British Columbia Film Service Plan 2008/9 - 2010/11

February 2008
British Columbia Film

Service Plan 2008/9 - 2010/11
2225 West Broadway, Vancouver, British Columbia, Canada V6K 2E4

P: 604.736.7997 · F: 604.736.7290 · bcf@bcfilm.bc.ca · www.bcfilm.bc.ca
Letter of
Presentation
February 2008
Minister of Tourism, Sport and the Arts

Province of British Columbia
MINISTER:
I have the honour of submitting to you the service plan for British
Columbia Film for the 2008/09 – 2010/11 planning period. This service
plan was prepared in accordance with the Budget Transparency and
Accountability Act and the government’s reporting principles. It outlines
BC Film’s goals and objectives and identifies a framework from which
we can measure and report actual performance.
Sincerely,
Michael Francis, Chair

British Columbia Film Service Plan 2008/9 - 2010/11 1

Message from
the Board Chair
The climate for film and television production

in British Columbia is extremely volatile and is
expected to remain so over the medium term.
The industry is coping with the effects of a
strong Canadian dollar, increased competition
from Canadian, American and international
jurisdictions as well as an extremely uncertain
labour environment in the United States.
The industry has been remarkably resilient in dealing with these adverse
conditions but they will continue to affect the level of film and television
production over the planning cycle.
In response to these conditions, the Government of British Columbia
has acted quickly and effectively to maintain BC’s competitive business
environment by renewing and enhancing the provincial tax credits.
This decision has ensured that BC will continue as the primary
Canadian centre for film and television production and that it will remain
competitive with production centres in the United States of America.
Without the certainty provided by the increased tax credits, the
industry would have faced a dramatic and immediate reduction in
production activity.
Intense global competition for service production will, however, continue.
The emergence of China as a location for major feature films has added
another significant competitor for film production. China’s labour rates
coupled with its immense investment in infrastructure, suggest that it
will be an increasingly important film centre in the coming years.
This competitive environment will likely limit growth in service
production over the planning cycle. These circumstances do, however,
provide an opportunity for the province to focus on the development of
its domestic sector.
The province has seen growth in the scale and sophistication of its
production companies over the past few years. Increasingly, BC
companies are planning and producing for both the domestic and
international market. The further development of strong, well capitalized
British Columbia based companies represents a significant growth
opportunity. The programs and expertise of BC Film have contributed to
this growth. BC Film will continue to focus its resources in this direction
and will provide to the provincial government policy options that can

contribute to the future growth of the sector.
Technological change is also having a dramatic impact on the film,
television and digital media sector. This change is affecting all
components of the creation, production and distribution system.
The pace of this change is expected to accelerate over the term of this
plan. Consumers increasingly expect content to be available to them
when they want it and on the platform that is most convenient to them.
Technology is allowing this consumer desire to be satisfied.
As the traditional boundaries between film, television and other forms
of digitally produced media collapse, the challenge for content producers
intensifies. Production companies are increasingly expected to develop,
produce and deliver content that can be made available over multiple
distribution platforms. This expectation exists despite the economic
reality that viable revenue models for emerging distribution systems
remain to be developed.
Despite these competitive challenges, BC is uniquely positioned to
capitalize on the changes affecting the industry. The province has
internationally recognized strength in interactive gaming, film and
television production, animation and visual effects. It has a highly
skilled workforce, a sophisticated and diverse infrastructure and
a government that is committed to insuring that the business and
competitive climate encourages entrepreneurial growth.
The creative core of this industry is content. British Columbia
produces quality content in all media and for all forms of distribution.
The depth and diversity of our creative capacity provides the
opportunity of establishing BC as an integrated world centre for
digital content production.
In developing this document, British Columbia Film has noted the
provincial government’s strategic plan and the goals government
has identified for the coming decade. BC Film believes that the film,
television and digital media sector can contribute significantly to
the achievement of the province’s goals and these will be taken into
account as BC Film establishes its program and funding priorities in
coming years.
British Columbia Film has also noted the priority given by the provincial
government to the development of relations with Asia – Pacific
countries. There is considerable potential for BC based film, television
and visual effects companies to develop business in this region. BC Film
will continue to act as a catalyst; assisting BC companies to capitalize
on this opportunity.
The Canadian film and television industry operates within a federal
regulatory and policy environment. It is essential that a provincial
perspective be clearly and consistently conveyed to federal authorities.
British Columbia Film will continue to articulate provincial issues
and concerns to federal regulatory and policy agencies to insure that
decisions reflect the needs and priorities of British Columbia.
British Columbia Film Service Plan 3

