Adult Learning for Integration – Reimagining Migrant Education Across Borders

 

 

Migration is one of the defining forces of the 21st century, reshaping societies, economies, and individual identities. Recognizing the transformative power of migration and its challenges, Working Group 3 (WG3), Adult Learning and Education (ALE) in Immigrant Settlement and Integration, at the 2024 Hall of Fame Induction Conference, explored how ALE can support inclusive, sustainable integration for migrants around the globe.

 

Co-chaired by Dr. Thomas Sork (IACEHOF 2008) of the University of British Columbia and Dr. Alexandra Ioannidou of the German Institute for Adult Education, with assistance from Working Group Mentor Simona Sava (IACEHOF 2017) of the West University of Timişoara, the group brought together participants from Canada, Germany, Italy, Romania, South Africa, Sweden, and the United States. The session affirmed the crucial role of ALE in navigating the societal transformations that migration brings.

 

A Global Megatrend with Local Impact

Migration is a demographic phenomenon and a social megatrend that touches every aspect of life. From labor markets and public services to community cohesion and identity, successful integration requires a coordinated and empathetic response. Adult education is uniquely positioned to support this process by equipping migrants and host communities with the tools for mutual understanding, resilience, and development.

 

Key Research Themes Explored

The group mapped a rich set of research areas that could inform future policy and practice. These included:

• Conceptualizing Migration and Integration: Deepening the understanding of what integration means and how it varies across contexts—socially, economically, and politically.
• Integration Outcomes: Examining how adult learning influences outcomes such as employment, language proficiency, social inclusion, and civic engagement.
• Framing the Public Discourse: Analyzing how media and political narratives shape attitudes toward migration and how adult education can help counter polarizing rhetoric.
• Migration Pedagogies and Teaching Practices: Identifying and sharing best practices in designing culturally responsive, trauma-informed, learner-centered approaches.
• Recognition of Prior Learning (RPL): Advocating for systems that validate migrants’ existing skills and qualifications, thereby accelerating their inclusion.
• Cultural Heritage and Identity: Exploring how migrants’ identities evolve and how ALE can support the negotiation between heritage and adaptation.

 

Strategic Recommendations and Collaborative Pathways

Participants identified a wide range of collaborative initiatives to advance knowledge and practice in migrant education:

• Special Journal Issues: Publishing focused collections on integration, pedagogy, and migrant identity.
• International Dialogue Networks: Establishing platforms for cross-border conversations involving researchers, educators, and policymakers.
• Webinar Series: Launching a thematic series, beginning with a University of Glasgow session on racism and xenophobia, distributed via YouTube or with support from UIL.
• Creative Resource Sharing: Creating a research repository (e.g., Google Drive) with tools, concept papers, and models for replication.
• Toolkits for Local Action: Developing a digital “integration and safety box” to help communities welcome migrants with evidence-based strategies.
• Leveraging Research Networks: Working closely with organizations such as ESREA (European Society for Research on the Education of Adults) for deeper engagement and dissemination.
• Funding and Research Development: Exploring opportunities through Erasmus Mundus, Horizon Europe, and similar frameworks for multi-country comparative research.

 

Empowering Adult Educators and Institutions

A recurring emphasis was placed on training adult educators, civil society leaders, and public officials to facilitate integration effectively. Education is not only for migrants—it must also equip host communities to respond with empathy and readiness. Topics such as intercultural competency, trauma sensitivity, and cross-sector collaboration were seen as foundational for inclusive learning environments.

 

Enablers for Cooperation

For these initiatives to succeed, the group stressed the importance of:

• Democratic Leadership and shared decision-making processes.
• Equity and Participation, ensuring all voices are heard, including migrants themselves.
• Sustainable Funding to allow for the continuity and scaling of promising practices.
• Recognition and Reward Structures, to incentivize contributions from researchers and practitioners.
• Dissemination Platforms, including mailing lists, institutional visits, and professional exchanges.

