Competent-sys-Trainer

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Competent-sys-Trainer

• Development and implementation of a
  competency-based management system for trainers
  in vocational education and training, to be
  integrated into existing HR systems

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Competent-sys-Trainer

• CHARACTERISTICS
• Leonardo da Vinci programme
• 10 partners, 7 countries
• lifespan 3 years (operational since 1 Dec 2003)

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Competent-sys-Trainer

• WHY THIS PROJECT ?
• Reflection on Life long learning what about our
  trainers in adult education ?
• Change in trainees' and learners' target groups
• Contextual factors
• New technological possibilities and challenges
• Comprehensive offer of training methods
• Introduction of competency management in HR
  policies

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Competent-sys-Trainer

• INNOVATION Content
• Improving the quality of training and the
  lifelong acquisition of skills and competencies
  for VET trainers
• The overall competency approach
• Linking HR management to line management
• Facilitating cooperation between public training
  providers
• ...

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Competent-sys-Trainer

• INNOVATION Project management (1)
• Quality management
• Quality tool (project BSC)
• Extranet for maximum partner interaction and
  transparency
• Concept of "project values"
• Result commitment quality monitoring and
  evaluation has direct consequences for funding
  of partners)

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Competent-sys-Trainer

• INNOVATION Project management (2)
• Dissemination
• Project has engaged a dissemination partner,
  committed to
• Working out a dissemination tool
• Developing and maintaining a project website

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Competent-sys-Trainer

• Partners
• Belgium/Flanders
• Flemish Institute for the Self-Employed (VIZO)
• Department of Education of the Flemish Community
  (DVO)
• Flemish Service for Employment and Vocational
  Training (VDAB)
• GermanyInternationaler Bund, Berufsbildungszentr
  um Stuttgart (IB)
• Finland
• Vocational Teacher Education College of
  Jyväskylä Polytechnic (VTEC)
• Seinäjoki Vocational Adult Education Centre
  (SAAKK)

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Competent-sys-Trainer

• Ireland
• FAS- Training and Employment Authority
• Italy
• International Training Center of the
  International Labour Organisation
• Poland
• Instytut Technologii Eksploatacji (IteE)
• Portugal
• Ass. Para o desenvolvimento das competencias
  (ADC)

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Competent-sys-Trainer

• Have a look at our project website
• www.cstrainer.net

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Competent-sys-Trainer
PHASES
Analysing the existing profiles of the VET trainers Elaborating a common frameword for this target group
Defining the competenties
Developing a chart model for a competentcy-based system
Designing a number of competenty-based modules of training of trainers Pilot testing of these modules
Generating a competency-bases system for VET trainers, integrated into HR management Analysing the overall situation Situating the competency-based modular training of trainers into the overall HR cycle Defining a common language framework Defining the quality criteria of a workable HR competency-based management system Designing an appropriate HR competenty-based management system Integrating the competency-based management system into the HR cycle of the organisation
Collecting and exchanging existing goodbest practices of tools facilitating the application of HR competency-based management systems
Producing recommendations as to the products developed, the lesson learnt, continuation of the competency processes via future proposals
PRODUCTS
Analysis of the job profile of the VET trainer Truncus communis for the novice, the trainer and the expert
Descriptive sheets of competencies
Competency chart model competencies/result areas general overview
Curricula of competency-based modules Set of working agreements for pilot testing / improvement actions and finalisation
Analysis of the initial situation with the project partners A concept A common language framework A list of quality criteria A concept/model for an appropriate HR competency-based management system A phased action plan for integration of the competency-based management system into the full HR cycle of the organisation
Selected tools by the project through collection, exchange and demonstration, to be implemented
Recommendation paper
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Competent-sys-Trainer
PHASES
Analysing the existing profiles of the VET trainers Elaborating a common frameword for this target group
Defining the competenties
Developing a chart model for a competentcy-based system
Designing a number of competenty-based modules of training of trainers Pilot testing of these modules
Generating a competency-bases system for VET trainers, integrated into HR management Analysing the overall situation Situating the competency-based modular training of trainers into the overall HR cycle Defining a common language framework Defining the quality criteria of a workable HR competency-based management system Designing an appropriate HR competenty-based management system Integrating the competency-based management system into the HR cycle of the organisation
Collecting and exchanging existing goodbest practices of tools facilitating the application of HR competency-based management systems
Producing recommendations as to the products developed, the lesson learnt, continuation of the competency processes via future proposals
TIMING
Ready to be validated Ready to be validated
Ready to be validated
Ready to be validate
December 2005 July 2006
Ready to be validated Ready to be validated Ready to be validated April 2005 January 2006 January 2006
April 2006
October 2006
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Competent-sys-Trainer
CRITICAL SUCCESFACTOR
Proces Perspective
1. The diversity and complementarity of the partnership is utilized to the most at each stage
2. Each completed project phase means progress towards the final project aim
3. All project phases, processes, actions and gradual progress are neatly presented to all at all times
4. The continuity of the process of growth is ensured by project values respected and maintained by the whole partnership


