial Attack and Slow Burn. See Part 6 for detailed actions. 6.5.2 Develop a destination quality skate and small wheels park within a centrally located destination park (e.g., Centennial Park). Work with skate community for design and integrate multi-generation use and amenities (seating, lighting, shade). 6.5.3 Where feasible, integrate smaller “skate spots” into new or redeveloped neighbourhood parks and urban plaza parks. 6.5.4 Work towards formalizing Glen Lake Crag rock climbing area. Engage climbing community as potential operator.

Strategy 6.6: Elevate placemaking through public art and community gathering, performance, and socializing spaces.

What We Heard:

• Visiting and connecting with friends/family/neighbours is among most common reasons to visit parks. City parks should be appealing, enable social interaction, and support community gatherings and events. Public art and placemaking to celebrate heritage, First Nations, and natural environment is desired.

What We Learned:

• Enhancing community gathering opportunities, local food production, and visual / performing arts is policy priority. Greater investments in public plazas, amphitheatres, flexible gathering spaces, community gardens, and public art are needed. OCP committed to providing at least one community garden in every neighbourhood.

Actions: 6.6.1 Increase availability of flexible grassed spaces and picnic areas throughout parks system; see Part 6 for destination parks. 6.6.2 Develop an outdoor performance stage and natural amphitheatre within a destination park (e.g., Centennial Park, Veterans Memorial Park). 6.6.3 Upgrade Veterans Memorial Park to include expanded hardscape space, servicing (power), amenities (toilet building, parking expansion, lighting), safety measures to support Farmer’s Market and events. See Part 6 site-specific recommendations. 6.6.4 Work with community partners and School District to provide at least one accessible community garden in every neighbourhood. Gardens should be in Destination Parks, Neighbourhood Parks or school sites that:

• Are within walking distance from high density developments
• Are within walking distance of a bus stop and/or active transportation network
• Have suitable terrain and environmental conditions
• Can be easily serviced and maintained (irrigation)
• Will not conflict with other park uses
• Can maintain Crime Prevention Through Environmental Design (CPTED) Community gardens to be operated and maintained via partnership models; City will indirectly support (supplies, tools). 6.6.5 Subject to a future Public Art Policy, identify locations within destination parks, neighbourhood parks, urban plazas, and along City or regional trails to develop permanent and temporary public art nodes. 6.6.6 Continue city beautification (plantings, hanging baskets, banners, seasonal light-up) in City Centre, neighbourhood villages, and along primary road system.

Strategy 6.7: Provide reliable access to comfort and convenience amenities.

What We Heard:

• Need for consistent supply of accessible comfort and convenience amenities; participants were least satisfied with water fountains/refill stations (43%), washrooms (37%), garbage/recycling receptacles (36%), benches/picnic tables (21%), parking (20%), shade (20%), bicycle parking (19%), lighting (15%).

What We Learned:

• Comfort/convenience amenities and good signage greatly enhance visitor experience; must be consistent and well-maintained. City lacks consistent design guideline for amenities and signage. Many amenities present but inconsistently available. Design of many amenities and signage present barriers for people with disabilities.

Actions: 6.7.1 Develop a Visitor Comfort and Convenience Amenities Design Guideline. Ensure design guidance provides flexibility to reflect unique character of parks / trails and neighbourhoods while ensuring inclusion, accessibility, energy and water efficiency, and climate resilience. Integrate guidelines into Schedule 13 of Subdivision and Development Servicing Bylaw No. 1000. 6.7.2 Develop and implement a Parks and Trails Signage Manual, including sign typology, branding, siting, installation direction, symbology for wayfinding, trail difficulty communication, and liability management. Integrate into Schedule 13 of Subdivision and Development Servicing Bylaw No. 1000. 6.7.3 As new parks and trails are developed or redeveloped, implement visitor amenity design guidance per park or trail classification. 6.7.4 Provide full service accessible public toilets in destination parks — especially those with major beach/swimming area, destination spray pads, destination playgrounds, large community gathering/event infrastructure. Current location priorities:

• Veterans Memorial Park
• Centennial Park
• Woodlands Park
• Sooke Lake Road
• Ed Nixon Trail Swim Platform
• Jordie Lunn Bike Park, Gravity Zone and Nature Trails Consider vault toilets in high-use neighbourhood parks, high use trailhead staging areas, and appropriate intervals along high-use trails where servicing is infeasible. 6.7.5 Where feasible and where servicing allows, expand water refill stations along high-use trails and in destination parks. 6.7.6 Regularly review City’s maintenance and servicing contract to ensure prescribed servicing frequency is aligned with visitation levels and resident expectations.

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OBJECTIVE 7. RESIDENTS ARE INSPIRED TO EXPERIENCE AND SUPPORT LANGFORD’S PARKS AND TRAILS

Rationale

What We Heard:

• Information gaps and lack of trip planning supports limit some residents (especially equity deserving and those living with disabilities) from enjoying parks and trails. Better information about design, conditions, and experiences is needed.
• More regular programs and events distributed throughout the city are desired.

What We Learned:

• Effective marketing and communications are fundamental to building awareness and inspiring involvement. Trip planning information across the Visitor Experience Cycle (Anticipation, Travel To, On-Site, Travel Back, Reflection) enables visitation and ensures information reaches diverse audiences.
• Provision of a more regular and diverse schedule of programs and events will further activate parks and trails. Parks and trails should be featured strongly in tourism marketing.

