{"id":1849,"date":"2026-04-02T11:59:16","date_gmt":"2026-04-02T08:59:16","guid":{"rendered":"https:\/\/schmueljoshua.com\/sample\/?p=1849"},"modified":"2026-04-05T18:02:03","modified_gmt":"2026-04-05T15:02:03","slug":"acting-and-observing-to-make-a-difference","status":"publish","type":"post","link":"https:\/\/schmueljoshua.com\/sample\/acting-and-observing-to-make-a-difference\/","title":{"rendered":"Acting And Observing To Make A Difference"},"content":{"rendered":"\t\t
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CASE STUDIES<\/h2>\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u201cActing And Observing To Make A Difference ~ The Implementation And Monitoring Stage Report For The Transformational Community Project Of Alcoholism Eradication In Mutuini Sub-County, Nairobi\u201d ~ A Transformational Community Development Implementation and Monitoring Report<\/h3>\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Figure 1. An AI Image of a Model Community Transformation. Courtesy Canva.com<\/figcaption>\n\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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1. <\/strong>Introduction<\/strong><\/h4>

Discussing his second habit, the unforgettable Covey, S. R. (2004) elaborately talks about the wisdom of beginning with the end in mind, whereby one does not work hard ascending up the greatness ladder only to realize that it is inclined against the incorrect wall all along! Thus, having \u2018succeeded\u2019 while leaning on this ill-starred wall, one can discover that though they were busy and swamped, for that matter, they were preoccupied but not very effective. Consequently, though these wrong wall ladders can grant us some sense of victory, these wins tend to come at the cost of precious things that were far more treasured to them. Though these arguments might seem like mere philosophical musings, a common experience in transformational community projects shows that in trying to change others before changing themselves, these workers end up being blind to what matters most, which, by then, is now lost. Therefore, in this phase, the person <\/em>of the work came before the preoccupation <\/em>of the work. Therefore, when the planning committee morphed into the implementation and monitoring committee, they gradually discovered that there was a need to spend the first four hours out of the six sharpening the axe before using the remaining two to chop down the tree to heed Lincoln\u2019s wisdom. What did they do during this next implementation phase, and what did the monitoring process reveal? The following work, therefore, is the initial report of the implementation and monitoring process, whereby the community-led steering committee\u2019s actual work of eradicating alcoholism in Dagoretti Market, in Mutuini Ward, Dagoretti South Constituency, in Nairobi County, Kenya, by following their goals, objectives, and detailed action plan, which helped them to know precisely where, and how to begin. Where did the implementation process begin?<\/p>

2. <\/strong>The Activities Follow-Up Report<\/strong><\/h4>

In a show of integrity, the group met on April 5, 2025, and before they could fire the pistons, Anne, their patron, had to apprise them about the previous social awareness objective, which was the roadmap to the broader goal of eradicating alcoholism within the community. Consequently, the group listened attentively as she read their social mobilization roadmap (see Addendum Figure 1.1: The Summary of the Action Plan<\/em>). After the briefing, every member quickly reported the covered ground. Below is the summary of what they had established and planned to better organize for action:<\/p>

2.1\u00a0\u00a0\u00a0 <\/strong>Established\/Planned Organization<\/strong><\/h4>

2.1.1\u00a0\u00a0\u00a0\u00a0 <\/strong>The Project\u2019s Implementation Body<\/strong><\/h4>

Having been voted by the community as the Patron, Anne established herself firmly in the role by forming the project\u2019s implementation body, which could strategically reach out within and outside the immediate community to establish viable networks. This implementation body consisted of herself (as the patron), Njambi (as the Treasurer), and Njuguna (as the Secretary-General and Spokesman). Consequently, they opened up their own WhatsApp group and were communicating regularly.<\/p>

2.1.2\u00a0\u00a0\u00a0\u00a0 <\/strong>The Project\u2019s Steering Committee<\/strong><\/h4>

Headed by Alex and assisted by Njoroge, this committee had already been established and was on course through the activities they had lined up for the entire community\u2019s participation. Just like their counterparts in the Implementation Body, these, too, had opened up a WhatsApp group and effectively used it to steer the project. How were they roping the community?<\/p>

2.1.3\u00a0\u00a0\u00a0\u00a0 <\/strong>The Project\u2019s Communication Committee<\/strong><\/h4>

