Thompson-Nicola Film Commission Committee Meeting Dated April 7, 2016

THOMPSON-NICOLA REGIONAL DISTRICT

Film Commission – THURSDAY, NOVEMBER 24, 2016

A G E N D A

Time: 5:00 p.m. Place: Board Room 4th Floor 465 Victoria Street Kamloops, BC

Page

1. CALL TO ORDER

2. CHAIR'S ANNOUNCEMENTS

3. ADDITIONS TO OR DELETIONS FROM THE AGENDA

4. MINUTES

3 - 7 (a) Minutes of the Thompson-Nicola Film Commission Committee Meeting dated April 7, 2016

Minutes of the Thompson-Nicola Film Commission Committee Meeting dated April 7, 2016, attached.

Recommendation:

THAT the minutes of the Thompson-Nicola Film Commission Committee Meeting dated April 7, 2016, be adopted.

5. DELEGATIONS

(a) None.

6. UNFINISHED BUSINESS

(a) None.

7. CORRESPONDENCE

(a) None.

Page 1 of 47 8. NEW BUSINESS

9. PRESENTATIONS

8 - 11 (a) 2016 Activity Update

Presentation from Film Commissioner attached.

10. REPORTS

12 - 13 (a) TNFC Meeting Dates 2017

Report from the Film Commissioner dated November 10, 2016, attached.

Recommendation:

THAT the report, TNFC Meeting Dates 2017 dated November 10, 2016, be received for information.

14 - 42 (b) TNFC Strategic Planning Session February 4 2017

Report from the Film Commissioner dated November 10, 2016, attached.

Recommendation:

THAT the report, TNFC Strategic Planning Session February 4 2017 dated November 10, 2016, be received for information.

43 - 47 (c) Front Counter BC Film Permitting When Crown Land is Disturbed

Report from the Film Commissioner dated November 10, 2016, attached.

Recommendation:

THAT the report, Front Counter BC Film Permitting Process when Crown Land is Disturbed dated November 10, 2016, be received for information.

11. ADJOURNMENT

Thompson-Nicola Film Commission Agenda – Thursday, November 24, 2016 Page 2 of 47

THOMPSON - NICOLA REGIONAL DISTRICT

Film Commission

Thursday, April 7, 2016

MINUTES of a Meeting of the THOMPSON-NICOLA REGIONAL DISTRICT FILM COMMISSION held in the Boardroom on Thursday, April 7, 2016 commencing at 5:00 PM.

PRESENT: Director R. Smith (Chair) District of Logan Lake Director T. Lange (Vice-Chair) City of Kamloops Director R. Murray Electoral Area "M" (Beautiful Nicola Valley - South) Ms. C. Falk Ms. D. Recchi Mr. K. Wells Ms. J. Wray Ms. M. Varcoe-Ryan Ms. T. Hadwin

ABSENT: Ms. D. Dunn-Morris Mr. S. Dunn Mr. K. Matheson Mr. M. Dalsin Mr. J. Ekering

STAFF: Mr. S. Gill, Chief Administrative Officer Ms. V. Weller, Film Commissioner Ms. S. Lapointe, Film Commission Assistant Ms. T. Watson, Recording Secretary

PRESS: None.

OTHERS: None.

1. CALL TO ORDER

The Chair called the Thompson-Nicola Film Commission meeting to order at 5:06 pm.

2. CHAIR'S ANNOUNCEMENTS

None.

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Thompson-Nicola Regional District Film Commission Minutes Regular Meeting - Thursday, April 7, 2016 Page 2 of 5

3. ADDITIONS TO OR DELETIONS FROM THE AGENDA

The agenda was received as presented.

4. MINUTES

(a) Minutes of the Thompson-Nicola Film Commission Meeting dated November 4, 2015.

Moved by Director Lange Seconded by Director Murray

THAT the minutes of the Thompson-Nicola Film Commission Meeting dated November 4, 2015, be adopted.

CARRIED

5. DELEGATIONS

(a) Kamloops Film Society Thomas Friedman, Chair

Kamloops Independent Short Shorts Film Competition Jon Fulton, Chair

Kamloops Film Festival Dušan Magdolen, Chair

Mr. T. Friedman, Chair, Kamloops Film Society, provided a PowerPoint presentation to the committee showcasing the history of the Kamloops Film Society from 1974 to today. Mr. Friedman also expressed thanks to the Thompson-Nicola Film Commission for all their support and financial contributions over the years.

6. UNFINISHED BUSINESS

(a) None.

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Thompson-Nicola Regional District Film Commission Minutes Regular Meeting - Thursday, April 7, 2016 Page 3 of 5

7. CORRESPONDENCE FOR INFORMATION

(a) Letter from Southern Interior Development Initiative Trust, January 5, 2016 Re: Thompson-Nicola Film Commission Website Upgrade

(b) Letter from Explore Gold Country, March 6, 2016 Re: Thank you

Moved by Director Murray Seconded by Director Lange

THAT the correspondence items for information only, items 7a. and 7b. be received for information.

CARRIED

8. NEW BUSINESS

(a) None.

9. REPORTS

(a) 2015 Thompson-Nicola Film Commission Year End Report

The Film Commissioner presented the 2015 Thompson-Nicola Film Commission Year End Report. The Film Commissioner advised that 2015 was the Film Commission’s busiest year with the most location inquires, facilitating the most production days, and producing and launching in-house projects including the TNRD video The Region of BC’s Best. All five goals in its Strategic Plan were met.

Moved by Director Lange Seconded by Ms. Hadwin

RECOMMEND THAT the TNRD Board receive the 2015 Thompson-Nicola Film Commission Year End Report dated March 30, 2016, for information.

CARRIED

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Thompson-Nicola Regional District Film Commission Minutes Regular Meeting - Thursday, April 7, 2016 Page 4 of 5

(b) Filming on Crown Lands in the Thompson-Nicola Regional District

The Film Commissioner discussed the filming disincentive of a 140-day (4 ½ months) waiting period for production companies to acquire a Film Permit to film on Crown Lands in situations where land may be disturbed temporarily. The Film Commissioner advised that staff, in collaboration with Creative BC, will investigate possible best practices, solutions and scenarios that may lessen the waiting period and satisfy the needs of stakeholders. The Film commissioner requested that the TNRD Board of Directors meet with the BC Minister of Jobs, Tourism and Skills Training at the 2016 Union of BC Municipalities Conference in September to make the Minister aware of our concerns and the negative impact the 140-day waiting period has on filming in the TNRD.

Moved by Director Murray Seconded by Director Lange

RECOMMEND THAT the TNRD Board submit a request for a meeting at the 2016 Union of BC Municipalities Convention with the BC Minister of Jobs, Tourism and Skills Training to discuss creating a less time consuming and streamlined Film Permitting process where Crown Lands may temporarily be disturbed by filmmaking activities, and restored.

CARRIED

The Film Commissioner presented 2016 Looking Back and Looking Forward in PowerPoint highlighting TNFC activities and projects. So far the US feature film franchise Power Rangers will film in early April for approximately 10 days in Kamloops and TNRD, a BMW commercial will film later in April for 2 days region, and a Canadian feature film Juggernaut will start production in May in Kamloops, Merritt, Ashcroft and Cache Creek and surrounding areas. Also, the committee was shown the 2016 Kamloops Short Shorts Film Competition First Place winner of the TNRD Award Grassland Seasons and the Honorary Second Place winner Wrangler Goin’ Home.

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Thompson-Nicola Regional District Film Commission Minutes Regular Meeting - Thursday, April 7, 2016 Page 5 of 5

10. ADJOURNMENT

The Thompson-Nicola Film Commission meeting adjourned at 6:09 pm.

Certified Correct:

Chair Corporate Officer

Minutes of the Thompson-Nicola Film Commission Committee Mee... Page 7 of 47 11/14/2016

So….So….So…. You wanna know what’s Subaru Commercial in Pritchard the goingoingoinon’?on’?on’?

