{"id":1858,"date":"2026-04-02T13:47:15","date_gmt":"2026-04-02T10:47:15","guid":{"rendered":"https:\/\/schmueljoshua.com\/sample\/?p=1858"},"modified":"2026-04-05T17:56:25","modified_gmt":"2026-04-05T14:56:25","slug":"assessing-the-accomplishments","status":"publish","type":"post","link":"https:\/\/schmueljoshua.com\/sample\/assessing-the-accomplishments\/","title":{"rendered":"Assessing The Accomplishments"},"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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Assessing The Accomplishments ~ The Evaluation Stage Report For The Transformational Community Project Of Alcoholism Eradication In Mutuini Sub-County, Nairobi\u201d ~ A Transformational Community Evaluation Development 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 the Evaluation Stage. 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>\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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Figure 2. Figure 1. An AI Image of Moses Seeing the Promised Land from Mount Nebo. 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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Forty years after Moses had encountered the burning bush and responded to the call, it was time to climb the Mountain, see the Promised Land from afar, and die. Therefore, the transformational community project under him had come to a 40-year generational halt, forcing him to pass the leadership baton to Joshua and his new generation. Contrary to what many preachers are wont to preach, had Moses failed? Though the soles of his feet did not step into the Promised Land, had his labours of 40 years been all for nothing? We sought to answer these questions with the committee as we met to review our one-and-a-half-month community transformational journey of eradicating alcoholism in Mutuini Ward. Like Moses before us, having responded to the burning bush of literal burning bonfires and loud shouts of the protesting community angry at the merciless public slaughter of an escaping addict on February 12, we had begun a let-my-people-go emancipation journey together with the community. With a momentous goal of eradicating alcoholism and a finer objective of social awareness, after six unforgettable weeks, it was time to fold it up, evaluate our journey and determine the way forward. What did we find during this stage? The following work, therefore, is the evaluation stage report reviewing the program activities, human resources, material resources, information, facts, and figures to assess progress and effectiveness of the community-led efforts to eradicate alcoholism in Dagoretti Market, in Mutuini Ward, Dagoretti South Constituency, in Nairobi County, Kenya. What were the events before this grave moment?<\/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

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1. <\/em><\/strong>The Background to the Evaluation ~ Reviewing the Program’s Activities<\/em><\/strong><\/h4>

The great noble goal of eradicating alcoholism was initially conceived after the infamous murder incident that took place on February 12 at Dagoretti Market, Mutuini Ward, at 7 pm, as both the armed police and the helpless citizens watched in anguish. After this initial conception, the burden lingered on until the formal commencement of the community transformational project exercise on March 15, when mapping began with a subsequent launch of the action plan three days later on March 18 (see Addendum Figure 1.1: Action Plan for Social Mobilization Against Alcoholism in Mutuini Ward). Therefore, in gynae-speak, the pregnancy was conceived on February 12 but only brought forth after March 15 and 18, after physically meeting the community for mapping and consequent action planning.<\/p>

Consequently, the buzzing bees got very busy as the implementation phase began on April 5 when Anne, the Patron, tabled the Activities Follow-Up Report. The following day, April 6, the busy bees launched the Community-Led Project Launch Technical Workshop before again organizing the Communitywide Project Launch Community Workshop three days later on April 9. That same late evening of April 9, there was the Steering Committee Meeting, which formally ratified the project, and from there, the lights never went out for the entirety of the project.<\/p>

Therefore, the four-pronged social awareness objective was diligently executed: advocacy and awareness were done on April 8,\u00a0social marketing three days later on April 11,\u00a0behavioral change communication on April 12, and\u00a0capacity strengthening on April 14. The monitoring report finally came in on April 16. Thus, before we began the assessment phase, the attentive leaders needed to know why evaluations were critical for a community-led transformational project like the one they had devoted so much to. Who were the project’s key personnel, and what resources did they need?<\/p>

2. <\/em><\/strong>The People and Their Tools ~ Human Resources and the Material Resources Needed<\/em><\/strong><\/h4>

The project began with five key people, with an additional one added later to enhance inclusivity. The following were the key people and their key roles:<\/p>

  1. Anne, the Owner and Operator of Purefresh Water Dispenser ~ She became the project’s Patron<\/em><\/li>
  2. Alex, the Transport Manager within the Dagoretti Market Stage ~ He became the project’s Coordinator<\/em><\/li>
  3. Njambi, the Operator of Betpalace ~ He became the project’s Treasurer<\/em><\/li>
  4. Tony Njuguna, the Brilliant Mechanic ~ He became the project’s Secretary-General and Spokesman<\/em><\/li>
  5. Sammy, the Motorcycle (Boda Boda) Rider ~ He became the project’s Light Transport Errand <\/em><\/li>
  6. Njoroge ~ The New Entrant who became the project’s Evaluator and the Youth Representative<\/em><\/li><\/ol>

