Visual Arts Network of South Africa / Annual Report / June 2016–May 2017

Visual Arts Network of South Africa Annual Report June 2016 - May 2017

Visual Arts Network of South Africa Annual Report June 2016 - May 2017

CONTENTS:

ABOUT VANSA CHAIRPERSON’S REPORT DIRECTOR’S REPORT ECOSYSYTEM REPORT

- VANSA MEMBERS

- VANSA PARTNERS

- VANSA PEOPLE

- VANSA PROJECTS FINANCIAL REPORT

1 7 8 21 21 24 26 32 53

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 8000 members.

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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

FRESH PRODUCE 2016

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VANSA Annual Report: CHAIRPERSON’S REPORT 7

CHAIRPERSON’S REPORT I would like to start by extending my sincere gratitude for being entrusted with this position, by my colleagues on the board of VANSA, and for the generous support from the VANSA team. We are grateful to Jonathan Garnham for his dedication over the years as Chairperson.

The organisation has stabilised and gone from strength to strength under his stewardship.

The last year has seen some positive changes at VANSA. Through the work of the VANSA team we have adopted a new strategic plan which sees a better harmonisation of our Vision and Mission , inline with our projects. This will hopefully chart a clear path for our work over the next three years, benefitting our members and partners.

Molemo Moiloa as the Director has worked tirelessly in keeping the organisation relevant and productive, especially during this selfreflective process and the challenges that accompany change.

The current VANSA board is comprised of a dedicated group of professionals who generously give of their time and expertise. I am grateful to serve the industry with Songezile Madikida, Denisha Jairam ,Michelle Joubert, Tanisha Bhana, Jonathan Garnham and Themba Shibase (Deputy Chairperson).

Bandile Gumbi

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DIRECTOR’S REPORT Introduction Welcome to the 2016/17 Visual Arts Network of South Africa (VANSA) Annual Report. This report covers the period June 2016–May 2017, which is VANSA’s financial year. The intention of the annual report is to give a sense of VANSA’s work throughout the year and to be accountable to our membership regarding our programming, finances and governance.

This year’s annual report is also a little different because it marks the end of our most recent 4-year strategic plan (2012/13–2015/16), and introduces our new strategic plan that charts a vision for VANSA’s future over the next three to four years (2016/17–2019/20).

2015–2016 in brief This financial year has brought a period of stability and strengthening for the organisation. Primarily VANSA has been able to continue a regular set of projects that are evaluated, improved upon and enhanced each year. In so doing, VANSA has been able to ensure that a few projects become more focused, grow and develop rather than having a large range of projects that are short lived and too variant. This has also enabled us to recognise our strengths, focus on projects that bring about the most value for our members and are the most economical. This includes our ongoing opportunities and information offering, our ongoing winter school programme, our established decentralisation programme as well as the consistent development of new research and lobbying processes. This past year has also brought about significant developments in some of VANSA’s long term objectives, of which we are very proud.

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“VANSA began lobbying for Artist Resale Right in 2009, and for a Norms and Standards for the Visual Arts in 2010, and this past year has brought about the successful realisation of both these major changes in the sector!”

This is a major achievement for our sector, and VANSA is very pleased to have played a leading role in ensuring that these changes have come about. In this past year, VANSA played a pivotal role in the development and distribution of the Best Practice Guide for the Visual Arts, a national norms and professional standards for the sector.

VANSA has also played a significant role in the drafting of the Artist Resale Rights (ARR) provision in the new Copyright Bill which is to be discussed in parliament soon. ARR is a new Intellectual Property right in South Africa that enables income for artists who have their work resold on the secondary market – and is an important step in ensuring artists receive a consistent income and sustainable livelihood in the future. Internationally, where ARR exists, it has served as a primary income source for full time artists. VANSA will conduct awareness and training programmes in the coming year to ensure artists across the country have a full understanding of the right.

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VANSA will also work towards ensuring the Department of Arts and Culture develops a functioning collection and distribution strategy in the coming years.

Additionally, VANSA has helped draft the Visual Arts provision in the new white paper for the arts, the driving document for new legislation and strategy of the Department of Arts and Culture. The white paper is likely to be finalised within parliament within the coming year or two.

Evaluating how we have done

“2000 copies of the Guide have been distributed in all 9 provinces, to art centres and community libraries across the country, and VANSA has partnered with organisations across South Africa to ensure direct training of nearly 700 artists. The guide is also available online and has been accessed 1857 times.”