Led by Njuguna (the Secretary-General and Spokesman) while ably assisted by Anne and Sammy, the rider, this committee drafted and coordinated the digital and physical components of the project\u2019s communication. They committed to producing reports to be edited by the group before being broadcast to the broader community for prompt adaptation. What did the group achieve after their audacious social awareness implementation?<\/p>

2.2\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>A Report of Achieved Activities and Highlights<\/strong><\/h4>

2.2.1\u00a0\u00a0\u00a0\u00a0 <\/strong>Community-Led Project Launch Technical Workshop<\/strong><\/h4>

Under the watchful eye of Anne, it was decided that there should be an inaugural technical workshop on the following day, April 6, to enable the implementation and the execution bodies to review the project\u2019s upcoming activities. After this critical online meeting, they dutifully presented and discussed the community transformational formulation approach for the sake of inception reports due to be submitted by the various executing persons already heading to the ground. This gave room for the executing persons should they decide to prepare any work harmonization plans. However, as the project turned out, there was no need for such a plan since most of the activities instantaneously occurred online.<\/p>

2.2.2\u00a0\u00a0\u00a0\u00a0 <\/strong>Communitywide Project Launch Community Workshop<\/strong><\/h4>

Organized by the relentless Patron Anne three days after the technical workshop on April 9, this communitywide initiative aimed at presenting the project\u2019s different components already discussed prior to the project\u2019s official launch. After this critical workshop, the available members of the community felt ready to roll out the project. However, to avoid populism, there was one more meeting before things could finally start.<\/p>

2.2.3\u00a0\u00a0\u00a0\u00a0 <\/strong>The Steering Committee Meeting<\/strong><\/h4>

Led by Alex while assisted by Njoroge, this committee has the sole objective of finally reviewing the project\u2019s key objective and consolidated work plan. Once this critical review was done on the late evening of April 9, the plan was finally validated and put on the tarmac for the flagging off.<\/p>

2.3\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>The Various Social Mobilization Activities Implemented within the Leadership and Eventually within the Community<\/strong><\/h4>

Before the committee set out to work on the four main elements of social mobilization, namely advocacy and awareness,\u00a0social marketing,\u00a0behavioral change communication, and\u00a0capacity strengthening championed by Muga, W. (2015), they sadly realized that charity needed to begin from home. This is because, during their spiritual devotion, it became apparent that several committee members struggled with the same vice they were prepping to tackle. In confidentiality, the committee members revealed the following:<\/p>

  1. Illegitimate Children and Alcoholism Relapse<\/em><\/li>
  2. Addiction to the Local Muguka (Catha edulis) and Multiple Absentee Fathers to Broken Children<\/em><\/li><\/ol>

    iii. Serious Job Fatigue Leading to the Temptation to Join Crime. <\/em>What to do?<\/p>

    2.4\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Physician Heal Thyself? ~ the vital step before social mobilization ~ Peer Counselling and Support of the Committee Members<\/em><\/strong><\/h4>

    With the priceless discovery about the inner struggles of some of these leaders, it was time to be wise and precise in approach. Consequently, after a few hours of reflection and prayer, the group got a brilliant idea from God\u2019s Spirit. What was it? Pairing the strong and the weak to walk in brotherly and sisterly accountability as the battle turned inwards. Consequently, the stronger lady picked the weak sister while the valiant, victorious man shouldered his weak little brother. The results were simply glorious!<\/p>

    2.4.1\u00a0\u00a0\u00a0\u00a0 <\/strong>Main Achievements of the Peer Counselling and Support Approach<\/strong><\/h4>
    1. The Sacramental Moment:<\/em> As the soldier carried his fellow soldier through the terrible field of war, we knew that this was the beginning of a priceless lifelong journey of faith where only God would get the glory for the excellent results. Without us forcing it or debating about it, a priceless sacramental moment had availed itself, and rather than setting us back, it had offered a mighty thrust to the very skies! Henceforth, the social engineers and doctors were ready to treat their community not from a place of superiority but from deep wounds that only God\u2019s Spirit had bound. We, therefore, moved from professional community development to spiritual community transformation.<\/li>
    2. The Aggrieved Family Members Graciously Roped In: <\/em>As this new \u2018fellowship\u2019 cut its teeth of change within the group, they were ready to incorporate even their affected family members in the brave journey of grace. Consequently, one of the young men began seeking help, tracing his three children scattered around with three different mothers as the lady planned to seek reconciliation with her teenage daughter, even as she planned to settle within a local Church. This was a pleasant inward revival in preparation for the outward community reformation.<\/li><\/ol>

