Navigating the transactional relationship between African locals and international volunteers

Navigating the Transactional Relationship Between African Locals and International Volunteers

By Pearl Sakoane-Nogi

Navigating the transactional relationship between local people and international volunteers, particularly in places like Tanzania, requires a deep understanding of the complexities that arise when foreign aid, volunteerism, and local communities meet.

For a company like Medi Trip, it is crucial to open up this conversation and manage these dynamics ethically. We aim to ensure that both volunteers and locals benefit in ways that are respectful, inspire collaboration, and are sustainable.

What is a Transactional Relationship?

A transactional relationship exists between individuals where the primary basis is the exchange of goods, services, or other benefits. Unlike relational or emotional connections, transactional relationships focus solely on specific outcomes. I believe this dynamic has become complicated and unclear for many people on both sides of the relationship between Africa and foreign volunteers. However, it does exist, and it's time to address it head-on.

Understanding the Root of the Transactional Dynamic

The transactional relationship often stems from the dynamic where international volunteers bring resources, funding, and opportunities that local communities may not always have immediate access to. Volunteers from wealthier countries often support local organisations and facilities, creating an economic relationship that underpins their volunteer work. This can potentially create disorder and imbalance in the power dynamics, where those holding the 'purse strings' have greater say over the outcomes in the community than the people we are trying to serve.

In Tanzania and most African nations, this dynamic can manifest in several ways:

• Economic Dependency on Charity: Some local projects may become financially dependent on charity and goodwill. While we encourage giving back to those in need, charity should not become an income source with no true objective to strive for independence. This can be avoided by encouraging or even demanding a self-sustainability structure.

  
  

• Perception of Foreign Wealth: Many individuals in local communities who don't understand Western dynamics may perceive volunteers as inherently 'cash-rich', leading to expectations of material support, gifts, or favours. This can be navigated by educating all sides on privilege and how that does not necessarily equate to being “rich”. Although undeniably our volunteers hold a position of privilege, this can be used as a powerful platform to advocate for good. There should be no pressure or expectation to simply give charity, only a duty to use their privilege responsibly.

  
  

• Addressing Short-term Interventions: The short-term nature of most volunteer programs can create a cycle where communities rely on foreign volunteers for resources or labour, rather than developing long-term, locally driven solutions. As a vocational volunteering company, we navigate this by plugging in skills to placements where they fit and make sense. Locals should be the leaders for the desired outcomes, with our volunteers and interns enhancing the work locals are already doing.

  
  

Emphasising Mutual Benefit and Collaboration

We want to prioritise collaborative relationships over purely transactional ones. Through Medi Trip, I have addressed the power-privilege dynamics that exist in this space and champion ethical allyship rather than carrying a saviour complex. This means shifting the narrative from "volunteers coming to help" to "volunteers working with locals toward a shared long-term goal." Emphasising skills and knowledge exchange in areas of mutual concern helps to level the playing field.

Value Local Expertise

A key way to reduce the transactional nature of the relationship is to visibly centre local expertise. Volunteers should understand that they are there to support and learn from local professionals who have a better understanding of the community’s needs. This approach helps counteract the perception that volunteers are "saving" or "rescuing" communities, instead positioning them as partners.

Co-created Solutions

Our programs focus on projects that are co-created with local stakeholders. Whether in healthcare, education, or community development, locals should have a say in designing programs and deciding where volunteers’ skills are best utilised. This has always been our secret, and it is where Medi Trip shines. This ensures that the work being done is genuinely valuable to the community and not just fulfilling someone's need for travel for pay.

Transparent Communication

We are transparent that we are an ethical business that provides a service, not a charity or disguised as an NGO. We offer facilitation services for a fee and do not hide behind NGO lingo or co-opt other people’s struggles. We engage in hard conversations with ourselves and stakeholders who want to be part of the solutions.

Clarifying Roles and Expectations

Before arrival, volunteers are briefed on the broader context of the program. This comes in the form of extensive pre-arrival information and consultation. Where money is concerned, this helps clarify the economic relationship between their fees and their positioning within the program and the wider community. It also highlights the importance of not overstepping boundaries through financial aid or gifts to individuals, which can unintentionally create dependency or resentment.