At the same time as doing this work, VANSA has been evaluating its previous strategic plan, with the intention of developing a new one. Our most recent strategic plan was developed for the period 2012/13 – 2015/16 and had a number of key strategic objectives.

However, there are a few key areas in which VANSA still has much work to do.

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The following is a brief overview of what the previous strategic plan sought to achieve in this period, and how VANSA has fared: Obejctive 1: Single coherent management structure Achieved: At the start of the strategic plan period VANSA consisted of various disconnected regional offices, some registered as separate entities, with significant inconsistencies in operational capacity, funding and impact. With the closure of the VANSA Western Cape office due to lack of funds, it was decided that a more coherent structure was required to focus the impact of VANSA. This has been achieved through the development of a national office, with provincial programming, direct partnerships with artists and organisations across South Africa and a change in governance structure and constitution to better reflect the new structure and ensure national representation and a leadership level.

Objective 2: Clearer and more impactful Governance Structure Achieved: Partly in relation to the challenges mentioned in objective one, a more consistent and directed leadership and oversight process was needed within VANSA. Furthermore, clearer processes and policies were needed to ensure good financial controls, accountability and functioning according to widely recognised best practice. This has been achieved through the adoption of a new constitution with clearer and better functioning governance directives, putting financial, governance and HR policies in place, developing and maintaining a clear structure for board members who are meeting regularly, an AGM is held each year, and an Annual report is published each year.

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Objective 3: Multi-year grants and a strategy for more revenue generation/earned income Semi-Achieved: VANSA required more consistent funding to ensure less time spent on fundraising and projects that were run over a number of years to ensure growth and stability. VANSA also required more ‘earned income’ which is income into the organisation that is not grant dependendent and can therefore potentially be used for costs that are often not fully covered by many funding organisations (such as savings for a ‘rainy day’).

This has only been partly achieved. Two more multiyear grants have been added to VANSA’s funding basket, however Africalia – a long standing multi-year funder for VANSA – stopped their programmes in South Africa and so this funding was lost.

VANSA has developed a services offering that has been more clearly articulated over the past few years, in which earned income may be raised. However there is still much work to be done in this area.

“The overwhelming majority of VANSA’s strategic objectives for the period 2012–2016 have been achieved.”

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Objective 4: More funds available for overheads Semi-achieved: Many funders only fund projects (ie.

Travel, materials and other direct costs) but do not fully support the tangential costs such as overheads of the organisation (rental for offices, water and lights costs etc.). This means that while VANSA is able to fundraise for the costs of projects, it is often difficult for the costs of the organisation itself to be paid. This has been improved since 2016, through receiving flexible funding from Arts Collaboratory which can therefore cover more operational costs. However this fund will likely end in 2020 and it also doesn’t cover all the costs, so work is still to be done in this area.

Objective 5: Conduct Programmes that contribute toward Organisational Goals • Wider access to opportunities Achieved: Regular, detailed and growing opportunities communications to growing membership • Improved ethical and professional practice in the industry Achieved: Best Practice guide, internship toolkit etc.

• New ideas, practices and audiences Achieved: Public Art Programmes • New Market Opportunities Achieved: EU/SA report, BASA 0% interest loan report • An enabling Policy Environment Achieved: Successful Lotteries Board and Copyright Law policy lobby • A resilient organisation supported by strong network of individuals and organisations Semi-achieved: Stronger board support, work more with organisations across South Africa

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Objective 6: Higher income from membership Not achieved: VANSA relies on income from membership contributions. However VANSA has historically struggled to balance access to opportunity for its members, especially those who have limited income, with receiving membership income. Many membership based organisations only offer services to paying members. VANSA has decided not to do this to ensure access for all, but this has meant that very few members pay any contribution to the organisation. This remains an area of challenge for the organisation.

Overall, VANSA is pleased with the progress made in the past years and feels the strategic plan has primarily been met. However there are areas that still require some work. New areas of potential development have also been identified, to ensure VANSA grows from strength to strength.

“Developing the new strategic plan has been an exciting, challenging and illuminating process, and the VANSA team is enthusiastic about embarking on a new chapter in the strengthening of the organisation.�

The VANSA board and staff have worked over the past year to develop a new strategic plan that identifies key areas of potential growth, and clear measurable indicators to be ahieved over the coming four years. This process has included consultation with members, funders and a significant, multi-faceted evaluation process.

