Agenda

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Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes – December 2, 2025

Speakers/Presentations – The speakers list will be posted online at 8:30 a.m. on February 24, 2026

Communications/Reports

The General Manager of Economic Development and Culture recommends that:

1. City Council adopt Toronto’s Screen Future: A Strategic Plan for Continued Growth 2025-2030, as outlined in Attachment 1 to the report and request the General Manager, Economic Development and Culture to modify, adapt and innovate the implementation of actions as required in response to the changing state of the film industry.

Toronto's film and television production industry is highly valuable to the city, producing an annual direct spend as high as $2.6 billion and supporting a skilled workforce of 40,000. The City has a legacy of strategic investments in Toronto's film industry over decades to achieve this success. Today, the result is that Toronto is one of the top five largest production hubs in North America, defined by world-leading talent servicing almost 3 million square feet of studio space. Toronto’s industry is globally competitive, with local talent winning Oscars, Emmys, Golden Globes, and Canadian Screen Awards for work done here. This strength is the product of decades of investment and strategic support from the City of Toronto, other orders of government, domestic and international partners, and Toronto’s film and television workers themselves.

Building on these strong fundamentals, Toronto’s film industry is currently navigating a period of rapid change. Jurisdictions in the United States and around the world are increasingly competing for production investment through enhanced tax credits, expanded studio infrastructure, and other supports, which requires a coordinated and competitive response to protect Toronto’s market share. The risk is compounded by recent efforts by the U.S. administration to retain American film and television production domestically and by growing trade-related uncertainty. As U.S. producers account for a majority of film production in Toronto, the City must continue to promote the local industry to U.S. producers while also growing domestic production through increased co-production investment by other international partners.

The sector also faces capital-specific challenges that constrain long-term growth. The development of new and expanded studio space has become increasingly difficult due to high land costs, global construction inflation, and tariffs on imported building materials, alongside broader economic uncertainty and shifting international trade conditions that have slowed new investment. To address these constraints and capitalize on future opportunities, the City is pursuing measures to enable a more film-friendly infrastructure and environment, such as stronger planning tools to protect and

expand core employment areas, streamlining regulatory processes to support film-friendly uses, and collaborating with industry to identify strategically located lands for future studio and production infrastructure development.

Evolving technologies, new distribution models, and global audience growth also present significant opportunities for Toronto to further strengthen its position as a leading screen hub. These technologies are rapidly accelerating, creating opportunities for innovation in production, post-production, and visual effects while carrying risks that require an informed, ethical, and inclusive approach. While current market conditions reflect a period of adjustment following the pandemic, recent labour disruptions, and trade-related uncertainty, these are understood as temporary market adjustments rather than permanent shifts. In this context, the City’s focus is on future-looking actions that avoid short-term, reactive decisions and instead build out a resilient, film-friendly city that is well positioned for renewed growth as conditions stabilize.

To protect and grow Toronto's industry, a new five-year Strategic Plan for the film industry is needed in alignment with priorities identified in various Council-adopted City strategies, including, but not limited to:

- Sidewalks to Skylines: An Action Plan for Toronto’s Economy, which calls to grow Toronto’s global competitiveness in key anchor and high-productivity sectors, highlighting creative industries such as film;

- Mayor’s Economic Action Plan in Response to United States Tariffs, which notes the need to ‘support tariff-resilient sectors able to drive long-term economic growth and job creation’, foregrounding creative industries within this group; and

- Culture Connects: An Action Plan for Culture in Toronto, which notes the need for sector-specific strategies for shaping new policies, programs, and investments in growing industries including film, music, public art, the visitor economy, and esports.

This report presents Toronto’s Screen Future: A Strategic Plan for Continued Growth 2025-2030, the new Film Strategic Plan for the City of Toronto. The Strategic Plan—which includes 13 actions, with metrics, across four strategic priorities—was developed through extensive engagement, and research and analysis on the current state of the film industry and the key factors to maintain Toronto’s global competitiveness.

It sets out a high-level roadmap to expand studio and production capacity, workforce development, incentives, sustainability, and client outreach to meet growing demand and defend and grow Toronto’s market share. It also aims to increase targeted support for the domestic production sector to diversify and stabilize the industry and to strengthen the City’s operating conditions so that the Film Office can move at the speed of industry, securing long-term investment, quality jobs, and broad community benefits. Together, priorities and actions are intended to ensure that Toronto remains one of the world’s leading and most film-friendly production centres through 2030 and beyond.

There are no immediate financial impacts resulting from the adoption of recommendations contained within this report. If adopted by City Council, implementation of the Strategic Plan's recommended actions, as detailed in Attachment 1, will be accommodated within the Economic Development and Culture (EDC) Division's annual budget beginning in 2026, including through the re-allocation of resources to support the plan’s priorities where required.

In previous budget processes, EDC has secured and administered new and enhanced funding to support growth in creative industry, workforce development and infrastructure initiatives. EDC will continue to monitor the needs of the industry, and any incremental resource requirements including staffing impacts to advance recommended actions, if required, will be submitted for consideration against other City-wide priorities as part of future budget processes.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.

