From record high to crash: How Toronto is preparing its billion-dollar film industry for the future (Strategy Framework)

Hollywood's competition never sleeps: Toronto plans to conquer the film world with AI and mega-studios – How a $2.6 billion industry is securing Toronto's future

Toronto has firmly established itself as the "Hollywood of the North" in the global film and media landscape. The industry is a crucial economic driver for the city, generating an impressive 2.6 billion Canadian dollars in the record year of 2022 and currently employing around 40,000 people – a number approaching the size of the entire city administration. However, the recent past has been turbulent: the historic high was followed by a drastic slump in 2023, triggered by the crippling Hollywood strikes that brought production across North America to a standstill.

In response to this volatility and increasingly fierce global competition, the City of Toronto commissioned a new, far-reaching strategic framework for the years 2025 to 2030. The report, "Toronto's Screen Future," developed by the renowned consulting firm Olsberg SPI, is a comprehensive analysis of the city's strengths, weaknesses, opportunities, and threats, as well as a detailed roadmap for the future. It highlights critical challenges such as rising costs and infrastructure issues, but also identifies immense opportunities through technological innovations like virtual production, the move towards sustainable production methods, and the targeted promotion of diversity.

At its core, the framework defines four main strategic objectives: securing Toronto's leading global position through the expansion of infrastructure and film-friendly measures, a significant strengthening of international marketing, more targeted support for the domestic production sector, and the operational optimization of the Toronto Film Office. This comprehensive plan is more than just a reaction to a crisis; it is a proactive roadmap designed not only to keep Toronto competitive but also to position the city as an innovative, sustainable, and indispensable partner in the global film and media landscape of the next decade.

Background and origin of the report

Why Xpert.Digital is reporting on this

What is the starting point for developing a new strategic framework for Toronto's film industry?

In January 2025, the City of Toronto commissioned the international consulting firm Olsberg SPI to develop a comprehensive strategic framework for the film, television, and digital media production industry. This report, titled “Toronto’s Screen Future: A Strategic Framework for Continued Growth 2025–2030,” is intended to guide the industry over a five-year period. The need for a new strategy stems from several factors that have fundamentally altered the global and local production landscape. Intensifying global competition for production locations, rising costs for domestic producers, the growing demand for sustainable and film-friendly practices, and the need for greater autonomy and visibility for the Toronto Film Office within the city's administrative structures all necessitate a strategic realignment.

What methodology underpinned the strategy development?

The study was based on a comprehensive research program that combined various data collection and analysis methods. Specifically, seven roundtable discussions were conducted with a total of 43 industry stakeholders. In addition, 25 individual consultations were carried out, providing deeper insights into specific challenges and opportunities. An industry-wide survey reached approximately 200 participants and achieved a response rate of 35 percent. Furthermore, Olsberg SPI conducted a comparative analysis of international film offices, examining seven competing locations, including London, Los Angeles, Melbourne, New York, Chicago, Atlanta, and Vancouver. This competitive analysis included a systematic comparison of infrastructure, incentive systems, workforce, and film office services. Finally, industry data and economic statistics were analyzed to provide a complete picture of the current situation.

Who was involved in developing the strategy?

The strategy development was led by the Toronto Film, Television, and Digital Media Board, an industry-based advisory body. A specially formed working group of industry representatives oversaw the process. The Toronto Film Office itself, located within the City of Toronto's Economic Development and Culture Division, played a key coordinating role. The consulting firm Olsberg SPI, a leading international creative industry consultancy established in 1992, conducted the actual research and analysis. The Toronto Film Office employs a team of eleven staff members, including two Permits and Sector Development Managers and eight Film Permit Coordinators.

Economic significance and current situation

What is the economic significance of the film industry for Toronto?