      iii. New Resolve for Ministry Transcending Beyond the Project\u2019s Immediate Scope: <\/em>With the immediate benefits of this noble undertaking proving too sweet, the beneficiaries now vowed to privately conduct this peer counseling and support concept in their wider extended families. This was notable considering that most of Mutuini, an ancestral village for many, was an easy ground to do this! This was the Jerusalem before Judea and Samaria could be reached! Surely, it was almost akin to Martin Luther nailing his ninety-five theses on the Church door before continental Europe could begin a radical reformation in every area of its structure. On a different note, though the fire of this inward transformation preceding the outward community transformation was supernaturally lit by God\u2019s Spirit Himself, it was important to reflect on the key traits of a transformational development worker. Therefore, before the Divinely visited team stepped out into the field, it was time to utilize the window to spiritually educate them about the nature of transformational development and the critical need for character development to deepen their transformational credentials. What were these truth bombs?<\/p>

      2.4.1.1\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Helping the Team to Learn the True Nature of Transformational as a Process and Not a One-Time Event<\/strong><\/h4>

      Reporting to the deep well of Mbede, P. (2025b), the group learned that the character and attitudes of the transformational development team members are crucial to the success of any project. Therefore, since they had learned firsthand from their testimonies that change truly happens as a process and not a one-time event, these folks were now ready to graciously work on the ongoing project together with other community and local Church members to facilitate worldview change and help transform the alcoholics\u2019 thinking and behavior. What other requirements were they learning at this stage?<\/p>

      2.4.1.2\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Helping the Team to Understand the Characteristics and Skills of a Transformational Development Worker<\/strong><\/h4>

      Pointing them to the wisdom of Smith, Miriam and Suzanne Hurst (2008), the team reliably learned that they needed character and skills to function as transformational development workers effectively.<\/p>

      2.4.1.2.1\u00a0\u00a0\u00a0\u00a0 <\/strong>The Character Demands<\/strong><\/h4>

      They learned and committed to the following character qualities:<\/p>

      1. Christian Vision of God\u2019s Kingdom:<\/em> They learned that to be positive change agents, they must have a vision for the Kingdom of God and the work He is calling them to do. Therefore, understanding God\u2019s vision of redemption and the hope He brings to people\u2019s lives was crucial to them.<\/li>
      2. A Christian Understanding of the Full Biblical Story:<\/em> Further, they realized that to be positive change agents, they must understand that the Biblical story from Creation to Revelation is the story that encompasses and interprets all other stories people have developed in their culture. Therefore, their Mutuini narrative was also included in this Biblical redemptive account.<\/li><\/ol>

        iii. Studying the Community\u2019s Overall Culture:<\/em> As agents of change, they were expected to study the particular community\u2019s language, values, and operation system.<\/p>

        1. Attitudinal Adaptability:<\/em> Finally, they needed to adopt certain attitudes while trying to impact the community. Some of these fundamental attitudes they needed include Being a good neighbor, loving and willing to help those in need, being patient, being a learner before being a doer, and most importantly, realizing that transformation is a journey for everyone. What are the skills?<\/li><\/ol>

          2.4.1.2.2\u00a0\u00a0\u00a0\u00a0 <\/strong>The Requisite Cross-Cultural Skills<\/strong><\/h4>

          The somber team further learned from Smith that there were skills in cross-cultural communication that they needed to learn as agents of positive change. What were some of these? The most critical cross-cultural skill they learned was sorting out the meaning behind every activity before judging it. This is because some things in every culture are universally right, some are always wrong, and some are not biblically right or wrong; they are just different.<\/p>

          Therefore, they needed to master this vital cross-cultural skill because often, the less exposure they had outside of their own culture, the bigger their categories of right and wrong and the smaller their tolerance for simply different behaviors. Finally, with the children having bathed in these deep waters of wisdom, it was time to go out and play. It was time to face the community!<\/p>

          3.\u00a0<\/strong>#1st step of social mobilization ~<\/em><\/strong> Advocacy and Awareness Creation<\/strong><\/h4>

