The Danish B2B Programme
Working with International Donor Development: The Danish B2B Programme
My entry into the international donor development world came through the Danish Business-to-Business (B2B) Programme, funded by Danida. The programme’s mandate was simple yet profound: to transfer Danish technology and business know-how to underprivileged South African entrepreneurs, enabling them to establish viable businesses and, in doing so, uplift communities.
The Programme Context
The Danish B2B initiative was designed as a technology-transfer mechanism that paired Danish companies with South African counterparts. The goal was not just to hand over tools or knowledge, but to create sustainable ventures that could thrive independently. It was anchored in the belief that entrepreneurship, if strategically supported, could tackle inequality and generate durable growth.
My Role as Facilitator
My task was to facilitate strategies for these joint ventures. This meant much more than moderating discussions. It involved guiding multi-cultural business teams to interrogate their assumptions, identify the best routes for adaptation of Danish technologies, and build business models suited to local realities. I had to ensure that technology transfer was not just technical, but embedded in sound strategy, with clear goals, financial sustainability, and cultural alignment.
Over the course of the programme, I facilitated strategies for more than thirty business start-ups across different sectors. Each required a balance of Danish expertise and South African entrepreneurial spirit. For many participants, it was their first exposure to structured strategic planning. My role was to demystify the process, create trust across cultural lines, and push teams to articulate actionable, measurable paths forward.
Lessons and Outcomes
The work underscored a number of truths about donor-driven development:
- Sustainability is built, not given. A joint venture succeeds when both sides contribute and adapt, not when one side dictates.
- Facilitation is as critical as funding. Without structured dialogue and disciplined strategy, even the most generous donor project risks being lost to misalignment.
- Entrepreneurship is transformative. The programme produced businesses that not only survived but grew, creating employment and embedding technology into South African industries.
Recognition
For this work, I received a merit certificate for excellence as a strategy facilitator from the Institute of Management Consultants. More importantly, many of the businesses I helped guide continue to operate years later—a testament to the value of strategy-led donor programmes.
Looking Ahead
The Danida B2B Programme remains one of the most formative experiences of my career. It shaped my approach to donor-funded development: that the true measure of success lies in sustainability and in the empowerment of local entrepreneurs. It also reinforced my conviction that strategy facilitation is an essential ingredient in bridging the gap between donor ambition and community reality.
DFID International Water Services
Managing a DFID International Water Services Project in South Africa
My work in international donor development extended beyond technology transfer. One of the most complex assignments I undertook was under the UK Department for International Development (DFID), where I managed an International Water Services Management Project for South Africa. The programme was ambitious, combining capacity-building with institutional strengthening, and required a steady hand to balance technical goals with financial oversight.
The Purpose
Water is both a human right and a developmental constraint. The DFID project sought to address gaps in municipal water service delivery, particularly in under-resourced areas, by building local capacity. The focus was not just on infrastructure, but on governance, systems, and skills that would allow municipalities to sustain reliable water provision long after donor funding ended.
My Role
I managed both the project delivery and the financial structures. This meant guiding the day-to-day implementation of activities, but also ensuring rigorous compliance with donor financial requirements. Project management involved overseeing consultants, coordinating with municipal officials, and keeping DFID updated through reporting frameworks. On the finance side, I developed transparent cost models, tracked expenditures against budget, and introduced accountability mechanisms to ensure funds were directed where impact would be highest.
Building Capacity
At the heart of the project was capacity-building. We trained municipal engineers and managers on asset management, tariff modelling, and customer engagement. We introduced financial planning tools that allowed water service providers to forecast revenues, anticipate maintenance costs, and build reserves for future infrastructure upgrades. Equally important, we helped institutionalise governance frameworks so that decision-making became more transparent and aligned with community priorities.
Challenges and Solutions
The project encountered significant obstacles—fragmented municipal structures, political interference, and chronic underfunding. To overcome these, we embedded joint planning sessions that brought together technical teams and finance officers, breaking down silos that often paralysed service delivery. We also introduced scenario planning tools that gave local leaders a clearer picture of trade-offs, empowering them to take more informed decisions.
Outcomes
The programme left behind more than infrastructure. Municipal teams developed the ability to prepare credible business plans, align water tariffs with sustainability goals, and engage donors with confidence. The governance reforms introduced under the project were adopted by several councils, improving accountability across service delivery. For DFID, the project demonstrated how targeted donor support could catalyse systemic change rather than short-term fixes.
Reflections
The DFID water project reinforced the lesson that development is about systems, not just assets. Donor funding can buy pumps and pipes, but without sound financial and managerial capacity, service delivery falters. By combining strategy facilitation with financial management, I helped ensure that the investment left lasting value—stronger institutions, better-trained personnel, and a more resilient water sector in South Africa.