Discussing Cultural Expectations

Volunteers are also made aware of cultural practices related to gift-giving, hospitality, and expectations of reciprocity. In many Tanzanian communities, generosity is a cultural value, and volunteers may feel pressure to give in return for kindness or services. Clear guidance on appropriate ways to engage with local customs and support community needs can help volunteers navigate these situations ethically.

Focusing on Sustainability and Capacity Building

The most effective way to mitigate the transactional nature of volunteer programs is to focus on long-term, sustainable impacts and economic empowerment. Volunteer companies can achieve this by designing programs that empower and build local capacity rather than create reliance on external volunteers.

Promoting Local Leadership

Volunteer programs should prioritise local leadership at every level. This means that local professionals or community members should lead projects, with volunteers serving as assistants or support staff. Encouraging local leadership ensures that projects are relevant to community needs and reduces the risk of dependency on foreign volunteers.

Avoiding “Voluntourism”

One of the major challenges volunteer companies face is avoiding the perception and practice of “voluntourism,” where volunteering becomes more about the volunteer’s personal travel experience than the actual impact on the local community. This is difficult, as many volunteers desire to work in highly sought-after tourist destinations. However, this can be navigated by being community-led and following the lead of local stakeholders rather than the demands of tourism. Arguably, this creates a more authentic, enriching experience rather than cheapening it by commercialising it. In addition, it becomes far more valuable.

Ethical Marketing

We want to be conscious of how we market our programs. Rather than promising life-changing experiences or heroic narratives, we should focus on the importance of cultural exchange, learning, and genuine collaboration. Volunteers should be prepared for a humble, learning-centered knowledge exchange, rather than expecting to make a significant immediate impact.

Longer-term Volunteer Commitments

When possible, we encourage longer-term commitments from volunteers. Short-term projects (i.e., less than four weeks) often intensify the transactional nature of the relationship, as volunteers come and go without building meaningful relationships or understanding the long-term needs of the community. Longer-term placements allow volunteers to integrate more deeply into local life, building trust and a multifaceted understanding.

Cultural Competency

Providing volunteers with robust cultural sensitivity preparation is key to helping them navigate the transactional aspects of their relationships within local communities. Our work continuously focuses on:

• Understanding the historical and economic context of African nations and how colonial legacies affect current power and economic dynamics.

• Addressing the "saviour complex" and encouraging volunteers to see themselves as allies and supporters rather than rescuers.

• Guiding volunteers on how to respond to requests for financial support or gifts, emphasising community-based approaches over individual transactions.

  
  

Building Trust Between Locals and Volunteers

Trust between organisations, locals, and international volunteers is often fractured, sometimes even before it has begun. Many foreigners arrive wary, fearful of being "scammed" or targeted simply because they are foreign and assumed to be 'cash-rich'. Conversely, some local stakeholders see foreigners as paying customers or sources of income in a struggling economy, rather than partners in a meaningful exchange.

Neither of these mindsets exists in isolation. They are shaped by histories of inequality, inconsistent experiences, and the global commodification of voluntourism. The truth is uncomfortable; both things can be true. Some volunteers do get misled, mistreated, and scammed. Most locals are simply trying to survive in a system that often places them at the mercy of foreign aid and opportunity.

I don't want to pretend these dynamics don't exist. I think too many organisations do or use naive or simplistic approaches to resolving them. I believe the solution is to address it openly and offer our truth and points of view, so we can collectively decide where we stand in our ecosystem and what our relationship dynamics look like.

This cannot be built on vague ideals or hysterical finger-pointing or mistrust. It is rooted in factual truth and an openness towards mutual benefit.

Humanising Each Other

Replacing suspicion and assumption with solution-focused objectives is key. When we humanise each other, the walls come down, and progress forms.

Respecting Context

• Not every interaction is a scam.

• Not every local is trying to exploit you.

• Most people are living honest lives and offering services in a transactional world.

  
  

Understanding this distinction and using discernment by realising Africans are not homogenous but nuanced will help us all move from judgement towards a smarter and more progressive future.

In conclusion, we are committed to fostering empowering, mutually respectful partnerships. This requires continuously rethinking program design, emphasising respect, equity, economic empowerment, and capacity-building while ensuring transparent communication. By focusing on ethical, culturally conscious approaches and prioritising the well-being of both volunteers and local communities, we invite you to join us in creating positive, lasting change while respecting the dignity and self-determining agency of the communities we serve.