Report Purpose: The purpose of this report is to seek Council's approval of the attached "Draft Coquitlam Film Strategy".

Transcription

1 CoQuitlam For Council January 30, 2017 Our File: Doc#: To: From: Subject: For: /ACPLl/l VI City Manager Manager Economic Development Draft Coquitlam Film Strategy Council Recommendation: That Council approve the Coquitlam Film Strategy attached to the report of the Manager Economic Development dated January 30, 2017 and entitled "Draft Coquitlam Film Strategy". Report Purpose: The purpose of this report is to seek Council's approval of the attached "Draft Coquitlam Film Strategy". Strategic Goal: The initiatives resulting from this report support the City's corporate strategic goals of expanding local Jobs, local prosperity and achieving excellence in governance. Background: The film sector is one of British Columbia's fastest growing sectors, with an international reputation as one of the leading full-service motion picture production centres in North America. According to Creative BC's statistics, direct spending on film and television production totaled over $2 billion in fiscal 2014/15. An estimated 42,000 direct and indirect jobs were created through film and television production, with 80% of these jobs located in the Metro Vancouver region. Coquitlam's film sector has experienced positive growth, over the past five years, due to its close proximity to downtown Vancouver, diverse location inventory and the "One-Stop" Film Office. Filming activity in Coquitlam increased significantly in 2016 due to the low Canadian dollar and provincial tax incentives. In 2016,196 film permits were issued compared to 109 film permits issued in The Film Office received 413 inquiries in 2016 compared to 250 inquiries in The increased production activity positively impacts the local economy through job creation and the purchase of goods and services in the community.

2 Page 2 January 30, 2017 In September 2014, the Film portfolio was transferred from the Parks, Recreation and Culture Services Department to the Economic Development Division. Since that time, the Economic Development Division has been managing and building Coquitlam's Film Program. After analyzing the Film portfolio over the past two years and also because of the growing demand for City Film Program services, the Manager of Economic Development decided it was prudent to develop a strategy to guide the future of Coquitlam's Film Program, as part of the Economic Development Strategy update process. The result was the creation of the "Draft Coquitlam Film Strategy" (Attachment l). The development of the Film Strategy involved considerable research on the BC and Coquitlam film sectors, as well as on municipal film program best practices. The Economic Development Division also consulted with the film sector and feedback was gathered through the professionals who participated in the Film Strategy Focus Group held on August 18, Further, it is interestingto note that the Focus Group viewed the City of Coquitlam as a leader because it will be one of the first communities in BC to have a dedicated Film Program Strategy. The Focus Group's feedback was incorporated into the revised "Draft Coquitlam Film Strategy" and was distributed to Council for review and feedback. Further to discussion at the Finance Committee meeting on November 14, 2016, Council's feedback has been included in the attached revised "Draft Coquitlam Film Strategy" and is now before Council for approval. Discussion/Analysis: The three key focus areas of the "Draft Coquitlam Film Strategy" were developed based on the research conducted by the Economic Development Division and feedback provided by the film sector professionals who participated in the Film Strategy Focus Group in August The "Draft Coquitlam Film Strategy" identifies three key areas of focus and aligned goals, action items and key performance indicators. The three key areas of focus are as follows: 1. Program Management & Improvements 2. Retention & Expansion 3. Marketing & Attraction I. Key Area of Focus - Program Management & Improvements Goal 1: Maintain and continue to develop an effective and efficient "One-Stop" Film Office. Action items associated with this goal include: program planning and management, monitoring, evaluation and stakeholder relations. File#: /ACPLl/l Doc#: vl