 

ALE as a Bridge to Belonging

The WG3 discussions made one thing clear: integration is not a linear journey, but a dynamic process of negotiation, adaptation, and mutual growth. Adult education plays a vital role in this process, offering migrants and host societies the tools to thrive together. By fostering research, sharing innovations, and centering equity, ALE can turn the challenge of migration into an opportunity for collective transformation.

 

Inclusive Data for Global Impact – Shaping the Future of Adult Learning Evaluation

The 2024 Hall of Fame Induction Conference in Florence hosted a significant working group discussion on the Marrakech Framework for Action (MFA), the outcome document of the 7^th International Conference on Adult Learning and Education held in Morocco in June 2022 (CONFINTEA 7), and its monitoring and data collection mechanisms. Facilitated by Working Group 1 (WG1) Mentor Arne Carlsen (IACEHOF 2017), chaired by UIL Director Isabell Kempf, and with critical contributions from Nicolas Jonas of the UNESCO Institute for Lifelong Learning (UIL), the session explored strategies for developing inclusive and context-sensitive data frameworks to support global monitoring of Adult Learning and Education (ALE) through GRALE—the Global Report on Adult Learning and Education.

 

This working group focused on addressing the pressing need to broaden the scope of actors involved in data collection, moving beyond traditional government-led structures. As ALE is increasingly shaped by a diverse network of public and non-public entities, current monitoring strategies often fall short in capturing the full breadth of ALE activities, particularly those led by civil society organizations (CSOs) and private providers. The group’s objective was clear: to develop actionable recommendations for a more inclusive and effective data monitoring system.

 

Before the in-person meeting in Florence, a preparatory webinar set the stage by identifying best practices for engaging non-state actors. This pre-conference engagement ensured participants came prepared to dive deep into the complexities of global ALE data systems.

 

Key Challenges Identified

• Incomplete Data Coverage: ALE programmes run by CSOs and private providers are often not reflected in government reports, resulting in a fragmented picture of learning opportunities.
• Institutional Capacity Gaps: Many national monitoring systems face limitations in technical capacity, human resources, and infrastructure, hindering their ability to collect and validate comprehensive data.
• Misaligned Frameworks: Global monitoring tools like GRALE must account for diverse regional priorities and localized mechanisms—a difficult but crucial task.

 

The Role of Non-State Actors

Non-state stakeholders—especially CSOs and private companies—play an instrumental role in ALE delivery and innovation. Their involvement in data collection is not only logical but essential, as these actors often reach marginalized populations typically excluded from mainstream statistics. Participants discussed how their inclusion would improve both the reach and quality of data.

 

Recommendations for Capacity Building and Collaboration

Participants underscored the importance of joint initiatives that bring together governments, private sector organizations, and civil society. Cross-sector partnerships can create capacity-building programmes that develop data literacy and establish consistent methodologies. Moreover, participants called for ongoing, multi-level dialogue—national, regional, and global—to ensure monitoring systems remain relevant, inclusive, and widely adopted.

 

Exploring Alternative Data Sources

A forward-looking suggestion involved leveraging unconventional yet promising data sources, such as LinkedIn analytics or company-based human resource databases. While non-traditional, these sources could help fill data gaps, particularly regarding employment and skill development trends. Transparency and communication were deemed essential for securing buy-in from all involved parties.

 

Workshop Recommendations

The working group put forth several actionable strategies:

• Implement capacity-building activities to promote collaboration between government agencies and CSOs.
• Develop a global communication strategy to disseminate the goals and findings of GRALE 6.
• Maintain open dialogue with key stakeholders to align global monitoring tools with local and regional priorities.

 

Outcomes and Future Directions

As a direct result of the working group, partnerships were strengthened with key international actors, including ICAE, AONTAS, and DVV International. These enhanced collaborations are expected to play a pivotal role in advancing the implementation of GRALE 6. In parallel, UIL plans to integrate the workshop’s feedback to refine its monitoring framework.