Government and industry have worked collaboratively over the years
to develop this industry and its success is testament to the benefits of
sound government policy partnered with a skilled and entrepreneurial
industry.
The essential financial support provided by the Government of British
Columbia has allowed BC Film to contribute to this success and we
look forward to assisting its continued growth in the years to come.
MICHAEL FRANCIS, Chair


Accountability
Statement
The 2008/09 – 2010/11 BC Film Service Plan

was prepared under our direction. We are
accountable for the contents of the plan,
including the selection of performance
measures, targets and forecasts. The plan
is consistent with the provincial government’s
priorities and overall strategic plan.
All significant assumptions, policy decisions and identified risks as
of February 2008 have been considered in preparing this plan. The
performance targets and forecasts in this plan have been determined
based on an assessment of BC Film’s operating environment, forecast
conditions, risk assessment and past performance.
The information presented is prepared in accordance with the BC
Reporting Principles. The measures presented are consistent with
BC Film’s mission, vision and values, and focus on aspects critical
to the organization’s performance.
We are accountable for insuring BC Film achieves its specific goals
and objectives identified in this plan and for measuring and reporting
actual performance.
This report contains estimates and interpretive information that
represent the best judgment of management. Any significant limitations
in the reliability of data are identified in the plan.
Michael Francis, Richard Brownsey,

Chair Executive Director

Table of Contents
2 Message from the Board Chair
4 Accountability Statement
6 Message from the Executive Director
9 Overview of British Columbia Film
11 Governance
12 Alignment with the Government Strategic Plan
14 Strategic Context
16 Vision, Mission and Values
17 Goals & Objectives
19 Strategies
21 Performance Measures
28 Summary Financial Outlook
29 Related Organization

Message from the
Executive Director
The environment for film, television and

digital media production is changing rapidly,
partially as a result of increased global
competition and partially because of dramatic
technological change.
In this environment, maintaining and improving British Columbia’s
position requires constant attention and effective leadership.
While leadership must flow from a number of sources including
government and industry, BC Film can act as a catalyst for industry
growth. Whether through the effective delivery of support programs,
the provision of policy and program advice or by acting as a resource
for industry and government, BC Film is dedicated to providing a stable,
focused operating environment in which the entrepreneurial skills of
the industry can flourish.
By providing these services to both industry and government, BC
Film can contribute to the establishment of British Columbia as an
international centre of film, television and digital media production
and an exporter of quality programming for all distribution platforms.
Over the term of this plan, BC Film will continue to work towards
the integration of the film, television and digital media sectors, the
development of strong domestically based production companies
developing content for a global market and the achievement of
aggressive program design and delivery targets.
Despite the accomplishments of the industry, significant challenges
remain. Ultimately, success will be measured by the sector’s ability to
develop intellectual property and retain creative and financial control in
order to exploit its long term revenue potential. Although there has been
growth in this area it remains a critical objective for the industry. Equally
important is the need for the industry to refine its business model to
attract increased private sector investment.
This service plan identifies the role that British Columbia Film can play
in industry development, the priorities against which we intend to invest
our resources and the performance targets against which our success
can be measured.
A service plan is an organic document that can and should be modified

to meet changing conditions. We believe, however, that it is important to
clearly state what we intend to do over the coming years and the service
levels that we expect to achieve.
For more than twenty years British Columbia Film has played a
central role in the evolution of the industry. In a volatile environment,
characterized by rapid technological change and intense global
competition, the services and expertise provided by BC Film will assist
the industry to meet these challenges and to prosper over the long term.
RICHARD BROWNSEY, Executive Director


Overview of British
Columbia Film
Core Businesses
Our Tax Credit Delivery Development Support
Programs
Our Goals Develop the film, Develop Demonstrate

television and BC based industry
digital media production leadership;
industry in BC capacity in film, provide effective
and capitalize television and legislative
on emerging digital media and policy
production advice; deliver
opportunities program services
efficiently
Our Impact BC positioned as a competitive, world-class

production centre
Mandate British Columbia Film is an independent, not-

for-profit society established by the provincial
government in 1987. It has the mandate to
expand and diversify the film, television and
digital media sector in British Columbia.
Its core responsibilities are to:
· Support the development and marketing of high quality, commercially
viable British Columbia film, television and digital media projects;
· Sustain and grow a competitive BC owned and controlled film,
television and digital media industry;
· Enable British Columbia production companies to foster existing,
and to establish new, relationships with national and international
co-financing partners;
· Enhance the ability of British Columbia production companies to
secure development and production financing;
· Effectively administer provincial tax credit programs to ensure that
BC remains competitive as a production centre and continues to attract
private sector and federal investment.

