Chimney's Top 100 European Film Funds
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A Producer's Handbook
DEVELOPMENT AND OTHER CHALLENGES A PRODUCER’S HANDBOOK by Kathy Avrich-Johnson Edited by Daphne Park Rehdner Summer 2002 Introduction and Disclaimer This handbook addresses business issues and considerations related to certain aspects of the production process, namely development and the acquisition of rights, producer relationships and low budget production. There is no neat title that encompasses these topics but what ties them together is that they are all areas that present particular challenges to emerging producers. In the course of researching this book, the issues that came up repeatedly are those that arise at the earlier stages of the production process or at the earlier stages of the producer’s career. If not properly addressed these will be certain to bite you in the end. There is more discussion of various considerations than in Canadian Production Finance: A Producer’s Handbook due to the nature of the topics. I have sought not to replicate any of the material covered in that book. What I have sought to provide is practical guidance through some tricky territory. There are often as many different agreements and approaches to many of the topics discussed as there are producers and no two productions are the same. The content of this handbook is designed for informational purposes only. It is by no means a comprehensive statement of available options, information, resources or alternatives related to Canadian development and production. The content does not purport to provide legal or accounting advice and must not be construed as doing so. The information contained in this handbook is not intended to substitute for informed, specific professional advice. -
Cinema in the Digital Age: New Financing and Distribution Models
Cinema in the Digital Age: New Financing and Distribution Models. Beatriz Cebas MA Media, Communications and Critical Practice London College of Communication (University of the Arts, London) December 2011 Content page Abstract………………………………………………………………………………1 Acknowledgements…………………………………………………………………..2 1. The establishment of digital cinema……………………………………………..3-7 2. Welcome to the “prosumer” age………………………………………………..8-17 3. Is the Hollywood distribution system breaking up? ………………………….17- 23 4. The end of gatekeepers…. But not yet.………………………………………..23-27 Bibliography.……………………………………………………………………..28-34 Appendices.……………………………………………………………………….35-81 This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA. Abstract This is a practice-based dissertation that talks about Cinema in the Digital Age: New Financing and Distribution Models. To explore this topic I have researched books, articles, speeches and movies of relevant authors; I have also interviewed filmmakers and entrepreneurs related to these new models of cinema financing and distribution in the digital age. In addition I have used my own experience as a creator to produce a meta-documentary that complements this thesis. The dissertation is divided into four parts. The first one is an introduction where I explain how the digital revolution is changing the filmmaking. The second one is focused on a new finance model attached to digital media: crowdfunding. The third part talks about the digital distribution model exploring if it could break down the Hollywood distribution and exhibition system. -
Costs in a Film's Production Process
European Research Studies Journal Volume XXIV, Issue 2B, 2021 pp. 1069-1080 Costs in a Film’s Production Process Submitted 26/03/20, 1st revision 21/04/20, 2nd revision 23/05/20, accepted 30/06/21 Damian Łazarczyk1 Abstract: Purpose: Film production is associated with incurring costs. This article aims to analyze the production process of a feature film through the prism of incurred production costs. The indi- rect aim is to answer the question: What is the structure of the set of costs in the production process of an audiovisual work? Design/Methodology/Approach: The study concerns the production costs of film work based on the cost philosophy of the Polish Film Institute and American solutions. The study uses the descriptive and comparative analysis method of various aspects of film production; the deduc- tive-inductive reasoning method; the costing method; the logical analysis method based on the literature on film production organization and accounting; the qualitative method in the form of unstructured face-to-face interviews with film producers con-ducted at production courses at the L. Schiller National Higher School of Film, Television, and Theatre in Łódź. Findings: The amount of cost of a film project is determined by the film script. The structure of the set of costs in the different stages of the film production process in the world is similar. The fees are an essential item in the cost of a feature film. The production organization crite- rion and the time criterion shape the film production costs. Practical Implications: Efficient organization of the film production process affects the cost of ownership of film work. -
Evidence from the Film Industry
