Funding for Arts, helps the practices and developments of culture for a community. Funding for arts is provided to;
-Individual artists
-Organizations that base their practices in arts.
Many organizations offer grants which are mostly designed for organizations and not for an individuals, though there are few organizations open the doors for Individual artists.
Funding for arts organizations include; organizational operations, organizational development, project assistance etc.
Procedures on selecting an Arts Funding Program

• Ensure the program best fit your project
• Make sure your project relies under artistic discipline, in most cases artistic discipline are defined in the following areas; visual arts, dance, music/sound, theater/performing arts, writing story, media arts, interdisciplinary arts etc.
• Ensure your project idea nature falls under the artistic discipline , and basically project will relate to travel, creation for new works, art production, capacity building etc.
• Consider your level of experience. In arts, the level of experience is determined by training and apprenticeship.

 
Katika hatua ya uibuaji wa mradi (Project Plan), ni baadhi ya taarifa tu (facts and issues) hujulikana na zingine hazijulikani. Kutojulikana kwa taarifa hizi zingine (Unknown facts &issues/total guesswork) haipaswi kuwa sababu ya kutokuwa na mradi, hivyo ni jukumu la timu ya uibuaji wa mradi kujenga dhana juu ya taarifa hizi ambazo hazijulikani (Assumptions on unknown facts & issues) Dhana lazima zijengwe kwa uangalifu na ufikiriaji mpana (They should be educated guess; a likely conditions, circumstances)

Dhana na vikwazo mradi (Project Assumptions&constraints) ni matukio (events) au hali (circumstances) zinazotarajiwa kujitokeza wakati wa uhai/utekelezaji wa mradi.

Dhana na vikwazo katika mradi vina hali (conditions) zifuatazo;

• Zipo nje ya uwezo wa mradi (Outside project control)
• Lazima zitokee ili mradi uweze kufanikiwa

Dhana/vikwazo katika mradi huweza kuwa; hali ya kisera/kisiasa, hali ya kiuchumi, taratibu/mila na desturi za jamii, hali ya teknolojia n.k. Kimsingi hali zote hizi zina uwezo wa kuathiri utekelezaji wa mradi wako.
Dhana (assumptions) huleta uwezekano (possibilities) katika utekelezaji wa mradi wakati vikwazo (constraints) huleta mkwamo (limits) katika utekelezaji wa mradi.


Katika hatua ya kwanza kabisa ya uibuaji wa mradi; dhana na vikwazo (assumptions & constraints) ni vyema vikaanza kuangaliwa katika vipengele vifuatavyo;

• Bajeti; makadirio ya gharama za shughuli na rasilimali zingine zinazotakiwa ili kukamilisha mradi
• Ratiba (schedule); makadirio ya upangaji wa shughuli na matukio mengine katika mradi ili kuendana na ratiba ya mradi.
• Ugavi; makadirio katika utendaji wa watoa huduma ya ugavi ili kuendana na matakwa na viwango vya mradi.
• N.k

Namna ya kukabiliana na dhana & vikwazo katika mradi (Managing project assumptions and risks)

• Utambuzi (Identifying); tambua dhana na vikwazo vyote ambavyo unadhani vina nafasi kiathari katika mradi wako.
• Zitathmini (Assess); baada ya kuwa umezitambua dhana na vikwazo; tathmini matokeo na athari zake katika utekelezaji wa mradi.
• Kuzihusisha katika mpango wa mradi (Incorporation)
• Udhibiti (Control); wakati wa utekelezaji wa mradi; dhana zitakuja kuthibitika ni za kweli au si za kweli na kuathiri utekelezaji wa mradi, hivyo ni jukumu lako kukabiliana na mazingira haya.
  
• Mapitio (review) hii hufanywa baada ya mradi kuisha, hatua zote ambazo zilipitiwa kuanzia utambuzi, mpaka uthibi wa dhana na vikwazo zinapaswa kufanyiwa tathmini.

 

Project management is about managing work processes and leading people. The technical skills of a project manager (the ability to organize the project and develop a scope, budget, and schedule) are critical to executing a project that will finish on time, within budget, and to the project specifications. However, the project will not be a success if the important stakeholders are unhappy with the
results.
Project stakeholders often have a significant role in the success of a project. The ability of the project manager to understand the expectations of the various stakeholders and motivate them to contribute to the project success is a major aspect of the project manager’s leadership role. One of the definitions of project success focuses on achieving client satisfaction.
This definition highlights the importance of the client as critical for both defining and achieving project success. The client is an important project constituent and in most cases the most important constituent. Project success often includes meeting project goals and specifications, and it also includes understanding and meeting the expectations of the client. Depending on the complexity level of the project, the plan to meet the client’s expectations can range from having a general discussion with the project leadership team to developing a formal plan that is tracked during the life of the project. Following strategies if used effectively can help  to fulfill the clients expectations.