Strategy 7.1: Reach visitors at the right time with the right information to encourage and support visitation.

Actions: 7.1.1 Develop and maintain an effective and modern digital communications and marketing strategy that reaches visitors at all stages of the visitor cycle (Anticipation, Travel To, On-Site, Travel Back, Reflection) including:

• Enhance City’s Parks and Outdoor Recreation website as primary source of information and trip planning.
• Use City website and social media to share information, events, management concerns.
• Collaborate with respected influencers to build parks and trails brand.
• Leverage third-party websites, social media channels and apps (TrailForks, AllTrails) to expand reach and ensure communications are accurate and up to date.
• Implement community social media competitions sharing why residents love Langford’s parks and trails. 7.1.2 Improve trip planning information about City parks and trails design characteristics and accessible amenities to better enable residents with disabilities to determine which parks and trails are suitable. 7.1.3 Ensure information about sanctioned trail networks is accurate on popular crowdsourced apps (TrailForks, AllTrails). Ensure these services promote only sanctioned trails and are used to communicate temporary closures (seasonal, wildlife, emergency). 7.1.4 Collaborate with 4TVI (For Tourism Vancouver Island) to cross-promote parks and trails and events to visitors.

Strategy 7.2: Offer more programs and events, more often and in more places throughout the parks and trails system.

Actions: 7.2.1 Encourage and incentivize partners to expand schedule of programs and events hosted in parks/trails, including performing arts, festivals, nature interpretation, “learn to” introductions, accessible and adaptive recreation programs, and an annual Langford Parks and Trails Day. Ensure equitable distribution across city. 7.2.2 Consider establishing a community mini-grant program to incentivize and support community event initiatives by partners.

Strategy 7.3: Share and celebrate achievements and positive impacts of Langford’s parks and trails program.

Actions: 7.3.1 Prepare and share a Langford Parks and Trails Impact report every five years summarizing performance indicators, implementation progress, and celebrating successes. 7.3.2 Work closely with local media to share the story of City’s parks and trails and benefits to the community.

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OBJECTIVE 8. CULTIVATE COMMUNITY INVOLVEMENT

Volunteerism and Partnerships: Many residents are keen to volunteer and steward parks and trails through programming, invasive species control, habitat restoration, visitor education, and trail maintenance. Partners (community groups, developers, land managers) are keen to collaborate.

What We Learned:

• Volunteers and stewards enhance capacity for parks and trails management, but finding opportunities to get involved can be challenging.
• Volunteerism and stewardship could be enhanced through a formal volunteer and stewardship program with pre-approved volunteer opportunities, good risk management, and appropriate staff capacity.
• Partnerships with community organizations, School District, Regional District, BC Parks, and development community are central to success of parks and trails.

Strategy 8.1: Actively enable, encourage, and support enriching volunteer opportunities.

Actions: 8.1.1 Apply the Canadian Code for Volunteer Involvement – Code Audit Tool to evaluate current volunteer initiatives in parks and trails. Use results to develop a formal volunteer program with sufficient staff capacity and policy framework. 8.1.2 Consider expanding relationship and financial commitment to the Greater Victoria Green Team, or similar organizations, to expand volunteer stewardship initiatives. 8.1.3 Actively promote approved volunteer and stewardship opportunities online to attract volunteers. 8.1.4 Evaluate feasibility of creating a conservation and stewardship mini-grant program to support community-led stewardship initiatives.

Strategy 8.2: Build mutually beneficial partnerships.

Actions: 8.2.1 Continue to coordinate and collaborate with Langford’s land development community to advance plan priorities. 8.2.2 Collaborate with School District 62 to ensure community park and unstructured recreation opportunities are integrated into planning and design of new / redeveloped school sites. 8.2.3 Formalize neighbourhood access and shared use by establishing comprehensive Joint Use Agreements for all sites that support neighbourhood scale unstructured outdoor recreation opportunities. 8.2.4 Coordinate and align planning and investment decisions near shared borders with CRD Regional Parks and BC Parks to establish trail connections, develop staging areas, and address visitor use management issues. Approach CRD and BC Parks to determine whether a staff-level inter-agency roundtable would improve coordination. 8.2.5 Actively develop mutually beneficial partnerships with community groups and non-profits (neighbourhood groups, recreation organizations, stewardship / environmental organizations, accessibility and inclusion organizations, cultural organizations) to advance the plan priorities (acquisition, operations, programming).

Strategy 8.3: Meaningfully engage residents in the planning and design of parks and trails.

Actions: 8.3.1 Implement Parks and Trails Master Planning process (Appendix A.3) to ensure residents and contributor groups are meaningfully engaged in planning and design. 8.3.2 Continue to use “Let’s Chat Langford” platform with other proven engagement approaches to involve residents, First Nations, and stakeholders in strategic planning, master planning, design, and policy development.

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OBJECTIVE 9. SUSTAINABLY RESOURCE AND MANAGE THE PARKS AND TRAILS SYSTEM

Rationale

Resourcing: What We Heard:

• There is expectation parks and trails operated efficiently, but growing population will increase capital and operational demands and need for sustainable resourcing; 88% support further investments.

What We Learned:

• Achieving outcomes requires adequate program funding and well-resourced staff. Current staffing allocated to parks and trails (~3 Full Time Equivalents) will be challenged to operate, maintain, and manage the growing system. Operating and capital budgeting is not directly tied to factors such as system growth, population growth, visitation, infrastructure age, or land values.