Expected Returns on Real Investments: Evidence from the Film Industry Thomas Y. Powers∗ October 21, 2015 Abstract Using a proprietary, project-level dataset on the film industry, I study a cross-section of expected returns on real investments. Expected returns are in- creasing and concave in the idiosyncratic dollar variance of a film’s payoff, unlike in markets where such risk can be diversified. Expected returns are approxi- mately linear in dollar volatility. A $1 MM increase in volatility raises expected return by at least 43 basis points. I discuss theories from corporate finance that can rationalize the pricing of idiosyncratic risk, and I build a matching model between studios and films in which costly external finance can explain the facts. JEL Codes: G12, G32, L22. Keywords: Cross-sectional asset pricing, pricing real investments, project choice, managerial risk aversion, risk management ∗Harvard University, [email protected]. I am very grateful to John Campbell, Robin Greenwood, Victoria Ivashina, Diane Kahng, Steve Kovacs, Ari Levinson, Jean-Marie Meier, Filippo Mezzanotti, Vijay Narasiman, Jonathan Rhinesmith, David Scharfstein, Neil Shephard, Manpreet Singh, Erik Stafford, Luis Viceira, John Zhou, Eric Zwick, and the participants at the Harvard Finance Workshop and at the LBS Trans-Atlantic Doctoral Conference for their helpful comments. Additionally, I would like to thank Bruce Nash and OpusData for generously providing data and for feedback on my project. Introduction Businesses expect different returns on different projects, and these differences deter- mine which innovations are developed, which jobs are created, and which investments are available to savers. Nevertheless, despite its relevance, we know relatively little about which factors drive the cross-sectional variation in expected returns for real projects. -
Production Handbookfinaldraft
PRODUCTION HANDBOOK SCHOOL OF THEATRE AND DANCE KENT STATE UNIVERSITY 2010-2011 TABLE OF CONTENTS INTRODUCTION 1 Mission of The School of Theatre and Dance 1 PROFESSIONAL BEHAVIOR 1 A Code of Ethics for Theatre Professionals 1 PRODUCTION FACULTY AND STAFF 3 Contact Information 3 ORGANIZATION OF THE SCHOOL OF THEATRE AND DANCE 5 The Faculty and Staff Production Organization 5 Faculty and Staff Production Positions 5 Producing Director/School Director (Administrative Staff) 5 Managing Director (Professional Staff) 5 Production Manager (Professional Staff) 5 Director 5 Artistic Director (Dance Concert) 6 Choreographer (Dance Concert) 6 Choreographer (Theatre Production) 6 Vocal Coach 6 Fight or Movement Coach 6 Resident (Faculty) Designers 7 Resident (Faculty) Set Designer 7 Resident (Faculty) Costume Designer 7 Scene Shop Supervisor 8 Costume Shop Supervisor 8 Lighting and Sound Supervisor 8 Marketing Coordinator (College of the Arts Administrative Staff) 9 School Administrative Assistant (Classified Staff) 9 SCHOOL OF THEATRE AND DANCE PRODUCTION POLICIES AND PROCEDURES 10 Participation Policies 10 Auditions 11 Casting Policies 11 Conflicts 11 Computer Lab Policies 12 Key Policies 12 Theatre and Rehearsal Space Policies 12 Rehearsal Policies 13 Theatre and Dance Space Policies 13 Matinee and Touring Production Policies 15 Purchasing Policies and Procedures 15 School Charge Accounts 15 Production Spread Sheet 15 Petty Cash 16 Expense Reimbursements 16 School of Theatre and Dance Box Office Policies 16 i School of Theatre and Dance Complimentary -
Pull-Tight Production Packet Index
Pull-Tight Production Packet Index 1. Index 2. Helpful Tips for Producing at Pull-Tight Job Descriptions: 3. Responsibilities of the Director 4. Responsibilities of the Producer 5. Responsibilities of the Stage Manager 6. Stage Manager Checklist Production Policies: 7. Holdover Policy 8. Responsibilities of the Executive Producer 9. Working With Minors at Pull-Tight 10. House Rules 11. House Rules – Set Crew 12. Fire Safety Rules 13. Musician Fees Policy 14. Show Cancellation Policy Forms: 15. Budget Form 16. Sample Budgets 17. Audition Form Page 1 Musical 18. Audition Form Page 1 Non-Musical 19. Audition Form Page 2 20. Postcard Sent to Individuals Not Cast 21. Minors’ Parents Form 22. Contract for Musical Services 23. Expense Report Form 24. Check Voucher Form 25. T-Shirt Order Form 26. Actor Bio Form 27. Costume Measurement Sheet Additional Policies, Forms, or Information: 28. Complimentary Tickets Policy 29. Crew Template for Program 30. Lobby Display Policy 31. General Box Office Information 32. Tips for Polyurethaning the Floor HELPFUL TIPS FOR PRODUCING AT PULL-TIGHT It is strongly recommended that these tips be read by the Director, Producer, and Stage Manager of the show before you go into production, discussed together at your first Production meeting, and then kept on hand to refer to frequently. RESOURCES : Pull-Tight Public Website: www.pull-tight.com Pull-Tight Private Website: www.pull-tight.com/production Password: breakaleg If you have questions regarding technical aspects of your production or “how things are done” at Pull-Tight, the Executive Producer is your primary contact. If the Executive Producer doesn’t know the answer, he or she will be able to help you find it, and can also alert you to any recent changes in Board policy. -
