National

As Thailand ranks second in having the most rapidly growing ageing population, the Cheongdoi municipality decided to take necessary steps to care for and provide development opportunities for its elderly population. With a very limited time to prepare a response to demographic change, all sectors require economic and social restructuring and enhanced collaboration to address the needs of an elderly society (Punyakaew et al., 2019).

In 2010, the Malaysian Ministry of Higher Education launched its Blueprint on Enculturation of Lifelong Learning for Malaysia (2011–2020) with the aim of incorporating lifelong learning into the daily lives of its citizens; lifelong learning being considered to be one of the three pillars of human capital development, alongside school and tertiary education. Implementing the initiative would mean taking a step towards prioritizing lifelong learning and forming a mainstream attitude towards education (ASEM Education and Research Hub for Lifelong Learning, 2018).

The Community Learning Board (CLB) was established as an advisory committee to the City Council of Melton, Australia. (Community It acts as a mediator between the community and the council, providing recommendations to the council on lifelong education based on consultations with the community. The board elicits the opinions, needs and demands of the local community that will ensure social, cultural and economic development through lifelong learning. Members of CLB are appointed every four years or for the duration of a Community Learning Plan (UIL, 2015).

The community colleges and universities in the states of Rio Grande do Sul and Santa Catarina in the south of Brazil emerged between 1940 and 1960 as community-based initiatives with the intention of engaging the local population seeking access to higher education. The distinctiveness of community universities (often referred to as Community Higher Education Institutions, CHEIs) is reflected in their hybrid state: combining the characteristics of both state and private organizations, they cannot be defined as either. Their non-profit and non-religious status, as well as their hybrid governing mode and their aims of social, economic and cultural development, ensure inclusion and result in management structures that enable local community representation and a democratic decision-making process. (Fioreze and McCowan, 2018).

Kenya Vision 2030 is a development programme implemented between 2008 and 2030. Its objective is to transform Kenya into a ‘newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment’ (Kenya Vision 2030, 2021).