Administration and Management: What We Heard:

• Parks and trails need to be well-maintained and effectively managed. Participants identified need to improve maintenance and servicing of visitor amenities (waste receptacle emptying, washroom cleaning). Visitor management challenges and conflicts are growing.

What We Learned:

• Maintaining up-to-date bylaws and policies will help ensure effective administration. Understanding condition and lifecycle of infrastructure will better support capital planning and asset replacement budgeting. Proactive visitor education and focused bylaw attention on visitor management will help address community concerns.

Strategy 9.1: Update the policy and bylaw framework.

Actions: 9.1.1 Develop, review, and modernize policies including:

• Parkland Acquisition and Disposal Policy
• Special Events and Commercial Use
• Encampment Response Policy
• Alcohol Consumption in Parks Policy
• Compliance Assurance and Enforcement Policy
• Fees, Charges, and Allocation Policy
• Public Art Policy
• Community Garden Policy
• Green Operations and Sustainable Procurement Policy
• Volunteer and Stewardship Policy 9.1.2 Undertake a review and update of Municipal Parks Regulation Bylaw 177. The review should address:
• Establish revised park classification systems, management intents, permitted activities / infrastructure.
• Review park closure times to support shifting visitation patterns in response to climate change.
• Ensure First Nations’ rights and traditional practices are explicitly permitted in City parks and trails.
• Regulate e-bikes in accordance with provincial policy on e-bike classification.
• Permit alcohol consumption in parks at designated sites / areas.
• Enhance provisions regarding organized events and park use permit requirements.
• Ensure alignment and integration with adjacent municipalities and Regional Districts.
• Ensure bylaw is easily enforceable by bylaw and police officers. 9.1.3 Undertake strategic review and update of Development Cost Charge Bylaw to reflect plan priorities and support growing parks and trail needs. 9.1.4 Review and update Schedule 13 of Subdivision and Development Servicing Bylaw No. 1000 to provide standard amenity and infrastructure typologies and design direction for parks and trails. Ensure designs are inclusive, accessible, energy and water efficient, and biodiversity and climate friendly.

Strategy 9.2: Enhance program resourcing and capacity.

Actions: 9.2.1 Align staffing and operational resources with system growth and service demands. Develop level-of-service budget ratios that trigger increases in staffing, operational, and maintenance capacity as new parks and trails are added. 9.2.2 Conduct comprehensive condition assessment of parks and trail infrastructure and amenities, determine lifecycle stage. Prepare an asset management plan to inform capital investment and long-term capital budgeting. 9.2.3 Review Parks, Recreation and Facilities program’s organization, staffing, and service delivery model to assess effectiveness, explore alternative models, and determine need for additional/specialized staff (qualified environmental professional, accessibility specialist, outdoor recreation specialist, volunteer coordinator). 9.2.4 Continue to invest in training and professional development for staff in:

• Design for Inclusion, Diversity, Equity, and Accessibility
• Green Infrastructure and Low Impact Design and Operations
• Urban Forest, Native Planting, and Sensitive Ecosystem / Habitat Management
• Trail Planning, Design and Management (including Mountain Bike Park Operations)
• Liability and Risk Management
• Asset Management
• Visitor Use Management
• Volunteer Leadership and Management
• Encampments and Temporary Sheltering in Parks
• First Nations Relations
• Customer Service 9.2.5 Develop a Parks and Trails Revenue Generation Strategy to identify feasible non-tax funding and cost-recovery mechanisms that support system sustainability while minimizing barriers and ensuring equity.

Strategy 9.3: Actively manage visitor use in parks and trails.

Actions: 9.3.1 Prepare a responsible recreation visitor education strategy to promote responsible recreation using:

• Leave No Trace skills and ethics as consistent responsible recreation messaging.
• AdventureSmart and the 3 T’s (Trip Planning, Training, Taking the Essentials) for visitor safety and preparedness messaging.
• Establish trail yield hierarchy and multi-use trail guidelines for general trails and downhill/gravity focused mountain bike optimized trails.
• Promote Ride Smart “pre-ride, re-ride, free-ride” progression model and mountain biker’s responsibility code at mountain bike trailheads/staging areas.
• Communicate rules of use based on Parks Regulation Bylaw. 9.3.2 While voluntary compliance is desired, engage Bylaw officers to undertake targeted compliance campaigns during peak season to address common issues (dogs off-leash, dog waste disposal, dogs on sport fields, unauthorized trail use), and to address trespassing into City park spaces by adjacent neighbours (vegetation removal, earth works, equipment storage).

Strategy 9.4: Improve administration, data collection, and monitoring to support evidence-based decision making.

Actions: 9.4.1 Develop up-to-date GIS inventory of City parks and trails and assets, updating inventory at least annually. Reclassify parks/trails per new systems and update GIS accordingly. 9.4.2 Consolidate multi-part park parcels into larger single park parcels and pursue park and trail dedications for undedicated parcels. 9.4.3 Develop and implement a data collection and monitoring program to better understand visitation and visitors; consider a mix of mobile data collection (Propulso, Active Exchange) and traditional visitor research methods (intercept surveys). 9.4.4 Undertake a statistically valid community survey every five years to monitor residents’ satisfaction and needs.

