• Development
  • Anywhere
Country: Nigeria
Organization: Oxfam
Closing date: 18 Feb 2021


“**Being an Oxfam Team**” program was presented in Nigeria in August 2017. A follow up event was planned for May 2018 but didn’t take place. From that period up until now, Oxfam in Nigeria has experienced a number of incidents with far reaching implications-

a. The recruitment of a new CD and his subsequent departure in 2018,

b. The abrupt closing down of the Maiduguri humanitarian response in 2018,

c. Increased levels of staff turnover. Quite a number of staff who participated in the “BOAT” in 2017 have exited the organisation and many new staff have come on board now experiencing the same tension.

d. Five new members were added to the CLT (all members on the CLT except the CD have spent less than two years in OiN) however we have had the subsequent exit of 4 members.

Presently in 2021, OXFAM in Nigeria is undergoing another organisational transformation which is changing our strategic direction to focus more on “influencing”. OiN is on the path towards a full transition to an influencing office in the next couple of years. This implies that there will be a need for a paradigm shift in the mental disposition and engagement between employees, and other stakeholders.

In the previous “BOAT”, some successes were recorded and further challenges also highlighted. Some of the successes includes:

· More integration and partial removal of siloed work behaviour.

· Progress in the area of People Management (e.g. performance management).

· Better understanding of the ONE OXFAM approach

Staff engagement with the CGG in February 2020 indicates low morale, although subsequent open dialogue meeting with staff was good and positive results are expected, some issues remain to be managed:

o Heightened disgruntled staff

o Perceived poor welfare and reward system.

o Lack of trust in leadership resulting in counterproductive behavioural dispositions

o Poor culture of constructive criticism and conversations

Objective of the assignment

  1. Re-energise the team following BAOT.

  2. Build trust among staff, regulate communication, make people more accepting and increase productivity.

  3. Fostering teamwork, team spirit and trust among staff for purposes of boosting team performance

  4. Learn constructive conflict resolution mechanisms.

  5. Cultivating a culture of collaboration and promoting innovation and creativity

  6. Communication and socialization within the team

  7. Promoting a conducive, collaborative and psychologically healthy work environment.

  8. Becoming an OXFAM ambassador

It is expected that the sessions will utilize a dynamic and creative approach to stimulate introspection, self-reflection and openness between members of staff. The session should include role-plays and interactive gatherings that will foster team spirit and increase trust among the staff.


The team building retreat will be held off-site at a chosen location by the organisation and participants will be accommodated for the duration of the session. While it is believed that an off-site retreat will have a significant impact on achieving the retreat’s objectives, having members of the team spend time together will strongly promote the spirit of camaraderie, it will help break down china walls, and allow staff operate in their elements while applying many of the precepts just learnt.

The best teams are bound together not just by a common goal, but also by sharing a Significant Emotional Experience according to consultant Cindy Tonkin.

It is therefore best that such sessions provide for overnight stay for participants. Some of the reasons are highlighted below.

According to Psychologist Bruce Tuckman, teams go through a development sequence of forming, storming, norming, and performing to become high performing teams

  1. Promoting Camaraderie and team bonding: You can’t just switch on teamwork. It takes time for a new team to “gel” and work to its full potential. What’s more, team members go through stages as they move from strangers to co-workers. Camaraderie is a feeling of trust and friendship among a group of people who have usually known each other for some time or gone through some kind of experience together. When team members are allowed to ease their guards, talk over dinner, enter their natural element that is not associated with official responsibilities, and relate with their co-workers like they would relate with their friends in a very relaxed environment, it will boost the upward movement through the development stages of becoming a high performing team.

  2. Adequate time for team building activities: A lot of time is wasted by meeting attendees arriving late, and being overly conscious of having to be back home but this is eliminated once participants are accommodated. It allows the facilitator the opportunity to go through each activity without a sense of haste.

  3. Enhancement of interpersonal understandings: Human resources are no doubt one of the most important resources of any organisation and the output they churn out determines the overall productivity of the organisation. When interpersonal relations are broken or deteriorated, it affects the kind of productivity expected. Therefore programmes that allow staff to mingle and relate with each other informally especially after a series of a planned day’s activities improves the interpersonal relationships and understandings between the staff.

