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 us to open up this conversation and manage these dynamics ethically, ensuring that both volunteers and locals benefit in ways that are respectful, inspire collaboration and are sustainable.

What is a transactional relationship? A transactional relationship is between individuals where the primary basis is the exchange of goods, services, or other benefits. Unlike relational or emotional connections, transactional relationships focus on the specific outcomes only. I believe this dynamic has become a complicated and unclear one to most people on both sides of the relationship between Africa and foreign volunteers....but it does exist. And it's time to address it head on.

However, let’s start by first understanding this dynamic.

1. 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 a disorder and imbalance in the power dynamics where the people holding the 'purse strings' have greater say over the outcomes in the community rather 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. Although we encourage giving back to those in need, charity should not become an income source with no true objective to strive for independence. This is easily avoided by encouraging or even demanding self-sustainability structure.

- Perception of Foreign Wealth: Many individuals in local communities who don't understand Western dynamincs, may perceive volunteers as inherently 'cash rich', leading to expectations of material support, gifts, or favours. This is navigated by educating all sides on privilege and how that does not necessarily equate to being “rich”. Although undeniably our volunteers do hold a position of privilege, this can be used as a powerful platform to advocate  for good. And 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. By being a vocational volunteering company, this is navigated by plugging in skills to placements where they fit and make sense. Where locals are the leaders for the desired outcomes. And where our volunteers and interns are supernumerary and enhance the work locals are already doing.

2. Emphasising Mutual Benefit and Collaboration - dissociating from the “Saviour Complex”

We want to prioritise collaborative relationships** over purely transactional ones. I have, through Medi Trip, for many years addressed the power-privilege dynamics that exist in this space  and champions ethical allyship (being allies) 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 the skills and knowledge exchange in areas of mutual concern (our tagline for 10 years), between volunteers and locals 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 as well as learn from local professionals who have a better understanding of the community’s needs and genuinely value this. This approach helps counteract the perception that volunteers are "saving" or "rescuing" communities, and instead positions them as partners.

- Co-created Solutions: Our programs are focused on projects that are co-created with local stakeholders. Whether it’s 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 is where Medi Trip shines. This ensures that the work being done is truly valuable to the community and not just fulfilling someone's need for travel for pay.

3. Transparent Communication

We are also transparent that we are an ethical business that provides a service, not a charity or disguised as an NGO, offering facilitation services for a fee. We are not performative nor do we hide behind NGO lingo or co-opt other people’s struggle. We have 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. With us, this comes in the form of extensive pre-arrival information and consultation. Where money is concerned, this also helps to clarify the economic relationship between their fees and their positioning within the program and the wider community.  As well as 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.

4. Focusing on Sustainability and Capacity Building

On the focus of the projects, it stands without question that the most effective way to mitigate the transactional nature of volunteer programs is to focus on long-term, sustainable impacts and economically empower. 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 not only ensures that projects are relevant to community needs but also reduces the risk of dependency on foreign volunteers.

5. Avoiding “Voluntourism”

One of the major challenges all of us as 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. It is hard, as often this is what most want and many of us are set up in highly desired tourist destinations. But this can be navigated again by simply being community led and following the lead of local stakeholders rather than demands of tourism. Arguably, you create a more authentic enriching experience rather than cheapen 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 want to encourage longer-term commitments from volunteers where possible. Short-term projects (i.e less than 4 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 multifaceted understanding.

6. Cultrual 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 is continuously led by;

• Understanding the historical and economic context of African nations they are going to 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 how to respond to requests for financial support or gifts, emphasising community-based approaches over individual transactions.

8. Building Trust Between Locals and Volunteers

Trust between organisations, locals and international volunteers is often fractured; sometimes before it has even begun. Many foreigners arrive wary, fearful of being "scammed" or targeted simply because they are foreign and assumed to be 'cash rich'. On the other side, some local stakeholders see foreigners as paying customers, sources of income in a struggling economy, rather than as 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. And 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 very niave 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 are stand in our ecosystem and what our relationship dynamics look like.

This cannot be built on vague ideals or alternatively hysteric 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 running honest lives and offering services in a transactional world.

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

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

Navigating the transactional relationship between African locals and international volunteers

By Pearl Sakoane-Nogi