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For more than a decade, there has been an increased focus on the need for accountability and transparency about the value that United States and international higher education institutions add to students' knowledge and skills to help increase their economic productivity and career opportunities. This focus on accountability and transparency within the U.S. dates to 2005 when former US Secretary of Education Margaret Spellings established a Commission on the Future of Higher Education to develop a national strategy for higher education reform. This led to an increased focus on measuring value added within higher education institutions and using value-added scores to make institutional comparisons. This chapter presents a brief history of value added within the United States and presents high-level summaries of initiatives, assessments used to measure value added, and a review of how value added is measured. We also present challenges around methodology and interpretation of results. Lastly, we discuss some of the future directions in evaluating value added in higher education and areas for future research.

The global spread of the COVID-19 pandemic has largely transformed the higher education ecosystem and shifted the modes of delivery around the world. The rapid shift from traditional face-to-face teaching to online delivery was accompanied by a set of significant challenges. In Lebanon, the situation was exacerbated by a plethora of political, economic, and humanitarian crises. Even the most well-prepared Lebanese higher education institutions were facing an insurmountable challenge to maintain education quality under extremely strenuous circumstances and limited resources. The challenges included the absence of clear quality assurance mechanisms, problems associated with limited internet connectivity due to frequent electric power outages, the lack of teacher and student preparedness for online delivery, and the absence of online-ready curricula. Nevertheless, Lebanese universities were able to make the necessary adjustments for their students to complete their education using available resources and minimal training. The current chapter explores the challenges faced by private and public universities in Lebanon and the approaches utilized to overcome tremendous limitations. We discuss the lessons learned during the process of adopting online and hybrid classroom learning, and the opportunities for growth that were brought about by unforeseen circumstances. We also introduce the changes needed on the institutional, national, and regional levels to prepare for the post-pandemic era in higher education.

In light of Egypt’s expanding flow of online learning (OL), quality assurance (QA) has undoubtedly become a strategic priority. In the near future, QA strategy is anticipated to be a major topic of discussion in educational policy talks. Critical policy concerns must be addressed, like sustaining globally acceptable QA standards and responding to the government’s and other stakeholders’ goals and objectives for OL. Our chapter aspires to offer a contribution to current literature in this regard. This chapter aims to investigate the aspects of QA in maintaining OL, particularly in light of the COVID-19 pandemic. Particularly, we analyze internal QA of OL in the Egyptian higher education (HE) sector through quality assurance and accreditation project (QAAP) and program of continuous improvement and qualifying for accreditation (PCIQA). We discuss the external quality assurance and accreditation of Egyptian HE institutions with a special focus on the national authority for quality assurance and accreditation of education (NAQAAE). We investigate the policies, practices, and quality standards that are employed by HE institutions to ensure the quality of online courses and programs through document analysis.

There is a wide consensus among higher education constituents that inclusive learning is essential for all students (Landorf, Doscher, & Jaffus, 2017). Despite this consensus, few theory-to-practice models exist demonstrating how to achieve this goal. Faculty and administrators from a public, land-grant university located in the Midwestern United States are addressing the challenges associated with implementing equity and inclusion at their institution through the development of a model that includes intentional use of theory for designing inclusive learning environments. A primary component of this model was to develop a campus-wide policy across all departments and disciplines. This policy was collectively created with stakeholders across divisions, departments, and disciplines to integrate universal inclusive learning throughout the institution to achieve the aim of inclusive excellence. The outcomes of this policy are in the preliminary stages, but the goal is that far-reaching educational gains will occur in helping students acquire the broad knowledge, higher-order thinking skills, and real-world experiences they need to thrive in a diverse global society. The purpose of this chapter is to provide a helpful way of examining how intentional application of theory might work in higher education institutions to achieve high quality, high-impact inclusive learning for all students.

Due to the Coronavirus 2019 (COVID-19) pandemic, education has been disrupted right from kindergarten to University. Globally, states are advocating for online learning. The COVID-19 pandemic had led to the closure of universities and it was not clear how long this would last. e-Learning was crucial. Lecturers were asked to complete their syllabuses and continue to teach and administer tests remotely. So far, there is a dearth of information on how Kenya’s higher education responded to the pandemic through online learning. This qualitative study utilized online platforms (zoom and Skype) for interviews. This study employed a constructivist approach to explore the faculty officials’ perception of online learning in Kenya’s institutions of higher education. Approximately 45 faculty officials from public universities were involved in this study. The study was carried out in three public universities in Western Kenya. The participants argued that online education was beneficial and primarily promoted online research and enabled them to connect with other practitioners in the global community. There were challenges associated with online learning for instance unreliable internet. This study’s results are hoped to inform the ministry of education and higher learning policies on making online effective and efficient to both the students and the lecturers. This will also be a fairer spring-ball for Kenya toward the realization of Vision 2030.

