10 DW Assignment Models
Classic Model: Multiple Partner Model:
one DW advises one partner
organisation
◄ Brief overview
DW advisory assignment in a partner
organisation (PO). The DW cooperates closely
with the PO on a coordinated approach to
support the PO in achieving its programme
objectives.
Level: micro, meso, possibly macro (e.g. for
expert advice especially on target group specific
aspects)
► Requirements
PO‘s willingness/need to change.
Commitment to achieve a joint objective of PO
and GIZ programme. The model usually aims at
an interrelationship with other instrument
assignments (NP, field staff (AMA)) to achieve
impact. Clear division of labour PO/programme, a
clear focus on the work with the PO is required.
▲ Strengths
High advisory intensity, therefore among others
high effectiveness, especially for weaker local
structures and personnel who are lacking
technical knowledge. Continuous collaboration
and joint learning process, process orientation.
Direct Capacity Development of the partner. High
level of creation of trust as well as focus on the
partner‘s needs. Thanks to the close linkage
between the DW and the organisation/s, DW can
be deployed supporting programmes and they
can contribute significantly to the impact of the
module/programme objective or in the sector.
Possibility of direct multi-level approach
linking/working. Integrated Capacity
Development appreciation and strong link
between the levels to achieve the objectives.
▼ Challenges
The PO‘s contribution to the programme
objective might be barely visible. Potential for
conflict duet to the diversity of the DW‘s roles
within the PO. The DW must not exclusively
become the doer, which would reduce the
partner‘s Capacity Development, results in
dependencies and restricts sustainability, the
objective external point of view might be
weakened. High loyalty to the PO, lacking
identification with the GIZ programme. Spatial
isolation if the site is remote. Excessive or
insufficient workload for the DW depending on
assignment/requirements posed by the PO.
Examples
Link zu Factsheets
Programme/Pool Model:
DW advise several partners in
one sector/subject area
◄ Brief overview
DW assignments in several PO with similar or
rather complementary needs/subjects,
networking. DW and PO (or PO-networks) play
an important role in the achievement of the
programme objective.
Level: micro, meso, macro
► Requirements
Intensive agreement between the different PO on
the assignment including a Memorandum of
Understanding (MoU) or similar arrangements
(e.g. on a joint workshop with the participants).
Clear allocation of the volume of advice/PO. If
required, the DW‘s workplace could be the GIZ‘s
programme office.
▲ Strengths
Can result in a great impact thanks to the
extensive partnership structure. Network of
stakeholders and key people in the same subject
area, facilitating synergies and reinforcing
exchange of knowledge and experiences.
Addressing specific needs for advice of both
weak and strong stakeholders. Working with
smaller organisations or target groups is
possible.
No over-identification with the partner. High
flexibility regarding changing needs of the PO
and volatile contexts.
Capacity Development on the organisational
level by facilitating structural modifications.
The assignment can support the programme.
▼ Challenges
Lower intensity of the support/advice for each
PO. Distance and selective meetings lead to high
communication and planning efforts. Creation of
trust & acceptance take longer.
Only specific needs can be satisfied – lower
depth of advice.
The partners need to have a clear approach to
advice – otherwise potentially overwhelmed by
the situation. Conflicts for competences and
(consulting) resources between the PO are
possible. Increased coordination effort and
personnel support for programmes.
Potentially higher costs due to frequent business
trips, time consuming attention to the triangular
cooperation (programme/DW/PO).
Examples
Link zu Factsheets
Instrument Hub Model:
several DW with complementary
profiles advise several PO
◄ Brief overview
A team of several DW with complementary
competences/profiles supports several PO (e.g.
stakeholders of the civil society) in various
(ideally complementary) issues in the context of
their own programmes or with components in
large-scale programmes.
Level: micro, meso
► Requirements
Cooperation model with PO who have a sectoral
or inter-sectoral interest in a network or a
content-related cooperation.
Requires coordination of the cooperation and the
assignments. Intensive conceptual preparation as
well as flexibility of the PO and their employees
regarding the organisation of the consulting
approaches.
Clear structural setting up of the pools and a
clear connection of the DW team to the
programme.
▲ Strengths
Integrated advisory approach.
Intensive and multifaceted capacity assessments
and strategy development within the individual
organisations. PO profit from different
competences and the variety of advice.
Close network of the PO and establishment of
new partnerships.
Reaching multiple PO.
High effectiveness due to multi-disciplinary
expertise, network and therefore broad impact.
▼ Challenges
Profile-oriented recruitment cannot be
guaranteed permanently. Potential for conflict
and competitive situation between the PO.
In the event of PO and/or DW turnover or loss of
key stakeholders the stability of the construct
could be at risk.
Requires strong management structures and
intensive consideration of the network of
relationships between the PO, DW and the
programme.