 

Capacity-building activities led by UNESCO field offices are also in the pipeline, aimed at supporting more inclusive and context-sensitive data collection processes tailored to regional needs.

 

Beyond the technical outcomes, the session highlighted the essential role of data in shaping global agendas for ALE. ALE’s potential to address pressing global challenges—ranging from digital transitions and climate change to aging populations—can only be fully realized when monitoring frameworks capture the full diversity of learning environments and actors.

 

By prioritizing inclusion and collaboration, WG1 set a new global standard for evaluating lifelong learning.

Micro-Credentials and Lifelong Learning – Reimagining Recognition in Adult Education

 

As the global economy and workforce evolve, educational models must keep pace. The Working Group 5 (WG5) on Micro-Credentials (MC) and Individual Learning Accounts, guided by mentor Sturla Bjerkaker (IACEHOF 2014), took on this challenge at the 2024 Hall of Fame Induction Conference in Florence. The session sought to unpack the potential, pitfalls, and future of micro-credentials in adult and continuing education.

 

Held as part of the larger Hall of Fame conference, the workshop was hosted at the University of Florence and prepared through a pre-conference webinar on October 8, 2024. Viola Pinzi of the European Association for the Education of Adults (EAEA) chaired the session, which featured additional insights from Paolo Federighi and Kent Gudmundsen. Around 20 participants contributed, representing various perspectives from education, policy, and professional practice.

 

Why Micro-Credentials? Why Now?

Micro-credentials—short, targeted learning experiences that provide verifiable recognition—are gaining traction worldwide. From Europe to the Philippines, ministries of education are exploring how micro-credentials can expand learning access and improve employability.

 

In the adult education context, micro-credentials offer flexibility, personalization, and relevance. They allow learners to upskill quickly, respond to labor market needs, and continuously learn without committing to lengthy degree programs. However, the group noted that micro-credentials also come with challenges, particularly around validation, sustainability, and coherence with existing recognition systems.

 

Core Questions Raised

The working group posed several foundational questions:

• What is genuinely new about micro-credentials? Are they a fresh approach or rebranded forms of existing learning validation tools?
• What systems of recognition are needed to ensure their credibility and portability?
• How do micro-credentials interact with the broader concept of lifelong and long-lasting learning?

 

A central concern was sustainability: while micro-credentials offer immediacy and flexibility, participants questioned how long the skills and competencies gained from short learning experiences will endure. The group hypothesized that the shorter and narrowly defined a learning experience is, the less durable its outcomes may be, raising the need for deeper learning approaches within micro-credentials frameworks.

 

Recognition, Validation, and Governance

Recognition systems emerged as a critical concern. To be meaningful, micro-credentials must be assessed and validated by credible institutions. Participants asked: Who gets to recognize micro-credentials? Should it be universities, government bodies, or new independent entities? What frameworks can ensure standardization while allowing for contextual flexibility?

 

Suggestions included developing a “micro-credential unit” within institutions or as part of a cross-sectoral regulatory body. Validation processes must be rigorous, learner-focused, and transparent.

 

Stakeholders and the Learner-Centered Approach

Micro-credential systems require coordination among several actors: learners, employers, education providers, and trainers. Each has a stake in ensuring that micro-credentials serve individual goals and broader labor market or societal needs.

 

The group emphasized that micro-credentials must be designed with learners at the center, not just in terms of content but also in terms of accessibility, usability, and long-term value. This learner-centered vision was championed throughout the session.

 

Visualizing Micro-credentials as Modular and Stackable

A creative and widely accepted metaphor emerged during the session: micro-credentials as LEGO blocks. Learners should be able to stack them vertically (toward degrees or advanced credentials) and horizontally (to broaden their skill sets). This modular approach could offer unprecedented flexibility in constructing individualized learning paths.