The film, television, and digital media industry is a significant economic driver for Toronto and the province of Ontario. In a record year of 2022, direct production spending in Toronto reached 2.6 billion Canadian dollars, marking an all-time high for the industry. The industry currently employs an estimated 40,000 people in Toronto, a figure comparable to the entire city government, which has 43,729 employees. For the province of Ontario as a whole, production spending in 2022 was 3.15 billion dollars, with the industry creating over 45,000 jobs. Industry employment grew from 25,400 in 2019 to over 35,000 in 2022. The industry welcomes over 1,500 productions annually in Toronto and ranks among the top five film and television production centers in North America.

How has the industry developed in recent years?

The Toronto film industry has experienced significant volatility driven by external factors. Following a record year in 2022 with $2.6 billion in direct production spending, 2023 saw a dramatic decline to $1.6 billion. This drop was primarily due to the SAG-AFTRA and Writers Guild of America strikes, which largely brought North American production to a standstill. The work stoppages began with the WGA strike and peaked in July 2023 when SAG-AFTRA also joined the strike, marking the first simultaneous walkout by both unions since 1960. In Toronto, this resulted in an 80 percent decrease in the number of active productions, a 71 percent decrease in working Directors Guild of Canada members, and an 89 percent decrease in gross wages at IATSE 873. However, a significant recovery was expected for 2024, with production spending exceeding $2.2 billion.

What is the forecast for the coming years?

The overall outlook for Toronto's screen production industry for the period 2025-2030 remains fundamentally positive and strong. This optimistic assessment is based on continued global demand for content and ongoing technological advancements. Toronto is expected to maintain its position as a leading global hub for film and television production, despite the economic uncertainties facing the industry worldwide. However, indicators suggest that the production landscape is changing. Shifts in strategy among content providers and budget cuts are defining a new normal for production levels. The market is likely to stabilize at a lower level than in peak years, but will still exhibit substantial growth relative to historical averages. The 68 percent expansion of studio capacity in Toronto between 2021 and 2026 signals the confidence of major global players in the location.

Strategic goals for 2025-2030

What are the four main strategic goals for the Toronto film industry?

The report defines four overarching strategic goals to guide the Toronto Film Office and the industry through 2030. The first goal focuses on securing and maintaining Toronto's position as a leading global production hub. This includes improving the city's film-friendliness, expanding studio infrastructure, ensuring competitive tax incentives, and strengthening the talent pool. The second strategic goal aims to expand the Toronto Film Office's marketing and communications responsibilities and activities. This includes a stronger international presence at festivals and markets, proactive promotion to existing and new clients, and improved stakeholder communication. The third goal addresses increasing support for the domestic production sector through collaboration with federal and provincial partners and overcoming financing challenges. The fourth strategic goal seeks to create optimal operating conditions for the Toronto Film Office, including greater decision-making autonomy within the city government and improved resource allocation.

What exactly does securing Toronto's position as a leading manufacturing hub mean?

Securing Toronto's position as a global production hub requires continuous improvement in several key areas. In terms of film friendliness, this means Toronto must further develop its identity as a particularly production-friendly city. The Toronto Film Office is committed to maintaining its 48-hour service standard for issuing film permits, which is the fastest turnaround time in North America. The studio infrastructure, currently spanning nearly three million square feet, will be further expanded. Large complexes such as Pinewood Toronto Studios with 16 soundstages and Cinespace with 29 stages form the backbone of this capacity. Ensuring competitive tax incentives is another key aspect. Ontario offers several tax credits that can be combined: the Ontario Production Services Tax Credit of 21.5 percent, the Ontario Film and Television Tax Credit of 35 percent, and the Ontario Computer Animation and Special Effects Tax Credit of 18 percent. Additional 16 to 25 percent is available at the federal level.

What measures are planned for the expansion of marketing and communication?

The expansion of the Toronto Film Office's marketing and communications activities aims to increase its international visibility and competitiveness. Specifically, an annual calendar of visits to film festivals and markets will be developed to showcase Toronto to new international audiences and existing clients. This includes exploring partnerships with other levels of government to facilitate joint marketing initiatives. Establishing or expanding existing communication channels, such as newsletters and dedicated sections on the Toronto Film Office website, will keep domestic stakeholders informed about global opportunities, funding options, and market developments. Regular networking sessions, both virtual and in-person, will foster the development of new business relationships. Improving inter-divisional communication within the city administration and proactively engaging with the industry are further key elements. The Film Office will increase its capacity to meet the expectations and standards of competing film commissions regarding marketing and public relations.

