Abstract Since 1994, the Pro Musica Theatre has run community music youth development projects which provide tuition in several wind and string instruments to previously disadvantaged youth from Soweto. Due to financial challenges experienced in 2009 caused by reduced funding, the Pro Musica Theatre decided to operate mainly as a receiving house of productions from outside. As a result of this situation, its music tuition project for youth from disadvantaged communities was discontinued. Soweto Theatre started to operate in 2012. The initially discontinued Music Tuition Project of the then Pro Musica Theatre was resuscitated and adopted by the Soweto Theatre under the new name of the Soweto Theatre Music Tuition Programme (and viewed as community engagement and audience development programme/strategy). However, it continued with the same old cohort of learners from the Pro Musica Theatre. One of the possible reasons for its adoption and resuscitation might be that most of its participants were from Soweto. This article explores how the Soweto Theatre Music Tuition Programme’s management style, administration processes, strategic development plan and funding strategy have affected the development of the programme between 2013 and 2016.

中文翻译：

---

2013–2016年索韦托剧院音乐学费计划所面临的挑战：青年音乐发展计划的案例研究

摘要自1994年以来，Pro Musica剧院开展了社区音乐青年发展项目，为索韦托以前处于不利地位的青年提供各种管弦乐器的学费。由于2009年由于资金减少而导致的财务挑战，因此，Pro Musica剧院决定主要作为外部生产的收货处进行经营。由于这种情况，其面向弱势社区青年的音乐教学项目被中止了。索韦托剧院于2012年开始运营。最初停业的Pro Musica剧院音乐学费项目被索韦托剧院恢复并采用了新名称，即索韦托剧院音乐学费计划（并被视为社区参与和观众发展计划/战略）。然而，它与来自Pro Musica剧院的同一批学习者继续进行。采用和复苏的可能原因之一可能是其大多数参与者来自索韦托。本文探讨了Soweto剧院音乐学费计划的管理风格，管理流程，战略发展计划和资金策略如何影响该计划在2013年至2016年之间的发展。