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PART 6 — Site-Specific Actions

While earlier sections provide community-wide direction, this section provides site-specific direction for sites that are a) not yet developed, b) planning significant expansion, or c) priority for repurposing. Sites will undergo site-specific master planning per Appendix A.3. The following planning-level direction will guide master planning processes.

VETERANS MEMORIAL PARK | Class: Destination Park

Background:

• Veterans Memorial Park is a 1.75-acre urban green space located on the eastern edge of the City Centre neighbourhood.
• Largest and most prominent City-owned park for unstructured outdoor recreation in the downtown core and primary community plaza and gathering space for civic events.
• Park is one of the greenest spaces in downtown.
• In 2022, City acquired approx. 1.35 acres of adjacent land and road right-of-way to expand park. Newly acquired parcels feature mature Garry oak and Douglas-fir trees and a prominent sequoia tree.

Future Development Vision: Expanded in size, Veterans Memorial Park should continue serving as primary civic gathering and passive recreation space. Future development vision includes:

• Passive gathering lawns.
• Mature trees and natural shade.
• Looped accessible pathway system.
• Hardscape expansion for expanded event hosting.
• Interpretive native plant, pollinator, and First Nations traditional food/medicinal gardens.
• Outdoor games nodes.
• Pavilion / covered group gathering spaces.
• Unstructured sport court node expansion.
• Permanent and/or temporary public art nodes.
• Medium-sized band / performance stage.
• Comfort and convenience amenities:
  • New accessible toilet building.
  • Diverse seating and rest options.
  • Water filling station(s).
  • Public cooling / misting station(s).
  • Wildlife-proof waste and recycling receptacles.
  • Expansion of on-site parking.
  • Bicycle parking.
• Site servicing:
  • Expanded power hookups for event hosting.
  • Feature, sensory and security lighting.
  • Irrigation.
  • Stormwater management features.
  • Access control and security features.

Actions:

1. Collaborate with the community and interested parties to prepare a park specific master plan in keeping with the park master planning process.

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CENTENNIAL PARK | Class: Destination Park

Background:

• Centennial Park is a 6.6 acre park centrally located in City Centre.
• Home to city's only softball diamonds and infrastructure, tennis courts, a small splash pad and two playgrounds.
• Population near park expected to grow significantly with densification.
• Park used by Langford Minor Fastball Association, increasingly used as passive urban park and dog walking area with increasing conflicts. Spray pad and playgrounds utilization intensified.

Future Development Vision: Centennial Park to be repurposed into city’s premier downtown destination park for unstructured active outdoor recreation and event hosting. Future vision includes:

• Passive gathering lawns.
• Destination splash park.
• Destination playground (natural or adventure).
• Pathway for play.
• Small wheels / skate park.
• Picnic nodes.
• Looped accessible pathway system.
• Large band / performance stage and berm amphitheatre / concert lawn.
• Mature trees and natural shade.
• Interpretive native plant, pollinator, and First Nations traditional food/medicinal gardens.
• Outdoor games nodes.
• Pavilion / covered group gathering space(s).
• Unstructured sport court and flexible fenced synthetic turf space.
• Retention of tennis courts.
• Permanent and/or temporary public art nodes.
• Fenced leash-optional dog space with agility / play features.
• Food and beverage concession.
• Comfort and convenience amenities:
  • Accessible toilet building.
  • Diverse seating and rest options.
  • Water filling station(s).
  • Public cooling / misting station(s).
  • Wildlife-proof waste and recycling receptacles.
  • Limited on-site parking.
  • Bicycle parking.
• Site servicing:
  • Power/electrical for event hosting.
  • Feature, sensory and security lighting.
  • Irrigation.
  • Stormwater management features / green infrastructure.
  • Access control and security features.

Actions:

1. Collaborate with community and interested parties to prepare a park specific master plan to transform Centennial Park into a destination urban park and green space for unstructured outdoor recreation and event hosting. The master plan should not proceed until a suitable location for relocating the softball diamonds is identified and the new diamond complex is developed.

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WOODLANDS PARK | Class: Destination Park

Background:

• Woodlands Park was a manufactured home park for over 60 years; 6-acre site acquired by City in 2025 to increase access to parks in downtown core.
• Centrally located in City Centre; features mature trees, botanical gardens, winding pathway.
• Manufactured home park operations will wind down by 2030 when City will begin development of park space.

Future Development Vision: Woodlands Park envisioned as an iconic destination park and natural refuge in downtown. Future development includes:

• Mature trees, canopy, natural shade.
• Looped accessible pathways.
• Sensory and neuro inclusive garden space / nature trail.
• Botanical and interpretive gardens.
• Passive gathering lawns.
• Decorative fountains and landscaped water features.
• Picnic nodes and shade sails.
• Natural playground(s).
• Labyrinth.
• Community garden(s).
• Public art nodes (permanent / temporary).
• Comfort and convenience amenities:
  • Accessible toilet building.
  • Diverse seating and rest options.
  • Water filling station(s).
  • Public cooling / misting station(s).
  • Wildlife-proof waste and recycling receptacles.
  • Bicycle parking.
  • Onsite parking.
• Site servicing:
  • Power / electrical.
  • Feature, sensory, and security lighting.
  • Irrigation.
  • Stormwater management / green infrastructure.
  • Access control and security features.

Actions:

1. Collaborate with the community to prepare a park specific master plan for Woodlands Park.

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2955 SOOKE LAKE ROAD | Class: Destination “Sport” Park

Background:

• Originally owned by CRD’s Regional Water Supply Commission, City acquired the 13-acre site in 2022.
• Site was previously used as source of gravel extraction and construction fill disposal.
• Parcel acquired to develop a major site for outdoor recreation.

