FOUNDATIONAL + TRAIN-THE-TRAINER INTENSIVE
Build the shared foundation. Develop the people who can help carry it forward.
This combined pathway begins with the 3-Day Foundational Training for a broad organizational cohort, then continues with a focused 2-Day Train-the-Trainer experience for selected internal leaders, facilitators, trainers, or Core Team members.
Together, the two phases create shared understanding and begin developing the internal capacity needed to reinforce learning and support continued practice.
3 + 2
DAYS 1–3
Foundational Training
Broad organizational cohort
Shared language, practical understanding, and a common foundation across roles.
DAYS 4-5
Train-the-Trainer
Selected internal cohort
Focused facilitator development for people positioned to reinforce learning and support continued practice.
One pathway. Two distinct purposes.
3 days of shared foundation • 2 days of facilitator development
One connected capacity-building pathway
ONE PATHWAY. TWO PURPOSES.
The organization learns together.
A selected group prepares to help the learning continue.
The two phases are connected, but they are not designed for the same audience or the same purpose. The first creates a shared organizational foundation. The second develops a smaller internal cohort that can help reinforce the work over time.
01
BROAD ORGANIZATIONAL COHORT
Build shared understanding across roles
02
SELECTED INTERNAL COHORT
Develop people who can reinforce the work
Leaders, supervisors, and staff develop common language and a shared lens for understanding trauma, stress, resilience, relationships, workplace culture, and human-centered practice.
Selected leaders, facilitators, trainers, or Core Team members deepen their understanding of the curriculum and begin developing the facilitation skills needed to support continued learning and practice inside the organization.
Shared language • Shared experience • Shared starting point
Facilitation • Reinforcement • Internal continuity
The full cohort builds the foundation. The selected cohort develops
the capacity to help carry it forward.
THE FIVE-DAY PATHWAY
One connected experience with two distinct phases
The Foundational Training comes first. A selected group then continues into Train-the-Trainer, shifting from participating in the learning to beginning preparation for a facilitation and internal capacity-building role.
3 DAYS
PHASE ONE • BROAD ORGANIZATIONAL COHORT
Build the shared foundation
Leaders, supervisors, and staff participate together to develop common language, explore the core concepts, practice applying them, and connect the learning to leadership, relationships, workplace culture, and service delivery.
Understand the framework • Practice the concepts •
Establish a shared starting point
SELECTED
COHORT
CONTINUES
2 DAYS
PHASE TWO • SELECTED INTERNAL COHORT
Prepare to reinforce the learning
Selected participants revisit the learning through the lens of facilitation, deepen their familiarity with the curriculum, and begin preparing to guide continued learning and practice within the role and scope established for their organization.
Deepen understanding • Develop facilitation skills •
Prepare for internal continuity
Every Train-the-Trainer participant completes the full Foundational Training first. The second phase builds on the shared content, language, relationships, and experience developed during the first three days.
SELECTING THE INTERNAL COHORT
Strong candidates are prepared to:
Choose people who can hold both the learning and the responsibility
Train-the-Trainer works best when participants are selected intentionally. The role requires more than comfort presenting information. Internal trainers need credibility, curiosity, facilitation capacity, organizational support, and a clear understanding of how their role connects to continued implementation.
01
FACILITATE
Guide discussion, not just present content
Create space for questions, reflection, practice, and multiple perspectives while keeping the learning experience structured and purposeful.
02
MODEL
Demonstrate the principles in daily work
Show consistency between what is taught and how they communicate, respond under stress, handle conflict, and support colleagues.
03
CONNECT
Hold credibility across roles
Be trusted enough to invite participation, receive honest feedback, and work across differences in position, department, identity, or perspective.
Treat Train-the-Trainer as the beginning of facilitator development rather than proof that every question has already been answered.
04
LEARN
Remain curious and open to continued development
Selection should be based on readiness, role, credibility, and available capacity, not title alone.
05
COMMIT
Have time and support for the role
Receive sufficient workload space, leadership backing, materials, access, and clarity about what they are expected to carry forward.
06
ALIGN
Connect training to the larger organizational effort
Understand how continued learning relates to leadership priorities, the Core Team or Community of Practice, implementation goals, and the systems that shape daily work.
HOW THE INTERNAL
GROUP MAY BE STRUCTURED
The structure should fit the scale of the organization.
Core Team
Often the best fit for one organization, agency, district, court, or defined system. A representative group helps coordinate implementation priorities, reinforce learning, communicate across roles, and identify where leadership or structural action is needed.
Community of Practice
Often more useful in very large, multi-site, regional, or decentralized systems. It connects trainers, champions, or local implementation groups so they can learn from one another, share practices, and maintain alignment across locations.
The planning process helps determine the structure or combination of structures that best fits the organization’s size, geography, authority, and implementation needs.
WHAT INTERNAL CAPACITY MAKES POSSIBLE
Internal trainers help the learning continue beyond one event
Train-the-Trainer begins developing people who can reinforce shared language, facilitate continued learning, support internal implementation structures, and help the organization notice where additional leadership or outside support is needed.
01
02
03
REINFORCE
FACILITATE
CONNECT
Keep shared
language visible
Create continued
learning opportunities
Support implementation
structures
04
NOTICE
Recognize when more
support is needed
Help staff revisit core concepts, maintain continuity across teams, and connect new conversations to the foundation developed during training.
Guide approved training, reflection, discussion, practice, or booster experiences within the role and scope established by the organization.
Work alongside the Core Team or Community of Practice to connect staff learning with communication, workgroups, priorities, and practical next steps.
Identify when a challenge requires leadership action, structural change, policy review, specialized facilitation, or broader implementation support.
CAPACITY REQUIRES SUPPORT
Internal trainers can reinforce the work. They cannot carry organizational change without leadership alignment, clear roles, sufficient time, appropriate resources, and visible organizational support.
CAPACITY IN PRACTICE
From trained participants to an internal Core Team
Lamphere
Public Schools
After completing Foundational Training and Train-the-Trainer, selected staff formed an internal Core Team that supports implementation and coaching efforts across the school system.
Training developed the people. Continued organizational support helped establish the structure.
IS THE INTENSIVE THE RIGHT FIT?
Build the foundation and prepare for what comes next
The Foundational + Train-the-Trainer Intensive may be the right pathway when your organization wants a broad group to develop shared understanding and is also prepared to identify, support, and develop people who can help reinforce the learning internally.
This pathway is strongest when:
A broad cohort needs the same foundation
Leaders, supervisors, and staff would benefit from shared language, common frameworks, and a connected understanding of the work.
A smaller internal cohort can be selected intentionally
The organization is prepared to choose participants based on credibility, readiness, facilitation capacity, and connection to continued implementation.
Leadership is prepared to support the role afterward
Internal trainers will have clear expectations, time, access to materials, leadership backing, and connection to a Core Team, Community of Practice, or other implementation structure.
START THE CONVERSATION
Explore whether the 3 + 2
pathway fits your organization
Tell us about your audience, current learning, potential internal cohort, organizational goals, and the support those participants would have after the intensive. We will help assess fit, readiness, timing, and the most useful next step.
You do not need to have the internal cohort fully selected before reaching out.
Need the shared foundation without Train-the-Trainer?