For S&L, it starts with redistributing power and responsibility. No longer maintaining control from headquarters, but giving local partners the space to chart their own course. That sounds logical, but it is anything but simple. Because decentralization requires trust, patience, and conscious choices. It is a strategic process – not a symbolic gesture.
As part of a research report on decentralization for the Belgian NGO Federation, we examined how organizations approach this transition. One case outside Belgium stood out: St John of God Malawi. Whereas ten years ago the organization was still entirely dependent on funding from its Irish sister organization, today it raises a large share of its income itself through its own networks and partnerships. Not by being left to fend for itself, but through targeted investments in capacity, dialogue, and autonomy.
This case tells the story of that transformation based on conversations with director Kisa Sopera Mwafulirwa. Not as a blueprint, but as a source of inspiration. Because what St John Malawi achieved shows that decentralization is more than a structural change – it is a matter of vision, trust, and sustained commitment.
How St John Malawi evolved into an independent player in international cooperation
Ten years ago, St John Malawi was still completely dependent on funding through its Irish sister organization. Today, it stands on its own two feet. The organization now raises more than 60% of its resources independently through its own networks and relationships with donors. This remarkable transition is no coincidence: it is the result of deliberate choices, targeted investment in internal capacities, and a strong belief in equal partnership.
The building blocks of independence
1. Targeted investment in fundraising
St John Malawi deliberately focused on developing a professional team. Three key roles were created: a financial manager, a fundraiser for international partners, and a communications and partnerships officer. The Irish sister organization supported this development – not by continuing to manage everything, but through one-off investments in start-up costs, salaries, and promotional materials. Trust came first: there were no short-term expectations, but a shared belief in the potential of the local team.
2. Trust and dialogue at the center
Building relationships with donors was given a prominent place. Through "donor days", St John Malawi brought its partners together in person – with space for mutual conversation, context, and transparency. This created engagement and sustainable funding, such as with a German organization that, after an initial trial year, now provides support for five years.
3. Holding on to the core mission
Where many organizations adapt to donor trends – such as climate, malaria, or gender – St John Malawi remained true to its focus: mental health care. By linking this to clear positioning as a comprehensive provider (from prevention to occupational health care), it built a strong, unique identity.
Not without challenges
The road to independence was not without its difficulties. The organization lost valuable employees to competitors, faced reputational damage due to broader scandals in the NGO sector in Malawi, and sometimes came up against religiously inspired restrictions in the range of care services offered. Yet it stayed the course. What helped? The ongoing – but supportive – relationship with the Irish mother house, which served as a mark of quality and a trusted anchor for other partners.
What other NGOs can learn
The experience of St John Malawi makes it clear that local autonomy is not a by-product, but the result of deliberate choices. For organizations that truly want to give their partners more responsibility, S&L identifies the following as the essential lessons:
- Invest in relationships and mutual trust: Go beyond reporting. Meet each other, listen actively, and share openly.
- Build capacity, not just projects: Local organizations need stable structures and skills in order to grow independently.
- Make roles and decision-making space explicit: Transparency prevents misunderstandings and creates room for ownership.
- Respect your partner’s mission: Avoid imposing external agendas. Trust in their expertise and local roots.
- Use international networks as a lever, not as a steering mechanism: International support can provide legitimacy and stability, as long as it strengthens local autonomy.
Would you like to know more about how S&L supports organizations in their evolution toward greater autonomy and ownership? Or would you like to receive the report on decentralization that we prepared for the NGO federation?