The programs offered by British Columbia Film can be grouped
as follows:
· Tax credits:
· Domestic
· Production Services
· Regional Production
· Training
· Digital Animation or Visual Effects.
· Development:
· Market growth
· Project and company development
· Professional skills development
The tax credit programs are the key drivers of film and television activity
in British Columbia. It is this program that allows the province to
effectively compete for both Canadian and international production.
The program areas listed under the Development heading are those
used by British Columbia Film to assist BC companies to create and
market product and improve the skills necessary to operate in a
global marketplace.
Collectively these programs support British Columbia Film in achieving
its mandate.
In performing its duties, British Columbia Film is committed to:
· Regular consultation with industry, governments and other agencies
dedicated to the growth of film, television and digital media;
· Maintaining effective, transparent and equitable program delivery;
· Providing timely and knowledgeable program and policy advice.

Governance
British Columbia Film is governed by a Board

of Directors composed of:
· Michael Francis, Chair
· Colin Browne, Vice-Chair, Secretary/Treasurer
· Nini Baird
· Gordon Esau
· Brigitte Prochaska
· Gerry Rutherford
· Shan Tam
Each Director is engaged in the industry and collectively they bring
a comprehensive knowledge of the sector and its requirements that
informs and guides the policy and program decisions of BC Film.
The Board of Directors is guided in its governance activities by the
following principles:
· Representation: The Board will broadly represent, and be
knowledgeable of, the industry served by BC Film;
· Direction Setting: The Board will establish the organization’s strategic
direction and provide policy direction to staff;
· Accountability: The Board is accountable to the industry and to the
provincial government;
· Consultation: The Board understands that ongoing industry
consultation is required if policies and programs are to respond to
industry needs;
· Leadership: The Board will provide leadership in identifying and
articulating the conditions necessary for BC to continue to grow as an
international centre for film, television and digital media production.
In discharging its responsibilities, the Board adheres to the following
standards of conduct:
· Acting honestly, in good faith and in the interests of BC Film;
· Exercising care, skill and diligence in decision making;
· Following ethical standards in order to avoid real or apparent conflicts
of interest between Board members’ private interests and the interests
of BC Film.
British Columbia Film reports to the Minister of Tourism, Sport and
the Arts through its Board. The Board delegates responsibility for the
day-to-day leadership and management to the Executive Director and
monitors performance.
The following standing committees assist the Board in meeting its
governance responsibilities:
· Audit Committee
· Conflict of Interest Committee

Alignment with
the Government
Strategic Plan
In the Province of British Columbia Strategic

Plan 2006/07-2008/09, the following goals
were established:
1. Make British Columbia the best-educated, most literate jurisdiction
on the continent.
2. Lead the way in North America in healthy living and physical fitness.
3. Build the best system of support in Canada for persons with
disabilities, those with special needs, children at risk, and seniors.
4. Lead the world in sustainable environmental management, with
the best air and water quality and the best fisheries, bar none.
5. Create more jobs per capita than anywhere else in Canada.
British Columbia Film contributes significantly

to the achievement of goals one, four and five,
as follows:
Goal 1 British Columbia Film supports British Columbians in developing skills
and expertise in the film, television and digital media sector. Significant
gains have been achieved in developing a skilled workforce in BC that
has the management, creative and production expertise necessary to
produce quality content and to attract production activity and production
companies from around the world.
The concept of literacy goes beyond the ability to read and write.
Technological literacy is a critical component of the skills required by
a 21st century economy. Film, television and digital media are at the
cutting edge of technology.
Cultural literacy - an understanding of the people, history and creative
accomplishments of Canadians - is also an essential attribute of a
well educated, literate population. By supporting films and television
programs that explore the Canadian experience, BC Film and BC film-
makers contribute to making British Columbia the best educated,
most literate jurisdiction on the continent.
Goal 4 British Columbia Film is helping to create an industry that is
environmentally sustainable. Film, television and digital media are
creative activities where the inputs are primarily intellectual. In a world
where economies are increasingly based on creativity and where the
generation and control of intellectual property is complementary to the
more traditional determinants of prosperity, a vibrant film, television
and digital media sector can be an environmentally sustainable means
of achieving social and economic advantage.