How can the domestic production sector be strengthened?

Strengthening the domestic production sector is a key objective of the strategic framework, as Canadian and Toronto producers face increasing cost pressures. Specific actions include maintaining and expanding successful outreach initiatives. This involves developing an annual calendar of festival and market visits to promote Toronto and connect producers with their networks. Establishing or expanding communication channels will keep domestic stakeholders informed about global opportunities, funding, and market developments. Regular networking sessions will support new business relationships. Exploring the possibility of establishing a fund for Toronto-based producers to support project development is under consideration. Working with federal and provincial partners is crucial, as many funding instruments and policy decisions are made at these levels of government. The Film Office will strengthen its advocacy role to represent the needs of domestic producers to policymakers.

Competitive position and SWOT analysis

What strengths does Toronto have in international comparison?

The report's SWOT analysis identifies several key strengths that distinguish Toronto as a production location. The skilled and diverse workforce, supported by training programs, represents a fundamental advantage. Competitive incentives and a favorable exchange rate make Toronto attractive to international productions. Extensive studio, VFX, post-production, and virtual production capacity is another core advantage. The proactive Toronto Film Office, with its strong facilitator role, particularly in permitting, sets it apart from many competitors. The wide range of filming locations and global visibility as a key film city through the Toronto International Film Festival, film schools, and markets further strengthen its position. Expanding green production practices and a strong cluster of related creative industries round out the strengths profile. The leading position in virtual production and advanced in-camera VFX is particularly noteworthy.

What weaknesses were identified?

The analysis also reveals significant weaknesses that could impair Toronto's competitiveness. Fragmented communication between different levels of government hinders coherent policymaking and advocacy efforts. Rising location and labor costs put pressure on both international and domestic productions, jeopardizing their cost advantages over other locations. The Film Office's limited flexibility within the city's administrative structures restricts its ability to respond quickly to market changes. The lack of centralized, real-time industry data makes informed strategic decision-making difficult. Toronto's high cost of living is making it increasingly unattractive to professionals, particularly those in the early stages of their careers. The impending wave of retirements among senior crew members, coupled with a shortage of mid-career professionals, presents a structural challenge.

What opportunities lie ahead for the future?

The report identifies several opportunities Toronto can leverage to strengthen its position. Expanding the autonomy and marketing capacity of the Toronto Film Office would increase its effectiveness. Growing its global customer base and expanding outreach activities could unlock new production streams. Securing and expanding studio infrastructure is crucial to keeping pace with rising demand. Strengthening collaboration with various levels of government and city departments would create synergies. Addressing labor shortages through upskilling, reskilling, and a focus on diversity, equality, and inclusion offers growth potential. Leveraging sustainability as a competitive differentiator could give Toronto an edge. Supporting domestic production through partnerships and promoting and supporting technological innovation and virtual production will open up new growth areas. Its position as the second-largest tech hub in North America reinforces these opportunities.

What threats endanger the industry?

The SWOT analysis identifies several serious threats to Toronto's film industry. Intensifying global competition for incentives puts Toronto under pressure, as more and more jurisdictions offer aggressive tax incentives and subsidies. Uncertainty surrounding US trade policy and potential federal incentive programs in the US could draw productions back to the United States. Technological change, particularly through artificial intelligence, has the potential to disrupt traditional roles in production. Potential cuts to provincial or federal funding would directly impact competitiveness. Toronto's traffic congestion and infrastructure issues limit its appeal to major productions. Challenges in the housing market make further investment in studio infrastructure difficult. The risk of losing skilled workers to other industries or locations is particularly acute after the 2023 strike period.

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Infrastructure and technological development

What is the current studio infrastructure like in Toronto?

