Online distance learning is rapidly becoming a mainstay in higher education. Yet, there still exists unequal access to internet technology among the world's most vulnerable populations. This article reviews the implementation of an online pilot program that provided tertiary education to refugees in Africa and the Middle East, using a unique blend of brick-and-mortar and virtual instruction. Faculty experiences mirrored much of the experiences of instructors in more traditional online education -while onsite staff provided a unique perspective on the embedded nature of the program, based in local contexts. The results of this study helped point the way towards important program modifications to increase the quality of faculty communication and the cultural relevance of the curriculum. Future research is needed to identify whether such programs lead to improved outcomes for refugees.

This paper considers the changing nature of internationalisation in higher education in response to the COVID-19 pandemic and how this change has required institutions to strengthen the case for internationalisation by linking it more explicitly to institutional purpose. It argues that this development requires institutions to formulate approaches to internationalisation that are explicitly linked to vision and mission statements, that often directly cite the support and development of society in general and local communities specifically, as strategic institutional priorities. In turn, this requires an examination of how internationalisation is addressed in strategic statements and the implications for practical delivery. The paper is underpinned by the authors' understanding of the nature and operation of institutions of higher education which is exemplified by the MARS model.It briefly describes this model and argues that within it, internationalisation activities should be seen as a transversal theme, which affects all operations of the institution in a coordinated matter, rather than an isolated or "exceptional" activity which can be allocated exclusively to specialised units such as the International Office-termed "exceptionalism". Exploring this theme further, the paper sets out how internationalisation should be embedded into all aspects of institutional operations in a way that is consistent with the hierarchy of priorities set out in the MARS model. A case study from Latin America in which this approach was adopted is presented in which some of the practical implications are considered. The paper concludes by exploring

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