UNIT-II Pre and Post
UNIT-II Pre and post - production planning - functions, duties and responsibilities of the crew members. Art direction - location - floor management - out-doors and indoors - lighting - management of live shows / live telecast - sports coverage etc. PRE AND POST - PRODUCTION PLANNING The Production Process The production process refers to the stages (phases) required to complete a media product, from the idea to the final master copy. The process can apply to any type of media production including film, video, television and audio recording. The stages in each medium vary; for example, there is obviously no storyboard in an audio recording. However the same general concepts work for any medium. The three main stages of production are: Pre-production: Planning, scripting & storyboarding, etc. Production: The actual shooting/recording. Post-production: Everything between production and creating the final master copy. PRE-PRODUCTION Pre-production is a fairly loose term which refers to the tasks undertaken before production begins. Exactly what is included in this stage depends on the medium and situation. For a small video company, pre-production may refer to everything that happens before shooting begins, for example, meeting with the client, research, storyboarding, location planning, etc. For feature films, pre-production is more specific and only begins when other milestones have been met such as financing, screenplay, casting and major staffing. In this case pre-production includes: Location scouting Prop and wardrobe identification and preparation Special effects identification and preparation Production schedule Set construction Script-locking (semi-finalisation of the script) Script read-through with cast, director and other interested parties STAGES OF PRE-PRODUCTION Finalize a Shooting Script While movies are magical, they don‟t come out of thin air. -
Film Director Agreement (Fiction Film)
FILM DIRECTOR AGREEMENT (FICTION FILM) The Parties to this Agreement are: ___________________ , personal identity code _________, address _____________________________ (hereinafter the ”Director”); and ___________________ , company identity code _________, address _____________________________ (hereinafter the ”Producer”). 1. OBJECT OF THE AGREEMENT 1.1 The Producer will employ the Director for making the film _____________________ (hereinafter the ”Film”) in accordance with the terms and conditions agreed in this Film Director Agreement (hereinafter the ”Agree- ment”). 1.2 The Film will be filmed in ________ format, and its screen time is fixed at ______ minutes. 1.3 The target age limit for the Film shall be ______. 1.4 The production budget for the Film is ___________________ euros. 1.5 The Film shall be based on: a) ________ʼs literary or other work entitled ”______________”. The film rights in respect of the work have been transferred under a separate agreement between the Producer and the holder of the rights. b) Original idea by _________ The manuscript for the Film has been made by: _________________________. The film rights in respect of the manuscript have been transferred under a sepa- rate agreement between the Producer and the holder of the rights. 2. THE DIRECTORʼS JOB DESCRIPTION 2.1 The employment of the Director begins / has begun on ___.___.20___. 1 The Directorʼs work shall be conducted as follows: Preliminary planning between ________ - ________, in total __ days; Filming period between ________ - ________, in total __ days; Post-production work between ________ - ________, in total __ days. The Directorʼs employment will end once the Director has inspected and ap- proved the final form of the Film. -
Video Production Putting Theory Into Practice
Video Production Putting Theory into Practice Steve Dawkins (Coventry University) Ian Wynd (North Warwickshire and Hinckley College) Contents Introduction Section One: Theory and Practice 1. Knowing: The Theory of Video Production 2. Doing: Preparing for Video Production 3. The Practice of Video Production: Pre-Production 4. The Practice of Video Production: Production 5. The Practice of Video Production: Post-Production Section Two: The Briefs 6. The Television Title Sequence 7. The Magazine Programme 8. The Documentary 9. The Drama Short Introduction People working within the creative media industries often mystify the process of video production. There is a well-known saying that video production isn’t as easy as it looks but isn’t as difficult as it is made out to be. While it is true that professional working practices are the result of much training, our starting point is that we believe that anyone has the potential to produce excellent videos. However, what marks out good or exceptional video production, whether professional or non-professional, is two things: the ability of the video- maker to understand and effectively work through the different stages of production systematically and their ability to think about what they’re actually doing at each of those stages and act upon those thoughts. Video Production: Putting Theory into Practice is a book for students who are new to video production in further and higher education. It is a book that links the types of theory that are applicable to video production that you will encounter on a range of different communications, cultural or media courses with the practical skills of video making. -
