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Visual Arts Network of South Africa Annual Report June 2015 - May 2016


CONTENTS:

ABOUT VANSA CHAIRPERSON’S REPORT DIRECTOR’S REPORT - ECOSYSTEM - TOOLING - DEGROWTH - LIFE THE ECOSYSTEM REPORT - VANSA MEMBERS - VANSA PARTNERS - VANSA PEOPLE - VANSA PROJECTS FINANCIAL REPORT

1 7 8 10 11 12 13 19 19 22 24 30 49


VANSA Annual Report: GENERAL INFORMATION 1

ABOUT VANSA VANSA operates as a support point and development agency for contemporary art practice in South Africa. We develop industry knowledge, resources, networks and projects that are concerned with realising new social, cultural and economic possibilities for contemporary art practice in the South African – and wider African – context. VANSA is a national network of artists and arts organisations with over 7800 members.


2 VANSA Annual Report: GENERAL INFORMATION

MISSION AND VISION VANSA aspires to be a dynamic and resilient network based organisation operating as a key support point for contemporary art practice in South Africa. Our mission is the promotion of growth, transformation and opportunity in the contemporary art field in South Africa through the development of projects and services shaped by and delivering benefit to our network.


VANSA Annual Report: GENERAL INFORMATION 3

The organisation works with and through a local, continental and international network of visual arts professionals, businesses, organisations, institutions and agencies on initiatives and projects across five key areas: • strengthening informational networks • promoting better professional and business practice • facilitating opportunities for new approaches to contemporary art practice, in new contexts with new audiences and publics • opening up new market opportunities for contemporary art in South Africa • lobbying and advocacy in all of the above areas, informed by research and evidence VANSA is committed to innovation, transparency and fairness in its organisational practices. We seek to maximise synergy and partnership with other organisations, institutions and entities, and activate joint actions between stakeholders in areas of common interest and concern.


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VANSA Annual Report 5

VANSA AGM 2015


6 VANSA Annual Report: CHAIRPERSON’S REPORT


VANSA Annual Report: CHAIRPERSON’S REPORT 7

CHAIRPERSON’S REPORT As this is my last chairperson’s report I would simply like to take the opportunity to thank the all involved in VANSA; the board members, Bandile Gumbi, Michelle Joubert, Churchill Madikida, Jenny Stretton, Zen Marie and Themba Shibase, who selflessly give of their time in steering the organisation; the dedicated staff under our director Molemo Moiloa, who work with little recognition; our organisational partners; and the individual artists and activists across the country who have supported, and continue to support the organisation and strengthen the network. VANSA has grown over the years, risen to the challenges it has faced and become a more resilient, focused organisation because of them. Our director’s report will attest to the fact that VANSA plays a meaningful role within the arts landscape of South Africa, and I believe that we will continue to do so. It has been a great privilege to serve as chairperson and I would like to congratulate our new chair, Bandile Gumbi, on her appointment and wish her all the best going forward, we are in good hands. Jonathan Garnham


8 VANSA Annual Report: DIRECTOR’S REPORT

DIRECTOR’S REPORT Introduction Welcome to VANSA’s 2015/2016 Annual Report. This report covers the period of June 2015 to May 2016, which is our annual financial year. What you will find in this report is a sense of the work VANSA has done over the year, the ways in which is has shifted or changed and the financial status of the organisation and how it spends its money. This annual report is intended to provide accountability to our membership – a clear and concise rounding up of the ways in which we have worked towards our vision and mission. This accountability is important for us, because (1) VANSA does a lot of different work and it can be difficult to get a sense of the full spectrum of work and why we do it, but also because (2) it is important to keep track of VANSA’s work over the years and have a platform through which we can be open about how and what has happened over the year, about which our members might engage. A big part of this accountability is about our vision, the quality of our work, our governance and our finances. And this annual report looks to improve on the last one to make this information clearer and to target the most important info that our members may want to know. Last year’s annual report, because it was the first one, was introductory and gave a sense of the journey VANSA has travelled as well as a picture of the core of VANSA – its membership.


