CWHP-A Reflections: Unit WWC00

The learning from this unit has reinforced areas where PEP can strengthen its workplace culture, team development, and training approach. More than ever, I see how important it is to focus on how the team experiences their roles, how we support them, and how we create an environment that reflects PEP’s values—not just in our programming for families, but internally for employees as well.

PEP has a growing team of skilled facilitators, but I’ve noticed that expectations around how they deliver programming haven’t always been clear. We are making a shift toward a participant-centred model, which means facilitators need to operate differently. Some naturally guide discussions, while others lean toward teaching. This isn’t about telling facilitators they’re doing it wrong—it’s about making sure they have the support, patience, and training to work in this way. A competency framework, developed collaboratively, could help by outlining what facilitation at PEP actually looks like in practice. It would also give facilitators a clear understanding of what’s expected and how to grow in their role.

I see an opportunity to build in personal reflection, both in our performance discussions and in team meetings. We already have a discussion document for performance reviews, and adding space for mental health check-ins and self-reflection on facilitation could help employees feel more supported. This isn’t about adding more work but about normalizing the idea that facilitators should be reflecting on their role and the emotional impact of the work they do.

As we move toward a Coach Approach in our facilitation style, we are committing to training that supports facilitators in guiding discussions rather than leading with information. I’ve also realized we need to expand training beyond facilitation skills. Conflict resolution and managing emotional dynamics in group settings need to be part of the development process.

Our facilitators hear difficult stories every week. I’ve been thinking about how we handle that as an organization. Right now, employees may not always feel like they have a place to talk about the impact of this work. I don’t want facilitators to feel like they have to carry this alone. Regular debriefs, peer support spaces, and clear invitations to reach out to management for support could make a difference. These don’t need to be formal meetings—sometimes, just having a structured space to check in and say, that was a tough session, can help people feel less isolated.

If we want to create a team that continuously improves, we need to build a space where feedback is expected and encouraged. That means ensuring facilitators feel safe providing and receiving constructive feedback. I want PEP to be a place where people feel comfortable questioning, challenging, and learning from each other. This includes management, too—if we expect facilitators to reflect and grow, we need to be willing to do the same.

This isn’t just about better training or new policies—it’s about creating a workplace where people feel supported, confident, and clear about what’s expected of them. When facilitators have the tools, training, and emotional support they need, they’ll be more engaged and stay longer. A strong, well-supported team leads to better experiences for the families we serve. The work we do is demanding, and if we don’t take care of our employees, it will be harder to sustain the impact we want to have.

These changes will take time, but they’re worth making. I want to help build a workplace where facilitators don’t just do their jobs—they feel valued, respected, and part of something that makes a real difference.