Future Development Vision:

• If Centennial Park is repurposed and softball diamonds need relocation, 2955 Sooke Lake Road is a potential option to redevelop a tournament quality destination softball facility with four regulation sized diamonds and supporting facilities and amenities.
• Transportation improvements to Amy Road may be required to support peak period traffic.
• Future decisions will be informed by Westshore Parks and Recreation Facilities Master Plan.

Actions:

1. Subject to outcomes of Westshore Parks and Recreation Facilities Master Plan, collaborate with community and interested parties to prepare a park specific master plan for 2955 Sooke Lake Road parcel.

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JORDIE LUNN BIKE PARK AND LANGFORD GRAVITY ZONE AND NATURE TRAILS | Class: Destination Park

Background:

• Opened to public in 2021, 130-acre park is a premier destination for mountain biking and hiking.
• Provides gravity-focused mountain bike optimized trail network, hiking trails, pump track, technical skills zone, and clubhouse with meeting space, food and beverage, and bike repair shop.
• Park protects sensitive Coastal Douglas-fir ecosystems and Garry oak meadows and provides habitat and connectivity to Mount Wells Regional Parks.
• Unauthorized and unmanaged rock climbing occurs in park (climbing area currently closed).
• Parks host numerous special and commercial events annually.
• Much of land within gravity zone and nature trails is owned by Westhills Land Corp. Public access secured through short-term access agreement.

Future Development Vision:

• Continue as premier outdoor adventure recreation destination. Focus on securing long-term access and ensuring park remains sustainable and appropriately regulated amid growing visitation.
• Avoid overdevelopment with trails.
• Future vision includes:
  • Secure all lands within gravity zone and nature trails as City parklands as feasible.
  • Explore feasibility of expanding park to enable additional trail development while maintaining uncrowded experience.
  • Develop a “green” rated gravity return trail enabling beginner riders and adaptive mountain bikers to return from summit to clubhouse.
  • Realign some trail segments and turn radii to enable a-MTB riders to climb Initial Attack and Slow Burn; provide a-MTB trail difficulty ratings and information.
  • Provide a “blue” rated tech trail to connect Wonderland with Steam Donkey or Westshore Parking lot.
  • Develop “blue” rated jump line with larger tabletop jumps for progression.
  • Relocate bike wash station, waste/recycling receptacles, and water refill stations to centralized visitor amenity node within pump track / clubhouse zone.
  • Improve gateway and wayfinding signage between upper parking lot and Initial Attack jump line.
  • Work with climbing community to formalize rock climbing and access and operations of Glen Lake crag.
  • Improve emergency response plans, first responder familiarity with park, and reduce reliance on clubhouse businesses to provide navigation for emergencies.
  • Establish a clear governance structure and operational model for decision making, operations, and management.
  • Establish long-term funding model for maintenance and management.
  • Implement Visitor Use Management Framework to define desired conditions, uses, classify trails and TMOs, and determine management strategies. Actions:

1. Work with park visitors and community to prepare a park specific management plan to guide future development and management of the park.

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3680 TRANS CANADA HIGHWAY - FINLAYSON ARM PARCEL | Disposal

Background:

• Purchased in 2019, the site is steep 22-acre oceanfront property on Finlayson Arm (3680 Trans Canada Highway).
• Intent of acquisition was to provide publicly accessible oceanfront access for kayaking, canoeing, paddle boarding, and commercial recreation activities.
• Site characteristics evaluated against parkland acquisition criteria and priorities; analysis indicates the site does not contribute significantly to outdoor recreation or conservation priorities in this plan.
• Site contains geotechnical and physical constraints limiting outdoor recreation potential and introduces inclusion and accessibility barriers.

Future Development Vision:

• Site does not significantly contribute to current parks priorities. While oceanfront property has public value, parcel may better support regional/provincial parks or land conservancy priorities. Site should not be developed for City park purposes. City should explore feasibility of disposing of parcel and repurposing proceeds to support other parks-related acquisitions or development priorities.

Actions:

1. Explore sale of the parcel.

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PART 7 — Performance Indicators and Monitoring

The City is committed to achieving the vision and ensuring evidence-based decision making. Indicators, targets, and monitoring will enable understanding and reporting progress.

Performance indicators are based on municipal parks and trails operated by the City.

Performance Indicators (selected excerpts)

Access to Parks

• % of residential parcels citywide that are within 400m of a city park — Baseline (2023) 79% — Target 95%
• % of parks and trails rated as “fair” / “good” condition — Baseline 97% — Target 100%
• % of residential parcels in high equity need dissemination areas that are within 400m of a park rated as “fair” / “good” condition — Baseline 45% — Target 95%
• % of residential parcels citywide that are within 400m of a city park rated as “fair” / “good” condition — Baseline 46% — Target 95%
• % of residential parcels citywide that are within 400m of a provincial, regional or municipal park (all types) — Baseline 86.5% — Target 95%
• % of parks within 400m of a BC Transit bus stop — Baseline GIS analysis 82% — Target 90%

