A great partnership can make or break a project, but if they’re not created equitably or equally, the project’s foundations aren’t going to be meaningful. Here’s how you can shift from a contractual or transactional partnership to a transformational one.

Transactional Partnerships

As the name suggests, these focus mostly on the exchange of goods, services, or resources. In these relationships, the interaction between partners is often limited to fulfilling specific, pre-agreed terms, such as delivering a service, providing funding, or completing a project within a set timeframe. The relationship is often driven by contracts, with clearly defined roles, responsibilities, and expectations.

They can be effective to establish a formal working relationship, as a first contract or project, or for shorter term projects that may not lead to a longer term relationship.

However, focusing only on contractual obligations and transactions can lead to a narrow view of success, where the completion of tasks or the disbursement of funds is seen as the primary indicator of a partnership’s effectiveness.

Transformational Partnerships

In contrast, transformational partnerships focus on shared goals and continuous learning, and offer the potential for long-term benefits and sustained impact.

Transformational partnerships can also empower all partners involved, especially those with relatively less power, to build equitable relationships. They help break the structure of one ‘lead’ organisation accessing most of the funds while others support their work, and can help challenge that traditional hierarchy.

Especially since such partnerships are often between larger and well-resourced NGOs and INGOs and smaller ones, often at the local or national levels, this is an important power dynamic we can confront within our spheres of control.

In a transformational partnership, the less resourced organisations receive equitable treatment, contract terms, and sometimes financial and other resources and are, therefore, active contributors responsible for designing and implementing projects. This empowerment-led approach can both deepen relationships and encourage independence (by challenging the dependence inherent in the structures in a transactional partnership). This in turn can help to strengthen the agency of local organisations and communities.

Transformational partnerships go beyond resources though. These relationships are built on a foundation of trust, mutual respect, and a shared vision for long-term impact.

Transformational partnerships recognise that the true value of collaboration is in the relationships, knowledge, and collective expertise built through these projects.

One of their key features is their emphasis on co-creation. This process allows for the integration of diverse perspectives and expertise, leading to more innovative and contextually relevant approaches. It also helps to ensure that the needs and priorities of all partners, particularly those with less relative power, are fully considered and addressed.

Transformational partnerships also prioritise expertise as a central component. Rather than treating local partners as passive recipients, transformational partnerships focus on strengthening the capabilities of all partners, enabling them to contribute more effectively to the partnership and to lead future initiatives. This approach not only enhances the sustainability of development efforts but also fosters a sense of ownership and empowerment among local actors.

Trust and Communication

Trust is the cornerstone of any transformational partnership. Building trust requires time, patience, and a genuine commitment to transparency and accountability. In transformational partnerships, we can do that through open and honest communication. You know you’ve achieved that when partners feel safe to share their ideas, concerns, and challenges without fear of judgment or reprisal.

This helps to build a deeper understanding between partners, allowing them to work more effectively together and to navigate any conflicts or difficulties that may arise.

Listening is also key, as with building trust and communication in our personal relationships. Beyond just sharing information, partners once they trust each other take the time to listen to each other’s perspectives, experiences, and insights. This active listening fosters a culture of mutual learning, where everyone benefits from shared knowledge, and leaves space for understanding where others’ expertise can support their work.

The move from one to another can be challenging, especially when we’re working across organisational and personal culture. The shift from a transactional to a transformational approach requires a shift in mindset, and deeply understanding what our roles are in projects and our relationship more broadly. It also involves a focus on collaboration and relationship-building. This shift may involve rethinking traditional power dynamics, challenging existing practices, and being open to new ways of working together.

It also is a long-term endeavour, and are therefore constantly evolving and shifting. This means that everyone has to be willing to invest time, resources, and energy into maintaining and nurturing it – and making adjustments when things don’t go according to plan.