Examples
Link zu Factsheets
Unit DW/HR Kompetenz & KC Change Management
Illustration Elke Zimprich Mazive
Target group Model:
several DW (and other HR
instruments) for exploration &
advice for several PO
◄ Brief overview
Several DW (as well as field staff (AMA), NP
etc.) are grouped in a hub and are deployed in
sectors or across sectors at all levels to explore
the PO and to advise them.
Level: micro, meso
► Requirements
Requires large-scale, long-term programmes/co-
financing. Suitable for programmes with several
areas of activity as well as across sectors (in one
or more programmes).
Requires good management/coordination
structure. Collaboration in the „hub“ with other
personnel instruments.
The partnership structure is partly explored and
facilitated in the context of the programme or can
be expanded. DW can be deployed across
sectors with comprehensive competence, e.g.
organisational development, cooperative
association.
▲ Strengths
Extremely high and wide-ranging effectiveness.
New stakeholders are involved.
Opportunity for broader participation of
partners/reaching of target groups.
New cooperation models for PO.
Intensive inter-/sectoral exchange of knowledge.
High degree of flexibility.
Active networking in the multi-level approach.
▼ Challenges
Requires intensive planning and conception.
High management/coordination/agreement effort.
Aspect of economic efficiency, creation of trust in
new PO in this constellation is challenging – PO
could possibly be overwhelmed with the situation.
Examples
Link zu Factsheets
one DW advises a specific
target group/network
◄ Brief overview
DW collaborate closely with organised target
groups, ideally in a tandem with national
personnel (NP) or local experts (EFK) with barely
existing or very weak partnership structures.
Suitable in cases when civil society or state
participants do not address the target group‘s
needs, especially in the subject area of
displacement and migration, large-scale
programmes of low-threshold structures (e.g.
local organisations etc., food security, trauma
work).
Level: micro
► Requirements
Networks of local stakeholders who assist in the
selection of the participants on the basis of clear
criteria.
Clear objectives for the participants.
Continuous support.
Subsequent institutional connection should be
ensured (core group).
From the beginning involvement of key people
from state and civil society.
▲ Strengths
Ownership and responsibility of the target group
and thereby their contribution to the objectives of
impact are increased. Capacity Development,
development of fundamental structures and
methods.
Continuously available local contact person
guaranteed. Requires a comprehensive
knowledge of the on-site reality. Increased and
profound feedback with programmes
corresponding to the multi-level approach.
▼ Challenges
Lacking or very weak partnership structure and
turnover of stakeholders of the target groups put
the assignment at risk.
The participants’ idealism and engagement
requires an appropriate supply of application, in
the longer term also access to or rather
employment by organisations, otherwise change
of attitude and behaviour remain individual and
do not contribute to structural change.
Examples
Link zu Factsheets

Tandem Model:
DW/NP/EFK teams with special
focuses are assigned to partner
organisations
◄ Brief overview
EH and national personnel (NP) (or local experts
(EFK)) with complementary profiles are deployed
in teams at partner organisations (PO) (e.g. local
administration)
Level: micro, meso
► Requirements
PO’s willingness for team cooperation.
Intensive conceptual planning.
Clear definition of roles & tasks.
EH/NP/EFK need to have complementary
competences.
Programme can deploy several tandems for
different issues, areas of activity, sites, PO.
Tandem can cooperate with one or multiple PO
(in that case connection with the PO is like in the
Multiple Partner Model).
▲ Strengths
Strong inside & outside perspective.
Higher impact potentials.
Broader/in-depth Capacity Development and
consulting approach.
Intensive feedback in the multi-level approach
because deeper insight into local PO and target
groups.
Higher creation of trust at PO thanks to NP/EFK.
Better understanding of the PO’s
needs/objectives.
Extensive range of consulting/support services.
Higher stability of the assignment thanks to the
team.
Quickly Overcoming language barriers with PO.
Suitable for remote sites.
Model regularly applied by CPS.
▼ Challenges
Role of the PO counterparts must not be
forgotten. PO could feel dominated by GIZ.
Potential for conflict in the team/with the PO.
The “chemistry” in the tandem has to be right,
during the recruitment it can be taken into
consideration only to a certain extent.
PO’s mistrust of NP (for various reasons).
Breach in the dynamics in the case of personnel
turnover.
Higher costs of the assignment.
Examples
Link zu Factsheets
10 DW Assignment Models
Cross-cutting Model:
DW assignment in one or several
PO as advisor & partly for cross-
cutting issues in the
programme/country office
◄ Brief overview
DW assignment in one or several PO with
additional, though to a lesser extent, assignment
in cross-cutting issues with the PO, the
programmes or the GIZ country office.
New cross-cutting issues like the protection of
resources, climate change, Agenda 2030, Do no
harm, etc. can be taken into consideration.
Level: micro, meso
► Requirements
Thematic interrelationship of PO consulting &
cross-cutting issue.
Agreement on a regular DW assignment with x%
working hours for PO and y% for GIZ/PO
regarding the cross-cutting issue.