Educate the Client from the Beginning
Often the client does not have the project management experience of the project manager or project team. An experienced project manager understands the phases of the project and the requirements of the different phases. A less experienced client may become frustrated at the changes in the management approach required for the different phases of the project. For example, during the early phases, the project leadership is encouraging creative approaches to accomplishing the project goals. As the project proceeds and the project plan becomes more firm, the project leadership focuses on accomplishing the project goals.

The types of meetings, the agenda of the meetings, and the general project atmosphere change as the project moves from the planning phase to the production mode of the execution phase of the project.
During the last phases on a project, project team members are often tired and beginning to anticipate the
transition that will take place at the end of the project. The motivational approach that worked during the
early phases of the project is less effective during the final phases, and the project manager applies different approaches to motivating the project team.

These changes can be disconcerting on a person’s first project. By explaining what to expect and planning with the client a process to minimize the impact of these changes, the project manager prepares the client for these events and reduces the frustration.

Include the Client on Selected Project Teams
The project client translates the needs of the organization through chartering the project and defining the project scope to the project manager and the project team. The client also has an oversight role. This oversight is often accomplished through regular project reviews and reports from the project team. Depending on the complexity level of the project, the reviews can vary significantly. On less complex
projects, the review might be conducted in a one-hour meeting with a one-page summary document serving as the project progress report. On more complex projects, a full-day meeting might be necessary for the project progress to be fully understood, and the project report may be one hundred pages or more. In addition to providing the formal overview of the project, most clients would like to actively participate in the success of the project. This is a delicate balance. The participation of the client can have undue influence on project decisions. The advantage of including the client in project activities is to gain the client’s personal investment in the project plan, to create a better understanding for the client of the problems the project encounters during the life of the project, and to gain the insights and contributions of the client in problem solving. Involving the client in teams where the client’s special knowledge can add value to the team discussions and activities contributes both to the success of the team and the satisfaction of the client.

 

Miradi ndio uti wa mgongo wa taasisi zisizo za kiserikali (NGOs), kupitia miradi taasisi huweza kujiendesha, kutimiza malengo yake ya kimkakati (Strategic objectives) na pia kufikia uono wake (vision attainment). Upatikanaji wa fedha kwa ajili ya kufadhili miradi imekuwa ni changamoto  kwa taasisi nyingi na kupelekea baadhi ya taasisi kusitisha shughuli.

Ili taasisi iweze kupata fedha kutoka kwa mfadhili kwa ajili ya kutekeleza mradi; haina budi kuwa na ujuzi katika mbinu na matakwa yatakiwayo na mfadhili husika. Mbinu zifuatazo endapo zitatumika ipasavyo zitaiwezesha taasisi husika kupata fedha za mradi kutoka kwa mfadhili yeyote.

·         Kuwa na ufahamu juu ya taasisi ambazo zinatoa fedha za miradi. Kuna taasisi za ndani kwa mfano Foundation For Civil Society, hawa wanatoa kuanzia Shilingi milioni 20 ( kwa miradi midogo  yaani Innovative projects  ya mwaka mmoja)  mpaka Shilingi milioni 250 (kwa miradi mikubwa ya miaka mitatu yaani Strategic projects), wanafadhili miradi iliyojikita katika utawala bora (Good governance), kujengea taasisi uwezo (CSOs capacity development) na maendeleo ya kiuchumi (Economic development)

Kwa upande wa taasisi za nje kuna Danish International Development Agency (DANIDA), Agency Francaise de Development (AFD), UK Government Department for International Development (DFID), European Union (EU) na zingine nyingi. Baada ya kuzifahamu taasisi hizi; ni vyema ukafahamu pia  wakati gani wanaanza kupokea maombi kwa ajili ya fedha za miradi.

·         Kuwasilisha andiko zuri la mradi (Effective project proposal), hii ndio dira inayoonesha ni namna gani mradi utatekelezwa na nini kinatarajiwa baada ya utekelezaji .Uwasilishaji wa maandiko thabiti ya miradi imekuwa ni changamoto kwa taasisi nyingi hapa nchini, maandiko mengi yanakosa uhalisia na hayapimiki (unrealistic and can’t be measured) Kuna miundo mbalimbali katika uandaaji wa haya maandiko, na kila mfadhili huwa na muundo anaopendekeza. Hivyo ni vyema taasisi husika ikafahamu mfadhili anataka muundo gani katika andiko kisha kuliandaa kikamilifu na kuwasilisha.