The industry has embraced the concept of further reducing its
environmental impact and will be implementing environmentally
sensitive production processes over the term of this plan. These
initiatives have been encouraged and supported by BC Film
Goal 5 British Columbia Film has directly contributed to significant growth in
employment opportunities in British Columbia. Data indicates that the
film, television and new media industry employs 35,000 directly with an
additional 15,000 people indirectly employed. These are largely skilled,
well-paying jobs. BC Film programs encourage diversity in the workforce
and the availability of employment in film and television is critical to
creative and performing artists who require a variety of income sources
to sustain their careers.
The range of skills supported by BC Film programs includes the
creative and technical abilities required for production, as well as the
legal, accounting, financial and corporate management capacity required
to sustain this activity. Film and television production also contributes
directly to the success of related businesses in the hospitality and
service industries.

STRATEGIC CONTEXT
The British Columbia film, television and

digital media industry is facing a difficult and
competitive market environment resulting from
a number of factors, including:
· The rapid appreciation of the Canadian dollar which has raised the
costs of production;
· The implementation across North America and internationally of tax
incentives that meet or exceed those in British Columbia;
· The expectation that content be developed for a variety of distribution
platforms despite the absence of a viable revenue model to justify
production costs;
· The fragmentation of markets as new content delivery platforms evolve.
The recent increase to the tax credit rates announced by Ontario and
Quebec indicate how quickly the competitive environment can change.
The next several years will be challenging ones for the film, television
and digital media business in British Columbia. However, the industry
has a number of key strengths to meet these challenges. The British
Columbia tax incentives are critical to the ongoing viability of the industry.
The government’s decision to extend the programs to 2013 and to match
the program increases of Ontario and Quebec has provided an important
element of certainty that is vital to the industry. This extension and
enhancement permits the industry to plan future projects, confident that
the tax credit programs will continue to be available and competitive with
other jurisdictions. The absence of a tax credit to support interactive
digital media production will, however, become increasingly significant
as the interactive component of the industry attempts to compete with
companies in Ontario and Quebec.
British Columbia does not compete only on price. The province has
become a reliable, high quality centre for film, television and digital media
production. British Columbia has the talent, infrastructure, systems and
capacity to produce content to a world standard. The introduction of the
Digital Animation or Visual Effects tax credit program has effectively
extended the province’s reputation in the digital animation and visual
effects arena.
The decision by the provincial government to insure BC’s competitive tax
position will have a significantly positive impact on production and may
allow the province to regain some of the production activity that has been
diverted to American states over the past few years. The high Canadian
dollar will, however, limit the growth that can be anticipated in this area.
Domestic production does present growth potential. The domestic
industry has traditionally produced Canadian content for the internal
Canadian market. While clearly important from both a business and
cultural perspective, this market is modest by international standards

and can only support a relatively small industry. Improving the ability
of BC companies to own and control intellectual property developed
for a global market will have long term benefits for the industry in
British Columbia.
BC Film’s objective, therefore, is to support the development of the
British Columbia industry to create, finance, produce and distribute
entertainment products to both the Canadian and the global market.
This approach will focus on company development and will complement
British Columbia’s traditional strength as a production centre.
While this direction is promising, there are several challenges:
· Strengthening the creative, administrative and financial capacity of
British Columbia companies requires both improved “above the line”
talent and the ability to attract financial investment. While BC Film has
programs to assist the development of talent and to support companies
in creating content, more investment will be required. BC Film will work
with the industry to insure that its existing resources are effectively
deployed and to identify the additional resources needed to achieve
these objectives.
· The existing tax incentives do not address the development challenges
confronting the industry. Currently, the tax incentive programs are more
effective in developing projects than companies. BC Film will work with
industry and the government to consider options for redesigning the
tax incentives to better address the long term needs of the industry.
In particular, changes to the tax incentive programs that will support
content that is of more relevance to the international marketplace will
be examined.
· British Columbia is well-positioned in the animation sector and
has a significant presence in the interactive entertainment and
gaming industry. However, unlike Ontario and Quebec - its primary
competitors - British Columbia does not have tax incentives or other
government programs to assist the development of interactive digital
entertainment. This is a rapidly changing industry. If British Columbia
is to take advantage of this opportunity, it must move quickly to address
this competitive imbalance. BC Film will work with industry and the
provincial government to develop strategies to exploit the province’s
potential in this area.
These and other related challenges need to be addressed by the industry
through the creation of a comprehensive industry development strategy.
BC Film will assist the industry in this process.
BC Film is committed to being a catalyst for industry growth and
transformation in these more difficult market conditions. The following
sections outline how BC Film will meet its mandate.

