Savannah Film Commission

2011 Annual Report

Savannah Film Office Mission

The mission of the Savannah Film Office is to weave the film and television industry into the fabric of Savannah’s social, economic and professional profile. We are committed to providing professional assistance to clients and citizens in

an effort to build a sustainable media industry in the Savannah area.

Coordination The primary goal of the Film Office is to coordinate projects that are produced in the area. This includes coordinating, permitting and monitoring projects that are utilizing or affecting public property. This service is valuable to all involved and extends beyond Savannah city limits. Aspects of coordination include the factors detailed below.

Public Safety

Film activities must be coordinated and permitted so as not to endanger the general public . Permits are specific to each project and outline what activities are allowed and not allowed. Certain permits require that police, fire or EMT personnel be on set, paid by the production company. This is coordinated through the Film Office.

There have been no reported accidents or injuries associated with permitted activities since the Film Office was established in 1995.

Student films can be as complex as professional productions with increasing use of special effects, stunts and weapons. The potential for accidents, liability and complaints is magnified by the inexperience of student producers. In an effort to avoid such problems, we work closely with students and professors including speaking to classes on safe location filming practices.

Liability and Insurance The permitting process is an important tool in protecting the City from liability due to loss on public property. Permits include uniformed indemnity language and insurance requirements. Some activities merit additional language and increased insurance coverage. Identifying these special needs is a priority.

There have been no claims against the City since the Film Office was opened in 1995.

Quality of Life Location filming has the potential to be disruptive. The Film Office considers each project individually to assess how it can be completed with the least amount of disruption. Many permits require that written notification be distributed to residents and businesses in the affected area so that citizens know what to expect. This allows citizens to contact us with questions or concerns before filming activities begin.

This active permitting process has reduced the number of community complaints about filming to virtually zero.

Our office received six complaints in 2011. All resulted from non-compliance with stated permit conditions. Four were logistical in nature. Two involved altering an area without permission. This included a Pottery Barn crew disturbing a protected dune field. The DNR contacted us for assistance and we worked with them and the City of Tybee to resolve the issue.

Coordinating with Other Entities Projects can be complex and often cross geographic and jurisdictional lines. Coordination often involves working with county, state and federal agencies as well other municipalities and private property owners, associations and other stakeholders. Providing a one stop shop for such needs is valuable to all involved because it creates an efficient and consistent process with clear lines of communication and accountability. This also eliminates the need for neighboring municipalities to carry duplicate capacity.

Coordinating with Other Events Special events occur almost daily in City parks and squares. We must also work around activities such as street paving and other construction or maintenance work. It is important that even the smallest projects be coordinated so as not to impact other activities occurring in the City. This must be done in a manner that preserves and enhances our reputation as a “film friendly” location.

Marketing & Recruitment Another goal is to increase media related spending and exposure through the promotion of the area to all types of media production. We do this through marketing and recruitment.

Marketing These efforts are broad in scope and intended to generate leads. Efforts include attending industry trade shows, website & social media, advertising and the developing relationships. We work to ensure that those who specialize in finding locations are fully aware of what Savannah has to offer. By maintaining these personal relationships, we can keep Savannah fresh in the minds of potential clients without reliance on a huge advertising budget.

Current marketing efforts are basic in nature because we lack the resources to mount an effective coordinated marketing campaign.

Our most powerful marketing tool is a satisfied client. Producers rely on the experience and recommendation of their peers above any advertising message.

Recruitment Recruitment begins with a credible lead or when a client shows a specific interest in Savannah. We begin with detailed conversations about the project’s location, logistical and economic needs. This is typically followed with location scouting, research and presentations. Large productions require detailed site visits and meetings. We continue this process based on the demonstrated level of interest and ability to bring the project to Savannah.

Closing Deals The majority of projects in the recruitment phase are not yet funded and most will never be produced. Each year we ‘close’ on many projects that do not go into production for reasons outside of our control. Regardless of the outcome, each opportunity allows us to development and maintain relationships with industry executives.

Supporting Local Production Local production is vital in order to develop a sustainable industry. These projects have a deeper employment footprint relative to transient projects. Though this is difficult in a market as small as ours, indigenous filmmaking continues to make progress. “Savannah,” “Untouched” and “Patty Paper: The Missing Dog Caper” were among the projects produced by locals in 2011.