    What roles did they play, how much money was used, and what material did they need? Since all the work done was voluntary, with the only cost being the internet, which was obtained from either free Wi-Fi or the usual subscribed bundles, there was no concern about cost. This information is well captured in the addendum Figure 1.3: The Summary of the Action Plan. What did they learn at the opening of the meeting?<\/p>

    3. <\/strong>Helping the Community to Understand the Need for Evaluation<\/strong><\/h4>

    The overwrought meeting promptly began the following day, on Thursday afternoon of April 17, with the weary battalion eager to process their evaluation report. Since they had volunteered for the love of God and country on such short notice, what was the need for it? Taking up the crystallized wisdom of Mbede, P. (2025b), we explained to them the following merits of Evaluation:<\/p>

    1. It provides several opportunities for determining the extent of the desired impact, determining if goals and objectives are being\/have been met, and whether the program is on track. Further, it helps to allocate and reallocate resources more effectively, thus ensuring that we are good stewards of God’s resources while identifying the strengths and weaknesses of the program. This helps us in measuring progress and improving effectiveness. Consequently, this helps carry out strategic planning and designing and implementing new programs from what is learned.<\/li>
    2. A Learning Tool:<\/em> Helping us identify successes and failures becomes an excellent tool for learning.<\/li><\/ol>

      iii. Resource Audit:<\/em> It helps to determine whether resources have been used most effectively. The committee then reported with an evaluation report two days later, on Saturday evening of April 19. How had they evaluated their project?\u00a0<\/p>

      4.\u00a0 <\/strong>Revealing the Methodology ~ Who Did the Evaluation?<\/em><\/strong><\/h4>

      The Secretary-General, Njuguna, reported that they had opted to use participatory Evaluation in the interest of time and resources. This meant that the community members and the transformational development team had evaluated the project and process themselves. He quickly pointed out his fears that this style, though swift and affordable, was imperfect because it had opened up room for bias since the community members were not as free to air their negative sentiments about the project to their neighbors as opposed to outsiders. Therefore, the opinions he had in his hands were not as honest and unbiased as he would have wanted. What tools had they used?<\/p>

      Again, showing just how innovative he was, he went on to inform the group that though there were better approaches like the mixed-method approach, where one can use a hybrid combination of site visits, an all-staff online survey, document review, and key informant interviews, they had settled for something different. Leaning back on the methods and forms used for the project’s information gathering, they did on-site inspections by going to the various social media handles of the leaders within Mutuini Ward, the larger Dagoretti Constituency, and obtained the needed feedback. Again, talking to the doors of the community, they had easily gathered informal oral reports from their community members who had proved generous with their time and views. What did they find?<\/p>

      5.\u00a0 <\/strong>Assessing the Information, Facts, and Figures to Assess Progress and Effectiveness, Consider Cost versus Efficiency<\/strong><\/h4>

      5.1\u00a0\u00a0\u00a0\u00a0 <\/strong>The Findings ~ the three broad disclosures<\/em><\/strong><\/h4>

      Intending to measure both quantity (numbers or measurements) and quality (attitudes and quality of life issues), the team, like professional journalists, went about with three different recorders to accurately capture the following three broad assessments in their innovative interviews: outcome Evaluation, impact evaluation, and process evaluation. The following is what the three reliable recorders revealed:<\/p>

      5.1.1\u00a0\u00a0\u00a0 <\/strong>#the 1st recorder ~<\/em><\/strong> Outcome Evaluation<\/strong><\/h4>

      Here, they measured the final results’ outcome by answering the question, “Has the community accomplished what it wanted to?”<\/em> Since this type of Evaluation is closely tied to the goals and objectives set during the planning phase, the team keenly wanted to know whether these goals and objectives were met. After carefully listening and weighing the feedback, it was clear that the goals and objectives were partly <\/em>met. It means that the overall outcome was partial and not complete! What did the next recorder reveal?<\/p>

      5.1.2\u00a0\u00a0\u00a0 <\/strong>#the 2nd recorder ~<\/em><\/strong> Impact Evaluation<\/strong><\/h4>

      Here, the team sought to assess the fundamental change the community wanted to see in their social or spiritual situation. It sought to answer the following questions, which the respondents were quick to answer, as shown in the following summarized table:<\/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

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      1.1.1\u00a0\u00a0\u00a0 <\/strong>#the 3rd recorder ~<\/em><\/strong> Process Evaluation<\/strong><\/h4>

      Finally, the team sought to assess the effectiveness of the chosen action plan and strategies by answering the two questions. The questions were as follows:<\/p>

      *“Would a different action plan or different method have achieved different, or even better, results?” <\/em>The reports revealed that the action plan used was the best available within the context tackled. This means the community was profiled fully and correctly; the appropriate goals were chosen, the objectives SMART, and they addressed the real problems, while good actions were chosen and followed through.<\/p>