Parkland Supply and Provisioning

• % of city boundary designated as park — Baseline 4.4% — Target +50% by 100,000 ppl
• % of city boundary designated as provincial, regional or municipal park — Baseline 23% — Target 30%
• Area of park per 1000 residents – citywide — Baseline 4.1 ha — Target Min 6 ha
• Area of park per 1000 residents – high equity need neighbourhoods / dissemination areas — Baseline 0.7 ha — Target Min 5 ha

Conservation and Greenness

• % of City boundary within a conservation focused park / class (all park types) — Baseline 21% — Target 30%
• Area of City nature parks per 1000 residents — Baseline 3.2 ha — Target 4 ha
• % of sensitive ecosystems conserved by conservation park network (all types) — Baseline 34% — Target 50%
• Proportion of city tree canopy in municipal parks — Baseline 7% — Target Increasing
• % of residential parcels within 400m of the City’s greenest parks — Baseline 49% — Target Increasing

Visitation and Benefits (data sources: Mobile Data Analytics, Resident Survey)

• Total annual visits to parks — Baseline No Data — Target Increasing
• % of residents very satisfied / satisfied with experience in parks and trails — Baseline Parks 69%, Trails 70% — Target 95%
• % of residents that “agree” parks and trails support physical activity — Baseline Parks 89%, Trails 94% — Target 95%
• % of residents that “agree” parks and trails support mental health and wellness — Baseline Parks 88%, Trails 91% — Target 95%

Inclusion

• of accessible outdoor recreation opportunities provided in municipal parks — Baseline No Data — Target Increasing

• % of visitor amenities in municipal parks that are designed to be barrier free — Baseline No Data — Target Increasing

Partnerships, Stewardship and Volunteerism

• of parks and trails featuring First Nations place naming, interpretation and / or programming — Baseline No Data — Target Increasing

• Number of volunteer stewardship initiatives held — Baseline No Data — Target Increasing
• Number of volunteer hours dedicated to parks and trails stewardship — Baseline No Data — Target Increasing

Economic

• Proportion of visitors to destination parks and trails that meet tourist definition — Baseline No Data — Target +30%

• of community, special events, competitions held in parks and trails — Baseline No Data — Target Increasing

Effectively Managed and Sustainably Resourced

• Total park and trail operating expenditure per resident — Baseline $245 / resident — Target Increasing in line with system/demand increases.
• Ratio of full-time equivalent staff per hectare of parkland — Baseline No Data — Target Increasing in line with system/demand increases.
• Proportion of parks and trails infrastructure assigned or exceeded a “fair” condition rating — Baseline No Data — Target 90%
• Capital reinvestment rate (% of capital value) — Baseline No Data — Target Increasing in line with system/demand increases.

Performance Reporting:

• Progress on implementing this plan will be reviewed every five years. A “Parks and Trails Impact Report” will be prepared summarizing state of performance indicators and implementation progress.

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Appendices

Appendix A: Planning, Management, and Decision Support Tools

The following tools will be used by City staff and Council:

• P1 Parks Classification System
• P2 Trails Classification System
• P3 Park / Trail Specific Master Planning Process
• DS1 Parkland Acquisition Evaluation Tool
• DS2 Park and Trails Amenity Investment Prioritization Tool
• DS3 Equity Lens

A.1 Parks Classification System

A parks classification system provides a framework for organizing and managing the City’s diverse parks aligned with vision and objectives. Park classes organize sites according to primary/secondary purposes, compatible activities, typical size, catchment, siting and access, and guide acquisition, planning, investment, and management priorities.

Langford’s parks classification includes six park classes:

• Nature Park: To conserve urban biodiversity, sensitive ecosystems, ecosystem processes, scenic values, and First Nations' cultural values, contributing to climate resilience. Public access may be limited.
• Destination Park: Major, multi-purpose or specialized destination for intensive structured and/or unstructured outdoor recreation, competitive sport, social gathering, and community events. Citywide catchment, may support major events.
• Neighbourhood Park: Provide a diverse mix of active and passive unstructured outdoor recreation opportunities tailored to neighbourhood residents. Catchment approx. 400 m.
• Urban Plaza – Civic Space: Opportunity for community gathering and civic events, social interaction, relief and relaxation in developed areas.
• Open Space: Boulevards and remnant parcels of City owned lands that may contribute minimally to conservation, recreation or social outcomes.
• Park Reserve: City-owned properties set aside for future park purposes but not yet developed.

Detailed Management Direction by Park Class (summarized):

Nature Park

• Primary purpose: conserve biodiversity, sensitive ecosystems, First Nations' cultural values; limit public access where needed.
• Activities permitted: walking/hiking/running, leisure cycling (analogue & class 1 e-bikes), mountain biking (analogue & class 1), on-leash dog walking, climbing/bouldering, paddling non-motorized, beach use, interpretive programs.
• Not compatible: equestrian use, camping, off-leash dog walking, class 2 or 3 e-bikes, off-road vehicles.
• Infrastructure & amenities permitted: natural surfaced trails, aggregate trails, water access, boat launch; amenities like pit/vault toilets, benches, picnic areas, interpretive center.
• Catchment: Not applicable. Percent developed: 0-20%.