Along with traditional coordination assistance, we provide local producers with technical assistance, advice and promotion. We do not, however, get involved in fundraising activities.

Trends and Issues

Tax Incentives Current state tax incentives put Georgia on a level playing field with our competitors. This competitor group changes as other states and countries amend their incentive programs. In early 2011, the “2010 Special Council on Tax Reform and Fairness for Georgians” recommended that our incentive be repealed. This was rejected by the Legislature. This was due in part to studies that found the incentive to be revenue positive.

Economic Climate The slow economic recovery continued to affect commercial and print production in 2011. Feature and Television production remained flat, with midrange budget films decreasing. Lower budget projects ($1-5 million) not intended for theatrical release increased. This was also due to the proliferation of new distribution outlets such as Netflix and Redbox.

Savannah Film Commission

The commission continues to assist Film Office efforts on many levels. Recent efforts included sponsoring an Open House reception for at our new location, leadership on infrastructure opportunities, cooperative participation with events such as The Savannah Film Festival, The 48 Hour Film Festival and Mountain Film On Tour.

Restructure

The Tourism & Film Services Department was restructured at the beginning of 2011. Tourism and Downtown Programs functions, personnel and resources were transferred to other departments or eliminated. Film Services retained two positions and were moved to the Bureau of Public Facilities, Events and Services. The office was moved from downtown to Daffin Park.

The reduction in staff lowered our capacity to handle spikes in production and recruitment activity. During these periods, recruitment and monitoring activities were handled on a prioritized basis. The vacancy of the Location Specialist position reduced staff to one person for the last 5 months of the year.

In order to provide basic services, we increased the use of professional services, prioritized recruitment activities and reduced monitoring to only high impact projects, despite a 92% increase in shooting days. If this continues, the number of citizen complaints may increase.

Infrastructure

A number of local individuals and companies made investments in 2011. This expanded the resources available to producers working in our area. Meddin Studios hosted a number of projects in 2011. However, large, purpose built stages are necessary if we are to be able to attract significant Feature and Television projects. Most of the high budget projects based in the Atlanta area require infrastructure (stages) not available in Savannah. A number of these pro jects expressed that Savannah would have been their preference if such infrastructure existed here.

Technology

Our website and social media efforts provide neutral, dynamic platforms where producers can connect with local crew, talent, businesses and service providers. This maximizes local impact at all levels. It also allows local productions to find needed resources. Over 300 local professionals and businesses have listings in our on-line directory. At year ’s end, we had over 2400 people following our posts on Facebook. This is second only to Visit Savannah among regional economic development entities.

Production Highlights

Feature Films

“Savannah”

This period drama is the largest film to be written, developed, funded, produced and directed by local professionals. This effort was led by screenwriter & director Annette Haywood Carter and producer John Cay.

Producer Mil Cannon grew up here and returned to film this youth baseball comedy with a message that was evident off screen as well. Mr. Cannon organized “Fix the Field,” a volunteer effort to revitalize the Salvation Army fields on Bee Road.

“Untouched”

Savannah’s First City Films showed that perseverance pays off by moving this original feature drama out of development and into production utilizing local crew and talent.

“The Firstling”

(a.k.a. “When the Bough Breaks”) found the right combination of locations and local resources to choose Savannah as the setting for this psychological thriller.

Shorts and Other Features

“Patty Paper: The Missing Dog Caper” adapted and produced by local Silverline Productions

“Flow” by award winning French director Hughes Hariche

“True Bromance”

by local Michael Hoffstein and James Eckhouse

“The project’s success owes in large part to the extensive and generous assistance we received from the Savannah Film Office”

- James Eckhouse

Commercials and Still Photography National Campaigns

American Eagle

Best Buy

Blair’s

Cousin’s Subs

GA Tourism

Pfizer

Pottery Barn

Sea-Pack

Southern Living

Starbucks

Television Television shooting days nearly tripled in 2011 to 136. These were generated by 29 projects that showcased Savannah to millions around the world.

“American Idol” showcased Savannah to over 15 million viewers. Efforts to secure an episode began in 2008.

“Das Traumschiff,” the German version of “The Love Boat,” featured Savannah and is among that nations’ highest rated shows.

“America’s Lost Treasures” identified a wealth of artifacts during their shoot in Savannah.