      **”Did we choose to do things in the correct ways?” Though the overall view was that things had generally been done correctly, there were concerns from the community about the project’s hurried nature. Where were changes needed, and how could they help to plan more effectively for the future of the community-led efforts to eradicate alcoholism in Dagoretti Market, in Mutuini Ward?<\/p>

      2. <\/strong>Areas for future focus<\/strong><\/h4>

      Going into the future, the team learned several things, discovered areas needing change, and discovered what to tell others.<\/p>

      What is there to learn?<\/strong><\/p>

      1. What Each Phase of Transformational Community Development Signals:<\/em><\/li>
      2. Mapping: <\/em>Since this phase represents the necessary research, we should never begin planning without thoroughly doing it.<\/li>
      3. Planning: <\/em>Since this phase represents the critical thinking and reflection necessary, we should never hurry; it will determine how we act going forward.<\/li>
      4. Implementation: <\/em>Since this phase represents the necessary action, we should never treat it as a rehearsal because once the actions are performed, lives are forever impacted for evil or good!<\/li>
      5. Evaluation<\/em>: Since this phase represents the necessary analysis, we should never fail to do it because future projects can be benchmarked based on it.<\/li><\/ol>

        What would we change?<\/strong><\/p>

        1. Replacing ‘Project’s Completion’ with ‘People’s Transformation’: <\/em>The project’s goal is transformation. Henceforth, the people being served must be more important than projects!<\/li>
        2. Changing the Head with the Heart: <\/em>Rather than teaching hurried academic theories to which the listeners can nod, we should focus on integrating the learning into life experiences. Authentic learning becomes most relevant when built into a life experience.<\/li><\/ol>

          What would we tell others?<\/strong><\/p>

          1. Involvement is the Greatest Motivator: <\/em>Instead of whipping the community to be involved in the project through a lengthy oratory, involve them fully and watch them thrive. This is because Smith advises that the energy that the community will give to a project is proportional to its members’ involvement in planning the project and the benefit they will receive from it.<\/em><\/li>
          2. The Key Players of Development: <\/em>There are two key players in development: people and their cultures.<\/li><\/ol>

            iii. The True Repository of Communal Needs: <\/em>Never rush to consult outside sources about a particular community’s needs. This is because community members know their problems and the solutions that may work better than outsiders!<\/p>

            3. <\/strong>Conclusion<\/strong><\/h4>

            Though Moses never physically set foot in the Promised Land, he sowed the crucial seed that became the foundation upon which the future conquest of this elusive inheritance became a reality. From the verdict of the evaluation, it became clear that we never eradicated Alcoholism from Mutuini Ward. This is because, walking through its sleepy streets, you are still likely to find staggering souls emerging from the dark taverns. However, the social awareness initiatives introduced into the community have become a seed, gradually transforming one soul and household at a time. Soon, there is hope for the withered tree of Mutuini that God will pour out His precious water of revival, and the tree of wholescale transformation will become a reality, leading to holistic development that many truly cries for. Until then, lifelong relationships have been restored, new ones forged, and wrong ones dismantled. Therefore, the project\u2019s activities have not halted; the human resources on the ground are active while their meager resources are still being utilized for the vision. Meanwhile, the information, facts, and figures are not erased but are available to all those willing to assess and act upon them as led for the betterment of the community. As the community acts on the key areas needing change while planning more effectively, the skies proclaim that the community-led efforts to eradicate alcoholism in Dagoretti Market, in Mutuini Ward, will yield lasting fruit. We hope to be the first partakers since that will be the only reward that the community can give for our labor of love!<\/p>

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

            With the final evaluation phase done, the following is the highlight of what was observed and proposed to the team as they now prepared for the winding of the project:<\/p>

            1#proposal:<\/strong><\/em> The Need for a Culture of Temperance ~ <\/strong>Since the main problem that the project aimed to solve was Alcoholism, there was a need for both the individuals on the project and the wider community to master temperance in all things. This would be the proverbial prevention that is better than a cure. Therefore, rather than always looking forward to fighting Alcoholism as a disease, the best way forward was temperance!<\/p>

            2#proposal<\/strong><\/em>: Need for More Time ~ <\/strong>Since the problem that the project aimed to solve took decades to get to where we found it, the team and the wider community needed patience to eradicate it. As a rule of thumb, community transformation was a process, not an event!<\/p>

            5. <\/strong>Addendum<\/strong><\/h4>

            Figure 1.1: <\/strong>Action Plan for Social Mobilization Against Alcoholism in Mutuini Ward<\/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

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            Source: Author, April 2025<\/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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            Figure 1.3:<\/strong> The Summary of the Action Plan<\/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

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            Source: Author, March 2025<\/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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            References:<\/strong><\/h4>

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            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>

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