Destination Park

• Primary purpose: major destination for structured/unstructured recreation, sport, community gathering; supports tourism.
• Activities compatible include unstructured outdoor sports, passive activities, walking/hiking/running, water play and beach activities, mountain biking (incl adaptive), skateboarding/small wheels activities, off-leash dog walking (where appropriate), citywide performances/special events subject to permits.
• Not compatible: equestrian uses, camping, class 2 or 3 e-bikes, off-road vehicles.
• Infrastructure & amenities compatible: athletic/sport fields (recreation standard), civic gathering spaces, natural/paved trails, spray parks (destination), performance and event infrastructure, destination playgrounds, off-leash dog areas, mountain bike skills parks, concessions.
• Visitor amenities: picnic tables, benches, toilets (flush/vault), waste receptacles, bicycle parking and charging, parking with EV charging, regulatory signage, interpretive signage, power, lighting, water refill stations, public cooling stations.
• Catchment: citywide. Percent developed: up to 80%. Typical size: 1 ha+.

Neighbourhood Park

• Primary purpose: balanced mix of active and passive unstructured recreation for local residents.
• Activities compatible: unstructured sports, passive recreation, walking/hiking/running, picnicking, water play, mountain biking (cross-country/adaptive), skateboarding/small wheels.
• Infrastructure: athletic/sports fields (recreation standard), civic gathering spaces, natural paved trails, day use area, shade structures/pavilions, flexible turf open spaces, neighbourhood playgrounds, water play features (neighbourhood).
• Amenities: toilets (vault/flush), water refill stations, lighting, picnic tables, benches, waste receptacles, bicycle parking.
• Catchment: 400 m (up to 10 minute walk). Typical size: 0.25-1.5 ha.

Urban Plaza / Civic Space

• Primary purpose: community gathering and civic events in developed areas.
• Activities compatible: performances and special events, passive activities, picnicking, interpretive programs.
• Infrastructure: performance and event hosting, paved/hard-surfaced spaces, shade structures, flexible open spaces, public art.
• Amenities: bike wash station, changeroom/shower building, toilets (flush), water refill stations, power, lighting.
• Catchment: neighbourhood. Typical size: 0.1–0.5 ha.

Open Space

• Primary purpose: boulevards, remnant parcels for beautification or stormwater management, contribute minimally to recreation and conservation outcomes.
• Infrastructure: native plantings, boulevard/community gateway gardens, irrigation, stormwater management.
• Percent developed: up to 100%.

Figure 22 in the report illustrates relation between City parks and other park types along a Protection-Recreation Continuum.

A.2 Trails Classification and Trail Management Objectives

• Trail classification organizes, designs, and manages recreational trails according to season, mode of travel, type of use (single-use, multi-use, activity-optimized), activity types, level of challenge (Easiest, More Difficult, Very Difficult, Extremely Difficult), preparedness (Standard, Enhanced), design parameter selection, and level of development (Developed, Moderately Developed, Minimally Developed).
• City trails will be classified in accordance with the National Guidelines for Classifying Multi-Use Trails in Canada.
• For each trail, a Trail Management Objective (TMO) (Appendix B example) will be prepared documenting management intention and guiding planning, design, construction, maintenance, and management.

Note: This classification applies to recreation-focused trails — does not apply to trails primarily intended for active transportation (those covered by Active Transportation Plan).

A.3 Park / Trail Specific Master Planning Process

Master plans are required for specific parks/trails when: significant capital investment is needed, complex ecological values exist, multiple competing uses, recurring safety or conflict issues, high visitation impacts, revenue generation/permitting, or when community demands require improved management or enhancements.

Typical Park / Trail Master Planning Process (aligned with Visitor Use Management Framework):

• STEP 1: Build the Foundation
  1. Project initiation and approvals
  2. Background review
  3. Site inventory and analysis
• STEP 2: Define the Management Direction
  4. Round 1 public and interested party engagement (including First Nations)
  5. Desired conditions and indicators
  6. Define appropriate activities and amenities
  7. Concept development and evaluation
• STEP 3: Identify Management Strategies and Prepare Master Plan
  8. Management strategies and actions
  9. Draft master plan
  10. Round 2 public engagement (including government to government with First Nations if appropriate)
  11. Final master plan and approval (Council)
• STEP 4: Implement, Monitor, Evaluate, and Adjust
  12. Implement actions
  13. Monitor conditions and evaluate effectiveness
  14. Adjust management actions if necessary

A.4 Parkland Acquisition Evaluation Tool

Parkland acquisition occurs via dedication at subdivision/rezoning (Local Government Act Section 510 up to 5%), direct purchase, gift/donation, land exchanges, long-term leases, or joint use agreements. The evaluation tool provides a structured, transparent, objective approach to determining suitability of land for park acquisition. Application ensures parkland acquired is where needed most, development helps fund acquisition if land not needed locally, and lands accepted contribute to outdoor recreation, conservation, and park equity priorities.

Evaluation process:

• Coarse Filter: If any coarse filter criteria are “yes” (parcel encumbered by legal restrictions, subject to litigation, extreme slopes/geotechnical hazards, mostly stormwater infrastructure, contaminated beyond feasible remediation, acquisition cost unreasonable), recommend parcel not pursued.
• Fine Filter: If passes coarse filter, evaluate across categories with a 0-3 scoring scale (Unsuitable to Highly Suitable) across categories: Desirability (parkland provisioning and distribution), Access and Equity, Outdoor Recreation, Conservation Values and Tree Canopy, Feasibility.
• Total score max 66; interpret:
  • 55-66 (83-100%): High Value Parkland — Strong candidate for acquisition.
  • 44-54 (67-82%): Moderate Value — Consider acquisition with conditions or enhancements.
  • 29-43 (44-66%): Low Value — Consider cash-in-lieu or negotiation.
  • 0-28 (0-43%): Not Suitable — Consider refusal.