A good agreement with PO is necessary, just like
transparency, clear allocation – compliance with
agreements.
Profile-oriented DW assignment must be
ensured!
▲ Strengths
Insights/networks of cross-cutting issues
contribute to the PO consulting.
High effectiveness at the PO.
Due to work on cross-cutting issues other
programmes, PO, prospective PO profit as well.
High integration of DW into PO and GIZ team.
High flexibility in the assignment, among others,
due to percentage allocation.
▼ Challenges
Risk of shift in proportion of the shares of PO &
GIZ in favour of GIZ.
DW’s conflict of loyalties to PO/GIZ.
Profile-oriented assignment (requires
differentiation from field staff (AMA)/NP) – added
value of the DW assignment due to partner
orientation and allocation to the same.
Assurance of support by the country office in the
implementation and commitment to the cross-
cutting issue.
Examples
Link zu Factsheets
Unit DW/HR Kompetenz & KC Change
Management - Illustration Elke Zimprich Mazive
Cross-sectoral Model:
DW advise PO in various
sectors, facilitate cross-
sectoral cooperation
◄ Brief overview
To strengthen the cooperation between PO in
different sectors, DW are assigned in the
respective PO and support the collaboration
on specific issues (e.g. water/health >
hygiene).
Level: micro, meso
► Requirements
Need for intensive cooperation on joint
comprehensive issues of PO from different
sectors.
Intensive conceptual preparation of the
concept & PO’s approval are required.
PO’s willingness to cooperate & high
commitment.
PO need to be selected fairly accurately.
Focus should be on a cross-sectoral topic, but
also on the general strengthening of the PO.
▲ Strengths
Strengthening of the PO and the focus topic.
Creation of new cooperation models between
PO/networks.
Possibility to exchange knowledge.
Implementation of innovative concepts.
Broad impact.
Introduction of new topics and enhancement
of the PO’s range of applications.
▼ Challenges
Risking the assignment if one PO drops out –
loss of trust.
Shift of focuses is possible.
Examples
Link zu Factsheets
Regional Model:
One DW is assigned at various
sites/programmes for one focal
subject
◄ Brief overview
DW assignment at different sites for specific time
intervals or at a site with travelling in the region.
Double the number of DW in PO in neighbouring
countries/regions/programmes. Consulting
approaches/results. In the beginning posts can
be planned for different sites. Requires planning
of suitable models.
Level: micro, meso, macro
► Requirements
Extensive conceptual and administrative
preparation. PO’s willingness to take part in the
model.
Clear, transparent arrangement.
Willingness of the programme/s to bear or to
share higher costs where necessary.
DW’s willingness to work/live at different sites.
▲ Strengths
High effectiveness possible as
results/experiences are directly
spread/duplicated, are passed on to a broad
public/in depth (Scaling up).
Innovation & knowledge transfer across borders.
Possible creation of new bi - or transnational
cooperation models.
▼ Challenges
More effort on concept creation, agreement,
management, administration, financing.
Aspect of economic efficiency due to several
sites, high level of travel or 2 places of residence.
Great demands are placed on the DW’s manager
(FüK).
Potential for conflict among PO.
Conflict of loyalties for DW.
Estimate predictability/planning reliability
beforehand (regional context)
Examples
Link zu Factsheets
Model: DW with a FS-2
Profile:
DW specialised in peacebuilding
are deployed in a TC programme
◄ Brief overview
Integration of DW specialising in peacebuilding
(FS-2 profile) in TC programmes of all sectors
using GIZ’s Civil Peace Service (CPS)’ expertise
and personnel support instruments.
DW provide technical support for local partners
and programmes to enable actors in the partner
countries to resolve conflicts in the context of the
programme and complementary to the same, in a
non-violent manner.
Level: micro, meso
Note: This kind of DW model can also be applied
to other thematic focuses in programmes of all
sectors.
► Requirements
Programmes of all sectors and focal subjects in
crisis/conflict regions that require working on
conflict. (at least FS-1 marker, i.e. contribution to
peacebuilding or conflict resolution).
Projects issue a job order for the CPS
programme for preparation, support of the DW.
There must be one or more suitable partners in
the field of peacebuilding.
DW assignments of at least 2 years are possible.
▲ Strengths
Increased impact of programmes of all sectors
due to complementary use of the contents and
methods for conflict resolution.
Capacity Development, knowledge transfer in
both directions and into the programme thanks to
close collaboration of international and local
experts. Integration of the FS2-DW into the CPS’
preparation, training and knowledge
management: technically based preparation and
support, knowledge transfer within the global
programme.
▼ Challenges
Higher costs due to the commissioning of the
CPS (on top of the regular costs of a DW
assignment).
In countries with existing CPS programmes the
partnership structure and the targeted needs for
peace must clearly differ from the once
implemented by CPD (risk of double
funding/support).
Examples
Link zu Factsheets