          After these proverbial New Israelis left the Gilgal after their circumcision aimed at removing their reproach through peer counseling and support, it was time to now face their Jericho in the first step of social mobilization by engaging in advocacy and awareness creation. Thus, on April 8, they knocked on doors to directly engage with all the key leaders within the local community. They did this by texting, calling, and flooding the social media handles of several leading community personalities. Therefore, in their outreach, they reached the area MCA Hon. Mato and the local pastor of Deliverance Church Waithaka (which has been nationally recognized for the fight against Alcoholism within the area). Again, the revered Bishop Demetrius Karanja of Christ the King Fellowship, Mutego (who has a feeding program for the alcoholics in his Church every month), was reached. They also contacted the Dagoretti Slaughterhouse Chairman, the local area Chief, and his Assistant. Even the leadership of the far-flung St. Matthias ACK located far away in Dagoretti Corner, which has been valiant in its alcoholic rehabilitation program with 70% of their members being recovered victims, was not spared! Notably, during this outreach to the senior leaders, the real victims of Alcoholism were not forgotten. Though most were slippery, the Gospel was spread without any discouragement by the team. What were the milestones?<\/p>

          3.1\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Main Achievements of the <\/strong>Social Mobilization Approach Advocacy and Awareness Creation<\/strong><\/h4>
          1. A Better Understanding of Alcoholism as a Curable Disease: <\/em>To their amazement, the vigorous community were shocked to realize that many of the community members had no scientific idea that alcoholism was a disease just like any other that could be cured according to the data provided by W. Kanina, J.W. (2014). Therefore, as they psycho-educated their fellow natives, hope sprang up among so many affected family members who had given up on their loved ones. Tony shared deeper thoughts on this in the short Clip 1.1 in the addendum.<\/li>
          2. An Open Dialogue on Emerging Alternatives: <\/em>As the scientific knowledge spread, the Stoic community members and their leaders began to have the needed dialogues about the locally available interventional strategies. However, the team was careful to push these other sceptical leaders to own these indigenous interventional processes to create sustainability. This was the key achievement that the team reported. With this done, the team now moved to the next critical phase.<\/li><\/ol>

            4. <\/strong>#2nd<\/sup> step of social mobilization ~<\/em><\/strong> Social Marketing<\/strong><\/h4>

            Having secured the needed buy-in with the critical community pillars, the team then took the raw materials emerging from their conversations and tailored it to ensure effectiveness, efficiency, equity and sustainability over and above being acceptable to the communities in which they are implemented. This on April 11, three days after conducting their Advocacy and Awareness Creation. What were the results?<\/p>

            4.1\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Main Achievements of the Social Mobilization Approach of Social Marketing<\/strong><\/h4>
            1. Greater Online Community Discussion: <\/em>With the community now greatly empowered through precise truth bombs, they flooded the local community’s Facebook Group, Voice Of Dagoretti South \u2013 VODS, and began openly challenging the vice of Alcoholism through new lenses. The exciting thread from Voice Of Dagoretti South \u2013 VODS. (2023a) reveals a robust conversation about Alcoholism with one commentator by the name of Glen Johnstone Mwangi openly commenting without fear or reprisal as follows: Police know the drug lords of Dagoretti Market and their killer gangs; they know where to find them. <\/em>What an exciting development!<\/li>
            2. Again, buoyed by the discovery of what their counterparts in\u00a0 Christ the King Fellowship Mutego and the far-flung St. Matthias ACK on matters of general counseling, rehabilitation, and empowerment, the community began to demand accessible and affordable programs for the victims. Consequently, they keenly looked at the activities of their local chapter of The National Assembly Lady Spouses Association of Kenya (NALSA-K) to milk the cow before it calves! What was this awakened corporate awareness leading to?<\/li><\/ol>

              5. <\/strong>#3rd step of social mobilization ~<\/em><\/strong> Behavioural Change Communication<\/strong><\/h4>

              With a fresh awareness that alcoholics should not be banished but instead rehabilitated (like their neighbors in Mutego and Dagoretti Corner had proved), the community members began to demand an importation of the success stories into their community. Therefore, a petition was made on April 12 to their local MCA, Hon. Mato, to consider approaching the County Government to help build local rehabilitation centers within the community equipped with counselors who will offer highly specialized services that will point to the pathway of behavioral reform. What was the result?<\/p>

