| 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? |
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This is a difficult situation where there may not always be the simple answer of "no". The Behavior Analyst should meet with their supervisor establish that accepting additional supervisee/trainees would impact the quality of supervision and exceed their supervisory volume (4.03 Supervisory Volume, 4.04 Accountability in Supervision, and 4.05 Maintaining supervision Documentation) for existing Behavior Analysts. | The Behavior Analyst should document this issue in a self-assessment or letter to their supervisor and openly discuss during their supervision, outlining that exceed r their supervision threshold would deteriorate the quality of supervision to existing supervisees, which violates Ethics Codes 4.03 Supervisory Volume. The factors of the Behavior Analyst's current work demand, current number of supervisees, and logistical barriers such as time to complete the necessary work requirements. This would also impact Ethics Code 4.04 Accountability in Supervision and 4.05 Maintaining Supervision Documentation, if the Behavior Analyst doesn't have sufficient time to complete the work demands and is working beyond their supervisory threshold. |
It is the ethical responsibility of the BCBA to not take more supervisees than can be appropraitely handled | Discuss and explain the ethical obligation and provide another temporary solution that does not add to his caseload |
Say no | documenting his case load, current hours, and documenting communication of limit met |
Tell her no | Explain the limitations of solid supervision and your resources |
The BCBA should refer back to the ethical codes and present the information to the employer, stating that he cannot complete the new tasks due to ethical codes. A deadline should be determined for the employer to either hire another BCBA, but the current BCBA ethically cannot take on any more for his caseload. | He should present the employer with the ethical code and present his current caseload hour for them to review stating that no additional clients are not acceptable at this point. |
The BCBA should tell her no due to his inability to effectively provide supervision with the current size of his caseload. | He should determine when he will be available to accept the new caseload and provide specifics to his employer and those seeking supervision. |
He should tell her "no" as it is against the code of ethics for him to accept more cases than is appropriate. | He should tell her that it is against the BACB code of ethics and that he is bound by that code and therefore cannot accept new cases. |
tell her no | I'm sorry but I haven't the ability or time to ethically take on new clients and still provide |
Tell her no | report |
provide as much assistance as possible until more permanent and functionally efficient plan is developed | provide data as to why/what qualifies adding to his workload would hinder performance outcones/qualities of services provided to less than favorable |
No, come up with a plan to transfer cases to another BCBA | Help in recruitment, identify alternative supervisors (within company or contract out) |
a | a |
Tell her no | 4.06 Providing supervision and training |
No | He can discuss his code of ethics |
Standard 5.01 - Supervisory Competence: The BCBA is responsible for ensuring that they do not take on more supervisees than they can effectively and competently supervise. This standard highlights the importance of ensuring quality supervision and maintaining an appropriate workload to meet the needs of supervisees and clients. Risk of Harm: Taking on more supervisees than they can adequately support may lead to insufficient supervision, compromising the quality of training and potentially putting clients at risk. The BCBA must prioritize the effectiveness of supervision and the well-being of their supervisees. Responsibility to Professional Integrity: By taking on more supervisees than they can handle, the BCBA may risk the quality of service delivery and fail to maintain professional standards. Client Welfare: Inadequate supervision of behavior therapists could lead to suboptimal service delivery, negatively impacting the clients being served. If the BCBA cannot meet the supervision needs of additional therapists, it could result in poor implementation of behavior plans and a lack of consistency in services. | Setting boundaries and proposing ideas for solutions |
He could tell his employer that he can't do it. Or he could agree to give more time on a temporary basis, like a month and go from there. | He could lay it out in a spreadsheet so they can see that he has no more hours left in his schedule to supervise. |
Should tell her no | Explain his ethical guidelines |
He should tell her no and refer her to the code. | Discuss the code and present his documentation. |
Document the supervision load, and potential overload, and give to employer, offer to help hire another BCBA, consult with BACB if needed. | Educate the employer on how the BCBA’s time is spent and show evidence that there is no time for any new supervisees, consult with company HR if there is one, consult with BACB. |
tell her no | provide insight to the negative impacts of too many supervisees |
The BCBA should not take on more supervisees than he is able to provide adequate supervision for. | Share the code of ethics with the employer and discuss the supervision needs of the company. |
Tell. her no. It is the BCBAs responsibility to only take on what they can manage. | Remind the employer that as a BCBA he must follow the ethics code and that taking on addtional supervisees would not be responsible/ethical. |
Tell her no | Reference the code and the negative impacts on clients and supervisees from inadequate time from the BCBS due to caseload |
He needs to adhere to our ethics code and maintain an appropriate caseload. He should not take on more than he feels he can. | He could agree to take on one but not all of the new supervisees. |
The BCBA should tell her no since he would be putting his certification at risk. | Stating that once he removes a client from his caseload he will add a new one. |
| 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? |
