Chapter 9 of 911% of exam

Personnel Supervision and Management

Domain I treats supervision as behavior analysis applied to staff: set clear expectations, find out why performance falls short, change the environment and consequences, and evaluate supervision with data. Section 4 of the Ethics Code sets the professional duties.

Setting up supervision

Effective supervision starts with a written agreement and a manageable caseload, and it is shared equitably. Supervisees can include RBTs, BCaBAs, BCBAs and other professionals delivering supervised behavioral services. Supervision goals are then selected from an assessment of the supervisee's skills and setting.

Benefits

Improved client outcomes and improved staff performance and retention.

BACB BCBA Test Content Outline (6th ed.) I.1

Contracts and expectations

Execute supervisor-supervisee contracts and establish clear expectations.

BACB BCBA Test Content Outline (6th ed.) I.2; BACB Ethics Code for Behavior Analysts, Code 1.04

Supervisory volume

Take on only as many supervisees as allow effective supervision; document and communicate when the threshold is reached.

BACB Ethics Code for Behavior Analysts, Code 4.03

Equity

Use methods that promote equity in supervision practices.

BACB BCBA Test Content Outline (6th ed.) I.3

Training and performance management

Behavioral skills training and antecedent and consequence strategies are the core tools. The outline lists modeling, practice, feedback, reinforcement, task clarification and manipulation of response effort. Training continues until the skill is performed correctly, ideally checked on the job.

Behavioral skills training

Instructions, modeling, rehearsal and feedback, repeated until the skill is performed correctly.

Parsons, Rollyson & Reid, Behavior Analysis in Practice 5 (2012)

Feedback

Timely praise and feedback designed to improve performance, with a focus on positive reinforcement.

BACB Ethics Code for Behavior Analysts, Codes 4.06 and 4.08

Task clarification

Checklists and clear descriptions of steps as antecedent supports.

BACB BCBA Test Content Outline (6th ed.) I.5

Function-based supervision

When performance falls short, find out why before choosing a fix. Retraining a skill the person already has does not solve a problem of materials, effort or consequences. This mirrors the functional approach used with clients.

Performance diagnostics

Examine training, task clarification and prompting, resources and processes, and consequences, effort and competition.

Carr et al., Behavior Analysis in Practice 6 (2013)

Improvement plans

When problems arise, develop, communicate, implement and evaluate an improvement plan.

BACB Ethics Code for Behavior Analysts, Code 4.08

Delegation

Delegate only after confirming the supervisee can perform the task competently.

BACB Ethics Code for Behavior Analysts, Code 4.09

Evaluating and ending supervision

Supervision is judged by its effects on supervisees and clients, documented, and ended with a plan. Continuity of supervision is planned for interruptions as well as endings. Poor client outcomes can be a sign that supervision needs to change.

Evaluate with outcomes

Use feedback and supervisee and client outcomes to evaluate supervisory practices.

BACB Ethics Code for Behavior Analysts, Code 4.10; BACB BCBA Test Content Outline (6th ed.) I.7

Documentation

Retain supervision documentation for at least 7 years and as otherwise required.

BACB Ethics Code for Behavior Analysts, Code 4.05

Diversity and bias

Address diversity in supervision and evaluate supervisees' biases.

BACB Ethics Code for Behavior Analysts, Codes 1.07 and 4.07

Terminating supervision

Develop a plan with relevant parties that minimizes negative effects on the supervisee.

BACB Ethics Code for Behavior Analysts, Code 4.12

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