VANSA Annual Report: DIRECTOR’S REPORT 9

This year we hope to give a stronger sense of what VANSA does each day, and to more deeply present to you, how we work, make decisions and seek to serve our membership. VANSA, as a dynamic and flexible organisation, seeks to be responsive to key issues and to pre-empt key areas of interest – and so each year brings significant change and we don’t always repeat the same content or even programmes. Furthermore, as a small organisation with limited funds and capacity, VANSA tries to continuously produce systems and infrastructures that might enable strengthening of the sector, because we are not able to work with individual or specific cases for the most part. What you see as our programming is most often our way of putting into place usable frameworks for a better visual arts sector. The following pages will hopefully make this clearer. As we work with our ecosystem to support critical practice, shift policy and process of the structures that support the arts, as well as put into place information and communication channels for practitioners to better their own work, we hope that our work is making some small impact. We welcome any feedback and are always willing to have a conversation.


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Ecosystem The ecosystem is the system of connections, relationships and linkages between all the organisations and people that make up VANSA. As the term suggests, the ecosystem is about life cycles, change and interconnectedness.

VANSA’s ecosystem includes at its core the members, individual, organisational and business related, that we serve, in South Africa as well as beyond. The VANSA ecosystem continues to grow in number and complexity and has significant impact on how VANSA works. An example of this is the 2016 establishment of a free legal helpdesk for members, as a remedy to the fact that we regularly get calls from our members seeking legal advice. Furthermore, the queries to the legal helpdesk are monitored to note any particular trends or key issues for which we might produce a wider range of information to better equip artists on issues of mutual concern. VANSA continues to remain in contact with its ecosystem through our bimonthly newsletters, social media and website, which primarily share the information and activities of the rest of our ecosystem, enabling a network based on opportunities and information. This service remains valuable for VANSA and for its broader ecosystem and will continue to be a cornerstone of the work we do. We try to ensure this content is always as relevant as possible and will not post content that is expensive to access or that we do not feel is beneficial to the sector. We have a communications policy that is accessible online, that guides these decisions. This work however also has its limitations, as we recognize that not everyone easily accesses online information.


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We also recognise that the bulk of information is for and from large cities in the country, and always in English only. This is a key question of accessibility and applicability to the country as a whole, and to the many people who are marginalized from the core of our sector. This is an area we have identified for change in the new year. The extent to which our ecosystem is strong and connected outside of big cities and into small towns and rural areas remains a significant challenge for VANSA. Driven by the distinct nature of how artists and creative economies congregate, but also because of VANSA’s limited capacity, our ecosystem remains strongest in cities. This is a continuing priority for VANSA to remedy. A number of significant strategic changes are to be set in place in the near future to structurally shift the way VANSA works across the country.

Tooling Tooling refers to various forms and ways of sharing our un/learning process. It’s a way of developing content from and with others and our own processes and research, and ensuring this is distributed in a meaningful way.

A key way that VANSA seeks to respond to important issues or potential possibilities is to produce tools for use by our membership. These tools are generally developed out of research, projects and our collaborations with others. These tools are produced in part, to ensure as wide a potential accessibility to our work, research and un/learnings. These tools are usually distributed via online platforms in order to reach as many people as possible at as low cost as possible.


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Examples of tools we have produced and continue to maintain over the years, independently and with our ecosystem, include artright.co.za, a website with key professional practice tools and templates for free use, artmap.co.za, a website that lists many of the visual arts spaces and support organisations and companies across South Africa, and our toolkits, such as the internship toolkit that guides organisations and small businesses on how to run successful and meaningful internships. Over the past year, VANSA has begun the research towards developing a Best Practice Guide for the Visual Arts which is a national norms and standards for best professional practice in our sector. This Best Practice Guide research comes about as a result of VANSA lobbying the Department of Arts and Culture since 2010 to assist the sector to better its standards of working. This research is an indication of the success of the long game, and that much of VANSA’s work functions across a range of time frames and recognizes the complexity of strengthening the sector.