Toronto boasts an impressive studio infrastructure that continues to expand. The city currently offers nearly three million square feet of studio space, with plans for an additional 2.3 million square feet in the coming years, representing a 60 percent increase. The two largest facilities are Pinewood Toronto Studios and Cinespace Film Studios. Pinewood Toronto Studios is the largest purpose-built production facility in Ontario and, upon completion of its current expansion, will encompass nearly 525,000 square feet, spread across 16 soundstages. Pinewood's Mega Stage, at over 46,000 square feet, is one of the largest purpose-built soundstages in North America. Cinespace Film Studios is Ontario's largest provider of production facilities, with over 1.4 million square feet, 29 active stages, and production offices spread across three main locations. Netflix holds a long-term lease of approximately 164,000 square feet with four soundstages at Cinespace and an additional 84,580 square feet at Pinewood.

What role does virtual production play in Toronto?

Virtual production has become a strategic focus area for Toronto, reinforcing the city's position as a technologically leading production hub. Toronto holds a leading position in virtual production, particularly in advanced in-camera VFX technology. Dark Slope opened a new 35,000-square-foot virtual production studio in Toronto in June 2024, featuring two soundstages and an LED volume with a 75-foot circumference and 16.5-foot height, making it one of the largest LED volumes in North America. The company received a $1.5 million investment from Relay Ventures to further develop its AI-powered pipeline. Sheridan College operates the Screen Industries Research and Training Centre, which includes a Virtual Production Innovation Hub at Pinewood Toronto Studios and an LED volume at its Trafalgar Road campus. SP Studios Canada is planning a massive $500 million investment in a state-of-the-art virtual production facility in the Greater Toronto Area, funded by a Qatari fund, with completion slated for 2027.

How are sustainability initiatives implemented in production?

Sustainability has become a strategic differentiator for Toronto. The Ontario Green Screen Initiative was founded in 2020 as a coalition of 30 industry and government partners to promote sustainable production practices. In 2024, the initiative released a four-year plan to reduce greenhouse gas emissions and transition to a circular economy. Specific actions include reducing food waste and reusing set materials. Programs like Ready, Set, Recycle allow for the resale of props and costumes, while organizations like Rethink Resource Habitat for Humanity accept reusable materials. In 2022, the City of Toronto installed Power Drop Hubs at frequently used filming locations, providing large production crews with access to grid power and reducing their reliance on diesel generators. These two stations alone reduce the industry's carbon footprint by 400 tons per year. Ontario Green Screen offers free courses on climate and sustainable production, which have already been completed by more than 630 film workers.

Workforce and diversity

What challenges exist in the area of ​​workforce development?

Workforce development is one of the key challenges facing Toronto's film industry. An impending wave of retirements among senior crew members threatens a significant loss of experience and expertise. At the same time, there are gaps in mid-career professionals who could replace these experienced workers. Toronto's high cost of living makes it increasingly difficult for younger and less established professionals to live and work in the city. The 2023 strikes led to many professionals leaving the industry for other sectors, posing the risk of a permanent loss of skilled labor. Rapid technological advancements, particularly in areas such as virtual production and artificial intelligence, necessitate continuous training and retraining. Current educational capacities at colleges and universities are insufficient to meet the industry's growing needs. The need to develop a diverse and inclusive workforce that reflects Toronto's demographic diversity adds another dimension to the challenge.

Which initiatives promote diversity and inclusion in industry?

The xoTO Screen Industry Pathways program is the central initiative to promote diversity and inclusion in Toronto's film industry. Launched as a direct response to the 2017 Spotlight report, the program aims to make the workforce more inclusive and representative of Toronto's ethnic and racial diversity. In September 2022, the City of Toronto received $800,000 in provincial funding to scale xoTO activities, which, together with city funding, enabled a total investment of $1.3 million. This funding directly supported the training of over 200 participants who identify as Black, Indigenous, or members of visible minority groups. The program includes several components: An Entertainment Trades Training Program trains workers in areas such as construction, grip, electrical, and set decoration, in partnership with the CEE Centre for Young Black Professionals, IATSE Local 873, NABET 700-M UNIFOR, and the Motion Picture Association Canada. A Production Assistant Training Program is being conducted jointly with POV, CEE, and the Directors Guild of Canada Ontario. A special cohort for Indigenous participants has been established in partnership with Miziwe Biik Aboriginal Employment and Training.