 

Reflections and Global Relevance

Participants acknowledged the growing global interest in micro-credentials, including their relevance for organizations like the American Association for Adult and Continuing Education (AAACE). Micro-credentials could provide an important bridge to employment and further study in regions with informal labor markets or limited access to higher education.

 

However, the group cautioned against viewing micro-credentials as a panacea. Without clear recognition frameworks, inclusive design, and sustainable learning pathways, micro-credentials risk becoming fragmented and inequitable.

 

Looking Ahead: Building the Infrastructure for Micro-credential Success

The session concluded with a call for international dialogue, shared standards, and policy frameworks that balance innovation with quality assurance. As the micro-credential field evolves, it must stay grounded in the values of adult education—access, equity, relevance, and empowerment.

 

WG5’s work laid a strong foundation for continued collaboration in defining and refining the role of micro-credentials in a lifelong learning ecosystem. As adult learners navigate a world of rapid change, micro-credentials may become the flexible, stackable tools that help them thrive—if developed thoughtfully and inclusively.

Reimagining Lifelong Learning: Global Ecosystems for a Transformative Future

 

By Pascal Paschoud and Simone C. O. Conceição (IACEHOF 2018)

 

Insights from the International Adult and Continuing Education Hall Conference

In an era marked by rapid technological innovation, shifting demographics, and global challenges such as climate change, the importance of university lifelong learning (ULLL) has never been more urgent. At the International Adult and Continuing Education Hall of Fame Conference held in Florence (November 7–9, 2024), Working Group 2 (WG2)—focused on University Lifelong Learning and Inter-University Partnerships—gathered to address this urgency and chart a collaborative path forward.

 

This effort was made possible through close cooperation with the European University Continuing Education Network (EUCEN), whose contributions helped shape a forward-thinking agenda centered on innovation, partnerships, and global impact.

 

Collaboration at the Core

The Working Group recognized that inter-university collaboration is not just a strategic advantage—it's a necessity. Through partnerships, universities can develop joint strategies, share resources, and create flexible learning opportunities for adult learners. Initiatives like the Adult Education Academy and the European Basic Skills Network (EBSN) exemplify how shared educational programs and professional development series can transcend national borders.

 

A pre-conference webinar set the stage, with participants exchanging practices and highlighting successful projects. Featured resources included DVV International’s ALE Toolbox and UNESCO’s Learning Cities initiative—tools and models that reinforce the transformative potential of coordinated adult education.

 

Key Themes and Actions

The Florence workshop reaffirmed the university’s pivotal role in supporting lifelong learning. While national contexts differ, participants shared a common vision: the transformation of higher education institutions into “learning universities” that fully embrace lifelong learning as a core mission.

 

To move this vision into action, the Working Group proposed:

• Building Inclusive LLL Ecosystems: Engaging diverse stakeholders—universities, civil society, employers, and learners—to co-create accessible and responsive learning opportunities.
• Creating Joint Programs: Developing cross-border degrees, certificates, and exchange opportunities to promote global access and recognition.
• Establishing Microcredentialing Frameworks: Inspired by models like MicroCred in Ireland, the group advocated for a global alliance on microcredentials to ensure transferability, transparency, and mobility.
• Developing Sustainable Networks: Initiatives like EPALE serve as a model for an international network of lifelong learning educators and professionals to share strategies, successes, and challenges.

The Road Ahead

Looking forward, the Working Group outlined a series of next steps to sustain momentum:

• Forge lasting partnerships with universities, governments, NGOs, and the private sector.
• Identify funding opportunities to support international projects.
• Promote recognition and accreditation frameworks that validate prior learning across borders.

Above all, the group made a strong call to the broader educational community: to commit to revitalizing adult and continuing education—not just as a response to global challenges but as a means of fostering personal fulfillment and social progress.

