Amid the rapid transformations in the concepts of institutional collaboration, American expert Jessica D’Avanza, who specializes in communication strategies and nonprofit branding, published a rich article on the Round Square Strategy platform titled:

"What Nonprofits & Agencies Must Bring to the Table to Ensure a Successful Partnership"

Jessica is not a fleeting writer; she has over twenty years of professional experience where she combined communication identity with business strength, during which she founded her own agency, working with major U.S. nonprofit organizations on building a strong institutional identity and creating partnerships that go beyond mere "courtesies" into alliances with a clear impact.

Here we present an expanded reading of this article and attempt to align it with the reality of the nonprofit sector in Saudi Arabia, where there is an increasing need for thoughtful partnerships that do not just rely on donations and support but are built on shared thinking and mutual responsibility.

First: Courage

This courage means that the organization is ready to transcend conventional molds and listen to what the beneficiary says fairly without defensiveness.

In her initial definition, Jessica asserts that partnership requires intellectual and institutional courage, not just the signing of a cooperation document.

In the Saudi context:

True partnership begins when the organization has the courage to say, "This model has not worked... so let's try a new option," without feeling embarrassed or threatened.

How many organizations insisted on implementing a project despite the apparent lack of its impact, just because it was "part of the approved plan"!

Second: Trust

The writer points out that trust is not built on slogans, but on daily practices, such as respecting time, being committed to outcomes, and delivering work of quality that reflects appreciation for the other party.

Locally:

Some entities still view partnership as "conditional support," while Jessica indicates that true trust is built when you say:

Trust in partnerships within the Saudi nonprofit sector is still being tested.

This requires both parties to have a mature awareness that partnership is not favoritism, but constructive engagement.

"We will not give you what is easy... but what is right, even if it contradicts your expectations."

Third: Genuine Intellectual Partnership

It is not enough for the agency or supporting entity to be an executor; it must be a true intellectual partner that asks difficult questions, warns against repetition, and pushes the organization toward strategic thinking instead of consumeristic thought.

In the local experience:

Many organizations treat service providers as "contractors," while the new environment for nonprofit work under Saudi Vision 2030 requires the shift from a "demand and execution" logic to a "partnership and thought" logic.

Organizations that listen to their intellectual partners' feedback—even if it is harsh—are the ones that can create a real transformation in their mission.

Fourth: Full Commitment

The writer emphasizes that nonprofits do not deserve 80% of the partner's quality, nor even 95%... they deserve 100% and more.

In our reality:

While the model presented by Jessica calls for:

Some partnerships in Saudi Arabia, unfortunately, are managed with the logic of "free = courtesy," where the project does not receive full attention from one party because it has no direct financial return.

  • Full immersion of the partner team in the organization's mission.
  • Assigning the best to the project, not just the available.

  • Treating the project as a national mission, not just a work contract.

Fifth: Values that Transform into Practice

Values that are not translated into daily practical behavior remain mere marketing slogans.

Jessica raises a precise idea: not every agency that writes "transparency" on its website actually practices it.

In Saudi Arabia:

It is not enough to say, "We are a leading organization" if we don't respond to the partner's email within a week!

Does the partner see our values in action? Do we adhere to accuracy, honesty, perfection, and accountability?

In the same way, organizations must ask themselves:

Organizations need to evaluate their partners not just by the cost of service, but by their ability to reflect values in every communication and output.

Sixth: Follow-up and Keeping Promises

How many partnerships have collapsed because timelines were not respected, or because one party suddenly stopped responding, or because one party assumed that "good intentions" substitute for commitment to outcomes.

The last element emphasized by the writer is the importance of keeping promises.

Locally:

When a funding entity writes in its letter: "We expect the impact report within 60 days," it is expected to be delivered on the sixtieth day, not after the holiday, nor when the relevant employee has time.

We need a professional culture that respects time and plans, without needing reminders or heavy follow-ups.

At the Partnership Table… Don’t Come Empty-Handed

Instead, you need to come prepared with:

When you sit at the partnership table, it is not enough to attend in the name of the organization or with a support letter.

  • Decision-making courage.
  • A structure that establishes trust.
  • Thinking that broadens horizons.
  • Commitment that knows no courtesy.
  • Real values that cannot be bought.
  • Fidelity that mirrors the great.

If these six elements come together, the partnership becomes more than a signature... it becomes a means to redefine our impact on people's lives.