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Strategic Plan 2026–2036

Prepared by Clark Bryan

A Community-Led Vision for a Thriving, Inclusive, Globally Connected Music City

London Ontario UNESCO Music City Strategic PlanDownload

EXECUTIVE SUMMARY

London, Ontario, Canada’s first UNESCO City of Music, is uniquely positioned to build a future where music is central to community wellbeing, identity, economic vitality, and cultural belonging. This 10-year strategy outlines a community-driven, equity-centred, globally aware approach to transforming London’s music ecosystem into a model for mid-sized urban cultural development worldwide.

The plan is built on five pillars:

  1. Accessible Music Education for All
  2. Artist Development & Creative Ecosystem Growth
  3. Community, Diversity, Intergenerational Connection & Wellbeing
  4. International & UNESCO Partnerships
  5. Branding, Marketing & Identity Building for London

The plan prioritizes:

  • Diversity & Inclusion
  • Newcomer engagement
  • Youth leadership & mentorship
  • Seniors & intergenerational music pathways
  • Mental health & community wellbeing
  • Climate-aligned cultural practices
  • Collaborative governance & continuous listening
  • Financial adaptability & realistic implementation
  • A unified, values-driven London City of Music brand

Above all, this strategy affirms that:

Music is not merely an industry — it is a public good, a cultural language, a community asset, and a source of identity and belonging.

Economic development, tourism, and job creation will follow, but the heart of this plan is people, not profit.

1. INTRODUCTION & CONTEXT

1.1 London’s Identity Challenge

London has long struggled with its identity. “Forest City” no longer reflects its rapidly urbanizing, diversifying character. The name “London” competes with a world capital. Despite extraordinary creativity, many residents do not feel a coherent cultural narrative.

London is:

  • A city of newcomers
  • A city of youth
  • A city of seniors and retirees
  • A city of deep arts traditions
  • A city with grassroots music communities
  • A city with world-class learning institutions (Western, Fanshawe, OIART)

The UNESCO designation offers not a brand to adopt , but a story to tell: London is a city where music connects us.

This plan uses music as:

  • A unifying civic identity
  • A strategy for belonging
  • A pathway to cultural empowerment
  • A tool for reconciliation and intercultural dialogue
  • A wellbeing and mental-health resource
  • A catalyst for sustainable urban development
  • A bridge to the global community

2. VISION, MISSION & VALUES

2.1 Vision

London is a vibrant, inclusive Music City where every person, regardless of age, culture, income, or identity, an access, learn, create, perform, teach, and enjoy music.

2.2 Mission

To cultivate an equitable, sustainable, community-driven music ecosystem that strengthens London’s identity, supports artists and educators, uplifts mental wellbeing, fosters intergenerational connections, amplifies diversity, and celebrates creativity as a public good.

2.3 Values

  1. Equity
  2. Access
  3. Diversity & Inclusion
  4. Community Voice
  5. Cultural Humility
  6. Lifelong Learning
  7. Creativity & Innovation
  8. Mental Health & Wellbeing
  9. Climate Consciousness
  10. Collaboration & Partnership
  11. Transparency & Accountability
  12. Belonging & Identity

3. STRATEGIC PILLARS

PILLAR 1: ACCESSIBLE MUSIC EDUCATION FOR ALL

Goal: Universal, equitable access to music learning across all ages.

1.1 London Music Education Equity Roundtable

Permanent but rotating body including:

  • School boards
  • Universities & Colleges
  • Community programs (e.g., El Sistema Aeolian)
  • Libraries
  • Indigenous educators
  • Newcomer organizations
  • Seniors’ representatives
  • Music educators (private and public)

Annual outputs:

  • Music Access Map
  • Education Gap Report
  • Shared-access instrument inventory
  • Recommendations to City of Music Council

1.2 Free & Low-Cost Community Programs

  • Expand free programs in underserved neighbourhoods
  • Subsidize transport + instrument rentals
  • Multi-language offerings for newcomer families
  • Accessibility supports

1.3 Lifelong & Intergenerational Learning

  • Youth pathways
  • Early childhood music
  • Seniors’ beginner programs
  • Family learning streams
  • Intergenerational choirs & orchestras

1.4 Music Educator Professional Growth

  • Annual summit
  • Anti-oppressive practices
  • Trauma-informed and adaptive pedagogies
  • Cross-cultural repertoire development

PILLAR 2: ARTIST DEVELOPMENT & CREATIVE INDUSTRY SUPPORT
Goal: Empower London’s artists and creative workers to thrive.