November 24, 2016 Thompson-Nicola Regional District Thompson-Nicola Regional District

Netflix at Sun Peaks Maze Runner 3: The Death Cure

Thompson-Nicola Regional District Thompson-Nicola Regional District

Power Rangers

Thompson-Nicola Regional District Thompson-Nicola Regional District

2016 Activity Update Presentation from Film Commissioner att... Page 8 of 147 11/14/2016

BMW Commercial

Thompson-Nicola Regional District Thompson-Nicola Regional District

Midas Tires Commercial Midas Tires Commercial

Thompson-Nicola Regional District Thompson-Nicola Regional District

JuggernautJuggernautJuggernaut

Red Earth Uncovered

Thompson-Nicola Regional District Sagacious Media Inc Thompson-Nicola Regional District

2016 Activity Update Presentation from Film Commissioner att... Page 9 of 247 11/14/2016

Once Upon A Time Indian HorseIndian Horse

https://www.youtube.com/watch?v=m6sdrLsyH1Q&t=168s 2:50

Thompson-Nicola Regional District Thompson-Nicola Regional District

3D –––The Arc/k Project

• 2141 Steam Locomotive • Secwepemc Museum & Heritage Park

Thompson-Nicola Regional District Thompson-Nicola Regional District

We MAY Have Issues… We may have issues…. •Crown Lands •Capacity – tax credits reduced •Capacity – trained crew

Thompson-Nicola Regional District Thompson-Nicola Regional District

2016 Activity Update Presentation from Film Commissioner att... Page 10 of 347 11/14/2016

New TNFC website Monster TrucksTrucksTrucks https://www.youtube.com/watch?v=uQrj2M-2Uiw

http://www.tnrdfilm.com.php56- 22.dfw3-1.websitetestlink.com

Thompson-Nicola Regional District Thompson-Nicola Regional District

Thompson-Nicola Regional District

2016 Activity Update Presentation from Film Commissioner att... Page 11 of 447

Thompson-Nicola Film Commission COMMITTEE REPORT

TO: TNFC Committee DATE: November 10, 2016

FROM: Thompson-Nicola Film Commissioner

SUBJECT: TNFC Meeting Dates 2017

RECOMMENDATION

THAT the report, TNFC Meeting Dates 2017 dated November 10, 2016, be received for information.

VICTORIA WELLER Approved for Film Commissioner Board Consideration CAO

SUMMARY: The 2017 TNFC meetings will start at 5:00 pm in the TNRD boardroom: - Thursday, March 23 - Thursday, June 15 - Thursday, September 21 - Thursday, December 14

BACKGROUND: The Thompson-Nicola Film Commission prefers to meet on the same day as a Thompson- Nicola Regional District Board of Directors meeting. It is also preferable to meet every three to four months. Therefore, the dates for 2017 TNFC meeting are March 23, June 15, September 21 and December 14.

TNFC Meeting Dates 2017 Report from the Film Commissioner da... Page 12 of 47 November 10, 2016 Page 2 of 2 Subject: TNFC 2017 Meeting Dates

DISCUSSION: When the film commission was first established in 2000, it was determined that the commission meet every two to four months on Wednesdays, based on availability of the participants. However, because political appointees are already in Kamloops for TNRD Board of Director meetings, it was felt that Thursday is a more convenient day and that 5:00 pm starting time was suitable as to not conflict with the Board meeting. In the event the commission’s immediate attention is required, an additional meeting would be scheduled. Moreover, if there is a need for immediate action, the issue will be presented by the TNFC Chair at the next TNRD Board of Directors meeting.

ALIGNMENT TO THE STRATEGIC PLAN: Based on 2015 TNRD Strategic Plan – Economic Growth “The priorities the Board ended up discussing were: …. 3. The importance of the Film Commission was reinforced by the Board.”

CONCLUSION: The 2017 TNFC meetings will take place on Thursday, March 23, June 15, September 21 and December 14 beginning at 5:00 pm in the TNRD Boardroom.

Attachments: None

TNFC Meeting Dates 2017 Report from the Film Commissioner da... Page 13 of 47 Thompson-Nicola Film Commission COMMITTEE REPORT

TO: TNFC Committee DATE: November 10, 2016

FROM: Thompson-Nicola Film Commissioner

SUBJECT: TNFC Strategic Planning Session February 4 2017

RECOMMENDATION:

THAT the report, TNFC Strategic Planning Session February 4 2017 dated November 10, 2016, be received for information.

VICTORIA WELLER Approved for Film Commissioner Board Consideration CAO

SUMMARY: The Thompson-Nicola Film Commission strategic planning session is to take place Saturday, February 4, 2017 9:30 am – 3:30 pm with lunch included at the DoubleTree Suites by Hilton in Kamloops.

BACKGROUND: The film commission holds its strategic planning session every two (2) years due to the volatile nature of the motion picture industry. The last strategic planning session took place Saturday, February 17, 2015. The TNFC is operating under its 2015 – 2017 (2018) Strategic Plan. Plus Creative BC’s Service Innovation Plan 2016/17 – 2021/22 may provide insight and new opportunities for mutual benefit.

TNFC Mission Statement: In cooperation with the Creative BC, to attract and encourage motion picture and digital media productions that will result in expenditures in, or exposure of, the Thompson-Nicola Film Commission area.

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DISCUSSION: There are many things to think about and discuss before and during the TNFC strategic planning session.  Are we meeting our goals? o GOAL 1: Expenditures - Productions in the regions o GOAL 2: Awareness - Provide logistical support o GOAL 3: Fund Raise & In-kind - Be financially accountable o GOAL 4: Education – Provide residents and stakeholders with knowledge o GOAL 5: Best practices in social media & communication  Membership – to expand skillsets and age groups?  Does our Mission and Goals align with Creative BC? Should they?  Is there a place or need for the film commission to service the Creative Industries such as motion picture production, digital media, music, book and magazine publishing?  How do we increase human resource capacity?

CONCLUSION: The TNFC meets every two years to assess the current financial and production climate, to seek new opportunities, and critically evaluate its goals and performance. In light of the newly created Creative BC’s Service Innovation Plan, the lowering of the Production Service Tax Credit and the increase in demand for local crews, there may also be new directions for the film commission to develop. Consequently, a strategic planning session is to take place February 4. 2017.

Attachments: 2015-2017 (2018) TNFC Budget Revised October 10, 2016 Creative BC’s Service Innovation Plan 2016/2017 – 2021/22

TNFC Strategic Planning Session February 4 2017 Report from ... Page 15 of 47 TNFC Strategic Planning Session February 4 2017 Report from ...

Thompson-Nicola Film Commission Budget 2015-2017 (2018) Revised SURPLUS October 10 2016 2015 2016 2017 2018 TNFC REVENUE TNRD Taxation Municipalities $ 214,100 $ 218,180 $ 169,203 $ 169,203 TNRD Taxation EA $ 48,977 $ 48,977 Grants in lieu $ 1,040 $ 1,040 Provincial Grant $ 30,000 $ 30,000 $ 30,000 $ 30,000 Previous Year Surplus $ 23,925 $ 25,206 $ 7,000 $ 7,000 TOTAL Revenue $ 268,025 $ 273,386 $ 256,220 $ 256,220 TNFC EXPENSES STAFF Total Revenue $ 268,025 $ 273,386 $ 256,220 $ 256,220 Salaries $ 148,000 $ 150,000 $ 157,013 $ 158,000 Benefits $ 43,000 $ 43,000 $ 45,819 $ 46,000 TOTAL for Operations & Marketing & Other $ 77,025 $ 80,386 $ 53,388 $ 52,220 OFFICE OPERATIONS Equipment & Furniture #3130 Cell Phone Upgrade $ - $ - $ - $ 700 New technology or upgrades $ - $ 450 $ - $ - G4 Digital camera & accessories $ 500 $ - $ - $ - FC Assist desk and other $ 2,000 $ - $ - $ - Furniture $ 300 $ 300 $ - $ - Unforeseen expenses (computer replacements or other) $ 150 $ 150 $ 300 $ - Sub-total $ 2,950 $ 900 $ 300 $ 700 Office Expenses Office Supplies #6310 $ 500 $ 525 $ 530 $ 535 Photocopies #6320 $ 250 $ 255 $ 75 $ 75 Postage & Shipping #6330 $ 1,500 $ 1,550 $ 750 $ 730 Telephone, Cell Phone & Fax #6340 $ 3,700 $ 3,800 $ 3,100 $ 3,100 General $ 88 Insurance: Liability #6510 $ 2,170 $ 1,670 $ 1,670 $ 1,670 Insurance: Property #6511 $ - $ 500 $ 500 $ 500 Sub-total $ 8,120 $ 8,300 $ 6,713 $ 6,610 TNFC Meeting Expenses #4150 Mileage, hotels, meals & expenses @ 4 meetings @ $800 $ 4,500 $ 4,550 $ 3,200 $ 3,200 TNFC Strategic Plan session 2015 and 2017 plus guest dinners $ 3,500 $ 1,400 $ 2,000 $ 1,100 Sub-total $ 8,000 $ 5,950 $ 5,200 $ 4,300 Page 16 of 47

