Film Cluster Strategic Plan

Film Cluster Strategic Plan:Outline of Methodology : 

Film Cluster Strategic Plan: Outline of Methodology Presented To: San Francisco Film Commission Presented by: Ted Egan, Director of Analysis ICF International February 26, 2007

Five Critical Questions for the Study: 

Five Critical Questions for the Study How large is the film cluster and how has it changed? What is the broader economic impact on San Francisco of the decline in film employment? What are the biggest weaknesses in the business climate affecting film? What are other areas doing to promote their film industries? What should San Francisco do?

Official Statistics on the San Francisco Film Industry: 

Official Statistics on the San Francisco Film Industry Quarterly Census of Employment and Wages NAICS definitions Employment, establishments, payroll Non-Employer Statistics The Film Industry and the Broader Film Cluster Internet publishing and broadcasting Software publishers Sound recording Broadcasting Performing arts Independent artists

Economic Impact Methodology: 

Economic Impact Methodology San Francisco’s film industry peaked in 2000 and has declined every year since then. Because of the multiplier effects associated with an export industry, each lost job in film creates additional job losses in economy, as well as declines in overall spending and tax revenue. Using IMPLAN, an economic impact software package, the total annual economic loss of spending, jobs, and taxes will be calculated, annually from 2001 to 2006.

Interview Protocol: 

Interview Protocol Over 20 1:1 interviews conducted across a range of film industry segments. Interviews focused on: Personal career trajectory Company profile: organization, customers, suppliers, space, technology/trends, Other important cluster industries in San Francisco Perceptions of the local industry – strengths and weaknesses Recommended actions

From Interviews to Online Survey: 

From Interviews to Online Survey Based on these interviews, it was decided to maximize the feedback we could receive from the industry by conducting an online survey. Survey was available from October – December 2006, with 530 usable responses. Survey covered similar issues to the interviews: film industry segments educational background market segments and geographic markets space and working setting perception of the business climate affecting film recommended initiatives

Best Practices: The Policy Space: 

Best Practices: The Policy Space The activities of other areas trying to develop film industries was considered in several dimensions: Organizational structure, governance, and activities of Film Commissions and Offices Marketing activities Infrastructure investments Financial/tax incentives Business and creative development Workforce development

Best Practices: The Competition: 

Best Practices: The Competition Many other jurisdictions were considered as part of the best practices review, including: US and International Cities: Austin, Glasgow, Brooklyn, Toronto, Albuquerque, Chicago Canadian Provinces: British Columbia, Ontario US States: Louisiana, Illinois, Florida, Connecticut, Hawaii, Indiana, Massachusetts, New Jersey, New Mexico, others Countries: New Zealand, Ireland, Australia, Scotland

Goals and Recommendations: 

Goals and Recommendations How does the San Francisco cluster relate to the broad trends in the industry? What are the most important factors enabling growth in the industry? Are these factors current positive or negative? How can we learn from the competition and create a new set of policies address the weaknesses and exploit the strengths?