2.1 Artist–Educator Residencies

Embed artists in:

  • Schools
  • Long-term care homes
  • Community organizations
  • Newcomer centres

2.2 Music Incubation Spaces

  • Affordable rehearsal rooms
  • Co-working spaces
  • Micro recording studios
  • Accessible arts facilities

2.3 Career & Business Development

  • Entrepreneurship training
  • Grant-writing clinics
  • Music distribution workshops
  • Digital literacy support
  • Mental health supports for artists

2.4 Fair Pay Charter

  • Minimum recommended fees
  • Transparent wage guidelines
  • Advocacy for sector labour rights

PILLAR 3: COMMUNITY, WELLBEING, INTERGENERATIONAL CONNECTION & DIVERSITY

Goal: Use music to build belonging, mental wellbeing, and intercultural understanding.

3.1 Neighbourhood Music Activation

  • Music in Every Ward
  • Pop-up stages
  • Community choirs
  • Outdoor festivals
  • Library and community centre partnerships

3.2 Equity-Centred Programming

  • Indigenous-led music initiatives
  • Black and newcomer artist development
  • LGBTQ2S+ music programs
  • Disability-inclusive music practices

3.3 Seniors & Intergenerational Strategy

A core component of London’s Music City identity.
Includes:

  • Beginner-friendly seniors’ instrumental programs
  • Intergenerational choirs
  • Seniors-as-mentors initiatives
  • Music therapy collaborations
  • Cultural heritage ensembles
  • Seniors’ music hubs

3.4 Music & Mental Health

  • Hospital partnerships
  • Music-in-healthcare initiatives
  • Youth music therapy pilots
  • Senior-isolation reduction programs

PILLAR 4: INTERNATIONAL & UNESCO PARTNERSHIPS

Goal: Strengthen global relationships that benefit Londoners.

4.1 UNESCO Exchange Programs

  • Artist residencies abroad
  • Educator exchanges
  • Co-commissioned works
  • Youth global collaborations

4.2 London City of Music Summit

Biennial gathering hosted in London with:

  • UNESCO Creative Cities
  • Canadian city partners
  • Youth delegations
  • Community leaders

4.3 Cultural Diplomacy

  • Promote London’s diversity
  • Showcase London artists internationally
  • Build London’s reputation as a global mid-sized cultural leader

PILLAR 5: BRAND, MARKETING & PUBLIC NARRATIVE

Goal: Build a shared identity where Londoners see themselves reflected in the city’s cultural story.

5.1 Brand Concept

London’s new identity emerges from its people:

“London: The City Where Music Connects Us.”

Brand attributes:

  • Diverse (especially important perspectives from Indigenous communities)
  • Warm
  • Community-driven
  • Creative
  • Intergenerational
  • Newcomer-welcoming
  • Proudly local

5.2 Internal Marketing (For Londoners)

  • “Music Lives Here” campaign
  • Newcomer Music Welcome Kits
  • Music education directories
  • Monthly “What’s On in Music” guide
  • LTC bus/poster campaigns
  • Neighbourhood activations

5.3 External Marketing (Outside London)

  • Target GTA, Detroit, Cleveland, Buffalo markets
  • Promote London as a music-learning destination
  • Cultural tourism itineraries
  • UNESCO-branded content
  • International student recruitment messaging

5.4 Communications & Storytelling

  • Real London stories from youth, seniors, newcomers
  • Artist features
  • Community-created videos

6. GOVERNANCE, COMMITTEES & COMMUNITY ACCOUNTABILITY

6.1 London City of Music Council 

Permanent but Rotating Structure

  • 12–18 members
  • 2–3-year terms
  • First cohort staggered:
    • 1/3 serve 1 year
    • 1/3 serve 2 years
    • 1/3 serve 3 years

Membership Composition Includes:

Artists & Industry

  • Musicians (multi-genre)
  • Producers/technicians
  • Venue representatives

Educators & Academics

  • Western University
  • Fanshawe College
  • Private and community music educators
  • Representatives from programs like El Sistema Aeolian

