Capacity Building

  1. Workshops, Training & Technical Assistance

Partners receive workshops, training and technical assistance to improve their empathy skills and be able to facilitate clients gain their emotional competence. The learning topics covers both soft and hard skills. Soft skills are traits that make a social worker or a teacher a good facilitator, or a person a good employee, such as emotional competence, applied empathy, communication and listening skills, managing stress, etc. The hard skills are measurable abilities, such as how to use a standard operating procedure or other toolkits in teaching or in delivering social services.

  1. Learning Tool Development

In addition to workshops, training and technical assistance, partners will be equipped by tools that help the learning process. The tools will, but not limited to include Operational Guidelines for Community Based Rehabilitation and Reintegration, and for Community Based Early Warning System, Self-help Toolkits, Facilitator Guidance, Creative Learning Techniques, worksheets, and impact monitoring tools.

  1. Impact Monitoring Tools

Impact monitoring will be an integral part of the learning process. It will be done at the individual, group and institutional levels. Results of the Impact Monitoring will be used to review the learning process and make necessarily follow up actions.

Capacity Building

To accelerate the learning, EMPATIKU develops communities of peer learners amongst social workers, teachers, and parents. The best strategy for professional development is done through the combination of experiences from frequent training and the informal application.

Facilitated by the members, the Peer Learner Community becomes the means and venue to exchange experience in delivering successes and facing challenges, clarify creative techniques and approaches, identify new challenges and improve skills.

EMPATHY

EDUCATION

Institutional Ecosystem Transformation

  1. Leadership, Structure and Processes with characteristics include:
    A.Institution leadership buy-in, support from the institution, and active championship from institution leaders.
    B. Training of Trainer Model and Mechanism
    C. Learning curriculum development and application
    D. Multi-year commitment from the institution leadership for the             reformed structure
    E. Commitment to developing a long-term resource strategy.
  2. Visioning and action planning in how to advance institutional change –a clear vision and team action plan for how to advance EQ and empathy as core value of the institution.
  3. Social contribution –a deep conviction and understanding of what the institution has to contribute to the wider transformation and impact on solving social problems. 

Public Campaign

The purpose of public campaign is to raise public awareness and promote the need for Applied Empathy and Emotional Quotient development. To achieve this, we are taking the following steps:

  1. Creative Media Campaign: We will maximize the use of social media to spread contents messaging how to exercise applied empathy and EQ, especially in how people address violent extremism, child development pathways, and women’s participation in public sphere.
  2. Mainstream Media: We will orchestrate a public media campaign that will make empathy a household phrase especially in how children or adults, civilians, politicians, or journalists, law enforcer or social workers master empathy and become changemakers.
  3. Creative media toolkits: To equip the audience with the follow-up actions, we will provide self-help toolkit media in mastering their EQ competence.
  4. Policy Impact: The campaign will result in legislative and institutional advocacy to move the policy makers towards advocating the application at home, workplace, and at school.