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The new strategic plan The process of developing the new strategic plan has emerged out of understanding what we have achieved over the past years and what we haven’t, evaluating where the organisation stands currently, and asking ourselves key questions about the organisation. From this, we developed new strategic objectives. The following is a condensed version of the strategic plan, a longer version of will be made available to anyone interested, on request: THE THINGS WE KNOW • • • •

VANSA has an important role to play in the visual arts VANSA currently plays too many roles for its level of capacity VANSA is currently financially precarious VANSA’s identity, programming and funding strategies have shifted over time and need to be fully evaluated.

THE BIG QUESTIONS • • • •

How should VANSA function as an organisation?

What should VANSA do and What can VANSA do? (Being realistic) How do we get VANSA sustainable?

How do we ensure VANSA has a clear mandate and identity that can be held through any number of changes in order to ensure depth of impact?

ANSWERS? • VANSA needs to become more member centred, and understand its work through and with its membership • VANSA needs to simplify, focus and limit its programming in order to ensure clarity, depth and impact • VANSA needs to better communicate its work, its identity and its impact

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• VANSA needs to better evaluate its work and make programming changes in response to a clear mandate, structure and evaluation outcomes • VANSA needs to develop a stronger strategy for earning revenue that is not limited by grant terms The revised approach is to understand the organisation’s development in terms of three key areas: 1. Members – placing our members and member engagement at the centre of all projects 2. Programmes – simplifying project structure into three main areas 3. Revenue generation – growing our revenue generating offering and actively seeking business and organisations that may require the services offered.

Further, VANSA has determined a more simplified and pared down programmes structure with three key areas: DECENTRALISATION - while having consistently been part of the VANSA agenda – decentralisation’s new approach is to support existing work in the region rather than develop its own programmes and therefore work closely with existing membership. This programme area is membership driven.

STUDY integrates learning from members and others to better develop VANSA processes and programmes, and encourages self and co-learning for creative practitioners and for the organisation itself. This serves as the key evaluative core of the organisation.

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PROFESSIONAL ACCESS like Decentralisation, is a membership driven area of work in which VANSA continues to provide services and opportunity and networking information to its membership. Lobby and advocacy continues to serve as a key area of this work. For the first time, Membership also serves as an individual project in itself for which greater participatory membership events and processes are to be undertaken. This is to be driven out of a new website development process.

The organisations programmes will be limited to just three areas in order to better clarify the intentions and focuses of VANSA’s work.

These three areas are intended to better communicate what VANSA does and to better understand its objectives.

Intended Outcomes by Year 4: 1. Significant membership involvement and increase of membership contributions by 50% 2. Stronger organisational integration with stronger organisational foundation (consistent programmes, consistent organogram, consistent and strengthened governance) 3. High staff satisfaction 4. Functional and reputable service offering 5. 40% income generated through a newly articulated service offering with direct programming relationship for at least 20% of it (i.e. not deemed revenue generating operations) We look forward to the coming four years and working together to ensure its achieved. We invite your feedback on the ideas and processes, and are excited to share the process as we go.

Molemo Moiloa Director

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VANSA Annual Report 19

GEORGES SENGA ASSANI EXHIBITION credit: Siphosihle Mkhwanazi

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VANSA Annual Report: ECOSYSTEM REPORT (MEMBERS)

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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.

8578

9000 8000

7318

5000

4700

4000 3346

3000

2017

2015

2418 2014

2000

8043 6682

5825

2016

6000

7865

6884

7000

2013

VANSA Members & FB likes

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Facebook Membership

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

300 000 250 000

256 156

200 000 150 000 100 000

127 957

Website users

2017

2016

2015

69 444 2014

50 000

89 501 107 253

2013

Website users (per annum)

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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.

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CILAC

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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.

Project managers and project assistants Ashley Whitfield Naadira Patel Rolihlahla Mhlanga Vaughn Sadie

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Staff

Molemo Moiloa National Director

Kgomotso le Roux Office Manager

Lauren von Gogh Network Programmes Manager

Taryn Mackay Network Programmes Manager

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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.

Songezile 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.

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.

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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.