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Thompson-Nicola Film Commission Budget 2015-2017 (2018) Revised SURPLUS October 10 2016 2015 2016 2017 2018 In-house Scouting and Travel Expenses Vehicles #6250 Scouting - personal car mileage, rental costs and gas $ 5,000 $ 5,100 $ 2,500 $ 2,600 Sub-total $ 5,000 $ 5,100 $ 2,500 $ 2,600 Contractors Scouting Fees #4160 12 - 15 days scouting + processing $ 8,100 $ 5,000 $ 5,100 $ 5,100 Sub-total $ 8,100 $ 5,000 $ 5,100 $ 5,100 Contractors Scouting Expenses #4161 Misc. expenses - vehicle, gas, misc $ 3,500 $ 1,500 $ 1,600 $ 1,600 Sub-total $ 3,500 $ 1,500 $ 1,600 $ 1,600 Hosting Clients #4242 Surveys & Fam-tours (transport, accommodation, meals, misc.) $ 7,600 $ 7,700 $ 7,500 $ 7,600 Sub-total $ 7,600 $ 7,700 $ 7,500 $ 7,600 MARKETING BC Marketing Initiatives #4241 RFCABC AGM and Meetings $ 845 $ 600 $ 625 $ 635 Government Meetings $ - $ - $ - $ - Vancouver (MPPIA & Other) $ 2,505 $ 1,200 $ 625 $ 625 Unforeseen $ - $ - $ - $ - Sub-total $ 3,350 $ 1,800 $ 1,250 $ 1,260

Tradeshows #4243 Canadian Whistler Film Festival & Summit or CrBC Whistler Reception Dec 3 - 7 $ 2,495 $ 800 $ 500 $ 750 Banff International Television Festival - Limited June 7-10 $ 1,200 $ - $ - $ - Vancouver International Film Festival & Forum Oct 1 - 4 $ - $ - $ - $ - SPARK, SIGGRAPH - CGI - Combined with In-person Marketing Initiatives $ - $ - $ - $ - Tradeshows #4243 International $ - $ - AFCI Locations Expo (March 5 - 7) $ - $ - $ 2,500 $ - Hong Kong FilmMart (March 23 - 26) $ - $ - $ - $ - SouthbySouthwest Film and Music Festival Austin Texas (March 13 - 17) $ - $ - $ - $ - Los Angeles American Film Market (Nov - 3 days) $ 1,260 $ - $ - $ - Los Angeles - MPPIA Trip (Nov - 2 days) $ - $ - $ - $ - Berlinale Film Festival (Feb 5 - 15) $ - $ - $ - $ - Toronto Film Festival (Sept 10 - 20) $ - $ - $ - $ - Permieres & Marketing $ - $ 500 Unforeseen Opportunities $ - $ - $ - $ - Sub-total $ 4,955 $ 800 $ 3,500 $ 750 Page 17 of 47

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Thompson-Nicola Film Commission Budget 2015-2017 (2018) Revised SURPLUS October 10 2016 2015 2016 2017 2018

Materials #4245 Newsletter or brocuhres or other $ 4,000 $ 5,880 $ - $ - Promotional item - Cards $ 300 $ 350 $ 250 $ 275 Promotional Item - USBs $ 2,000 $ - $ - $ - Unforeseen Opportunity $ - $ - $ - $ - Sub-total $ 6,300 $ 6,230 $ 250 $ 275 Websites, Libraries & Hosting #4249 Hosting TNFC website $ 900 $ 960 $ 1,200 $ 1,200 Hosting Reel Scout on TNFC website $ 1,200 $ 1,200 $ 1,200 TNFC Website Revisions & Additions $ - $ 25,865 $ 750 $ - Digital Libraries TNFC Image Library Data Management $ - $ 225 Reel Scout Data Management $ - $ - $ - $ 225 TNFC Website Data Management $ - $ 1,100 $ - $ - TNRD Website Image Library Data Management $ 1,000 $ 250 $ - Locations Movie Map Data Management $ - $ 500 $ - $ - Crew Database Data Management) $ - $ - $ - $ - Sub-total $ - $ 30,625 $ 3,400 $ 2,850 Advertising & Promotions #6110 TNRD - based Advertising $ 1,000 $ - $ - $ - Reel West Digest Ad $ 525 $ 525 $ 1,200 $ 1,200 Advertisements Designs $ 350 $ 150 $ 150 $ 150 Joint marketing $ - $ - $ - $ - Producers Guild of America $ 1,880 $ - $ - $ - Scout Locations e-newsletter design $ 200 $ 225 $ - $ - Kamloops Film Festival Program Artwork $ 250 $ 150 $ 150 $ 150 Sub-total $ 4,205 $ 1,050 $ 1,500 $ 1,500 Page 18 of 47

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Thompson-Nicola Film Commission Budget 2015-2017 (2018) Revised SURPLUS October 10 2016 2015 2016 2017 2018 Local Awareness & Sponsorships #4248 Kamloops Film Festival Sponsorship - Gold $ 3,500 $ 4,000 $ 4,000 $ 4,000 KIFF TNFC Tickets & Expenses ($100 full/$10 each) $ 100 $ 200 $ 250 $ 250 Other Film Festivals (Sun Peaks or other) $ 1,000 $ 1,000 $ 1,500 $ 1,000 Reel Canada Film in Schools Program $ 3,000 $ 3,000 Kamloops Film Society Short Shorts Prizes $150 - $300 $ 650 $ 500 $ 750 $ 750 MIOP, seminars or guest speakers $ - $ - $ - $ - TNRD speaking engagements $ 150 $ 150 $ 150 Auditions & Others @ $2,000 $ 2,000 $ 2,000 Community bids on shows $ 500 $ 500 Sub-total $ 5,250 $ 5,850 $ 12,150 $ 11,650 Staffl Development #5400 Research materials (books , movies, videos) $ 100 $ 245 $ 200 $ 200 AFCI Cineposiums or other $ - $ - $ - $ - Vancouver Conference $ 1,675 $ - $ - $ - Tourism Conference (TOTA / Gold Country) $ 75 $ - $ 200 $ 200 Unforeseen Opportunity $ - Sub-total $ 1,850 $ 245 $ 400 $ 400 Dues & License Fees #6220 Association of Film Commissioners International $750 USD $ 800 $ 800 $ 800 $ 800 Regional Film Commissions Association of BC $ 100 $ 100 $ 100 $ 100 Dropbox Business Subscription $ 975 $ 975 $ 975 $ 975 MPPIA Membership - Affiliate $ - $ - $ - $ - We Transfer Subscription (large files) $ 150 $ 150 $ 150 IMDB Pro annual $ 150 $ 156 $ 150 $ 150 Hoosuite $ 144 $ - $ - Sub-total $ 2,175 $ 2,325 $ 2,025 $ 2,175

TOTAL #REF! $ 83,375 $ 53,388 $ 52,220 Page 19 of 47

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Creative BC’s Strategic Framework and

SERVICE INNOVATION PLAN 2016/17 – 2021/22 Strategies, Action Plans and Performance Measures

ION BRAND DESIGN | 3

LOGO + TAGLINE

MINIMUM SIZE Be careful using the tagline any smaller than 1.5" wide. BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST At this size, it may be unreadable, in which case 2225 West Broadway, you're better of just using the logo alone. Vancouver, BC, Canada V6K 2E4 BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST Phone: 604.730.2732 BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST This is the standard version of The tagline is always black or theEmail. logo + tagline info@ – with thecreativebc.com graphite. Even when the logo taglinewww.creativebc.com all in one line below is Pink, the tagline is darker. the logo. This is because pink is harder to read at small sizes.

TO ADD: WHEN TO USE / NOT USE ACRONYM

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FOR DESIGNERS ONLY:

These are other optional We recommend that these variations of the logo + tagline only be used in the hands of a relationship. They are not professional designer. included in the logo ﬁles, but reside in Ion's ﬁles. BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST

BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST 2 CREATIVE BC SERVICE INNOVATION PLAN: 2016/17 - 2021/22

TABLE OF CONTENTS

3 LETTER FROM THE CEO

4 EXECUTIVE SUMMARY

6 STRATEGIC PLANNING PROCESS

8 STRATEGIC FRAMEWORK + SERVICE INNOVATION PLAN

18 SERVICE INNOVATION PLAN TIMELINE

19 APPENDIX

Our vision is to unite creators, creative entrepreneurs and industries to grow a sustainable creative economy across British Columbia. Creative BC will champion BC’s diverse and distinctive creative sector.

