TPC Journal-Vol 10- Issue 1

66 The Professional Counselor | Volume 10, Issue 1 Students rely on faculty to provide clear steps in a process that requires self-motivation, resourcefulness, creativity, and persistence. An important part of building a productive learning community and promoting the culture of distance learning is helping students not only to engage in the subject (i.e., assignments, learning resources, readings, projects), but also to engage each other in order to maintain the relational quality of face-to-face interactions. We encourage faculty and program leadership to see students as individuals, to foster essential relationships, and to operationalize their caring for students in all their activities (Hall et al., 2010). As Hall et al. (2010) have noted, these activities require that those involved in preparing counselors at a distance remain focused and intentional about what they do when enacting their shared vision. The Role of Institutional and Program Leadership in Faculty Engagement. The development and maintenance of online curriculum is central to student development, and careful planning, typically within a curriculum committee, helps maintain a vibrant and responsive curriculum (Brewer & Movahedazarhouligh, 2018). Course development for a distance education program, although vital, can be intimidating to faculty unfamiliar with the process who can have reservations about the efficacy of distance learning and their own ability in using technology to accomplish course goals. Sibley and Whitaker (2015) noted that faculty resistance needs to be responded to by institutional administration and program leadership with understanding and support. Wantz et al. (2003) assessed program leadership and faculty perceptions of online learning and discovered that faculty perceptions included concerns about the efficacy of online distance education, the belief that certain subject areas (i.e., practice and application of counseling skills, ability to accurately assess student mastery) might not be appropriate for a distance model, the cost–benefit balance and exertion of time and effort in creating and maintaining an online course, and the need to be compensated for this time and effort. Although this study is over 15 years old, it does give an important touchpoint concerning the perspectives of some faculty who work within residential and online programs. For programs that rely heavily on faculty to create online curriculum, institutional and program leadership and administration will need to carefully review compensation policies and practices in programs that require faculty to integrate course development into their workload. Snow et al. (2018) verified that some faculty exhibit resistance toward distance learning, specifically faculty who themselves are teaching online courses either as adjuncts for online programs or who are being required to teach online courses as part of their full-time positions. Sibley and Whitaker (2015) noted that “since faculty participation can neither be mandated nor fabricated, institutions must make online learning attractive, accessible, and valuable to faculty” (para. 23). This starts with online instructional development teams cultivating a deep sense of respect for the expertise the counselor education faculty members possess and working to establish consultative relationships when developing the online curriculum, including helping faculty see what has been done successfully in other courses. Hall et al. (2010) described a philosophy of approaching distance learning from a humanistic framework: “The challenge was not to allow technology to limit or destroy the essence of the individuals involved in the learning process” (pp. 46–47), but for faculty to maintain the relationality with their students consistent with shared professional values that acknowledge counselor preparation as a high-touch (i.e., interpersonal, mentoring, supervising) endeavor. An important part of the successful deployment and maintenance of distance counselor education programs is in continually nurturing a values-based approach; soliciting buy-in from essential stakeholders; seeing and using technology as a tool and not a barrier to enhance connection and learning; and supporting the development of the curriculum, including scheduled revisions based on systematically collected assessment data (CACREP, 2015).