The outbreak of the SARS-CoV-2 (COVID-19) pandemic has caused significant disruptions to academic activities in educational institutions across countries of the world. In the context of transnational higher education (TNHE), the pandemic has led to major shifts in face-to-face teaching and learning, students’ support services and student engagement. While a number of scholarly studies have examined the effect of the pandemic on education provision across different educational levels, not much has been done to address existing gaps in how academic leaders could support the transformation of the TNHE sector to respond to current disruptions. In order to address these gaps, the current study adopts a case study approach to examine the complex and evolving academic leadership roles in TNHE institutions in Ghana with respect to remote teaching and learning and virtual team activities. The current study addresses the following questions: What academic leadership approaches are essential to developing innovative practices in host TNHE in order to meet the learning needs of students during and after the pandemic? How can transformational leadership approaches interface with institutional theory to provide new direction for transforming TNHE during and after the pandemic? How can academic leadership roles support the transformation of TNHE during and after the COVID-19 pandemic? As a major contribution for addressing gaps in academic leadership roles in TNHE environments especially during COVID-19, the current study proposes an eight-component transformation model. The study concludes by arguing that the challenges facing TNHE especially during the current period of disruptions will require a transformative and innovative academic leadership approach that would ensure that education delivery addresses current and future students’ learning needs.

The operational paradigms guiding leadership strategies and practices, and their related policies, are archaic, and neither varied nor flexible. Arguably, many institutions of higher education still operate on an economized production paradigm of product-profit. The unintended consequence of such a paradigm is the continued dehumanization and objectification of all those involved.

This chapter challenges the particular uses of metaphors in higher education that, on our view, continue the reified product-profit paradigm. By crafting an alternative conceptual metaphor for higher education as a learner rather than debtor, we help those in higher education begin to make institutions more socially responsible and more democratic simply by calling upon those within higher education to reduce the amount of human commodification occurring through the language we use. We do this by sketching the history of the institution as debtor, making clear and transparent the consequences and impact of this metaphor, and by providing an alternative metaphorical paradigm for institutions of higher education.

The world has seen a lot of disasters which have affected some part of the globe and healed in due course but rarely has any health disaster affected the entire world like COVID-19. It not only affected the health sector but caused a downward spiral of the world economy. The world was not prepared to face such a magnitude of the disaster. Overnight, schools and universities declared a lockdown affecting 1.57 billion students in 191 countries (UN, 2020). The sudden closure of educational institutions negatively impacted education around the world and much of the education sector shifted to remote learning. This exacerbated the shortcomings of those institutions who were unprepared for the sudden shift to remote learning. The global pandemic triggered the need to reconceptualize how educational institutions provision teaching and learning. Universities resorted to intensive use of different technology platforms and resources to achieve their learning outcomes. This volume explores how educational institutions needed to rethink teaching, learning, research and innovation, and implement innovative approaches to address such complexities. International case studies have been compiled that highlight the issues related to the impact of the COVID-19 pandemic on higher education and how different countries tried to cope with the sudden shift of remote learning and tried to resolve challenges around the issues of digital pedagogy.

Emergency remote teaching is not the same as a systematic, carefully thought out, and designed online learning system. Emergency remote teaching is best perceived as merely a first step towards migrating into a fully fledged, and carefully designed, virtual or online mode of study. Notwithstanding, this chapter provides a theoretical explanation that justifies the relevance and importance of emergency remote teaching in higher education practice, in light of the global COVID-19 pandemic and related discontinuities. It asserts that emergency related teaching is justified by the urgent need to maintain continuity of teaching and learning and to avoid knowledge and skills decay. A systematic approach to evaluate the effectiveness of emergency remote teaching involves measuring variables across four dimensions; that is, context, input, process, and outcomes. Weighting these dimensions is necessary to ensure that context, input, and process are prioritised above outcomes because the essence of the teaching model, when implemented, is to get it in place swiftly in order for teaching and learning to continue. The effectiveness of emergency remote teaching is best assessed on the basis of its speedy set-up and implementation to maintain continuity of teaching, not on student outcomes. The chapter investigated the approach that a sample of colleges and universities have followed to evaluate their model of emergency remote teaching and contrast it with theory. The approach found in practice was not aligned to best practice. Based on the evidence, the chapter proposes an evaluation framework that institutions can adopt specifically for evaluating emergency remote teaching practice.

Globally, the COVID-19 pandemic took institutions of learning and the workplaces by surprise. Offering online learning was an alternative for institutions of higher learning. Were the Kenyan institutions adequately prepared for this? The present study had three specific objectives: (a) to establish the status of policy preparedness of online teaching and learning in Kenyan universities; (b) to explore the infrastructural preparedness of the universities; and (c) to find out the level of competency preparedness of lecturers and students in embracing the facilities for online teaching and learning. The study had an embedded mixed method research design. Data were gathered using an online questionnaire, from 112 lecturers and 372 students, who were conveniently sampled, representing 34 universities and university colleges. Findings suggest that almost all represented institutions have a policy on online teaching and learning, though 50% of participants’ report that the policy did not exist prior to the onset of COVID-19. On the level of infrastructural preparedness, the personal ownership of digital devices among participants is very impressive, though 50% of institutions do not provide any device. Thirdly, the level of competency in the use of the three sets of online platforms for teaching and learning is far below the expected average, but this is improving since the onset of COVID-19. Lecturers have statistically more perceived competence than students (p<0.01). The implication of these results is discussed. And we conclude that the period of forced online teaching and learning need not be considered as a stop-gap measure during COVID-19, but as a way forward for improved self-learning and lifelong learning.