Consensus-score on participation involvement in WP N-OK lt8
Consensus-score on effectiveness efficiency of WP N-OK lt8
Monthly increase number of hits gt10 and gt 1 per partner
Transnational meetings starts with reminder of values
KEY PERFORMANCE INDICATOR

1a. The (inter-)activities are spread amongst the partners as stipulated in the contract 1b. Each partner has ample opportunity to contribute to every aspect of the meetings
2a. The expected outcome of each WP has been reached 2b. The phased project output/products have been realized as stipulated, and in due time 2c. Cost control does not affect quality too adversely
3. The webspace is dynamically being used by all partners (re-actively and pro-actively)
4 All group initiatives, in particular transnational meetings, start with reminding the partners of the 10 Project Values
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Competent-sys-Trainer
CRITICAL SUCCESFACTOR
Financial Perspective
1. All partners fulfil their duties as to providing the contractor with the agreed documents in due time
2. Each partner receives his share of the funding on the terms stipulated in the project agreement also wiqth respect to the two different kinds of payment (fixed / related to results)
3. Cost efficiëncy expenses and surplus costs are under control
Customer perspective
1. Each partner is represented at the transnational meetings
2. There is continuity in the identity of the partners' representative(s)
3. Each partner is content with the results reached at each stage of the project
4. Each partner is content with the working, collaboration and decision-making methods all along the project stages


N-OK lt10
N-OK ?1 complaint
N-OK gt10 deviation of amount allowed

N-OK lt10
N-OK gt1 new face compared with Brussels meeting
N-OK lt8 (average)
N-OK lt8 (average)
KEY PERFORMANCE INDICATOR

1. The agreed documents are sent to the contractor, duly filled out and on schedule
2. There are no complaints whatever of any particular partner about negligence of these payments nor of the terms stipulated
3. Expenses follow the amount allowed in the contract

1. All partners have a representative at the meeting
2. Number of new representatives (physical presence) at each transnational meeting is kept as low as possible
3. Satisfaction sheet (Q 234) at the end of each plenary meeting
4. Satisfaction sheet (Q568) at the end of each plenary meeting
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Competent-sys-Trainer
CRITICAL SUCCESFACTOR
Innovation and learning
1. Product development each output has a distinct (innovative) additional value compared to existing products or methods
2. Product development dissemination is one of the priorities all along the project
3. Process dynamics the road (and by-roads) to results is object of reflection and innovation project experience leads to project expertise


Consensus-score on additional value N-OK lt8
Consensus-score on dissemination initiatives N-OK lt8
Consensus-score on process quality N-OK lt8
KEY PERFORMANCE INDICATOR

1. The real (partial) output is scrupulously weighed against the aims and output stipulated in the project agreement, esp. From the innovative point of view
2a. Dissemination plans, actions and results are screened after each WP (transnational WP meeting) 2b. Website is used for dissemination purposes at most 2c. All partners inovke their own network for internal dissemination
3. At each stage the working methods, tactical decision process, strategic direction, overall routing and project management (e.g. Quality Mgt) are being discussed, scrutinized and possibly fineturned