Denisha Jairam (through the BASA Board Bank) Denisha is currently the ICT Head: Shared Services at the Development Bank of SA. She plays a pivotal role at the Development Bank, which is affiliated to the National Treasury and led by the Minister of Finance, to deliver Infrastructure in South Africa. She has held several Vice President roles in Absa Bank, Barclays London and at the South African Revenue Services. Denisha pursued her MBA in technology management in which she achieved a first class pass. Her primary degree is a BCOMPT Accounting Sciences at the University of Kwa-Zulu Natal. Denisha achieved the youngest Doctorate in Leadership Qualification in the history of Africa’s largest University.

She is a leader in her field and has become impactful beyond the boundaries of her work.

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Tanisha Bhana Tanisha Bhana is a senior attorney in the global markets segment in the financial services industry and a visual artist. She has held solo exhibitions in South Africa and Germany, and participated in curated exhibitions in South Africa, France, Germany, Netherlands, Namibia, China and Romania. Her photographic imagery is taken from naturally challenging environments such as nuclear wastelands, landfill sites and natural and urban ecosystems susceptible to change. Bhana has held discussions on the topics of Rebirth, Transformation and Decomposition for strategic sessions and has displayed artwork for collaborative projects on War, Women and the Human Spirit, at the Winnipeg Art Gallery (Canada), General Consul of France (Istanbul, Turkey), Graduate Institute, Geneva and the University of Oxford, Centre for International Studies.

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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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.

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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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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.

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ARTS COLLABORATORY

ART WEEK JOBURG 2016

Date: ongoing

Date: 1–7 SEPTEMBER 2016

Partners:

Creative professionals involved:

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

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

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PAN!C ART WEEK JOBURG PARTY

COZ OV MONI SCREENING

Date: 2 SEPTEMBER 2016

Date: 5 SEPTEMBER 2016

Creative professionals involved:

Creative professionals involved:

FOKN Bois, NickyB

FOKN Bois

Partners:

Partners:

PAN!C

Afrikan Freedom Station

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WHEN THE LAND IS RETURNED

INYANDA

Date: 7 SEPTEMBER 2016

Date: 22 OCTOBER 2016

Creative professionals involved:

Creative professionals involved:

Rangaoto Hlasane, Mazibuko Jara, Connie Mogale, Eugene Paramoer

4 Blind Mice, Alphabet Zoo, Athi Mongezeleli Joja, Taryn Mackay

Partners:

Partners:

Art Group 705, Centre Soleil d’Afrique, Cráter Invertido, Doual’art, Más Arte Más Acción, Arts Collaboratory

ArtEC, Mandela Bay Development Agency

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BODA BODA LOUNGE PROJECT

Partners:

Date: 19 NOVEMBER 2016

Addis ababa university school of fine art and design, KZNSA Gallery, Greatmore Studios, Kër Thiossane, Les Ateliers SAHM, Yolé!Africa, Accra[dot]Alt, Nafasi Art Space, 32º East | Ugandan Arts Trust, /a.r.i.a/ Artist Residency In Algiers in partnership with Espace d’art contemporain Espaco, Logomatic design and graphic art studio, La Rotonde des Arts, Centre d’art Waza, Van Lagos, Arts Collaboratory, Afrikan Freedom

Creative professionals involved: Atef Berredjem, Awuor Onyango, Boitumelo Motau, Cameron Platter, Christopher Wessels, Ezra Wube, Francois Knoetze, Bofa Da Cara, Gustave Fundi Mwamba, Jere Ikongio, Junior Nyembwe, Kutala Chopeto, Lydia Ourahmane, Maurice Mbikayi, Mulugeta Gebrekidan, Ngassam Tchatchoua Yvon Léolein, Ntathu Mandisa Gumbi, Ori Huchi Kozia, Paulo Azevedo, Simnikiwe Buhlungu, Simohammed Fettaka, Sisipho Mase, Sofiane Zouggar, Teboho Gilbert Letele, Ubulungiswa Justice Collaboration, Vincent Bezuidenhout & Nobushinge Kono, Salooni, Wiame Haddad

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REVOLUTION ROOM BOOK LAUNCH + PUBLIC TALK

CETTE MAISON N’EST PAS À VENDRE ET À VENDRE

Date: 12 APRIL 2017

Date: 20 APRIL–24 MAY 2017

Creative professionals involved:

Creative professionals involved:

Edgar Pieterse, Amy Watson, Alex Wafer, Talya Lubinsky, WANG’ THOLA, Ntsoana Contemporary Dance Theatre, Kadiatou Diallo, Dorothee Kreutzfeldt, Osmond Tshuma, Vaughn Sadie

Georges Senga Assani

Partners: Arts Collaboratory, The Point of Order

Partners: Market Photo Workshop, Prohelvetia, Swiss Agency for Development and Cooperation

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Develop VANSA undertakes projects that actively seek to develop the sector and its practitioners. These are often market focused or education focused.