Parkland acquisition in commercial areas: City will seek parkland dedication (rather than cash-in-lieu) where parks help attract/retain business, employees, customers or address parkland provisioning/access or protect ecosystems.

Land ineligible for parkland dedication typically includes: stormwater ponds and infrastructure, natural hazard lands, narrow strips <10 m width, slopes >25%, encumbered lands with third party rights, ESAs that will not contain public access, private land/use (golf course).

Disposition of Parklands:

• Disposal may be considered cautiously if parcel no longer suitable or surplus, aligning with Community Charter and ensuring no net loss of public benefit. Conditions supporting disposal include: non-contribution to system goals, functionally unsuitable, future need not projected, disposal facilitates acquisition of higher-value parkland, development/maintenance burden is excessive, or land needed for higher public purpose (affordable housing, indoor recreation).

A.5 Parks and Trails Amenity Investment Prioritization Tool

Purpose:

• Support transparent, structured, criteria-based approach to evaluating and ranking capital investment initiatives.

Process:

• Coarse Filter: If initiative incompatible with park/trail class, site contaminated requiring cost-prohibitive remediation, insufficient size/scale, physical constraints unsuitable, site servicing unavailable/infeasible, parking demand infeasible, or site undergoing master plan, do not pursue.
• Fine Filter: Evaluate against community need, equity and inclusion, asset management/safety/risk, suitability, costs and feasibility using a 0-3 scoring scale (Not Met to Fully Met). Total score 99 max. Interpret:
  • 82-99 (83–100%): Tier 1 — Immediate planning/funding priority.
  • 66-81 (67–82%): Tier 2 — Include in next capital plan.
  • 44-65 (44–66%): Tier 3 — Monitor or re-evaluate.
  • 0-43 (0–43%): Tier 4 — Defer.

A.6 Equity Lens

The Equity Framework provides a structured approach to consider and integrate equity across bylaws, policies, and programs related to parks and trails. The framework is a scoring tool across categories with criteria, generating an equity impact assessment rating and guidance for review and adaptation.

Review Process:

• Step 1: ASK — Reach out to those with relevant experience.
• Step 2: LISTEN — Engage community members to share knowledge and perspectives.
• Step 3: LEARN — Read additional relevant research to inform adaptation.
• Step 4: ADAPT — Identify options and adapt policy/project/service and rescore using equity tool.

Categories and criteria (each scored 5/3/1):

• Community Need and Impact: Underserved communities, historical inequities, data-driven, conservation/environmental concerns.
• Accessibility and Inclusion: Physical accessibility, culturally relevant amenities/programming, free or low-cost participation, multilingual signage/outreach.
• Community Engagement: Engaged diverse community members, incorporated feedback from underrepresented groups, built partnerships with local organizations/leaders.
• Resource Equity: Equitable distribution of funding and amenities, prioritizes areas with low park investment, includes sustainable/climate resilience features.
• Measurable Outcomes and Accountability: Equity-related performance metrics, ongoing evaluation and reporting.
• Organizational Capacity and Readiness: Staff training in equity practices, project feasibility and readiness.

If a criterion is not relevant, score max points of 5. Total score max 90, interpreted as:

• 75-90 (83-100%): Strong Equity Impact
• 60-74 (67-82%): Good Equity Impact
• 40-59 (44-66%): Limited Impact — requires refinement
• 0-39 (0-43%): Not Recommended — does not meet minimum equity criteria

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Appendix B: Example Trail Management Objective Form and Data Structure

Includes an example TMO form capturing region, trail operator, land manager, trail name, trail classification (season, mode of travel, use type), optimized activity types, design parameters, target frequency for maintenance and monitoring (tread repair, drainage cleanout, condition survey, enforcement patrols, brushing, etc.), trail inventory length, travelled surface width, target grade and cross slope, turning radius, tread surfacing, obstacle frequency/height, prepared-ness (standard or enhanced), permitted uses and prohibited uses, trail user objectives, and travel management strategies. TMOs are signed and dated by Trail Designer or Manager.

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References (selected)

1. Statistics Canada (2022). Focus on Geography Series, 2021 Census of Population. Langford.
2. BC Stats (2024). 2024 Sub-Provincial Population Estimates Highlights.
3. Park People (2022). Canadian City Parks Report.
4. Park People (2022). Canadian City Parks Report - Nature theme.
5. Canada’s Conserved Areas Network (2025). Decision Support Tool.
6. Montreal (2024). Montreal Pledge.
7. Convention on Biological Diversity (2024). Kunming – Montreal Global Biodiversity Framework.
8. Outdoor Play Canada (2025). Position Statement on Outdoor Active Play.
9. Herrington, S.; Lesmeister, C.; Nicholls, J.; Stefiuk, K. (2007). 7Cs An Information Guide to Young Children’s Outdoor Play Spaces.
10. Volunteer Canada (2006). The Canadian Code for Volunteer Involvement: Audit Tool.
11. Leave No Trace Canada (2025). Leave No Trace Canada website.
12. BC AdventureSmart (2025). BC AdventureSmart website.
13. Trans Canada Trail (2021) National Guidelines for Classifying Multi-Use Trails in Canada.
14. Interagency Visitor Use Management Council (2025). Visitor Use Management Framework.

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[End of extracted content from pages 1 to 194 of the City of Langford Parks and Trails Master Plan (December 2025).]