Together, we will craft BC’s creative future.

The strategic framework and service innovation plan was a collaboration between Creative BC and UBC, and involved contributors from Creative BC staff, board of directors and BC’s creative industries stakeholders. Prepared in partnership with the d.studio team from UBC’s Sauder School of Business.

TNFC Strategic Planning Session February 4 2017 Report from ... Page 21 of 47 CREATIVE BC SERVICE INNOVATION PLAN: 2016/17 - 2021/22 3

LETTER FROM THE CEO

It’s an exciting time for British Columbia’s creative industries, and for Creative BC.

This strategic framework and service innovation plan sets out the opportunities, plans and vision for BC’s creative industries, and details how we will achieve them by 2022. It’s an ambitious plan, representing a bold

step forward for our organization. We consulted more than 80 stakeholders

representing industry and government, engaged our own employee team and board of directors, and worked with industry and academic experts to ensure BC’s creative sector voices were captured, and every idea was heard.

I believe that British Columbians are creative by nature. Our film, television, magazine and book publishing, interactive and digital media, and music sectors are attracting international recognition and a reputation for global excellence. The creative sectors are a major contributor to jobs in British Columbia and will continue to drive economic prosperity in all corners of our province.

Creative BC’s role as a catalyst for these sectors is critical. The values that guide our organization – and the values that form the foundation of this strategic framework and service innovation plan – serve at the heart of our organization:

• Inspire creative courage • Focus on client needs • Show service leadership • Develop a united vision • Trusted to act

As we move towards 2020, our organization will continue to champion a sustainable creative economy for British Columbians, and showcase British Columbia’s creative sector to the world. Our employee team is engaged, and focused on delivering for our stakeholders. Simply put, there has never been a better time to invest in creativity and innovation in this province.

Thank you for everything you do to support BC’s creative economy. If you have any questions about this document, or about Creative BC’s strategic direction, please email me at [email protected].

Prem Gill, Chief Executive Officer Creative BC

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4 CREATIVE BC SERVICE INNOVATION PLAN: 2016/17 - 2021/22

EXECUTIVE SUMMARY Crafting a sustainable creative economy for British Columbia

The creative industries sector is among the most This report, written for a broad stakeholder audience, rapidly growing forces in the world economy. Highly combines a strategic framework with an aggressive concentrated in Asia-Pacific, Europe and North two-year service innovation plan and five-year outlook America, the creative economy is currently valued at for Creative BC. It’s a new approach to improving $2.1 trillion US, generating 29.5 million jobs worldwide. service design and delivery.

North America is also the top consumer of digital The two-year service innovation plan outlines how content and the largest contributor to global film and Creative BC will clearly position itself as an active TV revenue. 1 BC’s creative industries have the ambassador for BC’s creative industries. And it details potential to capture a larger portion of this growing how we will drive the economic development of our global market. With a strong creative advantage creative industries. earned through highly successful film, television, digital media and interactive gaming industries, and enhanced Creative BC’s Strategic Framework and The five-year outlook paints a picture of how Creative by growing music and publishing industries, British BC’s strategic framework will deliver a sustainable Columbia is also home to Canada’s most diverse, and creative sector, a mandate supported by the Ministry of highSERVICEest concentration of creative class workers INNOVATION2. Jobs, Tourism and Skills Training.

As the independent, not-for profit agency created in This report bridges Creative BC’s overarching strategic 2013 by the province of British Columbia to build the PLAN: 2016-2020goals with insights from creative sector stakeholders. capacity of BC’s creative sector, Creative BC has an Strategic Planning Project The strategic goals identified in the 2014-2015 services important mandate. Our role is to champion a plan included: dynamic and diverse creative sector, and connect Goal 1: Undertake research, provide development BC’s creative workforce and projects, to local, assistance and establish the expertise and national and global markets. organizational capacity necessary to serve the additional sectors for which Creative BC is responsible. To attract new investment and create jobs for British Goal 2: Increase investment in BC’s Creative Industries Columbians, Creative BC needs to grow its creative and capitalize on emerging opportunities in digital industries and strengthen the industries’ greatest technology. assets— the creative workforce—by offering: Goal 3: Strengthen BC-based corporate capacity in the • Entrepreneurial training creative industries. • Marketing programs Goal 4: Promote British Columbia and BC’s creative • Communication tools industries in the global marketplace. • Statistics gathering and analysis Goal 5: Provide the leadership necessary to ensure BC’s • Investment financing creative sector prospers. • Policy guidance. Goal 6: Establish Creative BC as an integrated, efficient, effective and knowledge-based organization. Creative BC has crafted a vision to unite creators, Goal 7: Provide exceptional client service in the delivery creative entrepreneurs and industries Lorem Ipsum Dolor to grow a of Creative BC programs. sustainable creative economy for British Columbia. We champion BC’s diverse creative sector. To meet these goals, Creative BC undertook a stakeholder-centered engagement project with the University of British Columbia’s Sauder School of Business. The strategic planning project repositioned

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CREATIVE BC SERVICE INNOVATION PLAN: 2016/17 - 2021/22 5

Creative BC to benefit from more ‘outside-in’ thinking Creative BC’s performance will be measured against to gain knowledge ‘outside-in’ thinking to gain a clear set of benchmarks. The current Activity knowledge on BC’s creative sector and to better Report will evolve into a comprehensive ‘BC Creative articulate the strategies and action plans required to Industries Impact Report’, a scorecard that will advance its creative industries. reflect relevant success indicators and measures for performance, impact and growth. They include: As a service based organization, it’s critical that Creative BC has a clear understanding of client needs, industry • Satisfaction ranking of our services and programs, trends, the competition and our capabilities. The in terms of how they meet the expectations of stakeholder engagement process was designed, Position BC’s creative sector clients and enable them to achieve creative sector developed and delivered to a representative sample of competitively their economic, employment and creative BC’s creative sector between January and March 2016.in the global potential; creative • Satisfaction ranking of our services and programs, economy Ideas, challenges and opportunities were collected from in terms of how we meet the expectations of over 80 creative sector stakeholders through active and creative sector industry associations and enable productive consultation. These participants represented them to serve their creative industries’ members senior stakeholders from BC’s creative industries, and entrepreneurs; government agencies and academic institutions, along • Benchmarking of our progress of program and with Creative BC staff and its board of directors. service activities across creative industries (e.g. applications, projects, co-productions, The actions proposed in this plan build upon BC’s investments, patents, IP, etc.) creative sector opportunities while addressing current • Media monitoring and valuation of BC creative challenges. The following four key strategies were sector stories, successes and collaborations; and, prioritized over the next two to five years, supported by • Outreach efforts to inform the public about BC’s a suite of action plans to begin in April 2016. creative sector and its economic and creative contribution to British Columbia. They include: 1. Position BC’s creative industries to compete to win. This report outlines a new approach to strategic 2. Create a growth culture for BC’s creative industries. planning based on the gathering of insights into BC’s 3. Show and tell BC’s creative industries’ stories. creative industries, Creative BC’s role in growing the 4. Attract, build and retain the best creative talent. creative sector, and what’s required to remain competitive. Our mission is: As creative industries commissioner, Creative BC will champion a sustainable

creative economy for British Columbia.

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6 CREATIVE BC SERVICE INNOVATION PLAN: 2016/17 - 2021/22

STRATEGIC PLANNING PROCESS

Understanding BC’s creative economy

Over the past three years the government of British Sauder’s d.studio research team to design and lead a Columbia has increased investment in this emerging stakeholder engagement process. UBC’s d.studio team sector through a variety of programs. They identified the led a collaborative design process involving 80 need for creative industries to better understand their participants, resulting in this strategic service innovative role, and their potential, in a thriving creative economy. plan for BC’s creative industries.