Degrowth Degrowth is the principle of acting against the pressure of “Bigger is Better”. Degrowth is the principle that we focus on quality and deepening rather than quantity. Degrowth is also an acceptance of our limitations and a way of working within them.

Over the years, both out of necessity and the sheer range of potential exciting work to do, VANSA has taken on a wide range of projects and work. As the sector has changed, and


VANSA Annual Report: DIRECTOR’S REPORT 13

the realities of ensuring the organisations stability has shifted, VANSA has continued to take on more and more work with an ever expanding mandate. This has put the organisation under some strain but has also meant a confusing identity for VANSA and its role within the broader ecosystem. The board and team at VANSA has undertaken to, over the next few years, focus the work of VANSA in respect of its capacity, limitations and key abilities. This will require clear policies on how work is taken on, even more careful budgeting as the organisation chooses to not take on projects that are not directly of its mandate as well as ensuring a flexible organisational structure that can shift in a manageable way to respond to work load. The primary intention is to do our work better and deeper rather than more. This is a challenging perspective to take because there is such significant need across the sector and country. But it will enable us to work within our means and not spread ourselves too thin. The first step will be a smaller team, with flexible staff that comes onto the team on a project basis. Next, VANSA will evaluate the projects it currently runs and establish smoother, more streamlined ways of operating them and potentially sharing them within the ecosystem where necessary.

Life Sustainability, continuity, flexibility and the recognition that VANSA should continue, until such a time that it is no-longer relevant. But as long as it is seen as relevant, it should operate in a way that is healthy and maintainable.


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The financial sustainability of VANSA remains a significant challenge. While VANSA operates a generous project budget, the amount that can be generated to cover its running costs – water, lights, salaries, etc. – is below what is needed every year. An important part of VANSA’s sustainability is also keeping running costs reasonable, and VANSA currently spends a moderate amount of its annual budget on its own maintenance. Nonetheless work needs to be done in this area. VANSA has made significant headway in growing its income – funds derived from particular services that can be allocated to areas of the organisation that need it. This income is different from grant funding because it is more flexible and could, in future, be put towards savings for the organisation to tide us over in drier periods. It will be important in the coming year to expand this further and to find ways to grow our earned income potential. This needs to be done in a strategic way that aligns to the vision and mission of VANSA and continues to serve its membership. One area of potential income, in which more work could be done, is revenue from membership fees. Currently, our membership fee revenue is negligible and could go a long way to supporting VANSA if all members paid as much as they could afford. We hope that our calls for support will be heeded in the near future, as VANSA continues to do work, and provide services of significant value to its members. We hope that our members might see the good work VANSA does, and in turn play whatever part they can to continue its work.


VANSA Annual Report: DIRECTOR’S REPORT 15

To end off, I must present a big thank you to our board who continue to commit time and energy to ensuing the ongoing life of the organisation. VANSA has been strengthening and growing its boards over the last few years and as part of this, a number of long serving board members have stepped down after long and tireless service. A huge thank you to Zen Marie and Jenny Stretton who stepped down from the board in 2016 and who have been working with VANSA for many years. A big thank you also to Jonathan Garnham who will remain on the board but has stepped down from his service as chairperson. His contribution as board chair has pulled VANSA through some challenging times and always served as a solid foundation for VANSA’s ongoing work. Molemo Moiloa Director


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VANSA Annual Report 17

CONNECTION DAKAR, MAY 2016


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VANSA Annual Report: ECOSYSTEM REPORT (MEMBERS)

ECOSYSTEM REPORT The VANSA ecosystem refers to the interconnectedness and cycles of networks and programmes that make up what VANSA is. The following pages give a view into the many parts of our ecosystem and the many people who make it possible. VANSA Members VANSA is a membership based organisation and its primary programmes are driven by member interests, needs and future objectives. Becoming a member is free and open to anyone interested in the arts. Members receive access to detailed information, opportunities and services. Our membership is also the basis upon which we are able to negotiate for better services and policies in the sector. Many people still connect to the work of VANSA without being members. VANSA endeavours to being an open organisation that is available to all. At the same time however, connected and contributing members can strengthen the organisation and we encourage all to be members who pay membership contributions according to their means.