VISION, MISSION
AND VALUES
British Columbia Film delivers programs that

are clearly focused on our ultimate goals. Our
decision making and resource allocation are
guided by our vision of success, our sense of
purpose, and our values, which are as follows:
Our Vision In meeting its mandate, British Columbia Film seeks to position
British Columbia as a competitive world-class production centre,
where individuals and companies can create quality film, television
and digital media content that is embraced by the global market.
Our Mission British Columbia Film sustains British Columbia as a competitive,
world-class production centre by providing leadership, expertise,
policy development and financial incentives.
Our Values British Columbia Film brings the following values and principles to
its work, and upholds them in its internal and external relationships:
Our VALUES How we Practice Them
We are open and transparent

in our work and decision making.
We are equitable,
Integrity and Accountability
consistent and fair.
We measure and report on

our performance and plans.
We maintain a high level of

expertise and respond quickly
to emerging trends.
We seek innovative solutions.
We understand and support

Professionalism, Productivity, our clients and respond
and Innovation quickly to their needs.
We value each other as people

and as professionals.
We accept risk, and manage it.
We are resourceful
and pragmatic.

GOALS & OBJECTIVES
In order to achieve its mandate and vision for

the future, British Columbia Film has set the
following goals and objectives for the period
of this plan.
Goal 1 Develop the film, television and digital media production industry in
British Columbia.
Objectives:
1.1. Deliver a fair, transparent and accountable provincial tax
credit program;
1.2. Enable film, television and digital media projects to be financed for
production in British Columbia;
1.3. Support the creation of employment opportunities in British
Columbia;
1.4. Facilitate collaboration between creators of digital media and film
and television content.
Goal 2 Develop a British Columbia based film, television and digital media
industry with a national and international market.
Objectives:
2.1. Deliver a fair, transparent, and accountable program of financial
incentives for British Columbia companies and individuals;
2.2. Support development of intellectual property in British Columbia;
2.3. Assist British Columbia companies to retain intellectual and
financial ownership and control of their creative properties;
2.4. Assist British Columbia companies to develop international market,
financing and partnership opportunities;
2.5. Strengthen and diversify skills within the British Columbia industry.
Goal 3 Capitalize on emerging opportunities in digital entertainment.

Objectives:
3.1. Develop industry knowledge of new digital entertainment
opportunities;
3.2. Examine funding models that will encourage growth in the
BC owned digital entertainment industry;
3.3. Initiate incentives for the development and production of digital
entertainment.

Goal 4 Demonstrate industry leadership; provide effective legislative and policy
advice; efficiently deliver services.
Objectives:
4.1. Deliver timely, relevant policy and program advice to the provincial
government;
4.2. Encourage a review of tax incentive programs to enable a flexible,
innovative and competitive film, television, and digital entertainment
industry;
4.3. Provide statistical information on industry trends to government and
the industry;
4.4. Deliver a clear and consistent provincial perspective to federal
regulatory, policy and program delivery agencies;
4.5. Facilitate communication between industry and government on
policy and program issues.
Goal 5 Maintain a knowledge-based, efficient organization.

Objectives:
5.1. Maintain efficient program administration;
5.2. Nurture an expert, knowledge-based organization;
5.3. Develop an on-line application process for the tax credit program.

Strategies
In this section, British Columbia Film sets

out the major strategic initiatives it will
address during the period covered by this plan.
For a discussion of BC Film’s ongoing core
businesses, please see “Overview of British
Columbia Film” above.
Opportunity The long term success of the industry in British Columbia depends upon
strengthening the domestic industry’s ability to create, finance, produce,
and market film, television, and digital entertainment products for the
national and international marketplace. This will, in the medium term,
reduce the dependence on the highly competitive service production
business. This will require a renewed emphasis on industry and company
development rather than on the financing of individual projects.
Strategy British Columbia Film will:

· Support the industry to develop an “industry development strategy”
to improve its ability to control intellectual property and retain creative
and financial control of entertainment products;
· Assess its development and incentive programs to determine how
they need to be adapted in order to support the industry development
strategy;
· Develop a proposal for the future evolution of the tax incentive
programs to support industry development and re-establish British
Columbia’s leadership in tax incentive program design;
· Consult with government and industry regarding changes in programs
to support the long term development of the film, television, and digital
entertainment industry;
· Track the implementation of industry development initiatives over
time;
· Adapt development and incentive programs in support of the industry
development strategy.
Opportunity British Columbia currently has significant strengths in both the film
and television and the new media sectors. This presents a clear
opportunity for British Columbia to establish a major presence in digital
entertainment. While some preliminary work has been undertaken
by industry to explore this opportunity, British Columbia is losing
competitiveness and is at risk of losing its leadership in this area. Other
jurisdictions have industry support programs in place to assist the
development of a digital entertainment industry. There is an immediate
opportunity for the industry in British Columbia to develop and
implement a strategy to build a competitive digital entertainment sector.

