Analyze

When I read the commentary on COVID-19 and Higher Education, it reminded me an article published in the early days of the transition to online teaching. In this article entitled "The Difference Between Emergency Remote Teaching and Online Learning," the authors emphasize the importance of naming (what we regularly refer as) online teaching as "emergency remote teaching": 

"Online learning carries a stigma of being lower quality than face-to-face learning, despite research showing otherwise. These hurried moves online by so many institutions at once could seal the perception of online learning as a weak option, when in truth nobody making the transition to online teaching under these circumstances will truly be designing to take full advantage of the affordances and possibilities of the online format."

"Researchers in educational technology, specifically in the subdiscipline of online and distance learning, have carefully defined terms over the years to distinguish between the highly variable design solutions that have been developed and implemented: distance learning, distributed learning, blended learning, online learning, mobile learning, and others. Yet an understanding of the important differences has mostly not diffused beyond the insular world of educational technology and instructional design researchers and professionals. Here, we want to offer an important discussion around the terminology and formally propose a specific term for the type of instruction being delivered in these pressing circumstances: emergency remote teaching."

Let's re-read a quote in the commentary by Robert Pose in the light of above notes: 

"The sudden brutal switch to online learning is the most obvious consequence for higher education of the pandemic. Everyone now accepts online teaching because everyone regards it as necessary to reduce serious health hazards. But after the pandemic recedes, it is likely economic forces will seek to keep online learning in place, because it is far cheaper than education before the pandemic."

I think we need much more nuanced and careful approach to the possibility of continuing online teaching in the aftermath of COVID-19 without reducing the discussion to the terms of economics. Since many universities have shifted to emergency remote teaching without necesarily having the required experience and infrastructure in online teaching, there appear many concerns beyond economics, at least in my university, e.g., the lack of regular communication between students and educators appear as a concern of the authorities beyond of teachers.  

The goal of the Disaster Resilience Leadership Academy is to:

“…achieve increased resilience in communities and individuals impacted by natural and manmade disasters. Such leadership is guided by the ethics of the Triple Bottom Line: Equity, Environment, and Economy.”

The Disaster Resilience Leadership Academy emerged from the breakdown in leadership during the 2004 Katrina super storm disaster.

The program is a branch of Tulane University’s School of Social Work.

The program is funded through the University of Tulane, Bill & Melinda Gates Foundation, the Global Facility for Disaster Reduction and Recovery, and the Royal Norwegian Government.

There are four different levels to the Disaster Resilience Leadership certification. Level 1 is Strengthening Existing Leadership Capacity. Level 2 is Building Organizational Efficacy. Level 3 is Creating Future DRL Leaders. Level 4 is Global DRL Network.  It is a 6 day workshop.

Community leaders and professionals across various countries and communities to prepare them to lead their communities during disaster management.

The program provides successful participants a certification. A Master’s degree in Disaster Resilience Leadership is available through a 36 credit hour course.

“Based upon research that the DRLA leadership has conducted with reputational leaders in the field, including leaders from within other premier academic institutions, international organizations, prestigious NGOs, the United Nations, the donor community, think tanks and the Red Cross movement, it is widely agreed that a systematic and interdisciplinary approach to leadership is widely needed in the community and insufficiently addressed in most academic programs. As Tulane University itself has exhibited such resilience and strength of leadership in the aftermath of Hurricane Katrina, it represents and ideal setting to support such an approach to disaster resilience leadership education and allows students to experience the living laboratory of recovery and resilience that is the city of New Orleans.” -- Louisiana Voluntary Organizations Active in Disasters.