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8000

7865

7000 6000

6884 5004

6682

4700

3000

3346

2000

2016

2014

2013

2418 2015

4000

7318

5825

5000

2012

VANSA Members & FB likes

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Membership Facebook

Membership growth on VANSA’s database & Facebook ‘likes’ over the last 5 years


127 957

120 000

107 253

90 000

89 501

60 000

Website users

2016

2015

2014

39 600

2013

30 000

69 444

2012

Website users (per annum)

VANSA Annual Report: ECOSYSTEM REPORT (MEMBERS) 21


22 VANSA Annual Report: ECOSYSTEM REPORT (PARTNERS)

VANSA Partners Partners listed here are the core partners who enable us to continue doing the work we are doing, primarily through funding but also through knowledge, support and expansion of our networks. These partners are key to the health of the VANSA ecosystem.


VANSA Annual Report: ECOSYSTEM REPORT (PARTNERS) 23

Gauteng Tourism Johannesburg South Africa

Coca-Cola, the Spenserian script and the Contour bottle are registered trademarks of The Coca-Cola Company© 2015

CILAC


24 VANSA Annual Report: ECOSYSTEM REPORT (PEOPLE)

VANSA People The people who work with VANSA on a regular basis are its board, staff, short term project managers and assistants. This group of people shifts and changes according to the workload and abilities of the Team. Our board is made up of a dedicated set of volunteers who meet in person three times a year to oversee the core governance issues of the organisation. The Team work to ensure the daily running of the organisation, and various other freelance individuals and project interns work with us on a project-to-project basis.

Regional coordinators, project managers and project assistants Ashley Whitfield Fulufhelo Mobadi Gcobisa Ndzimande James Mabela Lethabo Ramokgopa Mika Conradie Pamella Dlungwana Rolihlahla Mlhanga Sheryl Msomi Vaughn Sadie


VANSA Annual Report: ECOSYSTEM REPORT (PEOPLE) 25

Staff

Euridice Kala Projects

Ijeoma Uche-Okeke Regional Network Development Manager

Lauren von Gogh Communications & Website

Kgomotso le Roux Office Manager

Molemo Moiloa National Director


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VANSA Board Bandile Gumbi Bandile Gumbi is a Johannesburg based writer, poet, project manager within the arts sector and doctoral student in African Studies focusing on art periodicals published in Africa post liberation struggles. She has been working in the arts for over 12 years. Churchill Madikida Madikida obtained his BA (Fine Arts) at the University of the Witwatersrand, Johannesburg in 2001; he participated in a cultural exchange program between the University of the Witwatersrand from South Africa and Umea Academy from Sweden. He then registered for Masters with the University of the Witwatersrand. Madikida is currently a practicing artist with several group and solo exhibitions and awards. He is also contracted to the Nelson Mandela Museum as a consultant to Manage the Nelson Mandela Museum Arts Incubator Program, and a lecturer at the Walter Sisulu University teaching Art Theory and Printmaking.


VANSA Annual Report: ECOSYSTEM REPORT (PEOPLE) 27

Jonathan Garnham Jonathan Garnham is the director of the gallery blank projects in Cape Town. He left South Africa in the late eighties and studied fine art at the University of the Arts in Berlin and the Royal College of Art in London, completing his MFA in Berlin in 1996. After living and working as an artist and curator in Berlin for ten years, he returned to South Africa in 2002 and founded blank projects in 2005. Themba Shibase Themba Shibase is a contemporary artist who interrogates current political and social issues within a pan-African context, concentrating primarily on painting and mixed media. Shibase lives and works in Durban. Apart from his work as an artist Shibase also teaches painting and art theory at the Durban University of Technology (DUT). Shibase has a Masters in Fine Art from Durban University of Technology as well as a Bachelors Degree in Fine Art from the same institution.


