Good governance is linked to the spiritual framework of the church. Photo: LWF/Johanan Celine Valeriano
Good governance is linked to the spiritual framework of the church
(LWI) – In 2017, the Evangelical Lutheran Church in Namibia (ELCIN), through its Department of Mission, Diakonia and Social Services (DMDSS), launched its six-year “Church as a Vehicle of Good Governance” project. The Lutheran World Federation (LWF) supported this endeavor.
“The initiative aimed to address governance deficits in both church and society, bringing about transformative change,” said DMDSS Project Advisor Linda Chikerema. “Rooted in theological conviction, the project redefined governance as a spiritual and moral imperative, integrating principles of justice, accountability, and transparency into the church’s mission and operations.”
Rooted in theological conviction, the project redefined governance as a spiritual and moral imperative, integrating principles of justice, accountability, and transparency into the church’s mission and operations.
Linda Chikerema, Project Advisor ELCIN
Project vision and phases
The project emerged in response to systemic inequality, corruption, and the marginalization of women, youth, and rural communities. ELCIN viewed these issues not just as political failures but as theological concerns. Guided by its constitution, the church sought to embed governance within its spiritual framework.
Key objectives of the project were to improve church management practices for transparent and cost-effective service delivery; strengthen accountability and transparency at all leadership levels; and enhance stakeholder engagement and advocacy within and beyond the church.
With a clear vision in place, the project moved into implementation through two distinct phases. Phase One focused on institutional reform, establishing systems and procedures to ensure transparency and integrity. Phase Two emphasized capacity building, especially for women and youth, and promoted social inclusion and advocacy.
Major achievements
The project significantly strengthened ELCIN’s institutional capacity by clarifying roles, introducing standard procedures, and improving coordination across dioceses and departments.
Women participating in a workshop on good governance. Photo: ELCIN
One of the ELCIN church buildings. Photo: ELCIN
Participants in a workshop on good governance. Photo: ELCIN
Governance systems were developed, including transparent financial tools, monitoring mechanisms, and conflict resolution processes, enhancing trust and credibility. Targeted training for church staff and leaders covered ethical leadership, anti-corruption, gender inclusion, and financial literacy, fostering a culture of integrity.
Key policies – such as a revised Human Resource Policy, Code of Conduct, and Gender Equality Policy – were updated and shared through orientation sessions.
Practical tools like training manuals, audit templates, and a resource mobilization strategy were institutionalized.
Through sermons and forums, the project promoted accountability and civic responsibility, empowering women and youth in governance and advocacy.
Impact highlights
ELCIN evolved from a fragile institution into a credible, strategic body with integrated governance and a stronger civic presence. Church leaders embraced servant leadership and participatory decision-making, becoming ethical role models and social justice advocates. The project introduced ELCIN’s first Gender Policy and led to the historic ordination of its first female bishop, Rev. Hilja Nghaangulwa.
The DMDSS secretariat adopted a results-oriented culture, clarified staff roles, and attracted new partnerships. Pastors expanded their roles to include community advocacy, while church members became more engaged in governance and development. Youth took leadership in advocacy, climate justice, and social enterprise.
ELCIN also gained national credibility and participated in dialogues, campaigns, and multi-faith platforms.
Challenges and lessons learned
Over the six years, ELCIN encountered some challenges in implementing its governance reforms. Despite these, the project fostered transparency, inclusion, and ethical leadership.
Resource constraints were addressed through strategic planning, efficient use of church networks, and adaptable training materials. Governance was embedded into worship, administration, and training to reduce reliance on external funding and ensure sustainability. An exit strategy and advocacy toolkit supported continued reforms.
Institutional resistance was tackled through negotiation, intergenerational forums, and framing governance as a theological responsibility. Senior leaders engaged in seminars on biblical leadership, helping shift mindsets. Cultural inertia and misunderstandings around accountability were addressed through awareness campaigns and dialogues. The project promoted participatory governance and inclusion, empowering marginalized groups and challenging traditional power dynamics.
“The project’s legacy includes a transformed church identity,” Chikerema concludes. “ELCIN now serves as a model for faith-based institutional reform, demonstrating that governance rooted in theological conviction can lead to lasting social and institutional change.”
