Introduction

Sunderland is a city with a long tradition of music and musicians. Of all the creative arts, music is the city’s forte, and we believe that by developing and supporting music we can deliver significant economic, employment, cultural and social benefits. A vibrant music economy will drive help the city in several important ways through job creation, economic growth, tourism development, city reputation and brand building and artistic growth. In looking at other cities throughout the world that have developed a ‘Music City’ approach they have been seen to attract other commercial investment, along with talent attraction and retention in education and employment.

The success of a ‘Music City’ strategy depends on the collaboration and commitment of various stakeholders, including the music community, the education and public sectors, voluntary bodies, and the community at large. In establishing Sunderland as a ‘Music City’ we will create an ecosystem that fosters creativity, supports the industry, and attracts both local, national, and global interest.

Once established the Music City strategy should be a dynamic and collaborative effort that evolves with the growth of the local music ecosystem, and we believe that there needs to be ongoing evaluation and adaptation of the strategy based on feedback and changing dynamics if this is to be a long-term success.

Key Strategies:

1. Establishment of a Music Office and Music Officer

We intend to establish a single point of contact for the music community, in the form of a music office and music officer. The Music Office will lead the music strategy development.

The Music Office will:

o   Develop and lead the city’s music strategy.

o   Be responsible to the Music Advisory Board.

o   Help others understand the issues facing the music sector

The Music Officer:

The person hired as a music officer will have direct experience in a creative industry, preferably music and will engage the broader music community to continuously promote the importance of the music in the city.

If you are interested in applying for this role down load the Job Specification here:

2.  Creating a Music Advisory Board

The Music Advisory Board will provide an invaluable link between the music community and the wider city. The Board will be composed of representatives from a broad cross-section of the music community, but also include representatives of the education, public and commercial sectors and will be a forum to develop strategy, consensus on issues, and provide advice to the Music Office. The Board will also enlist the involvement of music industry representatives with larger networks.

3. Engaging the broader music community to get their buy-in and support

The involvement of the people most affected by music strategies and will take the form of collaboration across the different segments of the music community. Evidence shows that cooperation and collaboration across the sector can lead to significant improvements in the provision and operation of the music industry in the city. Music City will seek to:

• create opportunities for networking, mentoring and education to build relationships and trust within the music community.
• seek consensus on common issues that will deliver broad benefits across the sector
• develop strong relationships with all levels of government.

4. Access to spaces and places

From education to rehearsal to recording to performance, Sunderland as a Music City requires a variety of quality spaces and places to succeed. To meet this need, we will audit the existing provision so that gaps can be identified. A full range of venues in the city is essential to support artists as they advance through their careers – everything from small venues to the Stadium of Light and all points in between.

The Music Office will:

• Conduct an inventory of existing rehearsal spaces, recording studios and live music venues, to determine their capacity, primary uses, cost to access, quality of sound and lighting, and accessibility.
• Based on the inventory, identify gaps in the venue ladder and other music spaces, and identify potential public and private partnerships, as well as underutilised buildings that may be repurposed to fill the gaps identified.
• Establish clusters, hubs and accelerators to make efficient use of resources and expertise, while establishing an environment where artists are nurtured and respected.

5. Audience development

Sunderland’s demographics play an important role in audience development. We will identify different sectors such as children and young people, the city’s student population and our older citizens. We will facilitate events that engage younger audiences, encouraging them to develop a lifelong relationship with music. We will develop live music strategies including specific goals to expand access to all ages events and facilities and facilitate joint marketing of live music events.

6.  Music tourism

Music tourism can be a significant benefit to Sunderland. Tourism is attracted by the city’s live music scene and music festivals. We will develop a comprehensive music tourism strategy that involves music-based branding, promotional campaigns, and other social media strategies, investment in music infrastructure and signage, and programming.  A Music City brand will be developed with the involvement of tourism experts in conjunction with the local music community, in order to ensure its authenticity.

Implementation

1. Foster Local Talent:
   • Establish music education programs in schools to nurture young musicians.
   • Offer workshops and training programs for aspiring musicians, producers, and other industry professionals.
   • Create mentorship programs connecting experienced musicians with emerging talent.
   • Develop a grant system to provide financial support for local artists.
   • Provide platforms for emerging musicians to showcase their work.
2. Infrastructure Development:
   • Develop and maintain venues, recording studios, and rehearsal spaces to support musicians and the music industry.
   • Develop the Culture Quarter to encourage the clustering of music-related enterprises.
3. Public Spaces and Events:
   • Establish a regular schedule of music events, ranging from small local performances to large-scale festivals that showcase a variety of genres.
   • Dedicate public spaces for musical performances, street busking, and community events.
4. Music Tourism Promotion:
   • Promote Sunderland as a music destination to attract tourists interested in live performances, and cultural experiences and develop marketing campaigns to position Sunderland as a premier music destination.
   • Collaborate with the hotel and hospitality industry to offer music-themed packages and experiences.
5. Technology and Innovation Hub:
   • Support the growth of music technology start-ups and innovation within the industry.
   • Embrace technology to promote and distribute local music globally.
   • Leverage digital platforms for global promotion and distribution of local music.
   • Explore partnerships with technology companies to enhance the music ecosystem.
6. Community Engagement:
   • Facilitate community events that bring together musicians, industry professionals, and the public.
   • Encourage participation in music-related workshops, seminars, and cultural activities.
7. Networking and Collaboration:
   • Establish a Music City Board that includes representatives from the music community, the education sector, business, and the city.
   • Encourage collaboration between musicians, producers, and other stakeholders in the music industry.
   • Facilitate networking events and conferences to encourage collaboration and exchange of ideas.
   • Foster partnerships between local businesses and musicians for mutual benefit.
8. Brand Development:
   • Develop a strong brand identity for Sunderland as a Music City through a coordinated marketing strategy. Utilize social media, websites, and other digital platforms to promote local talent and upcoming events. Encourage businesses to incorporate music-themed elements into their branding and operations.
   • Develop a strong brand identity as a Music City through marketing campaigns and promotional activities.
   • Leverage social media and other digital platforms to showcase local talent and events.