·         Kuwa mshindani (Be competitive) upatikanaji wa fedha kwa ajili ya utekelezaji wa miradi umejaa ushindani kwa kiasi kikubwa. Hivyo ni jukumu la taasisi husika kuibuka mshindi katika ushindani huu ili kuweza kupata hizo fedha. Njia bora na ya uhakika ya kuwa mshindani ni kuhakikisha unatimiza vigezo na masharti yote utakiwayo na mfadhili; kama vile uwasilishaji wa taarifa za benki, nakala ya katiba ya taasisi, barua ya utambulisho kutoka mamlaka za mitaa n.k, pia uwasilishaji wa nyaraka unapaswa kufanywa mapema kabla ya muda kuisha.

·         Kuwa na ushirika madhubuti (Having an effective partnership), mashirika kama Umoja wa Ulaya (EU) mara nyingi hutoa fedha kwa miradi ambayo inatekelezwa katika ushirika. Imekuwa ni tatizo kubwa kwa taasisi nyingi hasa pale zinapotakiwa kuchagua taasisi-mshirika ili waweze kupatiwa fedha kwa ajili ya kutekeleza mradi. Kutokana na kutojiandaa mapema katika kutafuta mshirika sahihi, taasisi nyingi hujikuta zinashindwa kutimiza vigezo vya kutafuta ushirika na hatimaye kukosa fedha kutoka kwa mfadhili.

·         Usimamizi madhubuti wa mradi (Effective project management), ni bahati mbaya sana taasisi nyingi hutoa nafasi za ajira pindi tu fedha za mradi zinapopatikana, baada ya mradi kuisha; ajira zinafika kikomo. Hivyo taasisi kila siku hujikuta iko na watu wapya katika kutekeleza miradi. Hali hii huifanya taasisi kutokuwa na watu wenye uelewa katika usimamizi wa miradi inayofadhiliwa na mfadhili husika, hivyo huleta changamoto katika ufikiaji wa matarajio ya mfadhili.

 

The definition of project success is obviously critical. After all, that’s how you’ll be judged as a project manager. Unfortunately, there are almost as many definitions of project success as there are project management professionals. To add to the confusion, every organization has its own view of what matters in project outcomes.
So, instead of trying to focus on one definition, an article is going to offer a framework of thought on success. It has been found valuable in the many discussions taken place all over the years. If you consider the various ways that projects could be deemed successful, you come to realize that project success exists on four levels, each with a unique perspective and set of metrics. And despite the specific values used to quantify success or failure, the principle remains constant. Following are the four levels of success that are mostly used:

Meeting Project Targets
Did the project meet the original targets of cost, schedule, quality, and functionality? Although it’s certainly admirable to beat these targets, the concept of success is tied to whether the project manager did what was expected. In other words, maximum success is zero variance between project targets and results.
There are at least two reasons why this interpretation is embraced .First, it supports the organization’s need for certainty. Second, It is believed that project managers who chronically beat targets are
suspect, at best.

Project Efficiency
How well was the project managed? This is a metric for the process. If the project meets its targets, but the customer groups, project team, or others were adversely affected by the project experience, the project will probably not be perceived as successful. Project efficiency can be evaluated through the use
of criteria such as the following:
• The degree of disruption to the client’s operation
• How effectively resources were applied
• The amount of growth and development of project team members
• How effectively conflict was managed
• The cost of the project management function

Customer or User Utility
To what extent did the project fulfill its mission of solving a problem, exploiting an opportunity, or otherwise satisfying a need? If you do not satisfy the true need, the project may be perceived as a failure.
Here are some questions to help assess customer or user utility success:
• Was the original problem actually solved?
• Was there a verifiable increase in sales, income, or profit?
• Did we save as much money as expected?
• Is the customer actually using the product as intended?

Organizational Improvement
Did the organization learn from the project? Is that knowledge going to improve the chances that future projects will succeed at each of the three levels described above? High-performing organizations will learn from their failures—and their successes—and use that knowledge to improve their success rate in over time. This level assumes a long-term perspective and measures organizational learning and a resultant increase in project successes. The primary tools for organizational improvement are the maintenance of accurate historical records and the widespread use of lessons learned

 
We all encounter difficult people in the workplace. We may be that way ourselves from time to time.

How effective you are at dealing with difficult people has a direct impact on how successful you become and can affect your job advancement, your relationships, your overall confidence and even your health. This article defines 10 actions that you can employ to stay in control. By demonstrating self-control, you are better prepared for dealing with almost any situation and any individual. Stuff’s going to happen but you don’t have to accept being the victim. You have choices.
Definition
We often use the term “difficult person,” .By difficult, It means a person who routinely exhibits one or more of the following behaviors:

• Hard to work with or manage
• Doesn’t play by conventional social or organizational rules
• Is a disruptive or disturbing element to others.