              5.1\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Main Achievements of the Social Mobilization Approach of Behavioural Change Communication<\/strong><\/h4>

              In their joyful postulation, the community began building castles in the air as they forward to the following when eventually their petition to their leaders is acted on:<\/p>

              1. The Rehabilitation Centers Doubling as Training Centers: <\/em>In their petition, they hastily requested not to use ordinary rehabilitation centers, but instead model integrated training centers whose aim will empower those undergoing the rehabilitation process. This would impart innovative concepts and give them skills to be socioeconomically productive.<\/li>
              2. The Homecoming of the Rehabilitated: <\/em>Another dream captured in the hasty petition was the reintegration program of the rehabilitated. Instead of ostracizing them as they had always done, the community was now ready to follow the noble example of their neighboring counterparts and welcome them back into the community. They posited this would be doable because the new graduates would be empowered with sustainable income-generating skills. What was the final activity of this spectacular team?<\/li><\/ol>

                6. <\/strong>#4th step of social mobilization ~<\/em><\/strong> Capacity Strengthening<\/strong><\/h4>

                Thinking long-term, the leaders got to work and began experimenting with different policy frameworks to help both the current victims and the younger generation. Therefore, they planned to go out not to the high-ranking leaders as they had already done, but rather into the five local educational institutions, namely the four Public Primary Schools and the only Public High School within the area, on April 14 to seek an audience with the learners. Additionally, in a scenario of one’s enemy’s enemy being his friend, they planned to reach out to the genuine distillers and sellers of genuine alcoholic drinks to help them nab those selling the poisonous counterfeits. What was the result?<\/p>

                1. The Educational Institutions: <\/em>With the local public schools closed for the April Holidays, the fiery team planned to hit the road running promptly by May when the Schools open to psycho-educate the young learners while establishing vibrant networks with the teachers and the parents.<\/li>
                2. Setting a Thief to Catch a Thief: <\/em>Wisely using their enemy’s enemy as their friend, the committee stirred up the local sellers of genuine liquor to approach the National Liquor and Licensing Board once again to undertake another surprise raid. Though no one knows the day or the hour of this raid except the Father in Heaven alone, the fire is already lit to help catch the little foxes that spoil the Vine of Mutuini! This echoes the earlier frustrated sentiments of Martin Mbugua Mwangi in the now-busy Facebook Group of Voice Of Dagoretti South \u2013 VODS. (2023b) who lamented as follows: Police know the drug lords of Dagoretti Market and their killer gangs; they know where to find them.<\/em><\/li><\/ol>

                  7. <\/strong>The Monitoring<\/strong><\/h4>

                  With the implementation plan actively running in place, the team wanted to know whether there would be a tracking mechanism for the project. Getting ahead with the conversation, we reliably informed them that there was a need to implement a monitoring mechanism for an ongoing, regular process of tracking program activities, using tools such as record keeping and regular verbal and written assessments. However, since most social awareness programs were being run using advanced technological tools such as smartphones, tablets, and laptops, there was a need to agree on the best media tool for this monitoring exercise. However, before they could agree on the surest media mechanism, we considered the key reasons why monitoring was vital.<\/p>

                  7.1\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Helping the Community Understand Why Monitoring Is Vital<\/strong><\/h4>

                  Below are the reasons given to justify the monitoring of the project according to Mbede:<\/p>

                  1. It provides accountability for the use of resources.<\/li>
                  2. It helps ensure the project is on track with the action plan and timetable.<\/li><\/ol>

                    iii. If it is done with documentation, it serves as a record for the project.<\/p>

                    1. This record can be instrumental during the evaluation period.<\/li>
                    2. It can also help others who want to implement the same project.<\/li>
                    3. Most vitally, this process is highly significant because this is where people are developed. Experientially, at the end of the project, one may find that the people’s performance was excellent, yet their esteem was lowered because of how they were treated during the project. However, there was something slightly different to consider still\u2026<\/li><\/ol>

                      7.2\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>The Worth of Monitoring the Process <\/em>of Transformational Development Activities<\/strong><\/h4>

                      On a separate note, on April 15, the group’s patron suggested that monitoring the process <\/em>of the transformational development activities was also important. This was because the people within the community were the primary focus of the development project, and it was imperative to gather information related to changes in their feelings, beliefs, thoughts, and attitudes as a result of the development outreach. It was also important to hear how people felt during the project activities. What methods were to be used to obtain the necessary project information?<\/p>

