Film and Digital Media Strategy Services

The Vendor is required to provide for services film/digital media strategy.
- Through this film strategy, the Town is seeking an evidence-based assessment of its position within the film and screen production sector and clear conclusions regarding its long-term role.
- The consultant shall provide a high-level assessment of the current state film and screen sector, including studio development trends, production activity levels, labour considerations, and investment patterns.
- This analysis shall then be applied specifically to county.
- The consultant shall estimate the sector’s current economic contribution within county, including municipal revenues, local spending, employment impacts, and related activity, using reasonable and transparent methodologies where direct data is not available.
- The consultant shall evaluate whether county has a realistic competitive advantage in attracting new or expanded studio infrastructure, whether through purpose-built facilities, adaptive reuse, or conversion of existing industrial space. This assessment shall include a review of available lands and buildings and the cost competitiveness of those assets relative to neighboring municipalities.
- The consultant shall clearly explain, in plain language, the applicable union jurisdiction boundaries and provincial tax incentive geographies affecting county, including mapping where appropriate, and assess how these boundaries influence development feasibility. Targeted consultation with relevant stakeholders, including studio operators, developers, and other industry organizations as appropriate, shall be undertaken to test market appetite under current conditions and to determine whether there is any practical pathway to addressing identified constraints.
- Draft Film Strategy Report
• An overview of the state film and screen sector, including current and forward-looking trends in studio investment and production activity.
• An estimate of the current economic contribution of film activity in county, clearly distinguishing between location-based production and studio-based production where applicable.
• An assessment of available lands and buildings that could support studio development, including a high-level comparison of the costs associated with studio development in county relative to neighboring municipalities.
• A plain language explanation, supported by mapping where appropriate, of the union jurisdiction boundaries, provincial tax incentive programs, and other relevant industry frameworks affecting county, and an assessment of how these factors influence studio investment feasibility.
• A summary of consultation with relevant developers or studio operators to determine whether investment in county would be considered under current conditions, or whether adjustments (such as changes to labour jurisdiction boundaries or tax incentive programs) would be required to make studio development viable.
• A determination, supported by evidence, of whether the town has a competitive advantage in attracting studio infrastructure, whether pursuing studio development is realistic, and what municipal actions would be required to make it viable (e.g., specific recommendations regarding potential boundary or program changes, advocacy approaches, and whether to act independently or in collaboration with other municipalities or industry stakeholders).
• If studio development is not viable or a competitive advantage does not exist, an assessment of whether the town should maintain its current location based permitting model or pursue alternative screen sector opportunities such as post-production, visual effects, animation, virtual production, or related digital media activity. This assessment should be supported by market analysis, stakeholder consultation, and clear evidence of feasibility and competitive positioning.
• A limited number of strategic options, each outlining required municipal actions, financial implications, risks, partnership considerations and anticipated economic outcomes.
• A clear and supported recommendation.
• Appendices, including at a minimum:
o Economic impact assumptions and calculations.
o Maps illustrating union jurisdiction boundaries, applicable tax incentive geographies, and other relevant geographic context referenced in the analysis.
o Comparative cost information and key data sources used in assessing studio development feasibility.
o A summary of consultation undertaken, including key themes from discussions with developers, studio operators, industry organizations, and other stakeholders.
o A list of organizations consulted and primary contacts, subject to confidentiality considerations.
- Final Film Strategy Report
o A final report incorporating consolidated staff feedback. The final report shall be concise, evidence based, and clearly distinguish analysis from recommendation. The main body of the report shall not exceed 60 pages excluding appendices.
o The final film strategy report shall be provided in an accessible digital format and designed, where practicable, to meet applicable accessibility requirements.
- The consultant shall independently verify data where required and develop new evidence and analysis necessary to support conclusions and recommendations. The consultant shall identify any additional information required to complete the assignment and request such information in a timely manner.