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Behavior Science Technology is committed to furthering the field through research. Much of our research efforts focus on effective supervision practices, treatment fidelity processes, and client outcomes. The overarching goal is to ensure quality services are delivered to consumers of service and that providers receive the best support they can. Below we outline our research collaborations!
In our quest to tackle the high turnover rates in the ABA industry, our data-driven investigation led to a pivotal discovery: the '4-80 rule.' This rule indicates that a minimum of 4 supervisory observations per month, with a mean treatment fidelity score of 80% or higher, greatly enhances technician retention and overall industry quality.
We have data from some of our long-standing customers who are now delivering high-quality services because they have a process in place at their organization to collect treatment fidelity data.
We have data from organizations that use our software to show there is a wide variability and inconsistency in the quality of services being provided to clients. Ultimately, we do this work because we care about those that we serve and we strive to provide the highest quality service possible. Without having access to treatment fidelity data and doing regular analysis, it is unknown whether the quality of services provided are in fact optimal.
Regardless of the observation system used, data should be able to be analyzed at the individual, team, and organizational levels. The job of the supervisor is to analyze the data at the individual and team levels. Individual analyses allow supervisors to determine the needs of an individual provider. Team analyses allow for information about how supervisory teams are performing and whether supervisors need additional support or if there are overarching areas where the entire team needs support. Organization-level analyses are typically done by organizational leaders.
Earlier this year, we embarked on an exciting collaboration with our colleagues at LEARN Behavioral to understand what BCBA supervisors are doing in practice. The mission of this research is clear: We aimed to make procedural integrity not just a standard, but a seamless and natural aspect of every BCBA's practice. To do this, though, we need to know how actively BCBAs are engaging in activities centered around procedural integrity AND if there is a shortfall in engagement, what's holding them back? What challenges are they encountering in their daily practice that might deter them from ensuring procedural integrity? We administered a comprehensive survey to gather this information.