                      7.3\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>The Types of Methods and Forms Used for the Project’s Information Gathering<\/strong><\/h4>

                      The team learned the various methods and forms to gather information about the project, as instructed by Smith. These included:<\/p>

                      1. On-site inspection:<\/em> Involved simply tracking the public conversations on the Social Media handles of Mutuini Ward, the larger Dagoretti Constituency, and the private WhatsApp Group of the various teams under the transformational community project. The tech-savvy Njoroge and Njuguna, the Spokesman, had their thumb firmly on this.<\/li>
                      2. Informal oral reports:<\/em> These were on-need-basis inquiries that any community member could ask the committee members and promptly obtain.<\/li>
                      3. Activity or progress reports:<\/em> These were available for review during the ongoing committee online meetings and could be made available by the concerned leaders on short notice.<\/li><\/ol>

                        7.4\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>Modifying the Monitoring Systems ~ different rules for the volunteers<\/em><\/strong><\/h4>

                        Reliably, the team realized that though the members needed to be monitored, strict monitoring systems needed to be modified since all of them were volunteers and not employees bound by employment contracts. Therefore, to enhance their monitoring experience, the team agreed that the team of volunteers needed to be provided with adequate pre-project training because the more discussion and training they received, the more likely they would perform well in the field. However, in the process of these modifications, some vital reviews still needed to be done.<\/p>

                        7.4.1\u00a0\u00a0\u00a0\u00a0 <\/strong>Reviewing the Monitoring Modification Systems<\/strong><\/h4>

                        As the monitoring modification systems were being adjusted, the group again met online on April 16 and asked themselves several questions using Smith’s wisdom. These reflections and their appropriate responses are in the addendum, Figure 1.2: Reflections and Responses to the Monitoring Modification Systems. Though the reflections and responses process was extremely tedious, the team matured and agreed that monitoring the process was extremely important. It was because this was where the community’s individuals were developed; all of these questions relating to the development process had to be asked and answered as the project evolved. How was this to be done further?<\/p>

                        7.4.2\u00a0\u00a0\u00a0\u00a0 <\/strong>Preparing to Answer the Questions from the Monitoring Reviews<\/strong><\/h4>

                        In a proactive gesture, the team agreed to do the following to enhance monitoring:<\/p>

                        1. To digitally write down regularly the entire story of one of the beneficiaries of the social awareness initiative since, according to Smith, people’s stories of how their lives have been transformed as a result of the project do more to show the actual impact of a project than counting all the buildings or seminars held. Furthermore, changed lives and changed relationships are what transformational development projects are supposed to be about. Therefore, to encourage volunteers to continue their work and give glory to God, they solemnly agreed that someone could share a testimony he or she heard that week whenever they meet to discuss the project.<\/li>
                        2. To intentionally write the principles of transformational development into the activities to ensure the project becomes truly transformational. Further, these must be monitored to ensure sustainability.<\/li><\/ol>

                          iii. To ensure that the monitoring assignment is not viewed as a power position but rather a position of tracking and documenting various activities, those responsible for various portions of the project must be compelled to document the resources used and what has taken place during their section. With this, the robust monitoring mechanism could now help the plan provide a safe accountability framework for the participants and the resources committed to their hands.<\/p>

                          8.\u00a0 <\/strong>Conclusion<\/strong><\/h4>

                          After implementing and monitoring this third phase of the project, the team could have now experientially learned the difference between efficiency and effectiveness. Going through the personalized dealings that forced them to dig deep within before thrusting without, they learned that efficiency at this stage of the project required them to do things right while effectiveness needed them to do the right things. As they retired to rest after the demanding implementation, they were slow to compliment themselves because they were not sure whether they had been efficient or simply effective. The verdict would soon emerge in the next and final phase of the project that they could not wait to be part of as they now watched their community radically transform.<\/p>

                          9.\u00a0 <\/strong>Recommendations<\/strong><\/h4>

                          As the dust settled on the new Mutuini after the implementation and monitoring of the project, one key recommendation emerged after reflection. Below is the summary of what was observed and proposed to the team as they now prepared for the next phase.<\/p>