Community Representatives

  • Youth (18–25)
  • Seniors
  • Newcomer representatives
  • Indigenous leaders
  • Community members (open call)

Institutions & Government

  • City Councillor(s)
  • Culture Office
  • London Arts Council
  • Tourism London

For-Profit & Non-Profit Representation

  • Both required across the membership

Responsibilities

  • Approve annual strategic priorities
  • Ensure community-led direction
  • Review public input
  • Oversee accountability and equity frameworks
  • Co-sign UNESCO reports

6.2 Working Groups (Permanent, Rotating Membership)

Standing working groups include:

  • Music Education & Lifelong Learning
  • Youth Leadership
  • Seniors & Intergenerational Music
  • Equity, Diversity & Inclusion
  • Music Industry & Venues
  • Mental Health & Wellbeing
  • Sustainability & Climate Action
  • International Partnerships

Members serve one-year renewable terms and are selected through open calls.

6.3 Reporting & Accountability

The Music Office must:

  • Host annual listening assemblies
  • Publish a Music City Dashboard
  • Release a public annual report
  • Present outcomes to Council, Arts Council, Tourism, and community groups
  • Provide transparent budget allocations

7. LONDON MUSIC OFFICE – MANDATE & JOB DESCRIPTION (REVISED)

7.1 Mandate (Community-Led Model)

The Music Office is a facilitator, not a director.

It:

  • Listens regularly and deeply
  • Synthesizes community priorities
  • Supports grassroots initiatives
  • Facilitates collaboration
  • Reports transparently
  • Coordinates cross-departmental efforts
  • Ensures community voices guide strategic direction
  • Acts as a bridge between community, City Hall, and UNESCO

7.2 Reporting Structure (Collaborative Governance)

The Music Officer reports jointly to:

  1. City Manager
  2. Culture Office
  3. London Arts Council
  4. Tourism London

This ensures no single agency controls the strategy.

7.3 Music Officer – Full Job Description

Core Competencies

  • Deep listening
  • Cultural humility
  • Facilitation & mediation
  • Equity-centred leadership
  • Transparent communication
  • Strategic visioning
  • Community trust-building

Key Responsibilities

Community Engagement

  • Continuous consultation
  • Sector listening sessions
  • Participation in committees
  • Direct support to equity-deserving groups

Strategic Stewardship

  • Co-create strategic plans with community
  • Adapt plans annually through consultation
  • Manage UNESCO commitments

Data & Reporting

  • Maintain Music Dashboard
  • Publish annual reports
  • Lead evaluation cycles

Partnerships & Representation

  • Work across municipal departments
  • Liaise with Arts Council & Tourism
  • Coordinate academic collaborations
  • Represent London internationally

8. IMPLEMENTATION PLAN (3, 5, 7, 10-YEAR)

3-Year (2026–2029) – Foundation

  • Establish governance bodies
  • Expand free music programs
  • Launch seniors’ strategy
  • Implement Music Access Fund
  • Begin international exchange
  • Launch community-led branding campaign
  • Deliver Music City Dashboard

5-Year (2030–2031) – Expansion

  • Intergenerational hubs in multiple neighbourhoods
  • Full Music Incubation Centre launched
  • London City of Music Summit
  • Youth Leadership Academy
  • International partnerships expanded to three cities
  • Comprehensive cultural tourism offering

7-Year (2032–2033) – Integration

  • Music education accessible in all wards
  • Fair Pay Charter widely adopted
  • Citywide intergenerational choirs/orchestras
  • Five active UNESCO partner cities
  • Climate-conscious festival guidelines in place

10-Year (2036) – Maturity & Legacy

  • London recognized as global model for community-driven Music Cities
  • Fully integrated lifelong learning system
  • Intergenerational music as signature London feature
  • Strong cultural identity replacing former branding struggles
  • Thriving ecosystem supporting thousands of artists
  • Deep belonging among Londoners across ages, cultures, and backgrounds

9. CONCLUSION

This 10-year UNESCO Music City Strategy redefines London’s identity around community, creativity, equity, diversity, and belonging.