· Support the industry to develop consensus on the need to address the
digital entertainment business;
· Support the industry to develop a “digital entertainment strategy” to
build a competitive industry
· Assess its development and incentive programs to determine how they
need to be adapted to support a digital entertainment strategy;
· Develop a proposal for future evolution of the tax incentive programs
to support the digital entertainment strategy and to establish British
Columbia’s competitiveness in this market;
· Consult with government and industry to develop programs that will
support the long term growth of the digital entertainment industry;
· Track implementation of the digital entertainment strategy over time;
· Adapt development and incentive programs in support of the digital
entertainment strategy.
Opportunity Exchange rates and increasing competition for service productions

present a medium-term challenge for the British Columbia industry.
It is vital that tax incentive and development programs continue to
support industry requirements.
· Work with the government to implement changes to legislation
resulting from the extension and enhancement of the tax credit
program;
· Support the further assessment of tax credit legislation to encourage
the development of the domestic industry;
· Continue to aggressively market British Columbia’s tax incentive
program to attract production to the province;
· Review programs to insure development funds are effectively targeted
in a transparent and objective manner;
· Support staff development to insure that BC Film has the expertise to
support its business strategy and operations;
· Support industry as it develops a human resources strategy to address
the challenges of an aging work force and the emerging demands of
the digital entertainment sector.

Performance
Measures
While British Columbia Film plays a significant

role in developing and maintaining British
Columbia’s competitive position in the film,
television and digital media sector, many of our
intended outcomes are subject to market forces
and external decision making processes.
As a result, some of our success measures are not amenable to target
setting. Where a target cannot be set, we provide a forecast. These are
our best estimates, based on current knowledge of the industry and the
resources available to BC Film. Where a target can be developed, it is
noted below.
Targets and Forecasts Some of the performance measures below, e.g., dollar value of
projects assisted by the tax credit program, are best interpreted as
measures of industry, rather than BC Film’s, performance. These
measures are included in the service plan because they illustrate BC
Film’s contribution to the provincial economy and the film and television
industry. Other performance measures, e.g., satisfaction with the
tax credit program, indicate industry satisfaction with the design of
government support programs, a factor outside the direct control of
BC Film. This information is tracked to provide feedback to government
about the effectiveness of its programs.
Assumptions In preparing the forecasts, the following assumptions were made:
· A competitive tax credit system in British Columbia;
· Continued funding of development programs by the province;
· Stability in labour relations in the sector;
· Continued access to U.S.-controlled production;
· Canada – U.S. exchange rates in the .90 - .95 range;
· Maintenance of current levels to federal programs.
Please note that at the time this service plan was prepared several of
these assumptions were not met. Currently, labour relations issues
involving US producers and a number of unions and guilds are affecting
film and television production throughout North America. It is not
possible to predict when these issues will be resolved. Additionally,
exchange rates are very volatile; making it difficult to forecast production
costs and the current rate of the Canadian dollar is acting as a
significant disincentive to filming in Canada.
For these reasons it is not possible to prepare reliable forecasts for
several measures. BC Film’s actual performance will also be affected
if these assumptions are not met.

GOAL 1
Develop the film, television and digital media
production industry in British Columbia
Goals & Objectives Measures Forecast/ Forecast/ Forecast/

Target Target Target
2008/09 2009/10 2010/11
1.1 Deliver a fair, Percentage of Survey developed To be determined To be determined

transparent and applicants expressing for distribution
accountable provincial satisfaction with BC March 08.
film, television and Film administration of Results will
digital media tax tax credit programs provide baseline
credit program information
1.2 Enable film, television Dollar value of projects Cannot be Cannot be Cannot be
and digital media assisted by the tax forecast at forecast at forecast at
projects to be financed credit program this time this time this time
for production in British
Columbia
1.3 Support the Dollar value of salary Cannot be Cannot be Cannot be

creation of employment and wages paid for by forecast at forecast at forecast at
opportunities in projects assisted by this time this time this time
British Columbia the tax credit program
1.4 Facilitate Participant satisfaction Not less than 75% Not less than 75% Not less than 75%
collaboration between with seminars (target) (target) (target)
creators of digital and information
media and film and events delivered
television content
Notes:
· Measure 1.1 tracks satisfaction with the tax credit program which is
only partially within the control of BC Film.
· Measures 1.2 and 1.3 reflect the health of the film and television
industry in BC Film and not its internal performance. Given the
uncertainty in respect of the previous assumptions, it is not possible to
provide reliable forecasts at this time.