Creative industries are the leading source of economic Strategic planning project goals growth, employment and trade in the world’s most advanced countries. They generate socio-economic • Gain a new understanding of the complexities of benefit for cities, regions and nations through job BC’s creative sector; creation, income generation and export earnings – all • Learn how creative industries overlap, collaborate while promoting social inclusion, cultural diversity and and co-exist; human capital development.3 Creative industries are • Adopt a flexible, cross-disciplinary and strategic unique in that they rely on an unlimited global resource: approach to respond to a volatile and competitive human creativity. It’s that unlimited potential that environment. agencies like Creative BC should focus on. Strategic planning project objectives British Columbia’s creative economy is emerging as one of the province’s leading sector for economic and • Engage staff, board of directors and key cultural development. Its industries engage in socio- stakeholders from across BC’s creative sector; economic activities that trade creativity, products, • Improve Creative BC’s understanding of its services and knowledge. Creative BC’s role is both as province-wide ecosystem (diversity and assets); ambassador and catalyst for the creative industries. • Diagnose the strengths, weaknesses, limitations and gaps across creative industries; The research partner and the process • Identify common, unifying and catalyzing opportunities; Building on prior creative economy research initiatives • Develop a client-centric strategic and service with the University of British Columbia’s Sauder School innovation plan for BC’s creative industries. of Business, Creative BC established a partnership with

STEP 1: STEP 2: STEP 3: STEP 4:

SCENARIOS STRATEGIES ACTION PLANS STRATEGIC DEVELOPMENT DEVELOPMENT DEVELOPMENT PLAN DEVELOPMENT

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CREATIVE BC SERVICE INNOVATION PLAN: 2016/17 - 2021/22 7

STRATEGIC PLANNING PROCESS continued…

Strategic plan development process steps Methodology: UBC’s strategic design method

Step 1: Scenarios: Engage Creative BC staff, board and The strategic design process, delivered to UBC creative sector stakeholders to co-create undergraduate and graduate students and transformative stories focused on future growth in organizations over the past six years, offers a unique, BC’s creative economy. proven approach to engage stakeholders in productive Step 2: Strategies: Generate effective approaches consultation, ideation and problem solving. For Creative aligned with strategic goals and objectives for financial BC’s strategic planning process, it focused on two stages sustainability. of idea generation and prototyping. Step 3: Action Plans: Generate a suite of mini-plans that reflect key social, economic, cultural, political and (a) Idea generation: The UBC d.studio team was able to technological conditions and factors. provide Creative BC with a re-framing of their client Step 4: Strategic Plan: Create a roadmap for Creative services, with a sharper focus on proven client needs. BC to build and grow BC’s creative industries. Framing and re-framing is done through the process of gathering a set of observations, then searching for Strategic planning process inquiry framework important patterns based on client needs. This ‘light’ ethnographic and proven marketing approach delivers a • Observations: How might we change current better understanding of the customer's experience. It perceptions of Creative BC and BC’s creative has resulted in the identification of challenges and sector? How might we introduce new programs? opportunities for Creative BC clients and stakeholders. How might we deliver on expectations as guardian and manager of creative industries? (b) Prototyping: Participants were also involved in • Insights: Who is Creative BC? What is our role? prototyping concepts, scenarios and action plans as a How are we or should we be measured? way to quickly determine whether a concept, strategy • Ideas: How might we grow our sector and or action should be pursued or discarded. Each idea was industries? How and where do we look at emerging presented, discussed and considered for further alternatives and market trends to design and investment and stages of refinement. This report deliver better and new service programs? highlights the concepts that surfaced as priorities for a • Solutions: How can we help incubate greater service innovation plan for BC’s creative industries. financial resources? How might we provide and deliver statistical data in more meaningful ways? How might we craft better stories of success and NOTES: 1 experiments? How can we generate and facilitate UNESCO Cultural Times Report, 2015. 2 recognition of our clients’ progress? What type of BC Creativity Index Report, 2014. 3 policies should we be impacting, supporting UNCTAD Creative Economy Report, 2010. advocacy for, or inventing?

STRATEGIC DESIGN PROCESS -- BY THE NUMBERS:

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STRATEGIC FRAMEWORK + SERVICE INNOVATION PLAN: 2016/17 – 2021/22

Creative BC’s vision is to unite creators, creative entrepreneurs and Creative BC’s service industries to grow a sustainable creative economy for British Columbia. innovation plan is driven As creative industries’ ambassador, Creative BC will champion its diverse creative workforce to reach their potential. by a bold vision for growing BC’s creative Creative BC’s primary clients are BC-based creative industries industries and is comprised of creators, entrepreneurs, independents, SMEs and large enterprises. Additional clients include North American and global supported by strategies, markets, creative industry associations, provincial, municipal and action plans and federal governments and British Columbians.

performance metrics. Creative industries in BC identified the following challenges: • Lack of understanding of Creative BC’s role, focus and leadership for BC’s creative industries. • Poor communication within their own creative sector, with governments, and between industry sectors. • Lack of understanding and connection into BC, Canada and the global creative economy. Creative BC’s values form • Lack of standardization, benchmarks and data to effectively the foundation of the measure their performance. strategic direction for our • Lack of incentives to engage and collaborate across creative industries, other jurisdictions and with other industries and creative industries: sectors. • Inspire creative courage. • Lack of knowledge of market needs, opportunities and • Focus on client needs. emerging trends to develop new products and services. • Show service leadership. • Volatility of Canadian currency and multi-level government priorities. • Develop a united vision. • Trusted to act. In response to these challenges, the following strategies and action plans outline Creative BC’s opportunities to advance BC’s creative economy through a client-centered service innovation plan.

This plan outlines Creative BC’s role in leading creative sector initiatives focused on growing BC’s creative workforce and economy. It offers a new approach to collaboration and empowerment in growing BC’s creative industries.

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STRATEGIC FRAMEWORK + SERVICE INNOVATION PLAN SUMMARY

....00 co-.... ~ I ...."" ~a N

N • Build BC creative industries • Co-create and/or leverage • Support the building of a • Create a new breed of creators ~.... brand through innovative existing mechanisms for diverse creative workforce that by oonnecting them to digital N indudes gender, visible media and technology training. 0 thinking and collaborative action intellectual property N leadership. development and licensing of BC minorities & Aboriginal peoples. • Explore and promote ....I • ueate an attractive creative products and services. • Ensure that data on economic immigration and incentive .... investment d imate for creative • Advocate for increased and social impacts on British programs for creative talent. .... talent, entrepreneurs, SMEs and creative industries investment Golumbians are better reflected • Position BC' s creative sector as 0 large oorporations. from all levels of government. in creative economy data an incubator for the next ""N collection and analysis.

Evolve the activity report into a BC Creative BC wil lead an audit of With partners, Creative BC will Apply BC Creativity Index report Creative Industries Impact Report infrastructure impact tools that establish relevant bendvnarks (20141 as a benchmark for the -a scorecard for performance. measure ROis on human, social and metrics. Examples would 'creative dass' or creative impact and growth. Metrics: and financial capital investment, include measuring the usage of workforce. Partner with • increases in creative iooustry in addition to GDP aoo job the activation toolkit elements by pmvincial and regional creative projects per industry, job creation creation. creative industry clients. total economy stakeholders to identify and percentage of national film audience reach and types of key indicators and metncs. roduction volume etc. chaMels activated.

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1. POSITION BC’S CREATIVE INDUSTRIES TO COMPETE TO WIN.

ACTION PLANS: [2016/17 – 2017/18] • Establish Creative BC’s role as the economic development service-provider to the creative sector. As BC’s creative • Evolve Creative BC’s organizational model to support its industries ambassador, mandate and vision. Creative BC will lead • Create sector-specific industry advisory committee. • Develop BC’s creative sector ecosystem map to identify clients, the economic collaborators and competitors. development of its • Curate and broker creative economy knowledge between industry, academe, governments and society. creative sector by • Further develop programs and services focusing on industry positioning, brokering client needs. • Secure strategic partnerships and collaborations with industry and promoting BC- and inter-governmental ministries and agencies. branded programs, • Collaborate with BC-based film commissions, statistics products and services. agencies, regional economic development agencies, multi-level governments, and educational institutions to implement action plans across British Columbia. • Establish performance measures: Evolve the annual activity report into a comprehensive BC Creative Industries Impact Report – a scorecard with operational and industry activities, benchmarks, indicators and metrics. Measurements will be identified for performance, impact, resiliency and growth. For example, performance can be measured by increases in creative industry projects per industry, job creation and percentage of national film production volume, etc. ACTION PLANS: [2016/17 - 2021/22] • Build BC creative industries brand through innovative thinking and collaborative action leadership. • Create an attractive investment and immigration climate for creative sector talent, entrepreneurs, SMEs and large corporations.

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1. POSITION BC’S CREATIVE INDUSTRIES TO COMPETE TO WIN.