By centering people over profit, community over hierarchy, and collaboration over control, London can become a Music City known not only for its talent, but for its heart, inclusiveness, and global leadership.

London will be a city where music connects us across age, culture, neighbourhood, and identity. A city where everyone belongs. A city where creativity thrives.

PHASE 4 — SPEECH FOR THE MAYOR / CULTURE OFFICE / MUSIC OFFICE

(Drafted as an example of a public facing vision)

“THE CITY WHERE MUSIC CONNECTS US”

Official Address for the Launch of London’s Music City Strategy

Delivered by the Mayor / Culture Manager / Music Officer

My fellow Londoners,

Today, we begin a new chapter in the life of our city — a chapter shaped by creativity, strengthened by community, and powered by the belief that every voice in London matters.

As Canada’s first UNESCO City of Music, London stands among cities around the world that use culture not as a luxury, but as a foundation for wellbeing, belonging, and identity. Being a Music City is not about spotlight stages or larger-than-life performers. It is about people — about you, your neighbours, your families, your stories, and the sound of a city growing together.

Music connects us. It connects generations. It connects cultures. It connects neighbourhoods. It connects those who have been here for decades with those arriving in London for the very first time.

Our new Music City Strategy is built on a simple but powerful idea: everyone deserves access to the joy, the learning, and the community that music brings.

This plan was shaped by listening — listening to artists, educators, young people, seniors, newcomers, Indigenous leaders, venue owners, and everyday Londoners who want to see their city thrive.

Together, we are building a London where:

  • children can learn an instrument no matter their family income
  • seniors can rediscover creativity and connection through song
  • artists can build sustainable careers
  • newcomers can share their culture and find belonging
  • youth can lead, innovate, and shape our future
  • and every Londoner can feel proud of the city we are becoming

Our identity will no longer be defined by confusion or comparison. We are not simply “London.” We are London: “The City Where Music Connects Us”.

This is our sound. This is our story. And it belongs to every one of us.

Thank you for being part of this moment. Let’s build this city together, in harmony.

PHASE 6 — THE MUSIC CITY PLEDGE (For Citizens & Organizations)

THE LONDON MUSIC CITY PLEDGE

I believe that music belongs to everyone. I commit to listening with openness, creating with joy, supporting artists and educators, welcoming diverse voices, and helping build a London where every person can learn, share, and thrive through music. Together, we make London the City Where Music Connects Us.

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Many Canadians are waking up to the reality of having our values threatened. The United States President Donald Trump has expressed his desire to make Canada the 51st state of his country. It’s more important than ever that we define ourselves and our strengths so that we can fight against this geopolitical tyranny.

We talk about Canadian values, but does anyone spell them out? We could really use a moral compass right now and some leadership to remind us of that direction!

Here’s an attempt at spelling out Canadian values from my own personal perspective, but also from a lot of research:

Equality and Inclusion:

Multiculturalism: This policy was adopted in 1971, celebrating diverse cultures. Canada was the First Nation to adopt this policy.

Gender Equality: Equal pay and rights protections along with legal and social activism towards equity.

2SLGBTQ+AI Rights: Broad protections for the Queer community culminating in same-sex marriage in 2005. We were among the first countries to legalize!

Peace, Order and Government:

Our Constitution Emphasizes:

Social Welfare and collective responsibility

Cooperative Governance: between parties and levels of Federal, Municipal and Provincial Government

Stability of the rule of law: respect for the rule of law

Respect for Human Rights and the Rule of Law:

The Canadian Charter of Human Rights came into being in 1982, giving us civil liberties such as freedom of expression, religion and assembly

The Environment:

Policies to protect natural resources, sustainability and mitigate climate change

Bilingualism:

Canada is officially Bilingual

Reconciliation:

Canada is working towards reconciliation with its Indigenous peoples including land rights, languages and cultural heritage

Compassion and Social Responsibility:

Canada’s social safety net is an expression of fairness, equity and community caring
This includes education, public healthcare, Canada pension plan and much more

Democracy and Civic Participation:

Canada has a strong democratic tradition based on strong institutions, free elections and the cultivation of civil society.

Most Canadians believe in looking after each other. We aren’t perfect and have some really challenging social issues right now.

What’s different about Canada versus the United States?

