1. From VPL principles ......... ........ to a VPL Charter
Anita Calonder Gerster Co-President Association CH-Q
Kees Schuur President Foundation Competence Management CH-Q NL/B
VPL, The unfinished story
European Conference on VPL and lifelong learning September 2005, Utrecht, NL

2. The Association CH-Q - Switzerland
Roof-Organisation
A non-profit organisation active on a national scale (an association since 1999)
Responsible for: the CH-Q System of Managing Competencies the political, strategical and structural functions
Ensuring the frame of conditions, the development, the quality assurance, the national and international coordination
Morally or financially supported by decision-makers of the Swiss educational system and representative bodies of labour and management and applied research
The Association CH-Q - Switzerland

3. The Foundation CH-Q NL / B
Foundation CompetenceManagement CH-Q NL/B
Roof-Organisation
The Foundation CH-Q NL / B
A non-profit organisation active on a national scale (a foundation since 2005)
Responsible for
Creating a holistic competence structure in NL
the bottom-up CH-Q System of managing competencies
the political, strategical and structural functions
Ensuring the frame of conditions, the development, the quality assurance, the national and international co-ordination

4. VALUATION PROCESS OF COMPETENCES: THE POWER OF CONTROL
Frame law, decrees, forms, regulations
Norm setting
NVQ
Branch
Company
Social
Self
FORMAL
Validation Formal Accreditation
DYNAMIC: processes and valuation
External evaluation
External assessment
STATIC: system, procedures, norms
External estimation
Self-evaluation
Self-assessment
Self-estimation
INFORMAL
Personal
development
(c)

5. Frame laws, decrees, normes, regulations
VPL System of valuation & recognition Processes/values - normes/procedures
Informal valuation
Formal recognition
Self-evaluation
Self-estimation
Self-assessment
External evaluation
External assessment
External estimation (non qualifying)
Procedures
Validation Formal Accreditation
BOTTOM UP
TOP DOWN
Processes
Frame laws, decrees, normes, regulations
Personal development

6. Authorities, Executive bodies (conferences)
Institutions responsible for quality & control
Selfevaluation processes
Authorities, Executive bodies (conferences)
Frame laws, decrees, normes, regulations
Bodies, responsible for quality assurance & control in respect of formal documents
Formal Accreditation - Validation
Institutions / Companies responsible for qualifying and giving recognition
External evaluation
VPL System of valuation & recognition Stakeholders - roles, responsibilities
BOTTOM UP
TOP DOWN
Institiutions responsible for general information
Standards
I think this slide make the move back to the importance of formal / top down.
The external evaluation is only partly institutionalised and in my opnion is te importnace of the non-institutionalised external evaluation much more important vor the competence recognistion and development process.
The key for the conection between formal and informal recognition lies in the social recognition processess, which is translated by the group into an instituionalised recognition.
Because this is also the problem we see in companies: It is all formalisation / bookkeepers mentality: yearly assessment by the boss, bonus arrangements with check, do you conform with the quality standards of the company.
The future of communicative self-steering in the present network society will depend on the social recognition and the principles behjind the process doing so.
The standards:
These should be placed on the rigth-hand side, because that is the formal side and salso the arrow from authorities should be on the right.

7. Principle of „holistic approach“
Respecting and Linking different areas of life / acivity
Recognizing achievements from all areas of life
Linking cultural, general and vocational education and building bridges to labour market
Equivalency of formal and non-/informal learning
Including all types of competencies (technical, methodical, social, self-competencies)
Connecting bottom-up und top-down approaches
Challenging equal chances
VPL System of valuation & recognition Principles - Institutional level

8. Principle of lifelong learning
VPL System of valuation & recognition Principles - Individual level
Principle of lifelong learning
Promoting of learning environments which
empowers individuals to acting autonomously and in groups by
enhancing their understanding of themself and their possibilties
 consistency / self-identity
enhancing their competency of self-responsibility
 steering own decision making
enhancing their career flexibility and mobility
 marketability

9. Enabling individuals
• to make use of their own potential in a deliberate and realistic way and accept full personal responsibility for it
• to take charge of managing their own capabilites, compentencies and qualifications in a sustainable way
• to focus on competence oriented solutions while planning their careers
• to use their selfmanagement of competencies in a profitable way for their personal development
Goals on the individual level
VPL System of valuation & recognition Individual objectives

10. CHARTER Sustainable competence-culture to achieve lifelong learning
Mission
We want to make a major contribution to
the setting up of a society that empowers
individuals to act in an autonomous way.
We concentrate our efforts on building a
sustainable competence-culture within
an active, permanent and wide dissemi-
nation of lifelong-learning
VPL System of valuation & recognition towards a new educational future learning culture
CHARTER Sustainable competence-culture to achieve lifelong learning

11. CHARTER Sustainable competence-culture to achieve lifelong learning
Goals
We want to build a sustainable competence culture by
defining the principles for an open and flexible system of competence-based formal and informal learning
creating specific proccesses, procedures and supporting actions to guarantee access and quality both to formal and to informal
setting up a frame of reference determing the application
VPL System of valuation & recognition towards a new educational future
CHARTER Sustainable competence-culture to achieve lifelong learning

12. Towards a new learning and development future...
Creating a
sustainable competence culture to
achieve lifelong development
Let‘s realise it together
Association CH-Q, Switzerland
Foundation CompetenceManagement CH-Q, the Netherlands and flemish Belgium
Qualification and Curriculum Authority QCA, England
Utrecht, 23d september 2005