                          #main proposal:<\/em><\/strong> Valuing the People <\/em>more than the Project ~ <\/strong>Since the work was getting exciting and greatly animated, the team needed to remember that the People <\/em>being reached were more critical than the Project <\/em>being done. Therefore, they needed to take a deep breath, see the People <\/em>touched, and the Project <\/em>done!<\/p>

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                          \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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                          References:<\/strong><\/h4>

                          Acemoglu, D., & Robinson, J. A. (2012).\u00a0Why nations fail: The origins of power, prosperity, and poverty.\u00a0Random House.\u00a0<\/em>Retrieved from Amazon.ca<\/p>

                          Anyanzwa, B. (2021). A Dagoretti Story: Say No To Alcohol Addiction And Yes To Wellness. The National Assembly Lady Spouses Association of Kenya (NALSA-K). <\/em>Retrieved on 4-15-2025 from https:\/\/nalsa.co.ke\/a-dagoretti-story-say-no-to-alcohol-addiction-and-yes-to-wellness\/<\/a><\/p>

                          Carte, P. (2002).\u00a0Bridging the culture gap: A practical guide to international business communication. <\/em>Retrieved from \u00a0Amazon.com<\/a>.\u00a0<\/em><\/p>

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                          Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. <\/em>\u00a0<\/em>Free Press; Revised edition. Retrieved from Amazon.ca<\/p>

                          Jane W. Kanina, J.W. (2014). Alcohol Consumption and Healthcare Expenditure in Kenya. Social Sector Division, Kenya Institute for Public Policy Research and Analysis. KIPPRA Discussion Paper No. 164. <\/em>Retrieved on 4-15-2025 from https:\/\/repository.kippra.or.ke\/server\/api\/core\/bitstreams\/bd4ede5d-0ebd-4646-96d6-805ea92dbf73\/content<\/a><\/p>

                          Kamau, H.W. (2015). Study Of Land Use And Management Practices In The Peri Urban Areas Of Kenya Case Of Mutuini Location, Nairobi County.<\/em> A Thesis Submitted In Partial Fulfilment Of The Requirements For The Award Of The Degree Of Master Of Arts In Planning, University Of Nairobi. Retrieved on 4-15-2025 from\u00a0 https:\/\/erepository.uonbi.ac.ke\/bitstream\/handle\/11295\/90140\/Kamau_Study%20of%20land%20use%20and%20management%20practices%20in%20the.pdf?sequence=1<\/a>\u00a0<\/p>

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                          Kenya, L. (2011). http:\/\/siteresources.worldbank.org\/INTAFRICA\/Resources\/257994- 1335471959878\/Urban_Areas_and_Cities_Act_2011.pdf<\/a>. Retrieved July 1, 2014, from http:\/\/siteresources.worldbank.org:<\/p>

                          Kenya, L. (2012c). http:\/\/siteresources.worldbank.org\/INTAFRICA\/Resources\/257994- 1335471959878\/the-intergovernmental-relations-act-2012.pdf. Retrieved July 1, 2014, from http:\/\/siteresources.worldbank.org:\u00a0 http:\/\/siteresources.worldbank.org\/INTAFRICA\/Resources\/257994- 335471959878\/theintergovernmental-relations-act-2012.pdf<\/a><\/p>

                          Kenya, L. (2012g). http:\/\/faolex.fao.org\/docs\/pdf\/ken112132.pdf. Retrieved July 1, 2014, from http:\/\/faolex.fao.org: http:\/\/faolex.fao.org\/docs\/pdf\/ken112132.pdf<\/a><\/p>

                          Kirambia, M. (2025, February 12). Dagoretti Traders Light Bonfires & Block Roads While Protesting Drug Influx. Retrieved on 4-15-2025 from <\/em>https:\/\/www.kenyans.co.ke\/news\/108896-dagoretti-traders-light-bonfires-block-roads-while-protesting-drug-influx<\/em><\/a>\u00a0 <\/em><\/p>

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                          Mbede, P. (2025a). 4 TRANSFORMATIONAL_DEVELOPMENT_AND_THE_CHURCH_evangelism_and_witness_holistic_witness.pdf. Week 4 Lecture 4 Evangelism and Witness: Holistic witness. <\/em>Retrieved on 2-19-2024 from https:\/\/pacu.mrooms.net\/mod\/folder\/view.php?id=288029<\/a><\/p>