CHALLENGES AND OPPORTUNITIES From the stakeholder engagement consultation, it was evident that Creative BC’s role and vision for BC’s creative economy required a clearer definition. Formed only three years ago and evolving from a merger between BC Film + Media and the BC Film Commission, Creative BC is now ready to positively influence the perception of both itself and BC’s creative industries through enlightened strategic actions.

With deep expertise in the film and television industry, Creative BC is well positioned to evolve its film commissioner’s role to an inclusive creative industries economic development agency. In doing so, we can promote the region by: • Developing film, video, digital media, music and traditional print media production; • Acting as an influential liaison among local commissions, governments and communities by educating and setting quality standards; • Growing intellectual property opportunities for BC’s creative entrepreneurs; • Serving as a central hub for sector information; and, facilitating an increase in economic impact of the industry throughout the entire province.

Representing a province with relatively few headquarters, British Columbia does have many distinctive advantages over other jurisdictions in Canada. It’s uniquely positioned in the Pacific Northwest, offering strategic entry into North America from the Pacific Rim. It’s rich in entrepreneurial spirit, successfully launching new products and services and creating new markets, and attracting international venture investments. And it represents diverse economic sectors, reflecting its experimental culture with technology and innovation.

British Columbia offers an economic development climate that can nurture BC-based outposts of businesses with out-of-province and out-of-country headquarters. These corporate branches along with second-stage businesses drive job creation and growth across the province. As BC’s creative sector matures, it requires a better balance of entrepreneurial drive and business acumen. Creative BC can provide leadership in aggregating and disseminating industry knowledge and best practices, and leverage industry-specific expertise and successes (e.g. film and television, and interactive media and gaming) and engage in more innovative and sustainable business practices. Reflecting Canada’s diversity in gender, visible minorities and Aboriginal peoples, BC can lead in stimulating and incubating the next generation of creative leaders.

POSITION BC CREATIVE INDUSTRIES TO COMPETE TO WIN.

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2. CREATE A GROWTH CULTURE FOR BC’S CREATIVE INDUSTRIES.

ACTION PLANS: [2016/17 – 2017/18] • Evolve Creative BC’s organizational culture to embrace experimentation and inspire innovation. BC’s creative sector • Support emerging creative clusters and leaders outside urban requires a cultural and centres. • Support creative industries entrepreneurs through funding, supportive infrastructure investment and training programs. to grow and prosper. It • Drive new program development within and across creative must be designed to industries directly and through strategic partnerships. • Stimulate and foster a culture of innovation for BC’s creative facilitate shared goals industries. between Creative BC staff • Collaborate with BC-based creative industries’ associations; technology incubators and accelerators, multi-level and external stakeholders, governments, and educational institutions (K-12 + post- and reflect new digital secondary) to implement action plans. • Establish performance measures: Creative BC will lead an audit client services and of infrastructure impact tools that measure Return on programs. Investment (ROIs) on human, social and financial capital investment, in addition to GDP and job creation.

ACTION PLANS: [2016/17 - 2021/22] • Co-create and/or leverage existing mechanisms for intellectual property development and licensing of BC creative products and services.

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2. CREATE A GROWTH CULTURE FOR BC’S CREATIVE INDUSTRIES.

CHALLENGES AND OPPORTUNITIES To effectively champion the growth of BC’s creative industries, Creative BC requires an organizational culture that fosters innovative thinking and supports effective action. We have to demonstrate courageous and confident leadership that extends to our creative sector and impacts BC’s creative economy.

BC’s creative entrepreneurs require politically supportive environments and locations that provide affordable working spaces, high-speed bandwidth, collaborative social networks and business advisors. The complex task of creating, producing and commercializing cultural content requires a social structure and political conditions for growth. Creative BC has a critical role in enabling the creation of ‘a milieu of innovation’. We will need to advocate and facilitate access to co-location and talent-sharing spaces, and foster social connectiveness inside and across BC’s creative industries. A social and financially supportive infrastructure would encourage knowledge sharing and empower cross-sector pollination of new ways of working together and potentially, new products and services. Identifying and supporting these places and spaces are vital to the social structure of creative clusters and industries. With new leadership and a responsive organizational model, Creative BC can affect its creative industries’ marketability and champion collaborative initiatives towards prosperous outcomes.

Although Creative BC has little control of a volatile global economic climate and currency fluctuations, it can help foster favourable conditions for financial sustainability. We can provide an improved framework for human, technological and financial capital development. By leveraging BC’s knowledge and expertise in the film, television and animation industries, we can facilitate growth and impact other creative industries that include digital media, music and print publishing.

Creative BC is well positioned as a ‘bridging’ organization that can foster strategic partnerships between creative industries, industry sectors and between industry, governments and academe. To build trusting partnerships, it can demonstrate its capabilities in defining terms of engagement, agreements and contracts, and can ensure a shared mission, common interests and goals across partners.

CREATE A GRWOTH CULTURE FOR BC’S CREATIVE INDUSTRIES

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3. SHOW AND TELL BC’S CREATIVE INDUSTRIES’ STORIES

ACTION PLANS: [2016/17 - 2017/18] • Develop a comprehensive communications plan to promote BC’s creative industries BC’s creative industries. • Develop a creative industries activation toolkit. need a strong and united • Develop a physical and virtual hub to enable greater visibility of voice delivered across all BC’s creative sector with governments, industry and British Columbians. communication channels. • Disseminate BC stories and celebrate industry successes, cross- Our story can be amplified sector collaborative projects and experiments and research through hub and creative industries networks. with an integrated • Collect, curate and research creative economy knowledge and communications plan and market intelligence for economic development. market-building toolkit. • Collaborate with BC-based ICT corporations, BC Stats, Stats Canada, data research firms; creative industry associations; and, post-secondary institutions to implement action plans. • Establish performance measures: In partnership with communication agencies and data analysis consultants, Creative BC will establish relevant benchmarks and metrics that will feed into its Creative Industries Impact Report’s scorecard. Examples would include measuring the usage of the activation toolkit elements by creative industry clients, total audience reach and types of channels activated. ACTION PLANS: [2016/17 - 2021/22] • Support the building of a diverse creative workforce that includes gender, visible minorities, Aboriginal peoples and people with disabilities. • Ensure that data on economic and social impacts on British Columbians are better reflected in creative economy data collection and analysis.

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3. SHOW AND TELL BC’S CREATIVE INDUSTRIES’ STORIES

CHALLENGES AND OPPORTUNITIES BC’s creative sector suffers from the lack of a distinctive brand identity. For years it has accepted US-based concepts of creative corridors, such as ‘Hollywood North’ or ‘Silicon North’. However, it cannot conduct business in ways that are modeled after Hollywood and Silicon Valley systems. This associated-label has created a dependency on US production and a commodity-pricing game between provinces. Creative BC must move beyond this ‘me-too’ paradigm.

An increased visibility into BC’s creative industries is required, along with a united and empowered voice. A distinctive brand and identity that truly reflects our BC-crafted products and services is needed. While we suffer from name extensions from Hollywood or Silicon Valley, we are a natural “making place”. Insights on how we are similar to Nashville, in terms of a’ music making hub’, can also be seen in our digital game sector, and growing a special effects sector.

Stakeholders and Creative BC both identified the lack of data and market intelligence related to our own creative ecosystem. These investigations are vital to making informed decisions on industry-specific growth opportunities, promotional events and investor attraction activities. Exploring data sets beyond BC Stats and Stats Canada to provide more powerful insights into market needs is critical, along with partnerships with British Columbia tourism and real estate agencies.

Opportunities abound for Creative BC to foster a climate for collaboration and innovation. Collaborating is more than working together; it’s about thinking and acting together on complex projects. The non-traditional strategic planning process undertaken by Creative BC and UBC is one example of open innovation practice, one that could transform BC’s creative economy.

TALENTSHOW AND TELL DEVELOPMENT,BC’S CREATIVE RETENTIONINDUSTRIES’ AND ATTRACTIONSTORIES

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4. ATTRACT, BUILD AND RETAIN THE BEST CREATIVE TALENT.