The Film, Television, and Digital Media Advisory Board recommends that:

1. City Council request the General Manager, Economic Development and Culture to use the strategic goals and actions in Attachment 1 to the Report (September 15, 2025) from the General Manager, Economic Development and Culture, as the basis for the City of Toronto Film Office’s strategic priorities from 2025 to 2030.

2. City Council endorse the 2025-2030 strategic goals in the presentation from the Film Commissioner and Director of Entertainment Industries and request the General Manager, Economic Development and Culture to update the Film Television and Digital Media Board on the progress.

At its meeting on September 15, 2025, Film, Television and Digital Media Advisory Board considered Item FB8.1 and made recommendations to the Economic and Community Development Committee.

 
Summary from the report (September 15, 2025) from the General Manager, Economic Development and Culture:
 
The film and television industry is a key economic and cultural driver, producing an annual direct spend as high as $2.6 billion and meaningfully contributing to Toronto's cultural vibrancy. As the Economic Development and Culture Division develops a five-year Film Strategy in alignment with the priorities identified in both Sidewalks to Skylines: An Action Plan for Toronto's Economy and Culture Connects: An Action Plan for Culture in Toronto, it retained the services of Olsberg SPI Ltd., to ensure an informed approach based on the current industry and economic landscape. This report includes their key findings, based on comprehensive research, an analysis of the current state of film production in Toronto, and extensive engagement – including 7 roundtables with 43 stakeholders, 25 one-on-one consultations with senior executives, and a sector-wide survey that reached 200 industry professionals.

The City acknowledges receipt of Olsberg SPI Ltd.'s report and the significant amount of research and insight from subject matter experts and industry leaders reflected in the report. This report was commissioned in order to inform Toronto's Film Strategy. The report is included as Attachment 1.

Marguerite Pigott, Film Commissioner and Director of Entertainment Industries, Economic Development and Culture Division, City of Toronto will give a presentation on Film Strategy Recommendations.

The presentation will cover recommendations to support Toronto’s Film Sector from Toronto’s Screen Future – A Strategic Framework for Continued Growth 2025-2030, for discussion by the Film Board.

The General Manager, Economic Development and Culture, recommends that:  

1. City Council adopt Toronto's Festival Strategy, as outlined in Attachment 1 to the report (February 10, 2026) from the General Manager, Economic Development and Culture.

2. City Council direct the General Manager, Economic Development and Culture, to formally establish the Special Events Stabilization Initiative as a funding program as outlined in Attachment 1 to the report (February 10, 2026) from the General Manager, Economic Development and Culture.

3. City Council authorize the General Manager, Economic Development and Culture, to review the Cultural Festival Funding Program and Special Events Stabilization Initiative and streamline programs as deemed necessary, with funding allocation to be subject to the necessary budget processes and in accordance with the City of Toronto's Community Grants Policy.

4. City Council authorize the General Manager, Economic Development and Culture, to negotiate, enter into and execute funding agreements with eligible applicants funded through the Special Events Stabilization Initiative, with funding recipients and grant amounts to be determined annually by the General Manager, Economic Development and Culture within the budget allocation for the program, and on such terms satisfactory to the General Manager, Economic Development and Culture and in a form satisfactory to the City Solicitor.

5. City Council authorize the General Manager, Economic Development and Culture, to negotiate, enter into, and amend any agreements, on terms satisfactory to the General Manager, Economic Development and Culture and in a form satisfactory to the City Solicitor, necessary to support the implementation of actions related to Sector Development and Sector Sustainability and Resilience priorities as detailed in Attachment 1 to the report (February 10, 2026) from the General Manager, Economic Development and Culture, within the resources included in the operating or capital budget.

6. City Council advocate for additional funding from the Government of Canada and Government of Ontario that supports a longer-term sustainable funding model for festivals.

7. City Council direct the General Manager, Economic Development and Culture, in collaboration with the Chief Technology Officer, Technology Services to implement Release Two of the centralized digital permitting solution by December 31, 2026.

The Toronto's Festival Strategy (2026-2031) aims to ensure that Torontonians can access free, inclusive and diverse cultural experiences in their neighbourhoods and that Toronto’s festival sector is better supported as they continue to strengthen community belonging, enliven main streets, and contribute to the city's global competitiveness. Toronto hosts approximately 300 festivals and they are a critical cultural and economic force that contributes to the vibrancy of the city. It is estimated that as a sector, festivals and events generate more than $1 billion in GDP across Canada.[1] Toronto's Festival Strategy builds on the strengths of the festival sector while addressing key challenges experienced in recent years and proposing opportunities for adaptation, resiliency and growth.

The Festival Strategy will advance Culture Connects: An Action Plan for Culture in Toronto, which made immediate investments into festivals and identified them as a vital way that Torontonians experience culture. This strategy builds on a strong foundation, informed by additional engagement and research by OCAD University's Cultural Policy Hub (Attachment 2) to address key challenges facing Toronto's festival sector. This report outlines the need for this strategy, the role of the City in supporting festivals, the engagement and research undertaken as well as the vision, priorities, notable actions and next steps.