3 Page 3 January 30, 2017 II. Key Area of Focus - Retention & Expansion Goal 2: Work with production companies that are filming in Coquitlam to ensure film activities occur smoothly, while exploring opportunities with these companies for further filming in Coquitlam. Action items associated with this goal include: film/production company retention and expansion, facilitating film infrastructure development and process improvements. III. Key Area of Focus - Marketing & Attraction Goal 3: Continue to promote the City of Coquitlam as an attractive destination for film production companies. Action items associated with this goal include: marketing and communications, film/production company attraction and cooperative marketing with Creative BC, Province of BC, etc. Financial Implications: There are no financial impacts associated with this report, as any costs associated with the Film Strategy and the Film Program will be managed under the current Economic Development Division budget. Conclusion: With the low Canadian dollar and provincial tax incentives, BC's film sector is positioned to remain strong into the future. The "Draft Coquitlam Film Strategy" provides the guidance needed to effectively manage and build Coquitlam's Film Program. Further, the Strategy provides the direction needed to enhance the economic impact of Coquitlam's film sector by developing processes and programs that promote Coquitlam as an attractive destination for film production activities. Based on Council feedback, the "Draft Coquitlam Film Strategy" is before Council for approval. David Munro Attachment: 1. Draft Coquitlam Film Strategy This report was prepared by David Munro, Manager Economic Development with input from Amanda Cleave, Film Liaison, and reviewed by John DuMont, Deputy City Manager. File#: /ACPLl/l Doc#; VI

4 ATTACHMENT 1 DRAFT CoQuitlam

5 A special thank you to the following film sector professionals for their contributions to the Coquitlam Film Strategy: RICK FEARON, LOCATION SCOUT, CEP MAGICIANS INC. SCOTT HARPER, LOCATION MANAGER, SUPERNATURAL, SEASON 12 JINA JOH NSON, LOCATION MANAGER, MITHC AMAZON PRODUCTIONS INC MARNIE ORR, ACTING COMMUNITY ENGAGEMENT MANAGER, CREATIVE BC B RE N DA RATTE N B U RY FILM & SPECIAL EVENTS MANAGER, BC HOUSING MANAGEMENT COMMISSION KE N DRIE U PTON, EXECUTIVE DIRECTOR, DIRECTORS GUILD OF CANADA - BC Prepared by: Economic Development Division City of Coquitlam January 2017 BCS FILM INDUSTRY PERFORMANCE $2 Billion total Film and TV Production Expenditures (2014/2015) 42,000 Direct and Indirect Jobs created through Film and TV Production (2014/2015) 80% of the industry jobs are located in the Metro Vancouver region International reputation as one of the leading full-service motion picture production centres in North America Global centre for creative content production and a leading hub for digital animation Sources: Creative BC and Canadian Media Producers Association (CMPA)

6 TABLE OF CONTENTS INTRODUCTION & BACKGROUND 5 BCs Film Sector 5 Coquitlam's Film Sector 5 Coqu it lam's "One-Stop" Film Office 7 SITUATION ANALYSIS 8 Strengths 8i Weaknesses 8 Opportunities &i Threats 10 STRATEGIC PLAN 11 Vision Statement 11 Target Market 11 KEY AREAS OF FOCUS Program Management &i Improvements Retention &i Expansion Marketing & Attraction 16 IMPLEMENTATION COOUITLAM Fl LM STRATEGY

7 '..'if 1«i c.', rrsc^ I: jhamt

8 Introduction Backgroun BC'S FILM SECTOR The film sector is one of British Columbia's fastest growing sectors. In 2015/16, film and television production activity was robust, demonstrating BC's resiliency and reflecting its reputation as an enticing, cost-effective and dependable centre for the production of creative content. The sector includes a wide range of direct and indirect employment opportunities in areas such as pre- and post-production, costume design, set design, construction, catering, transportation and special effects. An estimated 42,000 direct and indirect jobs were created through film and television production in 2014/2015. From April 1, March 31, 2014, BC supported over 248 productions, and contributed over $1.4 billion in direct production expenditures to the provincial economy. Of this amount, television series productions generated $703 million and feature films provided $559 million. Other television and animation projects accounted for $185 million. In fiscal 2014/2015, direct spending on film and television production totaled over $2 billion. COQUITLAM'S FILM SECTOR With its diverse and friendly neighbourhoods, natural splendor and close proximity to downtown Vancouver, Coquitlam is "picture perfect" for filmmakers. Easy accessibility, unique locations and plentiful parking make it a welcoming place for filming productions. From City Centre to Maillardville's heritage sites and Riverview's iconic buildings, Coquitlam has been a choice for many populartv series, features and student-led productions. On average, 90 film and television productions are shot each year in Coquitlam and nearly 1,000 people employed in the industry live within the City COQUITLAM FILM STRATEGY Introduction & Background