How are young talents developed and promoted?

The development of young talent takes place across various levels and partnerships. The xoTO Schools program works with the Toronto District School Board, providing online workshops and career talks to over 1,000 students, led by program partner NABET 700-M UNIFOR. A co-op program allows students to earn credits by learning on film sets. A Film Careers Toolkit, available on the city's website, offers information on roles in film and television production, visual effects and animation, entry points into the industry, training opportunities, and resource hubs. Community colleges and universities in Toronto are seeing increasing enrollment in film and television programs, with the city graduating over 40,000 students annually from STEM-related programs. Sheridan College offers specialized programs in virtual production and animation. Microcredential programs are gaining importance, providing short-term, focused training in specific technologies and skills essential to the rapidly evolving industry. The emphasis is on learning-by-doing, peer mentoring, internships, and ongoing training requirements.

Tax incentives and financing

What tax incentives are available in Ontario?

Ontario offers a multi-tiered system of tax incentives that is among the most competitive in North America. The Ontario Production Services Tax Credit provides a refundable tax credit of 21.5 percent on all qualifying production expenditures incurred in Ontario. At least 25 percent of the qualifying production expenditures must be Ontario labor costs. This credit can be combined with the federal Film or Video Production Services Tax Credit of 16 percent on qualifying Canadian labor costs. The Ontario Film and Television Tax Credit generally offers 35 percent on qualifying Ontario labor expenditures, with an increased rate of 40 percent on the first $240,000 for first-time producers. A regional bonus of 10 percent is available for productions filmed outside the Greater Toronto Area. The Ontario Computer Animation and Special Effects Tax Credit offers 18 percent on qualifying Ontario labor expenditures for computer animation and special effects activities. Since March 2024, a production no longer needs to be certified for OFTTC or OPSTC to be eligible for OCASE, which increases flexibility. The ability to combine these different credits represents a significant competitive advantage.

How do Toronto's incentives compare to those of other locations?

The report systematically examines Toronto's competitive position against seven other production hubs: London, Los Angeles, Melbourne, New York, Chicago, Atlanta, and Vancouver. Toronto's ability to combine provincial and federal incentives results in effective rates that are on par with or above those of many competitors. The favorable exchange rate of the Canadian dollar against the US dollar further enhances the cost advantages for US productions. London also offers strong incentives and has established itself as a significant competitor, with roughly three times the film output of Los Angeles. However, Toronto has advantages in terms of overall costs, cultural proximity to the US, and its ability to serve as a counterpart to American cities. Los Angeles maintains its position as a creative center and home to major studios but struggles with higher costs and increasing competition from other jurisdictions. Other Canadian locations, particularly Vancouver, represent direct competitors, with Vancouver traditionally more focused on feature films, while Toronto has a more diversified mix of film and television.

Toronto Film Office and operational procedures

What role does the Toronto Film Office play?

The Toronto Film Office serves as the central coordination and service point for all film production activities in the city. Located within the Economic Development and Culture Division of the city government, it employs a team of eleven staff members, including two managers and eight film permit coordinators. The Film Office's core function is issuing film permits within the industry-leading 48-hour standard. The Office coordinates with various city departments such as Transportation, Parks, Forestry and Recreation, the Toronto Police Service, Corporate Real Estate Management, and other stakeholders in the public sector. Beyond its permitting function, the Film Office actively supports industry growth through targeted workforce development, addresses real-time labor shortages and inclusion issues, promotes the city's offerings internationally, fosters film-friendly urban policies by facilitating studio construction, and leads environmental sustainability initiatives. The Office acts as an advocate for production needs with municipal and government partners.