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Michelle Joubert (through the BASA Board Bank) Michelle Joubert is Head of Investor Relations at the Johannesburg Stock Exchange and a classically trained cellist. Joubert has a BA Hons, and undergraduate degree from Stellenbosch University as well as MBA jointly from University Of Chicago, Graduate School Of Business USA and the University Of Cape Town, Graduate School Of Business. Since 2007, Joubert has been involved at the JSE under various auspices, and has previsouly held positions in various financial journals including South Africa’s Financial Mail and the UK’s Financial Times, based in London. Michelle Joubert serves as a mentor for Business Arts South Africa. Michelle comes to the board of VANSA through the generous support of BASA’s Boardbank programme which matches business professionals encompassing the business skills and experience required by that organisation to create well functioning boards.


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Zen Marie Photographer/Artist/Writer/Lecturer/Durban/JHB/Boston/ JHB/Amsterdam/JHB Sydenham Primary/Fordsburg Primary/ Martin Luther King Junior School/Johannesburg Secondary school/ National School of the Arts Market Photo Workshop/ Michaelis School of Art/Stichting 63: de ateliers /University of Amsterdam/Vega school of Brand communications Jenny Stretton Jenny Stretton is a graduate of Technikon Natal and UNISA. In her long career at the Durban Art Gallery she has held the posts of Curator: Exhibitions, Acting Director and is currently the Curator: Collections. She has previously served on the boards of African Art Centre and Art for Humanity and currently sits on the Board of Natal Arts Trust.


30 VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS)

VANSA Projects VANSA projects make up the core of our ecosystem – people, places and objectives on which we collectively work. The projects discussed here are the main “event” type work that has happened over the past financial year and is arranged by programme areas. Obviously however, a lot of unseen work is also done in between these events, from the newsletters collated and distributed twice a month, to answering many calls a day to give information to those who need it, drop ins who come to use our wifi, library or other support, and the many partners who use our equipment and space. The following key events, though interconnected and often multi valued, are arranged according to the following key: Inform: VANSA provides information for its members. These are opportunities and industry information through its online media, as well as research based content which we collate and make accessible to our membership. Develop: VANSA undertakes projects that actively seek to develop the sector and its practitioners. These are often market focused or education focused.


VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS) 31

Connect: As a network VANSA’s primary work is in connecting people, organisations and projects. This connecting is across South Africa and the continent, increasing even to other countries, particularly in the global south. Create: VANSA undertakes projects that have at the core intention, the support of new or under supported creative endeavours. The core part of this area of work has been public and community art practice. Research: VANSA conducts various research projects to better equip ourselves, our membership and various other players with knowledge to make targeted interventions for the betterment of the sector. Our research focuses on market issues, sector professionalisation issues and policy issues. Position: A key part of VANSA’s work is serving as a lobby and advocacy body for the visual arts. VANSA engages with art specific policy, makes submissions to government when new legislation affects the Visual Arts and encourages significant change within the industry in a proactive way.


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ARTS COLLABORATORY Date: ongoing Partners: 32° | East Ugandan Arts Trust, Al-Ma’mal Foundation for Contemporary Art, Art Group 705, Ashkal Alwan, Casa Tres Patios, Casco, Centre Soleil d’Afrique, Cráter Invertido, DARB 1718, Doen Foundation, Doual’art, Kër Thiossane, Kiosko, KUNCI Cultural Studies Center, lugar a dudas, Más Arte Más Acción, Nubuke Foundation, Platohedro, Raw Material Company, Riwaq, ruangrupa, TEOR/éTica, Theertha, Centre d’art Waza

TWO THOUSAND AND FOURTEEN WAYS OF BEING HERE Date: 2014–2016 Creative professionals involved: Buntu Fihla, Sylvester Mqeku, Keleketla!, Banele Njadayi, Taryn Mackay, Farieda Nazier, Thenjiwe Nkosi, Lindiwe Matshikiza, Phillippa Yaa Devilliers, Nolan Dennis, Pheelo Rasello, Kwanele Mboso, Bamanye Ngxale, Lisolomzi Pikoli, Pandeani Liphosa Partners: Department of Arts & Culture, The Con


VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS) 33

VANSA RESIDENCY AT ITHUBA GALLERY

WINTER SCHOOL: THE EVERYDAY

Date: MAY–JULY 2015

Date: 20 MAY–24 JUNE 2015

Creative professionals involved: Amy Watson, Art Smart Township, Artist Proof Studios, Bag Factory, Bongi DhlomoMautloa, Centre d’Art Waza, Clive Kellner, Eyethu Gallery, Kalashnikovv Gallery, Mika Conradie, Room Project Space, Sober & Lonely, Steven Sack, Vika Mjoka, Zanele Mashumi

Creative professionals involved: Hlonipha Mokoena, Makhosazana Xaba, Mary Evans, Athi Joja, Pops Mohamed, Nontobeko Ntombela, David Koloane, Thembinkosi Goniwe, Sarah Godsell

Partners: Arts Collaboratory, Ithuba Gallery

Partners: Department of Arts & Culture, Oduduwa Republic Restaurant


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REGIONAL NETWORK DEVELOPMENT WORKSHOPS AND PRESENTATIONS

FRESH PRODUCE EXHIBITION

Date: JUNE–NOVEMBER 2015

Creative professionals involved: Banele Njadayi, Bamanye Ngxale, Mthobisi Maphumulo, Modisa Motsomi, Thandiwe Msebenzi, Bev Butkow, Andrew Nsthabele, Angus Mckinnon, Audrey Anderson, Zanele Mashumi

Partners: Africalia, Galerie NOKO, Red Location Museum, Nelson Mandela Metropolitan University, Thabo Mofotsanye Community Arts Centre, Mdatsane Community Arts Centre, North West University, University of Johannesburg

Date: 13–15 JULY 2015

Partners: Assemblage, Rand Merchant Bank, Turbine Art Fair


VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS) 35

REVOLUTION ROOM WORKSHOP

ART WEEK JOBURG 2015 Date: 5–13 SEPTEMBER 2015

Date: 24–28 AUGUST 2015 Creative professionals involved: Amy Watson, Alex Wafer, Talya Lubinsky, WANG’ THOLA, Ntsoana Contemporary Dance Theatre, Kadiatou Diallo, Dorothee Kreutzfeldt Partners: Cosmo City Critical Friends, microsillions, Arts Collaboratory, Pro Helvetia

Creative professionals involved: Over 100 artists Partners: CADT and over 50 organisations, galleries and studios


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ART WEEK JOBURG 2015 LAUNCH: OKESTRAL SGHUBU

PAN!C CONFERENCE AT ART WEEK JOBURG

Date: 5 SEPTEMBER 2015

Date: 7–8 SEPTEMBER 2015

Creative professionals involved: That’i Cover Okestra, Hannah C. Jones

Creative professionals involved: Kadiatou Diallo, Emma Wolukau-Wanambwa, Boyzie Cekwana, Marylin Douala- Bell, Em’kal Eyongakpa, Georgina Maxim, Raphael Chikukwa, Lineo Segoete, Yvette Mutumba, Mantse Aryeequaye, Misheck Masamvu, Patrick Mudekereza, Doung Jahangeer, Molemo Moiloa, Euridice Kala

Partners: Eyethu Gallery, SA-UK Seasons, Connect ZA

Partners: Pro Helvetia, Africalia, Centre d’art Waza, Swiss Agency for Development and Cooperation SDC


VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS) 37

EMEKA OGBOH AT JAG FOR ART WEEK JOBURG

EYETHU GALLERY AT FNB JOBURG ART FAIR

Date: 9–13 SEPTEMBER 2015

Date: 11–13 SEPTEMBER 2015

Creative professionals involved: Emeka Ogboh

Creative professionals involved: Loyiso Mkize

Partners: City of Johannesburg, Johannesburg Art Gallery, Department of Arts & Culture, SA-UK Seasons, Connect ZA, Africalia

Partners: FNB Joburg Art Fair, Eyethu Gallery, Gauteng Province


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REVOLUTION ROOM LUBUMBASHI

MINGA EXPLORING UTOPIA: BEACON

Date: 8–11 OCTOBER 2015

Date: 25 NOVEMBER 2015–15 JANUARY 2016

Creative professionals involved: Jean Katambayi, Patrick Ken, Agathon Kakusa, Luc Mukendi