GOAL 2
Develop a British Columbia based film,
television and digital media industry with
a national and international market.

2008/09 2009/10 2010/11
2.1 Deliver a fair, Percentage of BC Not less than 75% Not less than 75% Not less than 75%
transparent, and applicants expressing (target) (target)) (target)
accountable program satisfaction with BC
of financial incentives Film administration of
for British Columbia development programs
companies and
individuals
2.2 Support development Development dollars 4/1 4/1 4/1

of intellectual property leveraged by BC Film (forecast) (forecast) (forecast)
in British Columbia project funding (ratio)
Support creation of Industry Track Track

industry development development implementation implementation of
strategy strategy proposed of strategy strategy
Encourage Provide policy To be determined To be determined

development of a response
proposed tax incentive
plan supporting
industry development
strategy
2.3 Assist British $ value of BC-owned $120 million $140 million $140 million
Columbia companies to and controlled projects (forecast) (forecast) (forecast)
retain intellectual and by companies receiving
financial ownership Slate Development
and control of their Funding
creative properties
$ value of BC-owned $235 million $245 million $255 million
and controlled (forecast) (forecast) (forecast)
productions supported
by tax credits

GOAL 2 - continued
Develop a British Columbia based film,
television and digital media industry with
a national and international market.

2008/09 2009/10 2010/11
2.4 Assist British Percentage of Not less than 75% Not less than 75% Not less than 75%
Columbia companies participants expressing (Target) (Target) (Target)
to develop international satisfaction with
market, financing opportunities
and partnership supported by BC Film
opportunities
2.5 Strengthen and Percentage of Not less than 75% Not less than 75% Not less than 75%
diversify skills within participants expressing (Target) (Target) (Target)
the British Columbia satisfaction with
industry training opportunities
supported by BC Film

Goal 3
Capitalize on emerging opportunities
in digital entertainment

2007/08 2008/09 2009/10
3.1 Develop industry Percentage of Not less than 75% Not less than 75% Not less than 75%
knowledge of new participants expressing (target) (target) (target)
digital entertainment satisfaction with
opportunities events and information
sessions
3.2 Examine funding Support industry Strategy to be Track Track

models that will development of digital developed implementation implementation
encourage growth in entertainment strategy of strategy of strategy
the BC owned digital
entertainment industry Develop a proposed Provide policy To be determined To be determined
tax incentive plan response
supporting digital
entertainment strategy
Research on other Ongoing Ongoing Ongoing

potential approaches
delivered
3.3 Initiate incentives Initiative supported Ongoing Ongoing Ongoing

for the development
and production of
digital content

GOAL 4
Demonstrate industry leadership; provide
effective legislative and policy advice;
efficiently deliver program services

2008/09 2009/10 2010/11
4.1 Deliver timely, Policy advice and Ongoing Ongoing Ongoing

relevant policy and analysis delivered
program advice to the as required
provincial government
4.2 Encourage a Timely, relevant Ongoing Ongoing Ongoing

review of tax incentive advice delivered
programs to enable
a flexible, innovative
and competitive film,
television, and digital
entertainment industry
4.3 Provide statistical Reliable, timely and Ongoing Ongoing Ongoing

information on industry relevant information
trends to government on production volume,
and the industry employment and
provincial investment.
4.4 Deliver a clear BC input into national Ongoing Ongoing Ongoing

and consistent policy and regulatory
provincial perspective processes
to federal regulatory,
policy and program
delivery agencies
4.5 Facilitate Effective Ongoing Ongoing Ongoing

communication communication
between industry and maintained
government on policy
and program issues

GOAL 5
Maintain a knowledge-
based, efficient organization

2008/09 2009/10
5.1 Maintain efficient Administration 3% 3% 3%

program administration costs as a % of
programs delivered
Working days to 35 working days 30 working days 30 working days

complete 90% of
applications from
receipt of a complete
submission
5.2 Nurture an Number of 25 hours 25 hours 25 hours

expert, knowledge- professional
based organization development hours
per employee
5.3 Develop an online Client satisfaction with Online system To be determined To be determined
application process for the application process operational
tax credit programs
Client satisfaction
baseline
established

