Bailey and Burch 25 Essential Skills and Strategies for Behavior Analysts. Chapter 10. You are a clinical supervisor at an agency serving people with autism. You have found the RBTs you supervise to be very capable, and to do great work. If there’s one thing you could change about their work, though, it would be their timeliness with their graphing and daily narrative notes. Each sees six clients per day, and each either truncates the session by 10 minutes to work on documentation at the end of the session (even though the clients could really use that time with their therapist), or they save their paperwork until the end of the day (and sometimes don’t get around to it before leaving). You overhear one of them saying that she wishes the Practice Director would give them one paid hour to spend on completing documentation for each hour of client service, because they currently don’t get paid for doing this, and now they either take up client time or they save it for the end of the day, but don’t always stick around to do unpaid work.” (They are paid hourly – by the client.) This sounds reasonable to you. You don’t know much about the financial aspects of things at the practice, you do get the impression the practice is on pretty good financial footing. Describe how you’d lobby the Practice Owner and Director for one hour of paid paperwork time for each hours of client service for the RBTs.
Bailey and Burch 25 Essential Skills and Strategies for Behavior Analysts. Chapter 10.
You are a clinical supervisor at an agency serving people with autism. You have found the RBTs you supervise to be very capable, and to do great work. If there’s one thing you could change about their work, though, it would be their timeliness with their graphing and daily narrative notes. Each sees six clients per day, and each either truncates the session by 10 minutes to work on documentation at the end of the session (even though the clients could really use that time with their therapist), or they save their paperwork until the end of the day (and sometimes don’t get around to it before leaving). You overhear one of them saying that she wishes the Practice Director would give them one paid hour to spend on completing documentation for each hour of client service, because they currently don’t get paid for doing this, and now they either take up client time or they save it for the end of the day, but don’t always stick around to do unpaid work.” (They are paid hourly – by the client.)
This sounds reasonable to you. You don’t know much about the financial aspects of things at the practice, you do get the impression the practice is on pretty good financial footing.
Describe how you’d lobby the Practice Owner and Director for one hour of paid paperwork time for each hours of client service for the RBTs.
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