Creative professionals involved: Pamela Phatsimo Sunstrum

Partners: Africalia, Centre d’art Waza, Arts Collaboratory, Pro Helvetia

Partners: Arts Collaboratory, Más Arte Más Acción


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OPEN OFFICE: JULIANA CASTRO DUPERLY

RAW MATERIAL COMPANY AT VANSA

Date: 10 JANUARY–10 FEBRUARY 2016

Date: 20 JANUARY 2016

Creative professionals involved: Juliana Castro Duperly Partners: Arts Collaboratory, Ministry of Culture of Colombia

Creative professionals involved: Marie Hélène Pereira Partners: Arts Collaboratory, Raw Material Company, Africalia


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THOSE PLACES FROM WHICH SOMETHING HAS BEEN TAKEN

OPEN OFFICE RESEARCH RESIDENCIES

Date: 10 FEBRUARY 2016

Date: FEBRUARY–AUGUST 2016

Creative professionals involved: Juliana Castro Duperly, Andrés García La Rota, Juan Orrantia

Creative professionals involved: Samantha Modisenyane, Paulo Menezes, Palesa Motsumi, Nompumezo Gubevu, Khanyisile Mbongwa, Gcobisa Ndzimande

Partners: Arts Collaboratory, Ministry of Culture of Colombia

Partners: National Arts Council, Africalia


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PILLARS OF THE CREATIVE INDUSTRIES PRESENTATION

LEGAL HELP DESK Date: APRIL 2016–ongoing

Date: 30 MARCH 2016 Creative professionals involved: Valmont Layne, Levinia Jones, Molemo Moiloa Partners: City of eThekwini, KZNSA Gallery

Partners: Cultural Industries Legal & Advisory Centre (Cilac)


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NORMS & STANDARDS CONSULTATION SESSIONS

YOUTH ARTS MASSIF (YAM) EXHIBITION

Date: 7, 8, 15 APRIL 2016

Date: 16 APRIL 2016

Creative professionals involved: Molemo Moiloa, Mika Conradie

Creative professionals involved: Youth Arts Massif

Partners: Department of Arts & Culture, Durban Art Gallery, Association for the Visual Arts (AVA), Africalia


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TERRITORIES

CONNECTION DAKAR

Date: 6–12 MAY 2016

Date: 27 MAY 2016

Creative professionals involved: Molemo Moiloa, Rangoato Hlasane

Creative professionals involved: Paula Nascimento, Raphael Chikukwa, Thembinkosi Goniwe

Partners: Arts Collaboratory, Art Group 705, Crater Invertido, Doual’Art, Centre Soleil d’Afrique, Más Arte Más Acción

Partners: Raw Material Company, Black Collectors Forum, !Kauru, Department of Arts & Culture, Pro Helvetia


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DAC AFRICAN UNION CHARTER FOR AFRICAN CULTURAL RENAISSANCE ADVOCACY

DEPARTMENT OF ARTS & CULTURE (DAC) WHITE PAPER REVIEW LOBBY & ADVOCACY

Date: ongoing

Date: ongoing

Partners: Arterial Network South Africa

Partners: Arterial Network South Africa


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INTERNSHIP TOOLKIT

A SHARED PRACTICE

Date: JUNE 2015

Date: AUGUST 2015

Partners: Africalia

Partners: National Arts Council


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VANSA Annual Report 47

REVOLUTION ROOM, LUBUMBASHI, 2015


48 VANSA Annual Report: FINANCIAL REPORT


VANSA Annual Report: FINANCIAL REPORT 49

FINANCIAL REPORT VANSA is a non-profit organisation that must rely on fundraising for its ongoing work. VANSA does not have any ongoing funds but rather short term contracts with different funders from around the world that are specific to the projects we apply for. VANSA maintains a stringent accounting process and follows good financial governance principles. The following is some of the key financial information from our Annual Financial Statements. The financial report includes a series of graphs to illustrate the ways in which VANSA’s funds are spent and very clearly demonstrates the value that VANSA brings to the sector with more than two thirds of the VANSA budget going directly to the betterment of the sector.