Summary
Financial Outlook
2008/2009 2009/2010 2010/2011

Revenue
· Provincial Investment 2280 2280 2280
· Investment Income 265 265 265
· Application Fees 539 650 700
· Recoveries 30 15 0
· rent 25 25 25

3139 3235 3270
Expenditure
· Film Development 2145 2150 2150
Programs
· Program and Industry 441 441 441
Services (Film)
· Program and Industry 661 661 661
Services (Tax Credit)

3247 3251 3251

(108) (16) 19

Notes 1. Budget allocations are made on an annual basis and reflect spending
priorities established by the Directors of BC Film
2. Over the forecast period, British Columbia Film will seek additional
resources to allow it to effectively meets its mandate of developing the
provinces film, television and digital media sector
3. BC film administers film and television tax credit programs on behalf
of the provincial government. In 2006/07, $130 million in refundable
tax credits were approved. Similar amounts are projected over the
forecast period. As these funds are delivered through the tax system
they do not appear in the Summary Financial Outlook of BC Film
4. A change in accounting rules for 2007/08 requiring that investments
be reported at market value may result in fluctuation of investment
income over the forecast period.
5. The forecast revenue from application fees is dependent upon a stable
level of production activity in BC.

Related
Organizations
British Columbia Film is establishing a

charitable organization, the British Columbia
Film Foundation, with a mandate to:
· Advance, encourage and promote the study and teaching of Canadian
film, television and digital media studies;
· Promote, recognize and support excellence and innovation in the art
of Canadian film, television and digital media production; and
· Promote in the public the appreciation of the aesthetic and cultural
value of the works of Canadian artists in film, television and
digital media.

British Columbia Film Service Plan 2008/9 - 2010/11

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February 2008

British Columbia Film

2225 West Broadway, Vancouver, British Columbia, Canada V6K 2E4

Minister of Tourism, Sport and the Arts

Michael Francis, Chair

British Columbia Film Service Plan 2008/9 - 2010/11 1

The climate for film and television production

British Columbia Film Service Plan 2008/9 - 2010/11 2

British Columbia Film Service Plan 3

MICHAEL FRANCIS, Chair

British Columbia Film Service Plan 4

The 2008/09 – 2010/11 BC Film Service Plan

Michael Francis, Richard Brownsey,

British Columbia Film Service Plan 2008/9 - 2010/11 5

2 Message from the Board Chair

6 Message from the Executive Director

9 Overview of British Columbia Film

12 Alignment with the Government Strategic Plan

16 Vision, Mission and Values

17 Goals & Objectives

28 Summary Financial Outlook

British Columbia Film Service Plan 2008/9 - 2010/11 6

The environment for film, television and

British Columbia Film Service Plan 2008/9 - 2010/11 7

RICHARD BROWNSEY, Executive Director

British Columbia Film Service Plan 8

Our Goals Develop the film, Develop Demonstrate

Our Impact BC positioned as a competitive, world-class

Mandate British Columbia Film is an independent, not-

British Columbia Film Service Plan 2008/9 - 2010/11 9

British Columbia Film Service Plan 10

British Columbia Film is governed by a Board

British Columbia Film Service Plan 2008/9 - 2010/11 11

In the Province of British Columbia Strategic

British Columbia Film contributes significantly

British Columbia Film Service Plan 12

British Columbia Film Service Plan 13

The British Columbia film, television and

British Columbia Film Service Plan 2008/9 - 2010/11 14

British Columbia Film Service Plan 15

British Columbia Film delivers programs that

Our VALUES How we Practice Them

We are open and transparent

We measure and report on

We maintain a high level of

We seek innovative solutions.

We understand and support

We value each other as people

We accept risk, and manage it.

British Columbia Film Service Plan 2008/9 - 2010/11 16

In order to achieve its mandate and vision for

Goal 3 Capitalize on emerging opportunities in digital entertainment.

British Columbia Film Service Plan 2008/9 - 2010/11 17

Goal 5 Maintain a knowledge-based, efficient organization.

British Columbia Film Service Plan 18

In this section, British Columbia Film sets

Strategy British Columbia Film will:

British Columbia Film Service Plan 2008/9 - 2010/11 19

Opportunity Exchange rates and increasing competition for service productions

British Columbia Film Service Plan 20

While British Columbia Film plays a significant

British Columbia Film Service Plan 2008/9 - 2010/11 21

Goals & Objectives Measures Forecast/ Forecast/ Forecast/

1.1 Deliver a fair, Percentage of Survey developed To be determined To be determined