  4. Facilitation of networking skills: Networking is the perfect opportunity to connect with like-minded professionals. Doing so, however, can be tricky, especially when you’re starting out. Therefore programme that give staff the opportunity to spend time with each enable them focus on the “know, like and trust” factor of networking. Being a programme where participants are accommodated, they get to know, like and trust which forms the basis for developing networking skills.

5. Encouraging cooperation and interaction



  1. Customized training and team building plan clearly articulating the objectives of each of the team building exercises

  2. A session with the CLT focusing on coaching leaders on how to align employees to corporate objectives, develop and nurture shared problem-solving and generate new ideas within teams.

  3. A “train the trainer” session with HR team.


  1. Interactive, engaging, fun and paradigm shifting team building sessions aimed at identifying deliberate harmonization of the Organisation’s activities through effective communication of its diverse teams.

  2. Facilitate discussions and formation of recommendations on improving interpersonal communication skills (internal communications, external communications, and confidentiality).

  3. Virtual session for all staff.

  4. A series of experiential planned team building events that involve

a. Outdoor challenges and experiential learning.

b. Management games

c. Role play and problem based learning

d. Simulations

e. Learning activities and best practices.


  1. Pre-evaluation and psychometric assessment report (for staff and CLT)

  2. Retreat workshop proceedings and key outcomes report. This should include

a. Recommendations on corporate deliverables and interventions to promote communication and teamwork across the organisation.

b. Recommendations on the proposed working design/ways of working that will ensure sustenance of the retreat objectives.

c. A triangulated feedback on the various aspects of the training from participants


  1. A cohesive team that understands individual roles and their links to the overall Organisation’s objectives.

  2. Improved leadership patterns and ways of working for the Country Leadership Team that promotes trust and positively influences its staff.

  3. Improved communication between Line managers and their staff, both horizontally and vertically.

  4. Meeting the expectations of all staff for the team building exercise.


Duration: A 3-days Team building retreat/workshop expected to hold in March 2021 under the supervision of the Human Resources Manager. This includes the pre-retreat stage, retreat stage and post retreat stage.

Part 1: Session focusing on managers and program coordinators. The focus of this program will be to identify the factors that contribute to building a strong team, an assessment of the stage of development of the various teams in the country program, and some of the ways in which team leaders can strengthen their individual teams.

Part 2: A session with the Country leadership team. This exercise will include both lessons learnt process, as well as a discussion on how these lessons may be applied in the future

Part 3: Session with the HR team to share the theory, practice and materials used in Part 1 to support them in taking the team building program forward

Number of staff: 27 staff for physical session and 46 staff for a virtual session

Location: Abuja

Date: Exact date will communicated


The estimated total cost for this assignment should cover professional fees, field travels, accommodation, and any other costs related to the assignment.


  1. Country Leadership Team

  2. Managers, Line managers and their team

  3. All staff

Each target audience group will at some point have their individual session.


· A firm with a track record of facilitating retreats, knowledge sharing workshops and conducting sustainable team building activities for medium and/or large size organizations

· Able to provide evidence of having supported organizations to navigate difficult change processes

· Has a comprehensive selection of teambuilding activities/methodologies

· Shows a good understanding of Oxfam’s expectation as reflected in the ToR and is able to translate this into a proposal.

· Willingness to provide on-going support to the CLT and HR team for change management and consolidation of retreat successes.



· The organisation’s detailed profile

· Specific experience of the Lead Consultant relevant to the assignment. Please provide details of similar assignments undertaken.

· Technical capacity of consultants in terms of their qualifications and competencies for the assignment. Please attach detailed CVs.

· Clear understanding of the assignment/interpretation of the TORs.

· A customized training and team building plan clearly articulating the objectives of the team building exercise.

· Work plan and methodology clearly to be employed.

· A listing of organisations where similar service is being/has been offered


· Clear breakdown of the financial proposal including all the chargeable taxes.

· Terms of payment

· Total quote for the assignment

How to apply:

Interested and qualified consultants are expected to download the full RFQ package from OXFAM-Website: https://nigeria.oxfam.org/get-involved-work-us/procurement-consultancy


All questions would be received in writing and sent to ngaoxfamvendors@oxfam.org on or before 15th February 2021. Responses would be uploaded on OXFAM website by 16th February 2021.


All application should be submitted in one pdf documents, applicants could use https://combinepdf.com / or www.ilovepdf.com if acrobat abode pdf is not available.

Completed proposals (technical and financial proposal) should be submitted to NGA.Bid@oxfam.org . Deadline: 18th February 2021 at 12pm.


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