Programme model, delivery plan, provincial rollout, budgets, proposals and future funding architecture.
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CoreXalance case study
John Kani Performing Arts Academy
From founder vision to delivered funded programme.
Case study 02
John Kani Performing Arts Academy
From founder vision to a delivered programme with the operating discipline to carry public funding.
The Academy had a respected founder, a compelling purpose and access to exceptional artistic practitioners. To deliver at scale, it needed the business infrastructure behind the programme: planning, finance, administration, participant systems, delivery control and reporting.
Where JKA started
A powerful artistic proposition still dependent on building the organisation around it.
- A clear performing-arts development vision associated with Dr John Kani.
- Limited internal capacity to carry complex funded-programme administration.
- Programme, facilitator, participant and reporting systems still had to be created.
- Financial control and grant-compliance processes had to operate alongside artistic delivery.
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Where JKA is now
An academy that has delivered, measured and reported a substantial masterclass programme.
- A complete operating backbone supporting programme planning and delivery.
- Documented systems for applications, participants, facilitators, logistics, finance and reporting.
- A completed first programme cycle with measurable reach and participation.
- A structured next cycle designed for broader provincial and national delivery.
The CoreXalance mandate
Turn a respected name and artistic mission into an organisation capable of delivering the funded work behind it.
CoreXalance built and operated the financial, administrative, governance and programme-management backbone. The team stayed involved from budget and programme design through participant coordination, delivery, evidence and reporting.
Grant budgets, expenditure controls, records, payment coordination, financial reporting and supporting evidence.
Masterclass schedules, venues, facilitator coordination, participant administration, logistics and delivery tracking.
Facilitator contracting, role allocation, programme support teams and working responsibilities.
Application communication, participant material, stakeholder messaging and programme documentation.
Funding proposals, institutional engagement, international funding positioning and partnership development.
1,048applications received for the first funded masterclass cycle
302participants trained through the programme
22masterclasses delivered
13facilitators coordinated across the delivery programme
The next stage is no longer an abstract ambition
The second programme cycle has been structured around a R1.3 million budget and 12 masterclasses: seven five-day Gauteng masterclasses, four three-day provincial masterclasses and one national online masterclass.
- Provincial delivery planned for the Northern Cape, Mpumalanga, Free State and Western Cape.
- A national online component built into the delivery model.
- Updated budget, participant-support, facilitator and programme coordination structures.
- An international three-year funding proposition developed for longer-term scale.
- SETA registration requirements being explored before any commitment is made.
- Core operating and reporting systems ready to support the next stage of programme delivery.