 

A Shared Commitment

In collaboration with EUCEN, this work reflects a shared commitment to a global, inclusive, and forward-looking vision of lifelong learning. As universities continue to evolve, their ability to partner effectively—locally and globally—will define their role in building resilient societies and empowered individuals.

 

In the words of the Working Group, this is the beginning of “a new renaissance for lifelong learning”—one built on cooperation, innovation, and a deep belief in education without limits.

 

Leading Through Complexity: The Call for Conscious Leadership in Adult Education

By Dr. Kimberly Osborne (IACEHOF 2023)

Dr. Kimberly Osborne

In a world marked by increasing polarization, rapid technological transformation, and mounting global uncertainty, the field of adult and continuing education stands at a pivotal crossroads. More than ever, we are being called not only to educate but also to lead.

As a Hall of Fame member with experience across academia, international institutions, and public service, I’ve witnessed how the demands placed on adult learners—and those who serve them—have shifted dramatically. These aren’t simply incremental changes. They reflect a broader transformation in how we live, work, and relate to one another in a deeply interconnected world. Navigating this complexity requires a different kind of leadership—one rooted in consciousness, adaptability, and an unwavering commitment to human development.

Traditional leadership approaches, anchored in predictability and control, are insufficient for addressing today’s fluid and often ambiguous realities. What we need now is what I call conscious leadership: the capacity to lead with self-awareness, humility, and a deep understanding of interconnected systems. This form of leadership sees beyond the boundaries of institutions or disciplines and embraces the ambiguity that defines modern life. In adult education, this kind of leadership is not optional—it’s essential.

Across the globe, educators and institutions are feeling the impact of this shift. The rapid acceleration of artificial intelligence (AI) presents opportunities and threats, particularly regarding access, equity, and the preservation of human wisdom in learning. While AI may automate certain tasks or offer new efficiencies, it cannot replace adult education's relational and reflective dimensions. In the face of this technological surge, adult educators must lead with discernment, guiding learners in how to use technology, question it, critique it, and understand its broader implications.

At the same time, demographic changes are reshaping who our learners are. Migration, aging populations, and global mobility are producing increasingly diverse learning communities, often marked by trauma, interrupted education, or systemic exclusion. In these environments, responsive leadership is crucial. We must be able to listen deeply, adapt programs with cultural intelligence, and build trust across lines of difference. This requires technically proficient leaders who are emotionally intelligent and socially aware.

The changing nature of work further underscores the need for leadership evolution in our field. As industries transform and traditional job pathways become less stable, adult learners need an education that is nimble, relevant, and rooted in lifelong learning principles. Micro-credentials, modular learning, and cross-sector partnerships are promising innovations—but only if they are implemented with thoughtful leadership that centers learner agency and community needs.

In my work advising leaders and institutions, I’ve seen how the most effective responses to these challenges are grounded in a balance of strategic vision and deep humanity. It’s not enough to be efficient or innovative; we must be wise. We must ask not only “what works” but also “what matters” and “for whom?” This reflective stance is one of the most powerful tools adult educators have, and it should be nurtured at every level of our field.

Leadership development cannot be an afterthought. It must be an intentional, integrated part of preparing future educators and shaping our institutions. That means cultivating leaders who can hold complexity, work across boundaries, and lead with courage. The work ahead is not easy, but it is necessary.

The challenges of our time—climate change, social fragmentation, global inequities—can not be met with yesterday’s solutions. As adult and continuing education professionals, we have the tools and the reach to contribute meaningfully to a more conscious and connected world—but only if we lead.

As members of the Hall of Fame, we have the platform and responsibility to model this kind of leadership. Our experience matters, but so does our willingness to evolve. Now is the time to share our stories, lessons, and boldest questions. The future of our field depends on it, and more importantly, so does the future of our learners.

 

Dr. Kimberly Osborne is an international leadership advisor and executive coach specializing in strategic communication, conscious leadership, and adult learning. She works with senior leaders, organizations, and institutions globally to navigate complexity and lead transformational change.