Pre-Production Checklist
P R E P R O D U C T I O N C H E C K L I S T 1. Make a Production Schedule: a. Block out dates for all your shoots; Aim to leave at least 3 weeks for careful editing. If you are editing at the last minute, you will be stuck using your first cut rather than having time to try a few different versions, and you won’t have time for polishing, fine-tuning, and post- picture lock work such as color correction and sound mixing (these can make a huge difference). b. Log, take notes, and assemble selects / rough scenes while you are still in production c. Check with other members of your camera group to make sure you are not planning overlapping shoot dates. d. Be realistic about scheduling – a typical rule of thumb is that it takes approximately one 8-hour shooting day to cover 2-4 minutes of script time. 2. Crew Up: a. Plan in advance to make sure you have all the crew members you need for your shoots. Make sure to ask members of your group and other members of the class ahead of time to make sure you aren’t scrambling for crewmembers at the last minute. b. Remember, the more you are able to delegate specific jobs to specific people, the more you’ll be able to focus on directing and getting the performances you want out of your actors. At a minimum, you should consider having at least a gaffer and a sound recordist / boom operator on your crew. -
Entertainment 81 ENTERTAINMENT
Enroll at uclaextension.edu or call (800) 825-9971 Entertainment 81 ENTERTAINMENT Benefits of Remote Instruction via Zoom! Remote Instruction courses feature live meetings with your instructor, industry guest speakers, and fellow students connecting in real time on Zoom. Benefits of Remote Instruction Regular interaction with a variety of FILM & TV MUSIC • courses with UCLA Extension’s notable guest speakers 81 Business & Management 88 Film Scoring En tertainment Studies: • Networking opportunities with filmmaking of Entertainment 90 Music Business Real-time instruction from professionals peers from Hollywood and around • the globe 82 Acting 91 Music Production actively working in the entertainment industry 84 Cinematography 84 Directing For More Information, Contact 85 Film & TV Development [email protected] | (310) 825-9064 86 Post-Production MGMT X 403.34 MGMT X 476.99 86 Producing Entertainment Financing: Marketing Entertainment: From First $ to Distribution of Profits Strategies for the Global Marketplace 4.0 units 4.0 units This course covers the financial aspects of each step of the Today, marketing entertainment is a global enterprise, and motion picture value chain (from development through profit motion pictures, television shows, streaming content, and participation) and considers the implications of financial video games are the assets that drive expanding ancillary choices. Designed to give you a general understanding of markets. How these properties are marketed determines how financial deals are structured, topics include how film their financial success and future. The instructor and a financing is secured, connecting the production budget to select number of the industry’s top marketing professionals For more information call (310) 825-9064. -
Investment Opportunities in Film Finance
Investment Opportunities in Film Finance Allison Chow1, Joel Parrish2, Alan Snyder3, Christian Williams4 September 1, 2016 Table of Contents Introduction ................................................................................................................................................. 2 I. An Overview of the U.S. Film Industry ..................................................................................................... 2 II. The Making of a Movie ............................................................................................................................. 3 III. The Production Loan ............................................................................................................................... 4 IV. Film Tax Credits ...................................................................................................................................... 4 V. The Distribution Agreement ..................................................................................................................... 6 VI. The Role of the Completion Guarantor ................................................................................................... 8 VII. Insurance Against the Counterparty Risk of the Distributor .................................................................. 9 VIII. Gap Financing ....................................................................................................................................... 9 IX. P&A ........................................................................................................................................................