By difficult, It doesn’t necessarily mean someone who disagrees with you. Disagreement is often healthy and even good for business. It can serve as a check-and-balance to help ensure that the best ideas and decisions are considered; it stretches the players to perform at their best. It’s not always important that we agree. It is, however, important that we can work reasonably well together despite our different points of view.
10 Tips
Let’s now examine the 10 tips—or actions—that you can employ to help you stay in control when dealing with difficult people.

1. Take Time to Pause

When a difficult situation presents itself, pause and count to that proverbial 10. You are at a crossroads. What you say and how you say it could make matters worse or improve the situation. Now is the time to think before you act; to collect your thoughts and corral-in your emotions. If communicating verbally, this means pausing for a moment or taking an extended break. If using email, sleep on it before replying, or obtain a second opinion before sending the email. While pausing, look at the big picture. Search for what’s best for the business or the relationship. Focus on a good outcome and what that might be.

2. Examine Your Behavior

Whenever you encounter a difficult person, first examine your own behavior to determine if you are part of or the entire problem. Ask yourself, “Where’s your responsibility in all this?” You may not be able to alter the behavior of others but you can change yourself if that’s what is needed.

3. Put Yourself in Their Shoes

When you are dealing with a difficult person, it can be immensely helpful to look at the situation from their perspective. For example: What are they going through? What is their objective? How are they feeling about the situation? What is the hardship they are facing? Your point of view will likely be affected by better understanding their point of view. How would you react if you were in their shoes? Be as understanding as possible of their frustrations or point of view. Doing so may also help to win them over—they may even come around to seeing you as an ally. Demonstrating empathy is a trait commonly found in the best performers.

4. Be Willing to Listen

When you listen and the other person knows you are listening, walls start coming down. It prepares you both for coming together for the best solution. They begin to feel that you care about them. Use body language as you are listening such as tilting your head, relaxing your body and frequently looking into their eyes. Be empathetic and display compassion, if relevant. An objective for listening is to learn what they are going after. For example, they may be looking to save face, or they may be seeking power, respect, attention, approval or some other form of recognition. It may be helpful at some point to ask them what they are feeling right now. Avoid making decisions or judgments before you have a chance to hear their side.

5. Be Candid About the Issue

Be straight with others. Constructively confront them with the problem you perceive and what you need from them. Site specific examples and avoid any vagueness. Initiate this conversation in private. As soon as possible, set the expectations. Tell them what you can do and what you cannot do. Follow up on the discussion to ensure expectations are clear and things are proceeding satisfactorily.

6. Project Calm

Your behavior will have a pronounced effect on the situation so you want to learn to manage your emotions. Lead from a position of strength. Don’t become defensive, angry or desperate; doing so will undermine achieving a satisfactory outcome for both you and the other person. Maintain your cool. Relax your body language. Slow down the cadence of the conversation. Be thoughtful with the words you choose. Keep your voice low. Although the stakes may be high for you and the other person, promote casual conversation so that emotion can be displaced with listening and thinking rationally.

7. Choose Your Battles

When you are dealing with a difficult person, you typically have more than one option. Make sure that the option you choose is in both your best interest and the business’ best interest. Sometimes give-and-take is not possible with a particular person—there is no chance of compromise. Ask yourself if this situation is worth the time, energy and overall stress that it will cause. If it’s not then let it go. Stop talking about it or giving it any more energy.

8. Don’t Let Others Control You

When you go to work each day, I suggest you not show up with the primary objective of being liked. If you do, you will likely have a disappointing career. No matter how you behave and treat others, there will be many days when someone will not like your behavior or even you. It’s not about being liked. It’s about integrity and doing the right thing. If you make being liked—getting the approval of others—a primary objective, then you are setting yourself up to be controlled by others. This could cause you to do nearly anything just to get their approval, including rolling over on important issues.

9. Deal with Aggression Firmly

Whether the aggression is delivered verbally or is approaching physical, shut down the interaction and be willing to continue when they have calmed down. Don’t tolerate verbal abuse or someone threatening your personal safety through physical or psychological fear. Be assertive in insisting that the difficult person does not continue with the abusive behavior. Once you have shown your willingness to tolerate abusive behavior, that behavior will not only continue but will likely escalate. Set boundaries. Let the person know you will respect him or her, but expect to be treated with respect in return.

10. Take the High Road

When dealing with a difficult person, the likelihood is high that they are not taking the high road. Just the opposite; their heels are dug in. Someone’s going to have to budge and reach out. As hard as it may be, make that someone you. Doing so demonstrates professional maturity and is a major step in finding a successful path in dealing with the difficult person. This can help diffuse the situation. A great bonus in taking the high road is that you will earn respect and your stock value will increase.