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VANSA LEGAL HELP DESK

BEST PRACTICE GUIDE TRAINING

Date: APRIL 2016–ongoing

Date: SEPTEMBER 2016–APRIL 2017

Partners: Partners: Cultural Industries Legal & Advisory Centre (Cilac), Legalese

Sesotho Literary Museum, KZNSA Gallery, Sterkspruit Community Art Centre, BAT Centre, Langa Guga S’Thebe, Fezile Dabi, AVA Gallery, Oudtshoorn Youth Café, Mafikeng Museum, Bonamelo TVET College Visual Art Faculty, Lejweleputswa Art Centre, HubSpace, George Youth Café, ArtEC, Polokwane Art Museum, Artscape, Mmabana Art Centre

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FRESH PRODUCE EXHIBITION Date: 14–17 JULY 2016 Creative professionals involved: Rolihlahla Mhlanga, Lindokuhle Sobekwa, Sibusiso Bheka, Zanele Mahinini, Rendhani Namakhavhani, Kgomotso Neto Tleane, Mzikayise Bukhosi Nyathi, Mandlenkosi Mavherenge, Kelebogile Masil, Sakhile Cebekhulu, Mduduzi Twala, Nkosinathi Quwe, Tshepiso Mazibuko, Sifiso Temba, Itumeleng Kunene, Azael Langa, Lindo Zwane, Lyod Maluleke, Bokang Mankoe Partners: Assemblage, Turbine Art Fair

WINTER SCHOOL: MOTHER TONGUE Date: 1–5 AUGUST 2016 Creative professionals involved: Tshegofatso Mabaso, Masello Motana, Bhekizizwe Peterson, Kwesi Kwaa Prah, Dylan Valley Partners: Oduduwa Republic Restaurant

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WINTER SCHOOL WORKBOOK LAUNCH: THE EVERYDAY Date: 5 AUGUST 2016 Creative professionals involved: Gilles Baro and Meghan Judge, Milisuthando Bongela, Steffen Fischer, Ben Gapare, Raimi Gbadamosi, Thembinkosi Goniwe, Dorothee Kreutzfeldt, Kitso Lelliott, Robert Machiri, Yanga Mantangayi, Rolihlahla Mhlanga, Pops Mohamed, Hlonipha Mokoena, Nontobeko Ntombela, Ntokozo Shezi, Nomazulu Taukobong, Ashley Whitfield, Robyn Cook Partners: Oduduwa Republic Restaurant

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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.

MAKOPOROSH

MBIRAPHONICS

Date: 14–28 OCTOBER 2016

Date: 27 MAY 2016

Creative professionals involved:

Creative professionals involved:

Black Studio

Robert Chimurenga Machiri

Partners:

Partners:

Black Studio

PAN!C

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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.

ORGANISING ORGANISING: NEW VOICES, NEW NARRATIVES Date: NOVEMBER 2016– Creative professionals involved: Naadira Patel, Counterspace, Beyond Entropy Africa, Village Unhu, Inkanyiso, Bubblegum Club, TK, Toyi Toyi Artz Kollective, Kino Kadre, RFC, Ba re ne re, Invisible Cities Radio, Dai Mai Ensemble, Mushroom Half Hour, the Con, Word n Sound, SAUTI, Poetavango, Magamba Network

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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.

VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS) 47

COPYRIGHT AMENDMENT BILL

ADVOCACY TOOLKIT

Date: ongoing

Date: NOVEMBER 2016–JUNE 2017

Partners: Arterial Network South Africa

DEPARTMENT OF ARTS & CULTURE (DAC) WHITE PAPER REVIEW LOBBY & ADVOCACY Date: ongoing Partners: Arterial Network South Africa

Partners: Department of Arts and Culture (DAC), NEPAD

48 VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS)

Through various projects, VANSA reaches out to members and works with organisations and artists around the country. The various projects seek to create opportunities for artists and creative professionals, support arts organisations around the country, and contribute to a creative, critical discourse on visual art in South Africa.