9 -v

10 COOUITLAM'S "ONE-STOP" FILM OFFICE Coquitlam provides a friendly "one-stop" service to the film sector. In addition to processing all necessary applications and permits, the Film Liaison is an accessible resource to find that perfect location for production companies. The City of Coquitlam aims to sustain its competitive advantage in the film sector by aiding the growth and development of local production facilities as well as other film-related businesses COQUITLAM FILM STRATEGY Introduction & Background

11 The following analysis, derived from the Film Strategy Focus Croup feedback, outlines some of the strengths, weaknesses, opportunities and threats for Coquitlam as a film destination. STRENGTHS "ONE-STOP" FILM OFFICE AND STAFF: Coquitlam possesses a dedicated friendly "One-Stop" Film Office that coordinates the permitting process with various City Departments and provides convenient services to the film sector. PROXIMITY TO VANCOUVER: Centrally located in Metro Vancouver, Coquitlam is easily accessible via transportation corridors and networks such as Highways 1 and 7, the Barnet Highway and the West Coast Express, and via the Evergreen SkyTrain Extension. LOCATION INVENTORY: The City boasts an extensive and diverse inventory of high quality film locations ranging from the Riverview Lands to parks and trails, forests, and rivers to the City Centre and heritage buildings located in Maillardville. ACCESS TO TRAINED LABOUR FORCE: The City of Coquitlam is home to over 1,000 people employed in a variety of professions working in the film sector-careers include set builders, costume designers, actors, etc. SECTOR COMMUNICATION: Two-way communication with Creative BC and other film sector partners on areas such as resources, contacts, ideas, statistics, etc. WEAKNESSES LACK OF FILM STRATEGY; The City of Coquitlam previously did not have a focused film strategy to guide the development of the Film Program. LACK OF MARKETING: The amount of marketing that has been pursued by Coquitlam to promote the City as an attractive destination for the film sector has been limited. REACTIVE FILM PROGRAM: Recognizing that the Film Program has limited resources, the Film Office is essentially an inbound call centre that responds and processes inquiries as they occur. LIMITED TECHNOLOGY CAPABILITY: The Film Office lacks an online location inventory and a sector photo database/storage management system to provide requested information to the film sector in a timely and efficient manner. LIMITED AWARENESS: There is a lack of organizational and community awareness of the value of the film sector. Situation Analysis COQUITLAM FILM STRATEGY

12 TOP 10 FILMING LOCATIONS The spectacular natural beauty ofcoquitlam lends itself to great filming locations: iw City Centre ii City of Coquitlam St Facilities Eagle Mountain Park iii Eraser River Industrial Area tii Hoy Creek Tunnel iii Maillardville Heritage Buildings a Mundy Park ii Riverview Lands Sm lm Upper Coquitlam River Park Widgeon Slough Marsh COQUITLAM FILM STRATEGY Situation Analysis