How can the city's film-friendliness be ensured?

Film friendliness is a core value of Toronto's identity as a production hub and requires ongoing efforts at multiple levels. The Film Office works closely with city councils and various departments to ensure the value of the film industry to the city is understood and that the many tools the city has to support the industry are utilized. The 48-hour service standard for permits is maintained through adequate resource allocation and continuous improvement. Inter-divisional systems related to film permits are enhanced to expedite access to city resources such as buildings, streets, and parks. The Film Office is continuously engaged in public education about the value of the sector and encourages productions to participate in programs like xoTO Givebacks, which allow residents to experience firsthand the industry's appreciation for Toronto. The Office gathers feedback from clients after project completion to understand areas for improvement and aspects that work well. Collaboration with city units such as City Planning, CreateTO, Strategic Public and Employee Communications, Transportation Services, Solid Waste and Environment, Climate and Forestry ensures that the Film Office is involved in the development and implementation of urban policies.

What operational improvements are being sought for the Film Office?

The strategic framework identifies several areas where the Toronto Film Office's operating conditions should be improved. Greater decision-making autonomy within the city government would allow the Film Office to respond more quickly to market changes and offer more competitive services. Increasing the marketing budget for international travel and presence at festivals and markets is crucial to keeping pace with competing film commissions. Improving resources for international marketing would increase Toronto's visibility in global markets. Strengthening alignment with citywide strategies would create synergies and enhance the Film Office's effectiveness. Establishing centralized, real-time industry data would enable informed strategic decisions. Continued collaboration across city departments on citywide challenges affecting the film industry, such as traffic congestion or the cost of living, would improve the structural framework. Leveraging the city's strengths in engaging and influencing other levels of government could contribute to achieving industry goals.

Cultural and tourism impacts

What is the significance of the Toronto International Film Festival?

The Toronto International Film Festival (TIFF) is a cornerstone of Toronto's cultural identity and economic importance as a film city. The eleven-day festival draws over 700,000 visitors to Toronto annually, generating more than $200 to $240 million in direct economic activity for the city and region. In its centenary year of 2024, TIFF saw a 15 percent increase in spending by international visitors compared to the previous year. Festival Street and the surrounding TIFF zone experienced a 10 percent increase in spending, with small, independent businesses benefiting most. Employing 4,400 industry delegates, the festival serves as a vital networking event for the Canadian film industry and a showcase for emerging domestic talent. The federal government invested $23 million over three years to fund an official marketplace for Canadian and international screen content, similar to Cannes and Berlin. TIFF contributes $36 million annually in tax revenue to the three levels of government. The festival positions Toronto as one of the world's leading film cities and significantly strengthens the global visibility of the location.

How does the film industry affect the local economy?

The impact of the film industry on Toronto's local economy is extensive and multifaceted. Direct production spending of $2.6 billion in 2022 generated employment for over 35,000 people directly in production, with an estimated 40,000 currently employed. When multiplier effects and indirect employment are included, the overall impact is even greater. The industry supports a broad ecosystem of suppliers, service providers, equipment rental companies, caterers, set designers, transportation providers, and many other specialized businesses. Production activities generate significant tax revenue for the city, province, and federal government. The presence of major studios and continuous production activity attract further investment in related infrastructure and services. Tourism benefits both directly through festivals like TIFF and indirectly through the screen tourism effect, where visitors seek to see filming locations of well-known productions. Real estate development, particularly in the Entertainment District and Port Lands, has been partly driven by the film industry. The industry contributes to the cultural vitality of the city and strengthens Toronto's reputation as a creative center.

Future challenges and opportunities

What impact does artificial intelligence have on industry?

