How companies and aid implementers can engage with BII Plus

As traditional official development aid funding declines, many development organizations are taking a closer look at the role of development finance institutions, or DFIs, in helping fill the gap. DFIs such as British International Investment, or BII, are becoming increasingly important players in the global development finance ecosystem. With a focus on private sector investment in regions such as sub-Saharan Africa and South Asia, BII backs companies across sectors and supports impact themes such as gender equity and climate resilience. But for many implementers and potential partners, the path to engaging with DFIs — particularly through technical assistance — remains unclear. In a recent conversation with Devex, Simon Meier, director and head of BII Plus, the technical assistance branch of BII, offered a rare look at how the U.K.’s DFI structures its technical assistance, or TA, work, what types of partnerships it supports, and how organizations can position themselves to get involved. “We’re a grant facility, separate from BII’s investment capital. But we’re highly integrated into how BII drives impact — whether that’s helping investees reach underserved groups or building markets in places where private capital hasn’t flowed,” Meier said. While small in financial terms, BII Plus is active and growing. In 2023, it had a £6 million grant budget, compared to £1.3 billion in new investments made across BII. Yet in terms of delivery, Meier noted that BII Plus supported nearly 100 TA projects last year — roughly matching the number of investments made by the entire rest of the institution. What does BII Plus fund? So, how is BII Plus putting that grant funding to work? Meier outlined three strategic pillars that define the facility’s approach to technical assistance: 1. Unlocking new investments TA uses pre-investment to help companies or ecosystems become investment-ready. This includes feasibility studies, financial advisory, and early pipeline support, especially in undercapitalized or fragile markets. BII Plus is expanding to countries such as Zambia, Nepal, Sierra Leone, and the Democratic Republic of the Congo, often in collaboration with peer DFIs such as the Netherlands Development Finance Company, or FMO. 2. Supporting the existing portfolio This pillar accounts for the majority of TA projects. Funding goes to help BII’s investees deepen their development impact — whether through improved job quality, inclusive business models, gender lens strategies, or climate resilience. “It’s about enhancing what already exists and pushing it further,” Meier explained. 3. Field-building and thematic influence Around 20% of BII Plus funding supports initiatives that shape the broader impact investing ecosystem. These include cross-DFI efforts on climate adaptation metrics, contributions to global gender initiatives, and support to off-grid energy alliances. “We always ask — why should this be BII’s role? Is there real additionality? And will the support we provide lead to sustainable, long-term value?” Meier said, summarizing the seven core principles BII Plus applies when assessing projects. How organizations can engage with BII Plus For NGOs, advisory firms, and consultancies looking to work with BII Plus, the entry points are real — but not always obvious. BII Plus doesn’t implement projects directly. Instead, it works through a network of primary delivery partners and local technical specialists. These partners carry out everything from feasibility studies to gender mainstreaming strategies to market-building work in frontier economies. “Fifty percent of DFI investment over the past 20 years went to just a handful of countries. We’re now looking harder at frontier markets where the development case is strong but the investment conditions are harder.” --— Simon Meier, director and head, BII Plus And while the programs are designed in-house and tightly aligned with BII’s investment strategy, Meier emphasized that there is openness to new collaborators, particularly those with regional expertise or sector-specific skills. In some cases, organizations may be brought in for individual project delivery; in others, they may take on a lead role in managing an entire TA program. Procurement is typically competitive, and BII Plus maintains a roster of vetted partners to call on — but Meier encouraged interested groups to proactively share their credentials and areas of expertise with the BII Plus team, who can circulate that information across programs. What’s clear is that BII Plus only funds TA with a clear investment link. In the case of pre-investment support, there must be what Meier called a “credible line of sight” to a deal — ideally within 18 to 24 months — and that needs to be backed by BII’s internal investment teams. “We’re managing a limited pool of grant funding, so we have to apply a high bar. But we’re always looking for strong delivery partners who can help turn our impact priorities into action,” Meier said. DFIs are retooling TA for riskier markets — but funding questions remain As DFIs shift their focus beyond large, mature markets, TA is playing a bigger role in unlocking capital where traditional investors hesitate to go. “Fifty percent of DFI investment over the past 20 years went to just a handful of countries. We’re now looking harder at frontier markets where the development case is strong but the investment conditions are harder,” Meier said. BII Plus is part of that shift. In places where the private sector is thin or early-stage, TA helps lay the groundwork — through ecosystem-building, pipeline development, and partnership with other DFIs. Still, Meier acknowledged that future funding remains uncertain. “With recent ODA cuts in the U.K., U.S., and Netherlands, everyone — ourselves included — is in a holding pattern,” he said. “We don’t yet know how our own funding will evolve after 2027,” the year that the Foreign, Commonwealth & Development Office’s plan to cut aid to 0.3% of GNI will start to be implemented. In the meantime, he encouraged organizations to stay agile and continue exploring new partnership models, including outside of government funding channels. “There’s a window right now to think creatively, to pivot if needed, and to make sure we’re all set up to weather what’s coming.”