ACTION PLANS: [2016/17 -2017/18] • Support industry association programs to develop BC’s creative workforce. BC’s creative sector needs • Collaborate with BC Government’s Creative Futures Plan to support mentoring and apprenticeship programs. to attract, develop and • Influence the evolution of “trades” to include creative industry retain the best talent. career pathways. Creative BC will champion • Support the creation and growth of promotional vehicles such as conferences, festivals and other events. new education-industry • Support digital technology training for traditional media collaborations, as well as creative industries. • Facilitate cross-pollination of creative workers across industries employment equity and to empower collaborations. purposeful diversity for • Deepen creative economy knowledge across K-12 and post- the industries it serves. secondary. • Impact and leverage BC’s diversity such as gender, visible minorities, Aboriginal peoples and people with disabilities. • Lead collaborations with public and private educational institutions to support training and with industry to support creative talent retention. • Establish performance measures: Creative BC will position its BC Creativity Index report (2014) as a benchmark for the ‘creative class’ or creative workforce, and will partner with provincial and regional creative economy stakeholders to identify key indicators and metrics. ACTION PLANS: [2016/17 – 2021/22] • Create a new breed of creators by connecting them to digital media and technology training. • Explore and promote immigration programs and incentive programs for investment in creative talent. • Position BC’s creative sector as an incubator for the next generation of talent.

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4. ATTRACT, BUILD AND RETAIN THE BEST CREATIVE TALENT.

CHALLENGES AND OPPORTUNITIES BC’s creative industries have a distinctive advantage over other jurisdictions with its diverse, open-minded and inclusive communities. However, many stakeholders identified barriers such as lack of professional training, market understanding and business connections. Each creative industry is somewhat hobbled by its own personal belief systems and history, which can limit change and the adoption of new ideas.

Creative BC can lead BC’s creative sector towards a willingness to explore the integration of various ideas and mechanisms in the quest to compete nationally and globally. Bridging and linking between multiple sectors is critical to survival and growth, as is engaging in individual and collective learning activities that result in cross- sector knowledge exchange. In its role as a catalyst and ambassador, Creative BC is well positioned to support and enforce more collaborative efforts between creators, communities, industries and institutions.

Creative activities contribute significantly to youth employment. Careers in the cultural and creative industries are relatively open to people of all ages and backgrounds. They’re also driven by small businesses or individuals, giving rise to agile and innovative employers. For example, more than half (53%) of Canadian gaming developers say they are independent operators. According to Richard Florida, the “creative class, including designers, artists and high-skilled intellectual workers, acts as an engine of innovation and urban development, structuring creative hubs and networks for the economic, social and cultural development of their native cities and regions”. 1

We also explored opportunities for reducing creative workforce “brain drain”, including the cultivation of a greater collaboration between provincial ministries in the cause of developing a home-grown creative workforce. Working closely with industry associations and agencies, Creative BC can leverage and incentivize the use of training programs across the creative, technology and cultural sectors.

As a long-term strategy, Creative BC is well positioned to lead in the development of the next generation of creative industry talent, encouraging more involvement by visible minorities, women and Aboriginal peoples.

BUILD AND RETAIN THE BEST CREATIVE TALENT

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SERVICE INNOVATION TIMELINE

QUARTERLY

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APPENDIX

1.0 Strategic planning process participants and collaborators

Arts Digital - Web/Games Music Norman Armour, Push Festival Phillip Djwa, Agentic Communications Nick Blasko, Amelia Artists Inc. Lucille Pacey, Arts Umbrella Rick Griffiths, Chair DigiBC Rob Calder, Secret Study James Hursthouse, Roadhouse Natasha Duprey, Silent Joe Creative BC Board Of Directors Interactive Scott Johnson, Warner Music Rob Bromley, Force Four Entertainment Jon Lutz, Electronic Arts Colin Browne, Writer/Filmmaker Moyra Rodgers, Magnify Digital Inc. Publishing – Books / Magazines Anne Denman, Okanagan Intl Animation Patrick Sauriol, DigiBC Jen Gauthier, Greystonebooks Festival Jonas Woost, TELUS Storyhive Jane Hope, Mags BC Jason Dowdeswell, Producer Ruth Linka, Orca Books Gordon Esau, Dentons Canada LLP Government - Local/Provincial/Federal Margret Reynolds, Association of Book Sarah Fenton, Watchdog Management Will Fox, BC Government, LA Film office Publishers of BC Michael Francis, Seed Management Inc. Karen Lam, Ministry of Int’l Trade Gary Ross, West Coast Editor, Walrus Tom Gierasimuczuk, Western Media Group Karen Lamare, Director of Creative Sylvia Skene, Mags BC Scott McIntyre, Board Member Sector Policy Pauline Moller, Zynga Inc. Nancy Mott, Vancouver Economic Services Shan Tam, Producer Commission Lindsay Nahmiache, Jive Vera Sit, JTST Communications Creative BC Staff Gillian Wood, BC Arts Council Paul Nixey, Nixey Communications, Inc. Julie Bernard Lauren Stasila, Jive Communications Valyse Carpenter Motion Picture - TV/Film/VFX Meghan Elie Val Creighton, CMF Universities (Education) Prem Gill John Dippong, Telefilm Kate Armstrong, ECADU Mike Jamont Michelle Grady, MPC Angèle Beausoleil, UBC Pamela Kowarsky Brian Hamilton, Omni Marcelo Bravo, UBC Erika Kumar Kyle Hou, Ironwood studios Matthew Chun, UBC Christine Larsen Peter Leitch, North Shore Studios Bria Dirsken, UBC Tim Mudd Pete Mitchell, Vancouver Film Studios Howard Jang, SFU Marnie Orr Cheryl Nex, Canada Film Capitol Vivian Lin, UBC Dave Ratnarajah Liz Shorten, Canadian Media Production Aoife Mac Namara, SFU Anita Reichenback Association Moura Quayle, UBC Jill Reilly Rob Simmons, Atomic Cartoons and Candice Rogerson CMPA Chair Val Rosenthal Suzanne Thompson, Encore Vancouver Robert Wong Shawn Walsh, Image Engine Victoria Weller, Thompson-Nicola Regional District Andrew Williamson, Off Island Media Leslie Wootton, MPPIA of BC

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APPENDIX

2.0 Strategic planning process highlights

Strategic Design methodology

Strategic design is a discipline focused on the articulation and integration of both internally-oriented business practices (communication and knowledge production) and externally-oriented business practices (market value, brand loyalty and competitive positioning). Designed, taught and practised at UBC Sauder’s d.studio, it offers a suite of long-term design initiatives and structures that constantly undergo adjustments and revisions to meet business objectives. It’s a structure that not only supports thinking and doing, but what to think about and how to “do” or act. Strategic design is about problem identification (why), problem setting (what) and problem solving (how). Its role is primarily to open and explore new issues before trying to understand how to solve them. “It’s about knowing what to do - not just knowing how to do - with what’s available”. For Creative BC, the strategic design method was used to design a sustainable service innovation plan, shifting the business focus from managing and delivering funding products or services, to designing and delivering a smart system of financial products and market growth services that fulfill client needs while leveraging existing mechanisms in its ecosystem.

The process also relied on information visualization tools to more effectively engage creative industry stakeholders in the analysis of what can be intimidating amounts of textual and numerical data. Expressive and effective visualizations offer an alternative to the numerically intensive economic visualizations typically offered by government and industry consultants. To understand the current creative economic climate, it helps to first make sense of the language, values and motivations of all those involved in the building and growth of a region’s creative industries. Artifacts generated by stakeholders during the productive consultations include:

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APPENDIX

3.0 BC’s creative industries ecosystem map – (draft in development)

CLIENTS

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APPENDIX

4.0 BC Creative Industries Impact Report (draft/sample scorecard)

Strategy: Position BC’s creative sector competitively in the global creative economy Objective Measurement Target Action Plan $ revenue per > 10% per year Audit and contact all commission agency BC-based film and Establish the leadership role as BC’s creative < % employees to media commission # of employees per industries commissioner to service the creative revenue type agencies commission agency sector.

Develop % HR salary costs Redefine Creative BC’s organizational model to organizational chart > $ X year 1 support its mandate and vision of diversity. and HR plan

Operational % director diversity and Develop board > 10% year 1 Evolve Creative BC’s board governance model to sector representation governance plan > 20% year 2 support its mandate and of diversity.

> X# in year 1 # of clients > X% in year 2 Service existing clients # of applications < % in year 1 Improve service delivery quality by understanding # response rate per < 25 days year 1 and focusing on industry client needs. client < 14 days year 2 # of new clients < % year 1 < % year 1 $ funding per client < % year 2 SAMPLE Acquire new clients # of jobs < % year 1 across creative ONLY industries % project revenue < % year 1 Client Service % revenue per Develop BC’s creative sector ecosystem map to > 10% year 1 commission agency identify clients, collaborators and competitors. > 15% year 2

Increase % of revenue # of research projects > # year 1 Grow BC’s creative industries GDP from new projects > # year 1 Increase job creation # of research reports Grow BC’s creative sector jobs > # year 2 % employees trained >X% year 1 Increase partnership

Financial Secure strategic partnerships with tourism and activity technology sector agencies. Fund research and < % year 1 Guide collaboration within and across creative # of new projects development projects industries and sector stakeholders.

