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f i l m I by Laura MacMaster A n A c t i o n Plan for the North Shore Film a n d Television Industry British C o l u m b i a is w e l l k n o w n in t h e international entertainment industry as o n e of t h e largest film a n d television production centres in North A m e r i c a -- third after Los A n g e l e s a n d N e w York. After nearly t w o decades of double-digit g r o w t h averaging 22 percent annually, the e c o n o m i c clout of BC's film a n d television production industry is not to be underestimated. W i t h revenues of nearly $1.2 billion dollars in 2 0 0 0 a n d a n overall e c o n o m i c impact of $3.3 billion dollars, film a n d television production is easily o n e of t h e biggest g r o w t h industries in the province. The film industry has b e c o m e a major e c o n o m i c generator for t h e N o r t h Shore. In fact, it is e s t i m a t e d that 54 percent of BC's film a n d television productions w e r e shot, at least in part, in N o r t h Vancouver in 1999, e m p l o y i n g over 2,800 residents, for a n a n n u a l payroll e x c e e d ing $60.5 m i l l i o n . In light of t h e substantial e c o n o m i c benefits this brings t o t h e community, t h e District of North Vancouver is t a k i n g a proactive a p p r o a c h t o ensuring that its market share of this f l o u r i s h i n g industry sector continues t o e x p a n d . A n o t h e r important dimension of t h e District's vision for " g r o w i n g the industry" is t h e integration of film a n d television production activity into t h e cultural landscape of the North Shore. The goal is t o ensure that the local creative community c a n increasingly participate in the industry, whether by being more aware of training a n d production opportunities or by creating platforms for local, independent filmmakers. M a k i n g t h e most of this b u r g e o n i n g sector in a w a y t h a t m a x i mizes local benefits w h i l e m i n i m i z i n g any possible negative i m p a c t is the c h a l l e n g e f a c e d by t h e District. W h i l e t h e industry has b e c o m e a r e c o g n i z a b l e force o n t h e N o r t h Shore, most w o u l d agree that future g r o w t h of t h e industry w o u l d greatly benefit from a proactive a c t i o n plan. U p o n e x a m i n a t i o n , t h e District i m m e d i a t e l y identified effective c o m m u n i c a t i o n s as t h e key to a w e l l - m a n a g e d resource that paves the w a y for s m o o t h e r industry g r o w t h o n all levels -- w h e t h e r it be studio d e v e l o p m e n t , increased locations f i l m i n g , a more-developed d o m e s t i c film sector, t h e e s t a b l i s h m e n t of a post-production industry segment, or t h e g r o w t h of t h e ancillary business sector sen/icing the industry. W i t h this in m i n d , t h e District retained t h e services of a t e a m of marketing c o m m u n i c a t i o n s specialists t o develop a practical c o m m u n i cations strategy designed t o encourage, support, a n d m a n a g e industry g r o w t h . Dianne Neufeld a n d Leslie W o o t t o n , both of w h o m possess considerable experience w i t h film industry c o m m u n i c a t i o n s , set out t o c o n d u c t a situation analysis of t h e current film a n d television p r o d u c tion sector. They also assessed t h e District's present competitive p o s i tion by c o m p a r i n g three other jurisdictions that host film a n d television p r o d u c t i o n . The a s s i m i l a t e d findings of these analyses w o u l d b e c o m e the f o u n d a t i o n of the M a r k e t i n g C o m m u n i c a t i o n s Plan meant to help t h e District m a x i m i z e the value of t h e film industry o n all fronts, for all concerned. The c o m m u n i c a t i o n s t e a m carried o u t research for the situation analysis by consulting stakeholder groups w h o take part in, or are affected by, f i l m i n g activity in the District. A similar interview approach w a s applied in three external markets t o gather information for a c o m parative analysis. From January to mid-February 2 0 0 1 , one-to-one interv i e w s w i t h 37 representatives from 13 industry stakeholder groups a n d three comparative market jurisdictions were conducted. The situation analysis of t h e film a n d television production industry revealed a prevailing attitude across stakeholder groups that the industry is a w e l c o m e a n d beneficial presence in the District. W i t h o u t e x c e p t i o n , all stakeholders indicated support for the industry's c o n t i n ued presence. But it w a s also revealed that continued u n a n i m o u s s u p port, especially of industry g r o w t h , is c o n t i n g e n t o n t h e perceived sustainability of t h e industry f r o m all perspectives, based o n effective resource m a n a g e m e n t a n d proactive c o m m u n i c a t i o n s . The c o m p a r a t i v e analysis indicated that t h e District of North Vancouver shares many elements w i t h other jurisdictions. It also s h o w e d that areas t o be addressed in t h e District relate to proactive marketing a n d attention to t h e d o m e s t i c industry a n d local f i l m m a k ers. The District's competitive edge lies in its unique c o m b i n a t i o n o f natural a n d infrastructure attributes, a n d in t h e positive profile it has already d e v e l o p e d efficiently m a n a g i n g t h e industry in the face of high d e m a n d . The District is ideally poised t o capitalize o n its existing assets, resources, a n d relationships in t h e film industry t o attract even more film activity a n d investment opportunities. The plan breaks o u t into t w o distinct areas of activity: external marketing c o m m u n i c a t i o n s a n d internal marketing c o m m u n i c a t i o n s . These t w o sets of c o m m u n i c a t i o n s activities a n d objectives are not mutually exclusive; t h e situation a n d c o m p a r a t i v e analyses strongly suggest that comprehensive internal c o m m u n i c a t i o n s a m o n g industry stakeholders within t h e District c a n b e c o m e t h e most powerful spring- board for c o m m u n i c a t i o n a n d profile b u i l d i n g outside t h e District. C o n d i t i o n s in t h e District are ideal for t h e launch of a proactive M a r k e t i n g C o m m u n i c a t i o n s Plan. The study's survey findings indicated a w i d e s p r e a d appetite across stakeholder groups for industry informat i o n , as w e l l as opportunities t o c o m m u n i c a t e a m o n g the groups w h o participated. The c o m i n g years hold t r e m e n d o u s potential at the local level for film a n d television industry d e v e l o p m e n t , a n d the District's action plan will ensure that all stakeholders w i l l have a chance t o be a part of the next phase of g r o w t h . May I June