13 OPPORTUNITIES PARTNERSHIPS: Maximize the partnerships with Creative BC and other film sector partners. Working with the Province of BC to capitalize on spin-off productions associated with activity that is occurring on the Riverview Lands. MARKETING & PROMOTION: Coquitlam can leverage Creative BC's marketing and promotion programs. The City can also leverage media channels, such as online, print and social media, to increase the exposure for the film sector in Coquitlam. EDUCATION & AWARENESS: There are opportunities for the Film Office to promotethe value of the film sector to the community, businesses and the organization. EXCHANGE RATE & TAX INCENTIVES: Fluctuations in the USD/ CDN exchange rate and/or changes to the Provincial Film Tax Incentive program can dramatically impact filming activity. If the CDN dollar decreases in value or tax incentives increase, production activity typically increases. LEVERAGING LOCAL PRODUCTIONS: There are opportunities for the Film Office to promote additional locations to the film/production companies, which are currently working in Coquitlam, for future productions. THREATS COMPETITION: Alternative destinations in the Lower Mainland, with established film offices, provide similar film location offerings and opportunities. EXCHANGE RATE & TAX INCENTIVES: Fluctuations in the USD/ CDN exchange rate and/or changes to the Provincial Film Tax Incentive program can dramatically impact filming activity. If the CDN dollar increases in value or tax incentives decrease, production activity typically decreases. POLITICS: Film as a lower priority within the current provincial economy may negatively impact decisions for the entire BC film sector, and changes in the political landscape may impact film programs and marketing efforts. SECTOR DEMAND: Peak demand periods for the film sector could negatively impact community support. In addition, the demand for key local film locations may impact availability. COMMUNICATION: Inadequate two-way communication between the Film Office and sector partners can impact the level of customer service. 10 Situation Analysis COQUITLAM FiLM STRATEGY

14 11 I I I II II I I strategic Plan VISION STATEMENT Coquitlam will foster a supportive climate for the film sector while focusing on expanding the economic impact of the sector by promoting Coquitlam as an attractive destination for film production, and expanding local jobs, local prosperity. TARGET MARKET Primary The primary target market is composed of the film/ production companies and location scouts that are based in the Metro Vancouver area. Secondary The secondary target market is composed of the film/ production companies and location scouts that are based in North America COQUITLAM FILM STRATEGY Strategic Piatt 11

15 776 three key focus areas were developed based on research conducted by the Economic Development Division and feedback provided by the film sector professionals who particpated in the Film Strategy Focus Group. 1. Program Management & Improvements 2. Retention & Expansion 3. Marketing & Attraction JiwISIIIiSiiSI 12 Key Areas of Focus COOUITLAM Fl LM STRATEGY

16 KEY AREA OF FOCUS: Program Management & Improvements Maintain and continue to develop an ejfective and efficient "One-Stop"Film Office. Actions: Program Planning & Management ("A" Priority)» Continue providing effective and timely responses to filming inquiries.» Explore opportunities to attain better efficiencies with current technology and overall process improvements.» Review strategic goals annually and prioritize projects for subsequent years and incorporate into annual work plans. Monitoring & Evaluation ("B" Priority)» Track statistics, data and information that is related to the goals of the Film Strategy and that provide critical information, metrics and benchmarks.» Progress reporting of Film Program initiatives.» Conduct post-production stakeholder feedback.» Working with Creative BC and sector partners to track the economic impact of film production in Coquitlam. Stakeholder Relations ("C" Priority)» Continue to build a network of film sector stakeholders and work with them to implement the Film Strategy and to develop the Coquitlam film sector.» Identify opportunities to convey the value of Coquitlam'sfilm sector to internal and external stakeholders. Key Performance Indicators:» Number of film inquiries and permits» Film permit revenues» Website analytics» Numberof stakeholder meetings» Stakeholder surveys COQUITLAM FILM STRATEGY Key Areas of Focus 13

17 KEY AREA OF FOCUS: Retention & ExDansion Work with the production companies that are filming in Coquitlam to ensure film activities occur smoothly, while exploring opportunities with these companies for further filming in Coquitlam. Actions: Film/Production Company Retention and Expansion ("A" Priority)» Continue to work with the film/production companies that are filming in Coquitlam by continuing to provide efficient and effective customer service.» Capitalize on future production opportunities by providing information on locations suitable for future productions to firms filming in Coquitlam.» Capitalize on the spin-off production opportunities associated with the Province of BC's Riverview filming hub. 14 Key Areas of Focus COQUITLAM Fl LM STRATEGY