Artificial intelligence presents both an opportunity and a challenge for Toronto's film industry. The disruptive impact of AI on traditional roles in production is one of the threats identified in the SWOT analysis. Many established tasks, particularly in post-production, visual effects, and even screenwriting, could be partially or fully automated by AI-powered tools. This was a central concern of the 2023 WGA and SAG-AFTRA strikes, which called for better regulation of AI tool use. At the same time, AI offers significant opportunities for efficiency gains and creative innovation. In virtual production, AI enables real-time rendering, improved motion capture, and scene optimization. AI can assist in quickly upscaling videos and images to the required resolution and facilitate content generation. Integrating AI into pre- to post-production pipelines increases efficiency and reduces costs. Toronto benefits from its position as North America's second-largest tech hub, which facilitates the development and adoption of AI-powered production technologies. Establishing technology forums for AI and virtual production is one of the recommended tactics within the strategic framework.

How can Toronto secure its competitive position in the long term?

Securing Toronto's long-term competitive position requires a comprehensive and coordinated strategy across multiple dimensions. Continuously improving and expanding physical infrastructure, particularly studio capacity, is fundamental, as the industry can only grow as large as studio capacity allows. Securing competitive tax incentives through advocacy with provincial and federal governments is crucial, as other jurisdictions continuously improve their offerings. Developing and retaining a skilled, diverse, and technologically proficient workforce is essential, requiring ongoing training and retraining in light of rapid technological change. Positioning Toronto as a leader in areas such as sustainability and virtual production can create competitive advantages. Strengthening the domestic production sector builds resilience against fluctuations in international production. Improving intergovernmental coordination and communication would enable more coherent and effective policies. Addressing structural challenges such as traffic congestion, high living costs, and housing prices requires collaboration across city departments and levels of government. Increasing global visibility through enhanced marketing and presence at international festivals and markets is crucial for acquiring new customers and strengthening existing relationships.

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Context and Use of the Toronto Screen Future PDF

The PDF “Toronto's Screen Future: A Strategic Framework for Continued Growth 2025-2030” is a strategic planning report for the film and television industry in Toronto, anchored in the political and regulatory context of the city of Toronto.

Institutional context

This document was commissioned by the Toronto Film Office (TFO), which is part of the Economic Development and Culture Division of the City of Toronto. The study was conducted by Olsberg-SPI Ltd., an internationally recognized consultancy for the film industry, between January and September 2025.

Political process and bodies

The report went through several official city bodies:

1. Film, Television and Digital Media Advisory Board (September 15, 2025)

• The board reviewed the report and made recommendations.
• Jonathan Olsberg presented the research results in person
• Film Commissioner Marguerite Pigott presented the strategic recommendations.

2. Economic and Community Development Committee (October 28, 2025)

• The committee postponed the decision and referred it to Q2 2026.
• Reason: The report is to be discussed together with a strategy report from the Film Office for 2025-2030.

3. Planned discussion in the City Council (expected in 2026)

• Final decision on the 5-year strategy

Strategic embedding

The report is embedded within overarching urban strategy documents:

• “Sidewalks to Skylines: An Action Plan for Toronto's Economy” (November 2024)
• “Culture Connects: An Action Plan for Toronto's Culture” (November 2024)
• Mayor's Economic Action Plan in Response to US Tariffs (April 2025)

Economic importance

The report highlights the economic relevance of the film industry for Toronto:

• Direct annual production revenue of up to CA$2.6 billion
• Employment of an estimated 40,000 highly qualified professionals
• Toronto ranks as the second largest North American tech hub with strong synergies to the creative industries.

Methodology and stakeholder involvement

The study was based on extensive consultation:

• 7 roundtables with 43 stakeholders
• 25 individual meetings with senior executives
• Industry survey with 200 participants from the industry
• Support from a Film Strategy Working Group

International positioning

The report analyzes Toronto's competitive position in a global context by comparing it to leading manufacturing locations such as London, Los Angeles, Melbourne, New York, Chicago, Atlanta, and Vancouver. This underscores the strategic ambition to establish and further develop Toronto as a leading global manufacturing hub.

The document is therefore a key steering instrument for the economic and cultural policy direction of the city of Toronto in the area of ​​screen industries for the next five years.

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