                          Mbede, P. (2025b). 5 – TRANSFORMATIONAL_DEVELOPMENT_AND_THE_CHURCH.pdf. Week 5 Lecture 5 Development Process. <\/em>Retrieved on 2-19-2024 from https:\/\/pacu.mrooms.net\/mod\/folder\/view.php?id=288030&forceview=1<\/a><\/p>

                          Muga, W. (August 7, 2015). Dealing With the Alcoholism Epidemic Through Social Mobilization<\/em>. Research Assistant, African Population & Health Research Center, APHRC. Retrieved on 4-17-2025 from https:\/\/aphrc.org\/blogarticle\/dealing-with-the-alcoholism-epidemic-through-social-mobilization\/#:~:text=The%20first%20step%20is%20to,victims%20should%20also%20be%20reached<\/a>.<\/p>

                          Mutillah, W. (2003). Street vending in African cities: A synthesis of empirical findings from Kenya, Cote D’Ivoire, Ghana, Zimbabwe, Uganda and South Africa.<\/em> Washington DC: World Bank.<\/p>

                          Mutuini Hope Centre. (April 2019). This Is Our Story: Mutuini Hope Centre<\/em>. Retrieved on 4-15-2025 from https:\/\/www.globalgiving.org\/pfil\/51590\/projdoc.pdf<\/a><\/p>

                          Muturi, J.T. (2013). Compliance of Slaughterhouses to Environmental Regulations: a Case Study of Dagoretti Market Abattoirs, Kikuyu District, Kenya. Master Of Arts In Environmental Planning And Management In The Department Of Geography And Environmental Studies, University Of Nairobi. <\/em>Retrieved on 4-15-2025 from https:\/\/erepository.uonbi.ac.ke\/handle\/11295\/62780<\/a><\/p>

                          Myers, B. (2019). Walking with the Poor: Principles and Practices of Transformational Development. Maryknoll, NY: Orbis Books. <\/em>Retrieved on 2-06-2024 from https:\/\/pacu.mrooms.net\/course\/view.php?id=4856#section-3<\/a><\/p>

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                          ResearchGate GmbH. (2008-2025). Map of the study area indicating the wards of Dagoretti South Subcounty within Nairobi County (bottom) in Kenya (top). <\/em>Retrieved on 4-15-2025 from https:\/\/www.researchgate.net\/figure\/Map-of-the-study-area-indicating-the-wards-of-Dagoretti-South-Subcounty-within-Nairobi_fig1_374123064<\/a><\/p>

                          Smith, Miriam and Suzanne Hurst (2008). Transformational Development and<\/em><\/p>

                          Thaiya, J.W. (2008). An assessment of the pollution of Kabuthi river by wastewater from Dagoretti slaughterhouses complex in Kiambu district of Kenya. <\/em>Master in Veterinary Public Health, Department of Public Health, Pharmacology and Toxicology, Faculty of Agriculture & Veterinary Medicine (FAg \/ FVM)<\/a>\u00a0[3067]. Retrieved on 4-15-2025 from http:\/\/erepository.uonbi.ac.ke:8080\/xmlui\/handle\/123456789\/19157<\/a><\/p>

                          The Church. <\/em>Springfield: Africa\u2019s Hope. (pdf). <\/em>Retrieved on 2-06-2024 from https:\/\/pacu.mrooms.net\/course\/view.php?id=4856#section-3<\/a><\/p>

                          Voice Of Dagoretti South \u2013 VODS. (2023a). Men from Dagoretti market alcohol and drugs<\/em>. Retrieved on 4-15-2025 from https:\/\/www.facebook.com\/groups\/1660013397463475<\/a><\/p>

                          Voice Of Dagoretti South \u2013 VODS. (2023b). Police know the drug lords of Dagoretti Market and their killer gangs; they know where to find them. <\/em>Retrieved on 4-15-2025 from https:\/\/www.facebook.com\/groups\/1112008838860236\/posts\/9468911426503227\/<\/a><\/p>

                          Wafula,\u00a0W.M., Wasonga, O.V. (October 2021). Analysis of Actors and Activities at Dagoretti, Livestock Market in Nairobi City, Kenya.<\/em> International\u00a0\u00a0Grassland Congress. Department Of Land Resource Management & Agricultural Technology, University Of Nairobi. Retrieved on 4-15-2025 from https:\/\/larmat.uonbi.ac.ke\/node\/850<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

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