50 VANSA Annual Report: FINANCIAL REPORT

Cost of running as compared to output Total: R 4 437 160

32% 68%

VANSA running costs

Project costs


VANSA Annual Report: FINANCIAL REPORT 51

INCOME STATEMENT FOR THE YEAR ENDED 31 MAY 2016 REVENUE

2016

2015

4 367 093

4 359 286

44 230 15 390 24 897 62 209 21 446 1 145 66 188 84 385 17 646 3 033 612 1 065 922

20 520 17 670 23 639 6 175 8512 3 874 146 240 64 800 14 369 756 758 2 792 171 1 226 362

4 437 160

5 081 090

Income Received

EXPENDITURE Accounting Fees Audit Fees Bank Charges ICT Insurance Office Equipment Office Expenses Office Rental and Utilities Office Travel and Accommodation Picha Project Project Costs Salaries & Wages

OPERATING SURPLUS (DEFICIT)

Income Received

Interest Paid

NET SURPLUS (DEFICIT) BEFORE TAXATION

(70 076)

(721 804)

11 338

5370

-

-

(58 729)

(716 434)

TAXATION NET SURPLUS (DEFICIT) FOR THE YEAR

-

R (58 729)

R (716 434)


52 VANSA Annual Report: FINANCIAL REPORT

Breakdown of Project Costs

monies going to individual professionals in the sector 34% 51% 15%

monies going to travel and associated costs for projects monies going to production (eg. materials and associated products)


VANSA Annual Report: FINANCIAL REPORT 53

PROJECT COSTS

2016

Project Fees/ costs: Creative professionals Project costs - printing/publishing Project Cost/Fees: travel / accommodation / stipend Project costs - admin Project fees/costs - consultancy/professional services Project costs - production costs Project communications / publicity / marketing Project costs: venue hire Project costs: Stipends Cash

625 980 84 922 459 962 18 277 351 217 1 305 597 88 235 600 32 492 50 200

R

3 017 482


54 VANSA Annual Report: FINANCIALS

Income for 2016

Arts & Culture Trust Pro Helvetia Revolution Room Own Generated Income

Rand Merchant Bank

Business & Arts South Africa Africalia Arts Collaboratory

City of Cape Town

NFVF

CADT National Arts Council

Membership Fees Goethe Institut Doen Foundation Gauteng Tourism Authority Eunic

Gauteng Provincial Government


VANSA Annual Report: FINANCIALS 55

INCOME RECEIVED Africalia Ahmet Ogut Arts & Culture Trust Arts Collaboratory Business & Arts South Africa City of Cape Town CADT Department of Arts and Culture Doen Foundation Eunic Fundaciรณn Mas Arte Mas Accion Gauteng Provincial Government Gauteng Tourism Authority Goethe Institut Membership Fees National Arts Council National Lottery Fund NFVF Own Generated Income PICHA Pro Helvetia - PAN!C Pro Helvetia - Revolution Room Rand Merchant Bank R

2016

2015

856 158 20 000 55 390 22 500 94 000 135 000 1 601 751 19 400 30 000 87 000 121 282 10 142 180 000 200 000 334 894 199 576 400 000

1 166 984 15 998 1 000 000 914 270 21 245 60 000 46 199 13 955 100 000 330 615 55 131 14 534 45 000 275 355 300 000

4 367 093

R

4 359 286


56 VANSA Annual Report

International versus South African Income 2016

International

35%

65%

South African


VANSA Annual Report 57

Direct contributions to livelihoods

VANSA salaries and wages 49%

51% fees and wages paid to sector as part of projects


ARTWORKS FOR FRESH PRODUCE AT TURBINE ART FAIR


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Text: Visual Arts Network of South Africa ©creative commons licence with attribution for non-commercial use


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Visual Arts Network of South Africa / Annual Report / June 2015–May 2016