Curate and broker creative economy knowledge Publish creative < % year 1 # of new reports between industry, academe, governments and industries reports society. Collaborate with BC based film and media

Learning commissions, statistics agencies, regional economic Use new balanced < % year 1 % of employee trained development agencies, multi-level governments, and scorecard system educational institutions to implement and measure action plans.

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“When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible." Howard Schultz

ION BRAND DESIGN | 3

Lorem Ipsum DolorLOGO + TAGLINE [Street Address] [City], [State][Postal Code] MINIMUM SIZE Be careful using the tagline any smaller than 1.5" wide. [Web Address]BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST At this size, it may be unreadable, in which case 2225 West Broadway, you're better of just using the logo alone. Vancouver, BC, Canada V6K 2E4 BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST Phone: 604.730.2732 BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST This is the standard version of The tagline is always black or theEmail. logo + tagline info@ – with thecreativebc.com graphite. Even when the logo tagline all in one line below is Pink, the tagline is darker. thewww.creativebc.com logo. This is because pink is harder to read at small sizes.

TO ADD: WHEN TO USE / NOT USE ACRONYM

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FOR DESIGNERS ONLY:

BRITISH COLUMBIA’S CREATIVE INDUSTRY CATALYST Thompson-Nicola Film Commission COMMITTEE REPORT

TO: TNFC Committee DATE: November 10, 2016

FROM: Thompson-Nicola Film Commissioner

SUBJECT: Front Counter BC Film Permitting When Crown Land is Disturbed

RECOMMENDATION:

THAT the report, Front Counter BC Film Permitting When Crown Land is Disturbed dated November 10, 2016, be received for information.

VICTORIA WELLER Approved for Film Commissioner Board Consideration CAO

SUMMARY: Front Counter BC’s film permit processing period of 140 days (or 4.5 months) in instances when Crown property is 'disturbed' is a disincentive to attracting new productions, and sustaining productions that chose to film in the Thompson-Nicola region (refer to Letter to Minister of Jobs, Tourism & Skills Training attached). Disturbing the land takes place when a production company wishes to build on or alter land. The Chair of the TNRD Board of Directors and Chair of the film commission met with Honourable Shirley Bond, Minister of Jobs, Tourism and Skills Training (MJTST) at the 2016 Union of BC Municipalities to express concerns and requested help in shortening the processing period. In order to explore possible tactics, Minister Bond requested that a Working Group be formed to explore possible solutions and best practices, and submit recommendations to the MJTST (refer to Letter to TNRD Chair attached).

BACKGROUND: Front Counter BC’s film permit processing period of 140 days (or 4.5 months) when a production company wishes to build on or alter Crown lands is a disincentive to attracting new productions, and sustaining productions that chose to film in the Thompson-Nicola region (see

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TNRD Letter to Ministry of Jobs, Tourism & Skills Training attached). The Chair of the Thompson-Nicola Regional District and Chair of the Thompson-Nicola Film Commission met with Honourable Shirley Bond, Ministry of Jobs, Tourism and Skills Training (MJTST) at the 2016 Union of BC Municipalities to express concerns and requested help in shortening the processing period. In order to explore possible tactics, Minister Bond requested that a Working Group be formed to explore possible solutions and best practices in expediting film permits when land is disturbed (see MJTST letter attached).

DISCUSSION: “Disturbing the land” is defined as altering the land such as digging when building a set, and disturbing the top soil such as when building a road or driving a motorized vehicle on the land where no road exists. Front Counter usually stipulates that a land restoration plan be submitted and approved before granting a filming permit. For the most part, productions companies expect to offer a plan and pay for restoration.

Notifying and working with stakeholders who have interests in a particular piece of Crown land takes the most amount of time. For example, another ministry or a rancher may have interests in the land; they may have concerns about a species or have grazing rights. In the past, production companies have worked with other ministries and ranchers, and consulted with them in regards to impacts, restoration, and financial compensation for ranchers if inconvenienced. Also, there may be up to 15 First Nations organizations that must be notified and that must provide feedback on the permit application. Overall, the time allotted for notifying stakeholders, gathering feedback, conveying concerns and determining if the permit is accepted or declined must be shortened.

Another disincentive is that Front Counter BC can stop a production indefinitely if a historical or cultural artefact is found during the production’s building or filming process. A Front Counter BC designated Archeologist must recover the artefact and explore for others before production may resume its activities. Productions do not take any risks such as production being slowed down or stopped. However, artefacts are very important to First Nations and other stakeholders. Therefore, the working group will also explore best practices and how to satisfy all interested parties.

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CONCLUSION: The working group will assess Front Counter BC's film permitting process when lands are disturbed. The goals are to shorten permitting timeframes and investigate rules when an historical or cultural artefact is discovered during production. The group will develop recommendations for the Ministry of Jobs, Tourism & Skills Training.

Attachments: Letter to TNRD Chair J. Ranta from The Honourable S. Bond, Ministry of Jobs, Tourism and Skills Training dated October 20, 2016

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Ref: 114148

OCT Z0 2016 Mr. John Ranta Chair Thompson-Nicola Regional District 300 - 465 Victoria Street Kamloops, BC V2C}f~ _ ._.;} Dear Chai~ta: vnaM l\cvttiq / It was a pleasure to meet with your delegation at the Union of British Columbia Municipalities Annual Convention (UBCM) held in Victoria. I appreciated the opportunity to discuss the issues of significance to the Thompson Nicola region.

I am sure you will agree that it is important for all levels of government to communicate effectively in order to better serve our communities at large. The UBCM Convention provides us with the opportunity to do this.

As the Minister responsible for developing and implementing the province's jobs initiatives, I am proud of my Ministry's leadership on the "BC Jobs Plan" The Ministry works hard to bring together key lines of government to fully support and leverage emerging economic opportunities for the Province - creating sustainable jobs for families, and prosperity for our communities. British Columbia (BC) is first in economic growth in the country, and is leading the country with the highest job growth. BC is expected to lead the country again for the next two years.

Thank you for raising your issue with the FrontCounter BC application process and the barrier that this can have on recruiting filming to your communities. Ministry of Jobs, Tourism and Skills Training and Minister Responsible for Labour (JTSTL) staff have contacted Creative BC, who has agreed to establish a Working Group with the Ministry of Forests, Lands and Natural Resource Operations and the Thompson-Nicola Regional District Film Commission to determine next steps to address this issue. Mr. Bob Wong, Vice President, Creative BC, will call Ms. Victoria Weller, Film Commissioner, Thompson-Nicola Regional District, to move this Committee forward. I have asked staff from JTSTL to continue to work with their counterparts to find a possible resolution to a more streamlined process.

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Ministry ofJobs, Office of !he Minister Mailing Address: Location: Tourism and Skills Training PO Box 9071 Stn Prov Govt Room 138 and Minister Responsible for Labour Victoria BC V8W 9E2 Parliament Buildings Phone: 250 356-2771 Victoria BC Fax: 250 356-3000 Front Counter BC Film Permitting When Crown Land is Disturbe... Page 46 of 47 Mr. John Ranta Page2

I have also asked Ms. Asha Bhat, Executive Director, Tourism and Creative Sectors, to be in touch with you on how they are progressing. Alternatively, you may contact Ms. Bhat by email at [email protected] or by telephone at 250 387-0130.

Thank you again for taking the time to share your thoughts and ideas with me. I appreciate your passion and commitment to help build a stronger, economically vibrant community and province.

pc: Honourable Todd Stone, MLA Kamloops-South Thompson

Mr. Okenge Yuma Morisho Associate Deputy Minister Economic Development Division and Major Investments Office Ministry of Jobs, Tourism and Skills Training and Minister Responsible for Labour

Mr. Bob Wong Vice President Creative BC

Ms. Asha Bhat Executive Director Tourism and Creative Sectors Economic Development Division Ministry of Jobs, Tourism and Skills Training and Minister Responsible for Labour

Ms. Victoria Weller Film Commissioner Thompson-Nicola Regional District

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