| The employer is in a bind and is not acknowledging the BCBA's assessment of his caseload. Should he give her more time or tell her no? | How might he go about pushing back and refuse to accept the new caseload? |
|---|---|
Tell her no | BCBA should reaffirm that he cannot perform quality supervision services with this caseload and would be violating the code of ethics if he did so. |
Write a letter | |
jh | iji |
Tell her no. If it is outside of their capabilities to supervise, then it is their responsibility to only take what is manageable. | Cite the ethical codes that would be violated if he did take on the cases, sharing that it not only puts himself at risk with the BACB but also the supervisees and his boss as well. |
He should tell her no, he cannot effectively supervise that many therapists. | Refer to the BACB standards and ethical code. |
Tell her no if the BCBA is unable to perform supervision in accordance with BACB | Document present caseload, use language from the BACB that supports speaking up when you cannot perform your supervision duties in accordance with the BACB |
According to the code, the BCBA should not take on more supervisee's than they can effectively supervise. If they do not push back they are violating the code of Ethics and putting all supervisees and clients at risk of ineffective interactions in the future. | The BCBA should approach the employer and explain that they cannot take on the additional supervisees as it violates the BCBA code of ethics and also threatens her interactions with clients and supervisees to be less effective |
The employer's attempt to overload the BCBA with supervisees, despite his clear ethical concerns regarding supervisory volume, shifts the primary responsibility for the problem onto the employer. While the BCBA has a duty to uphold ethical standards and ensure supervision, the employer's disregard for his professional evaluation create a problem. The BCBA must prioritize client well-being and his professional integrity by firmly refusing the caseload. | The BCBA should immediately provide a written notice refusing the caseload, providing reasons for the ethical and legal obligations. The BCBA may plan a meeting to address the reasons for refusal. |
Tell her no | referencing the code |
The supervision should assess the needs of their case load and if they determine that it is achievable to support and effectively continue managing their case load and the requirements of a new supervisee they can accept | They can refer to the ethics code for manageable caseloads and how they would not be meeting the standards as discribed therefore they can’t accept a new supervisee. |
tell her no | show ethics cdoe |
Tell her no in writing outlining the reasons it is not advisable to place any more supervisees under him. | Put his concerns in writing- noting the possible ramifications (client safety and care can be affected). |
He should tell her no since he feels like he cannot manage anymore cases. | Let them know that you do not feel comfortable with accepting a new case and that you do not feel your practices will be effective. |
This question is unclear. The employer needs to respect the BCBA as the expert, as well as the one with a certification on the line. The employer can ask for additional information but should not totally ignore the BCBA's concerns. | Citing BACB guidelines, sharing details of their current schedule/caseload, and providing hard numbers on why they need to hire additional support- identifying a BCBA than can contract and/pr proposing alternative solutions would be ideal. |
The BCBA should tell the employer no if in fact, she is at her limit. Not doing this would jeopardize her quality of supervision and the quality of the service the client is receiving. | Provide data to confirm her statements. Share the information in written format to document. |
Tell her no | talking about the ethsics code of only taking on what one can handle to have effective treatment and supervision |
If the BCBA already determined that his current caseload of supervisees is too high, he should communicate to his employer that he cannot take any additional supervisees. | He should document his self-assessment and discuss it with his employer, highlighting his concerns about effective supervision and training decreasing with a higher caseload. |
I think he should continue to document the concerns on the caseload but attempt to work with the employer. | He could refer to the BACB for guidance and use language on recommended caseload from the BACB guidelines to refer to effective treatment. |
Tell them no, that ethically he can not accept the increased caseload. | Discus reducing responsibility elsewhere or bringing in another supervisor |
Tell her no - could impact ethical violations for other clients such as keeping up with their needs | refrence the ethical code of conduct - see support from BACB? |
Of course you should give the BCBA more time. Stop taking on new cases/RBT's if you don't have the supervision help. | Put your notice in. Plenty of work-life balance BCBA jobs out there. |
He should decline the new additions to his caseload. If he can't adequately provide the supervision it's unethical to accept it just because the employer is in a bind. | He can restate his concerns, bring up the ethical code, and perhaps suggest alternatives. |
Tell her no. | "Hi I told you on (date) that I cannot take on more supervisees. Perhaps we can look into a psychologist that might fit the supervision needs" |
He should tell her no. | The BCBA is responsible for maintaining boundaries, setting clear limits, and advocating for the best interests of both clients and supervisees. |
Tell her no | Cute the code and explain how quality of care will decrease if the BCBA takes on more than he can handle |
| The employer is in a bind and is not acknowledging the BCBA's assessment of his caseload. Should he give her more time or tell her no? | How might he go about pushing back and refuse to accept the new caseload? |