The Festival Strategy, included as Attachment 1, provides 17 actions grouped into four strategic priorities: Sector Development; Sector Sustainability and Resilience; Improving Processes; and Awareness and Impact. Each action has associated performance measures to help ensure success in achieving the strategy's vision. Toronto’s Festival Strategy will serve as an important framework to guide the City’s actions in supporting the festival sector over the next 5 years, ensuring that Torontonians can continue to access meaningful local cultural experiences and contributing to the city's global competitiveness in attracting visitors.

While aspects of this work will proceed with existing resources, new and future investments will be required to achieve the vision and outcomes of the Festival Strategy. Any future budget implications associated with carrying out the actions outlined in this 5-year strategy will be submitted for consideration as part of future budget processes.

As part of the 2025 Operating Budget, City Council approved an additional $613,375 for the Cultural Festival Funding Program (CFFP). This represented an increase of 32% from the 2024 program budget of $1,935,000. The increased investment was part of the implementation of Culture Connects: An Action Plan for Culture in Toronto. In addition to increased funding for CFFP, City Council approved more than $1.35 million to renew the Special Events Stabilization Initiative (SESI) to support local event organizers in managing increased production costs.

As part of the 2026 Operating Budget, both the CFFP and SESI will receive inflationary increases. These enhancements are subject to approval through the 2026 Budget Process.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.

The General Manager, Economic Development and Culture recommends that:

1. City Council, in accordance with the City's Public Appointments Policy, appoint the following nominees to the Business Improvement Area Board of Management set out below at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed:

            Fairbank Village:

            Duseja, Hitesh

            Klid, Nicholas

            Mount Pleasant:

            Persad, Dwayne

2. City Council remove the following directors from the Business Improvement Area Boards of Management set out below:

            Fairbank Village:

            Kremizes, Taso

            Upper Village:

            Goodman Boudana, Dr. Melissa

The purpose of this report is to make changes to the Fairbank Village, Mount Pleasant and Upper Village Business Improvement Area (BIA) Boards of Management, in accordance with the requirements of the City of Toronto Municipal Code Chapter 19, Business Improvement Areas. Fairbank Village, Mount Pleasant and Upper Village Business Improvement Areas fall within two Community Council boundaries.

There are no current or known future year financial implications resulting from the adoption of the recommendation contained in this report.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.

Councillor Paul Ainslie recommends that:

1. The Economic and Community Development Committee request the appropriate City staff to report back to the Economic and Community Development Committee at the July 14, 2026, Committee meeting on consumer protection issues related to ticket price “gouging” sporting and entertainment events as well as hidden fees for booking accommodations:

a. If these practices are occurring within the City of Toronto.
b. Any existing municipal authorities, policies, or enforcement tools related to these matters.
c. The nature and extent of consumer complaints or impacts; and
d. Potential options for municipal action, advocacy, or intergovernmental coordination
e. Provincial policies, bylaws, or regulatory authorities in place related to ticket price gouging and hotel hidden fees added to advertised prices.

I am writing to request that staff report back to the Economic Development Committee on consumer protections in relation to banning ticket price “gouging” sporting and entertainment events as well as hidden fees for people booking accommodations in the City of Toronto.

Specifically, I am requesting that staff report back providing an overview addressing the following questions:

- Does the City currently have any policies, bylaws, or regulatory authorities in place related to ticket price gouging for sporting and entertainment events as well as booking accommodation hidden fees added to advertised prices.

- Is there evidence that these practices are occurring within the city, and if so, to what extent are they impacting consumers.

- Are these issues being raised through complaints, 311 inquiries, or other enforcement or consumer protection channels.

- What, if any, jurisdictional limitations exist, and are there opportunities for the municipal action, advocacy, or coordination with other orders of government.

- Does the Province of Ontario have policies, bylaws, or regulatory authorities in place related to ticket price gouging and hotel hidden fees added to advertised prices.

A report back on whether these issues are present, their scale, and potential policy or advocacy options would assist the Committee in determining next steps.

Thank you for your attention to this matter. Please feel free to contact me should you require any further clarification.

Councillor Neethan Shan:

1. Requests the General Manager, Economic Development and Culture to report back to Economic and Community Development Committee in the progress report for Cultural Connects: An Action Plan for Culture in Toronto (2025 – 2035) in 2027 on findings from the Cultural Infrastructure Study, providing information about the needs and opportunities for cultural infrastructure in Scarborough, including performing arts uses and performing arts spaces.

The City of Toronto approved Culture Connects: An Action Plan for Culture in Toronto, the City’s 10-year culture plan adopted by Council in November 2024 and this was a step in the right direction. Advancing a feasibility study to establish a Centre for Performing Arts in Scarborough aligns with a key priority of Culture Connects: Culture Everywhere, which speaks to the establishment of new cultural spaces across all of the city of Toronto. Identifying this vital piece of cultural infrastructure can help lead to opportunities for local artists, enriching community life and ensuring cultural programming reaches all corners of our city. There is data to support the lack of public spaces to play, learn and share in Scarborough and with this recommendation Council can start to ameliorate this condition.