Whereas the U.S. emphasizes individual freedom, self-determination and personal responsibility, Canada emphasizes collective well-being, social harmony and responsible governance.

Canada has a policy of multiculturalism and encourages cultural retention alongside integration, whereas the
U.S. is a melting pot model for assimilation into a unified American identity. Canada celebrates diversity in official institutions whereas the U.S. often debates diversity politically.

Canada has a universal public healthcare and strong social welfare programs, whereas the U.S. has limited supports preferring to focus on charity or private initiative.

Canada has strict gun control laws, regulated and limited, whereas the U.S. see guns as a symbol of freedom and self-reliance.

Canada views itself as a peacekeeping cooperative nation with an identity shaped by moderation, diplomacy and tolerance, whereas the U.S. is shaped by independence, exceptionalism and ambition.

Canada is more secular in public life and government policy, whereas the U.S. has strong influence by religious groups on social issues and elections.

It’s important that we work to clarify, teach and really own these values that have evolved in our great country. We must fight to protect them and ensure we continue to work towards a more inclusive, diverse and equitable society.

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Throughout history, the relevance of Arts and Culture has been debated. If our current education system in Ontario is a beacon for the current views, then it is considered a superfluous commodity.

I’m in the process of reading Mark Carney’s book “Value(s): Building a Better World for All”. This was published in 2021, long before a conceived run for Canadian politics.

Firstly, the book is really erudite. It covers the history of economies in various cultures from the beginnings of recorded history. Even though it is a heavy read, I highly recommend it as a deep dive into where we’ve come from and where we are now concerning economic and social values. It also speaks to the changes we need to make to have an economy that serves everyone and not just the few greedy men.

How does this economist view art and culture?

Firstly, he believes that societal values extend beyond economic metrics. He believe that art and culture contribute to our collective well-being, identity and sense of community. Carney also believes that art and culture build social capital, empathy, shared experiences and foster trust and cooperation.

Concerning the value of art and culture during economic crises, Prime Minister Carney recognizes their roles in keeping mental health and social unity. Carney believes that we need to redefine value beyond monetary considerations that include human dignity and creativity alongside economic stability.

This is a leader who believes in a morally grounded economy with shared identity and non-material wealth. What a refreshing contrast to those who just want to lower taxes, cut services and have a “me first” society.

Canadians have a real choice to make. I hope we choose values that get to the core of who we are. Those values are rooted deeply in arts and culture. Values that have us build strong community, identity and social wealth.

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I had the great privilege of being invited to California State University at San Marcos to co-present a poster session on a new virtual classroom my friend Jim Wolfston at CollegeNET has created.

I was really hesitant to travel to the U.S.A. with the social unrest, political turmoil and Canada’s backlash against proposed tariffs the U.S. is planning for our country.

I’m glad I went! Social Mobility is the movement to help individuals and families to move up from stressful backgrounds of economic and social poverty to better lives. Its focus is on educational opportunities as a means to gather wealth; particularly University and College education. The gaps between those with wealth and those without are widening. This is not good for societies as it can lead to social unrest or opportunistic social engineering by those who gain power for personal wealth and control. These are the times we are living in!

While the conference was happening, protests could be heard outside of the facility on campus. I was actually escorted into the building with staff and police. The protests were against ICE and the forced removal of the “dreamers” from the U.S. Although many attending the conference would like to make the campuses “Sanctuaries” for the dreamers, the administration and particularly the University President is caught in a bind. If they do this, President Trump will cut their funding and shame them. This could be the end of higher education. He’s already starting to cut funding to higher education. Educated people often can see broadly and speak against things like tyranny. That is the situation as it stands.

I heard presentations from Presidents of Universities across the nation, students and those with lived experiences of coming from various poverties into higher education. The students stories were so compelling. Those stories remind me a lot of the work I have done with families and kids in The Aeolian’s El Sistema program. Newcomer families risk everything to make a better life for themselves, but especially for their children.

The advice given by those attending including Senators and State leaders was to “Stay Focused” on the Mission and Vision of equity, diversity and inclusion. A vision President Trump and his followers are trying to kill. There is so much noise in the world right now that can derail us and wear us down. Stay focused on your vision to make the world a better place and don’t let Trump and his agenda take away your dreams and creative work to make both your own life better and the lives of those around you!