Oudtshoorn Youth Cafe AVA Gallery Greatmore Studios To-let Artscape

Langa Guga S’Thebe George Youth Cafe HubSpace Parkwood Community Centre

VANSA Annual Report: ECOSYSTEM REPORT (PROJECTS) 49

Polokwane Art Museum

Mafikeng Museum VANSA

Fezile Dabi Lejweleputswa Art Centre Bonamelo TVET College Sesotho Literary Museum

Mmabana Art Centre KZNSA Gallery BAT Centre Sterkspruit Community Art Centre

ArtEC

50 VANSA Annual Report

VANSA Annual Report 51

MBIRAPHONICS

52 VANSA Annual Report

VANSA Annual Report: FINANCIAL REPORT 53

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.

This year, together with our new auditors TJ Botha Spanenberg Inc., we have made changes to how we report on finances in order for them to be more accurate. For example, the new report indicates the financial received primarily for the reported financial year, whereas previously we included all funds received. We will maintain this approach henceforth and will continue to gradually put in place better financial reporting processes.

54 VANSA Annual Report: FINANCIAL REPORT

Cost of running as compared to output Total: R 2 857 349

35% 65%

VANSA running costs

Project costs

VANSA Annual Report: FINANCIAL REPORT 55

INCOME STATEMENT FOR THE YEAR ENDED 31 MAY 2017

Revenue Donation income Membership fees, sales and other income

2017

2016

2 720 070 86 587

4 022 057 345 036

2 806 657 Other Income Interest received

4 367 093

51 637

11 338

Operating expenses Accounting fees Auditors remuneration Bank charges Employee costs Insurance Office communication Office equipment Office expenses Project costs Rent and utilities Training Travel

120 000 32 610 11 316 700 497 12 287 38 664 2 650 30 002 1 854 539 30 300 24 484

44 230 15 390 24 987 1 065 922 21 446 62 209 1 145 66 188 3 017 482 84 385 16 130 17 646

Surplus (shortage) for the year

2 857 349 945

4 437 160 (58 729)

56 VANSA Annual Report: FINANCIAL REPORT

Breakdown of Project Costs

monies going to individual professionals in the sector 30%

monies going to travel and associated costs for projects

57% 13%

monies going to production (eg. materials and associated products)

VANSA Annual Report: FINANCIAL REPORT 57

Project Costs Administrative Cash Communications/Publicity/Marketing Consultancy/professional fees Creative professionals Marketing Printing and publishing Production costs Travel, accommodation and stipends Venue hire R

2017

2016

27 122 178 167 369 757 4 496 201 866 827 499 232 732 12 900

18 277 50 200 88 235 351 217 625 980 84 922 1 305 597 492 454 600

1 854 539

R

3 017 482

58 VANSA Annual Report: FINANCIAL REPORT

Income for 2017

Africalia City of Cape Town

Rand Merchant Bank

Department of Arts and Culture (DAC)

Pro Helvetia Revolution Room National Lottery Fund

National Arts Council (NAC)

Ford Foundation Doen Foundation

Goethe-Institut

Gauteng Provincial Government

VANSA Annual Report: FINANCIAL REPORT 59

Donation income Africalia Arts & Culture Trust Arts Collaboratory Business & Arts (South Africa) CADT City of Cape Town Department of Arts and Culture Doen Foundation Eunic Ford Foundation Gauteng Provincial Government Gauteng Tourism Authority Goethe Institut NFVF National Arts Council National Lottery Fund Pro Helvetia - Revolution Room Rand Merchant Bank SCATEC R

2017

2016

411 921 94 000 506 577 71 803 340 132 40 000 50 000 345 000 82 654 91 701 650 000 36 282

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

2 720 070

R

4 022 057

Membership fees, sales and other revenue Book sales Fresh produce Membership fees received Other sales Reimbursement Sundry income Winter School

334 894 10 142 -

1 700 50 076 23 730 14 331 60 4 890 1 800

R

96 587

R

345 036

60 VANSA Annual Report: FINANCIAL REPORT

International versus South African originating grant income 2017

35%

65%

International

South African

VANSA Annual Report: FINANCIAL REPORT 61

Direct contributions to livelihoods

VANSA salaries and wages 44% 56%

fees and wages paid to sector as part of projects

MAKOPOROSH credit: BLACKSTUDIO

Visual Arts Network of South Africa PO Box 53457 Troyeville 2139 South Africa info@vansa.co.za www.vansa.co.za twitter.com/VANSAnational facebook.com/VisualArtsNetworkofSouthAfrica

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

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