“Bang for your Buck”

“Billy the Exterminator”

“Bizarre Foods with Andrew Zimner”

“Forking Fantastic with Tamera Reynolds”

“Family First” (pilot)

“Georgia with G”

“How Do They Do That”

“Man Vs. Food Nation”

“Master Chef”

“MTV’s MADE”

“Oprah’s Next Chapter”

“Paula’s Best Dishes”

“Paranormal Witness”

“Say Yes to the Dress”

Economics

Our Methodology Our goal is to accurately calculate the local economic impact of projects enabled by the Film Office. To do this, we measure the following:

Direct Local Spend This is the amount of money paid directly to local individuals and businesses by companies assisted by the Film Office. This information is provided by the producers. When not made available, we apply the Association of Film Commissioners International “PRODUCTION REVENUE TRACKING GUIDELINES: Direct Spending For On-Location Production – US.” To ensure accuracy, we compare the guideline figures with known figures on comparable projects. These guideline numbers prove accurate with few exceptions. When an exception is identified, the figures are modified in order to reflect actual spend.

Calculating this actual spending is the most accurate method.

Economic Impact When a dollar enters a community it is spent a number of times before it leaves that community. Each of these transactions has a positive impact on that local economy including tax generation. “Economic Impact” is the cumulative value of these transactions.

The number of local transactions, or ‘turnover rate’, depends on where and how each dollar is spent. For instance, a dollar spent on gasoline will move out of a community at a different rate than one paid as a wage. Economists examine a broad range of data in order to formulate the average value of this turnover for a specific industry in a specific geographic area. These are called “multipliers.” Each is unique and not all are valid.

We use a multiplier of 2.12. It is based on a statistical model developed specifically for Savannah by Dr. Dan Rickman of Georgia Southern University. This is more accurate than using a national or industry average rate.

Comparison Issues Comparing the “economic impact” data from different organizations can be misleading because they likely collect and process data in different manners, for different reasons and with different expectations of accuracy.

The State of Georgia The State’s goals, methodology and reporting procedures are very different than ours. The formulas and methods of reporting for a population area of 9,800,000 should be different than that of one 2.9% its size.

Direct Georgia Spend is estimated through tax credit applications or half of projects budget. Though less accurate than our method, such estimations can provide valid indicators if the formulas are correct.

Economic Impact is calculated using the Federal Reserve Turnover rate of 3.57 as a multiplier. Turnover rates increase with population area.

State and City totals are not directly comparable because they measuring very different things.

Examples:

1. Our calculation of the local impact of Savannah based projects in 2009: $23 million The State method calculates the same projects as having an impact of: $135 million

2009 was a good year, but Savannah did not experience $135 million in impact.

2. Our calculation of the local impact of Savannah based projects in 2011: $17 million The State method calculates the same projects as having an impact of: $46 million Again, the state method may not reflect a valid number for Savannah.

Other Cities and States Methodologies range from the conservative to absurd, sometimes changing to meet a goal. One should compare methodologies before making direct comparisons.

2011 Totals and Statistics for Savannah MSA

Direct Local Spend: $8,202,072 This is money paid directly to local companies and employees from projects that required assistance from this office. This does not include spending from projects that did not require assistance or indirect spending such as the living expenses of non-resident professionals.

Local Economic Impact: $17,388,392 A statistical model developed specifically for Savannah by Dr. Dan Rickman of Georgia Southern University affixes a conservative multiplier of 2.12.

This does not include the impact of these activities on areas such as tourism.

Statistics

Professional Productions

Projects: 65

Shooting Days: 387

Local Spend: $7,979,950

Citizen Complaints: 4

Accidents: 0

City Liability: 0

Student Productions

Projects: 112

Shooting Days: 189

Local Spend: $222,122

Citizen Complaints: 2

Accidents: 0

City Liability: 0

Totals

177

576

$ 8,202,072

6

0

0

Observations The number of shooting days increased 92% (576 in 2011 / 299 in 2010)

Professional projects increased 80% (65 in 2011 / 36 in 2010)

Category Projects Shooting Days Direct Local Spending

Feature Film 4 112 $5,720,000

Still Photography 10 46 $752,000

Television 29 136 $1,181,000

Commercials 5 10 $195,000

Short Feature 12 71 $70,950

Music Video / Other 5 12 $61,000

Student Films 112 189 $222,122

Total 177 576 $7,979,950

Multiplier 2.12

Total 2011 Economic Impact $17,388,392

Savannah Film Commission 2012