18 » Provide information and resources (e.g., Resource Directory of Coquitlam-based film sector service providers) that the film sector can utilize during their productions. Facilitate Film Infrastructure Development & Process Improvements ("B" Priority)» Continue to support the growth and expansion of Coquitlam'sfilm sector by facilitating the enhancement of infrastructure and processes.» Work with various City of Coquitlam Departments and Divisions to provide the necessary approvals and permits required for safe and effective film production in Coquitlam, while also identifying opportunities to improve the film permitting process.» Work with sector partners to identify opportunities to improve film processes and to leverage opportunities via sector partners. Film Information & Location Development ("C" Priority)» Support location scouts by providing information on potential Coquitlam film location options, with the goal " of increasing the amount of productions that occur in Coquitlam each year. Key Performance Indicators:» Number of productions» Number of spin-off productions that occur in Coquitlam» Measured economic impact of productions occurring in Coquitlam» Number of process improvements COQUITLAM FiLM STRATEGY Key Areas of Focus 15

19 KEY AREA OF FOCUS: Marketing & Attraction Continue to promote the City ofcoquitlam as an attractive destination for film production companies. Actions: Marketing & Communications ("A" Priority)» Pursue marketing and communications efforts, which promote and build awareness about the City of Coquitlam's value as an attractive destination for the film sector (e.g., release of information bulletins).» Develop marketing materials (e.g., print, website, video, social media, etc.) that promote the City of Coquitlam as an attractive film destination.» Explore opportunities to promote and utilize Creative BC's photo database library. Film/Production Company Attraction ("B" Priority)» Focus on opportunities to engage and educate film/production companies that have yet to film productions in Coquitlam about prime film locations, the services provided by the "One-Stop" Film Office and the ease of filming in Coquitlam.» Work with the Parks, Recreation and Culture Services Department to maximize filming opportunities at swimming pools, parks and other recreational facilities.» Planning and cross-training for the Film Liason position and internal departments directly involved with the film permit process needs to occur to ensure effective and efficient permitting in the long-term. Cooperative Marketing ("C" Priority)» Leverage existing relationships and develop new partnerships to increase Coquitlam's prominence as an attractive film destination (e.g.. Creative BC, Province of BC, etc.).» Work with Creative BC to ensure Coquitlam is maximizing opportunities to be featured in cooperative marketing projects, trade shows or other sector related activities. Key Performance Indicators:» Marketing material development» Track the return on investment of marketing programs» Online analytics (e.g., web, social media, etc.)» Numberof new productions» Number and value of cooperative marketing projects 16 Key Areas of Focus COQUITLAM FILM STRATEGY

20

21 hriplementatioii The Coquitlam Film Strategy provides the core goals needed to enhance the expansion and economic contribution of Coquitlam's film sector. The Film Office will develop annual work plans to achieve the goals identified in the Coquitlam Film Strategy COOUITLAM FILM STRATEGY VISION STATEMENT Coquitlam will foster a supportive climate for the film sector through maintaining an efficient permitting process, while focusing on expanding the economic impact of the sector by promoting Coquitlam as an attractive destination for film production, and expanding local jobs, local prosperity. KEY AREAS OF FOCUS PROGRAM MANAGEMENT & IMPROVEMENTS RETENTION & EXPANSION I MARKETING & ATTRACTION COALl: Maintain and continue to develop an effective and efficient "One-Stop" Film Office GOAL 2: Work with the production companies that are filming in Coquitlam to ensure film activities occur smoothly, while exploring opportunities with these companies for further filming in Coquitlam GOAL 3: Continue to promote the City of Coquitlam as an attractive destination for film production companies 18 Implementation COQUITLAM FILM STRATEGY

22 I' I

23 CoQuitlam III I I Economic Dev^< City of Coquitlam 3000 Guildford Way Coquitlam, BCV3B7N filming@coquitlam.ca coquitlam.ca/film