Cities of Learning Network Strategy 2030

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This Cities of Learning Network Strategy Network considers several local Cities of Learning strategies and local and European badge recognition strategies that network members developed and follow. CoL Network members share their needs and expectations for the strategy through member surveys, 1-on-1 and focus group consultations. Every City of Learning strategy has its unique aspects and objectives, so this combined strategy focuses on aspects that were met most frequently. It shows the overall direction of the network, but it may not represent all the things and all the objectives that every City of Learning aims for. The combined strategy is not definite; we wish to keep it dynamic and iterative. Hence, it corresponds to the actual needs of network members and learners in the territories where the City of Learning are operating. It primarily focuses on members of the Cities of Learning Network. It aims to support them in growing their capacity, quality and recognition while nurturing learning and recognition eco-systems in their territories.
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The CoL Network survey showed that members have long-term goals centred around integrating emerging technologies like AI, ensuring recognition and sustainability of badges, addressing climate change and industry needs, expanding the network, and fostering youth engagement. They also emphasize the importance of local, national, and international collaboration, connecting policies with practical implementation and creating a robust ecosystem of learners and learning providers.
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The latest network members meeting focused on crafting a long-term future vision, which was seen as a more connected and thriving ecosystem of learners, learning providers, and opportunity providers. AI and other assistive technologies will make managing badges, playlists, content descriptions, easy. Learning may happen not only in person but also in virtual reality. 
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We have used the Theory of Change structure based on the area of change that focuses on a long-term impact, then short-term impact, and outputs activities and inputs that give a structured view over what to achieve and how we are actually going to do it.  The Theory of Change is a framework that maps out how specific actions will lead to desired outcomes. It helps organisations clearly outline their strategies by identifying the steps needed to achieve short- and long-term goals. Linking activities to expected impacts allows for better planning, monitoring, and evaluation of success, ensuring that each step is aligned with the overall mission.
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The Cities of Learning network strategy is structured in the following way:
We start by identifying a long-term impact. A long-term impact here refers to the transformative and lasting changes that the network aims to achieve through its interventions. This impact is an ultimate goal that the network seeks to influence over an extended period, typically 5 or more years after the initial activities have been implemented
We then break it down into several short-term impacts. Short-term impacts are defined here as changes or results expected to occur within a timeframe of approximately 2 to 4 years. These impacts are critical as they bridge the gap between immediate outcomes and long-term impacts. 
Consequently, this strategy breaks the short-term impact down into tangible outputs, which are the immediate results of our intended activities (inputs).
Inputs are activities and resources dedicated by Cities of Learning network members to achieving specific outcomes that will have a short-term and, consequently, long-term impact. 
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We use several terms in this strategy that may require some explanation:
Open Badges is a global standard for recognising and verifying skills, learning, and achievements. They are digital micro-credentials representing identity, interests, competences, and achievements across the web.
Cities of Learning is a territory-based web platform that enables cities and regions to create unique learning pathways for their youth using interactive maps, online learning playlists and digital Open Badges.
Quality Label for badge recognition is a) a process through which badge issuers can evaluate and improve their badge recognition practices while developing and improving skills and competences related to badge issuing; b) a visual sign of quality in badge recognition, which communicates compliance with the quality standard. 
Stakeholders—In a badge-based recognition system, stakeholders play crucial roles that influence digital badges' design, issuance, and value. Typically, this involves badge earners (people), badge issuers (organisations that create and issue badges), badge endorsers (optional stakeholders who lend credibility to the badges by validating either the earner, issuer, or the badge itself), employers, or industry professionals. 
Learners are people who take part in educational programmes published via one or several Cities of Learning platforms. 
A learning ecosystem is a dynamic and interconnected framework that encompasses all elements involved in the learning process. It integrates various components, including people, content, technology, culture, and strategies, to create an environment that lifelong learning experiences.
 
Long-term Impact No. 1: 
Sustainability and Growth of the Cities of Learning Network﻿
Short-term Impacts:
1.1 Growing local learning ecosystems by connecting more and diverse learning providers, learners and endorsers locally and internationally
1.2 Increased commitment and cooperation between Cities of Learning members aiming to build and grow learning ecosystems 
1.3 Expansion of the Cities of Learning Network to new regions.
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Outputs:
1.1.1 Increased learning opportunities provided by local learning ecosystem members due to Cities of Learning platform and network
1.2.1 Joint projects and production of tangible outputs contributing to the vision of the network
1.2.2  Increased face-to-face opportunities for network members to meet and improve cooperation and communication. 
1.3.1 Steady and sustainable growth of Cities of Learning network to new territories and organisations
1.3.2 Financially viable ways of ensuring and sustaining resources needed for the operation of the network
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Inputs:
1.1.1.1 Development of CoL-related resources and activities for learners and learning providers 
1.2.1.1 International cooperation projects involving CoL network members, with an emphasis on partnering highly engaged network members with less engaged ones where possible, to build capacity
1.2.2.1 Financial plan and joint commitment of the network members in search of needed resources internally and via fundraising actions. 
1.3.1.1 Communication and networking activities with potential CoL members and supporters.
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Long-term Impact No. 2: 
Recognition of Non-formal Learning and Youth Work with Open Badges﻿
Short-term Impacts:
2.1 Increased trust and acceptance of Open badges to recognise learning and achievements in life-long learning.
2.2 Enhanced collaboration among main stakeholders (badge issuers, earners, endorsers and public institutions) to ensure quality in recognition of non-formal education and youth work.
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Outputs:
2.1.1 Develop and implement badge quality standards through Quality Label. 
2.1.2 Increased awareness of the benefits of Open Badges by educators and employers.
2.2.1 Increased trust through continuous dialogue and joint actions on recognition among main stakeholders.
2.2.2. Increased engagement of learners of Cities of Learning activities and playlists to shape local, regional, national and international (youth) policies, especially in non-formal learning and recognition
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Inputs:
2.1.1.1 Informing, consulting and training organisations to implement Quality Label in badge recognition
2.1.2.1 Continuous communication on achievements of Cities of Learning in the field of recognition on an international level
2.2.1.1 Training, consultancy and awareness-raising activities for members of learning ecosystems on the benefits of badges
2.2.2.1 Taking part in the process of shaping national and international youth and education policies
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Long-term Impact No. 3:
Innovation and Integration of Emerging TechnologiesIncreased stakeholder participation in digital transformation and adoption of learning technologies, specifically the Cities of Learning platforms and digital Open Badges across and beyond the CoL Network.
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Short-term Impacts:
3.1 Increased digital literacy and awareness of ways to harness digital recognition through CoL Network members 
3.2 Improved experiences for learners and organisers in using activities, playlists and badges through utilising generative AI and emerging digital credentials
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Outputs:
3.1.1 Increased awareness and capacity to develop digital competences within CoL learning ecosystems 
3.2.1 Increased platform’s capabilities to support creating and using activities, playlists and badges. 
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Inputs:
3.1.1.1 Resource sharing and capacity development of CoL Network members in harnessing digital transformation opportunities.
3.2.1.1 Pilot projects integrating the latest OB standard, generative AI and other technologies to improve platform functionality. 
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