Category Archives: Development

Blog Series: From Great Clinician to Great Supervisor

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Part 4: Better Supervision Improves Services at Every Level

by: Cheryl Davis, PhD, BCBA-D, Dana Reinecke, PhD, BCBA-D

Investing in supervisors is not simply an investment in leadership development. Supervisory behavior affects the people being supervised, the organization’s culture, and ultimately the quality of services clients receive.

When supervisors establish clear expectations, teach effectively, recognize good performance, and provide useful corrective feedback, staff are more likely to know what successful performance looks like and how to achieve it.

Effective supervision can also create an environment in which staff feel comfortable asking questions, acknowledging uncertainty, practicing new skills, and responding constructively to feedback. Guidance on individual supervision likewise emphasizes providing feedback and evaluating the effects of supervision rather than assuming that supervision has been effective simply because it occurred.

Resources such as SupervisorABA were developed to help behavior analysts move beyond simply meeting supervision requirements and build the practical skills needed to supervise effectively. Tools, models, structured practice, and ongoing professional development can help bridge the gap between knowing ABA and supervising people who practice ABA.

Perhaps the most important shift is simply recognizing that becoming a supervisor should not be treated as something clinicians are expected to figure out by accident.

Throughout this series, one principle has remained clear: becoming a supervisor should not be treated as something clinicians are expected to figure out by accident. Organizations can begin improving supervision by asking one essential question: Are we training supervisors with the same care and precision we expect them to use when training others?

Summary of References

Behavior Analyst Certification Board. (2024). Supervisor training curriculum outline (2.0). Behavior Analyst Certification Board.

Behavior Analyst Certification Board. (2026). Supervision, assessment, training, and oversight. Behavior Analyst Certification Board.

Fraidlin, A., Van Stratton, J. E., McElroy, A., & Aljadeff, E. (2023). Peer feedback: Recommendations for behavior analysts’ training and supervision. Behavior Analysis in Practice, 16, 696–708. https://doi.org/10.1007/s40617-022-00761-1

LeBlanc, L. A., Sellers, T. P., & Ala’i, S. (2020). Building and sustaining meaningful and effective relationships as a supervisor and mentor. Sloan Publishing.

Parsons, M. B., Rollyson, J. H., & Reid, D. H. (2012). Evidence-based staff training: A guide for practitioners. Behavior Analysis in Practice, 5(2), 2–11. https://doi.org/10.1007/BF03391819

Parsons, M. B., Rollyson, J. H., & Reid, D. H. (2013). Teaching practitioners to conduct behavioral skills training: A pyramidal approach for training multiple human service staff. Behavior Analysis in Practice, 6(2), 4–16. https://doi.org/10.1007/BF03391798

Author Bios

Cheryl Davis, PhD, BCBA-D (Creator)

Cheryl Davis obtained her doctoral degree from Endicott College in Applied Behavior Analysis. She received a Masters of Science Degree in Intensive Special Education from Simmons College in Boston, MA after attending The University of Connecticut where she received a bachelor’s degree in Human Development. With over 25 years of experience working with children and families with autism, developmental disabilities, and related disorders, Cheryl specializes in working with individuals with ASD and developmental disabilities, online teaching, active responding and skill acquisition. She has had experience as a teacher, job coach, home therapist, residential supervisor, public school consultant, staff trainer and professor. Cheryl has extensive experience in developing training topics for both parents and teaching staff. She has provided professional development trainings to over two thousand teaching staff and enjoys providing services internationally. 

Dana Reinecke, PhD, BCBA-D (Creator)

Dana Reinecke is a doctoral level Board-Certified Behavior Analyst (BCBA-D) and a New York State Licensed Behavior Analyst (LBA) and New York State Licensed Psychologist.  Dana has worked extensively in higher education in faculty and leadership roles and as a consultant, trainer, and clinician in various settings.  She has presented original research and workshops on the treatment of autism and applications of ABA at regional, national, and international conferences. She has published her research in peer-reviewed journals, written chapters in published books, and co-edited books on ABA and autism. Dana has been actively involved in the New York State Association for Behavior Analysis (NYSABA), previously serving on the Board of Directors as Secretary, President, and conference chair.

More in this Series:

Part 1: Why Great Clinicians Can Struggle as Supervisors

Part 2: Supervisors Need Training Too

Part 3: A Six-Step Framework for Developing Supervisors

Blog Series: From Great Clinician to Great Supervisor

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Part 3: A Six-Step Framework for Developing Supervisors

by: Cheryl Davis, PhD, BCBA-D, Dana Reinecke, PhD, BCBA-D

Organizations can improve supervision by treating supervisor development as an intentional, competency-based process rather than assuming that experience alone will produce expertise. 

New supervisors benefit from seeing effective supervisory behavior modeled. They need structured tools to observe staff performance and deliver feedback. They need opportunities to rehearse difficult conversations before having those conversations with employees. They also need someone to observe their supervisory behavior and provide feedback about what they are doing well and what they can improve.

Effective competency-based training identifies the target behaviors, provides clear descriptions and models, creates opportunities for active practice, and uses observational data and feedback to determine whether mastery has occurred (Parsons et al., 2012). Research has also demonstrated that practitioners themselves can be successfully taught to conduct BST with other staff, illustrating that effective training and supervisory repertoires can be deliberately developed rather than simply acquired through seniority or experience. 

Supervisors can apply the same framework to their own professional development: 

  1. Define the behavior. What does “giving effective feedback” or “having a difficult conversation” actually look like? 
  2. Learn and observe it. Review examples, models, checklists, and evidence-based practices.
  3. Practice it. Rehearse supervisory interactions rather than waiting for a high-stakes situation to practice for the first time. 
  4. Measure the outcome. Did staff performance improve? Did the supervisee demonstrate the targeted skill? Did the supervisor’s intervention produce the intended result?
  5. Refine the approach. If the desired behavior did not change, examine the variables affecting performance and adjust accordingly. 

This approach also changes the way we think about struggling supervisors. Instead of immediately concluding that someone is “bad at managing people,” organizations can conduct a performance assessment: Is this a skill deficit? Is the expected behavior clearly defined? Has it been adequately trained? Is effective supervisory behavior being reinforced? Are competing contingencies within the organization making good supervision difficult? Behavior analysts are uniquely prepared to ask those questions. 
 
Developing supervisors in this way does more than improve individual management skills. In the final installment of this series, we’ll examine how effective supervision influences staff performance, organizational culture, and ultimately the quality of services clients receive. 

Part 3 References 

Behavior Analyst Certification Board. (2024). Supervisor training curriculum outline (2.0). 

Parsons, M. B., Rollyson, J. H., & Reid, D. H. (2012). Evidence-based staff training: A guide for practitioners. Behavior Analysis in Practice, 5(2), 2–11. https://doi.org/10.1007/BF03391819 

Author Bios

Cheryl Davis, PhD, BCBA-D (Creator)

Cheryl Davis obtained her doctoral degree from Endicott College in Applied Behavior Analysis. She received a Masters of Science Degree in Intensive Special Education from Simmons College in Boston, MA after attending The University of Connecticut where she received a bachelor’s degree in Human Development. With over 25 years of experience working with children and families with autism, developmental disabilities, and related disorders, Cheryl specializes in working with individuals with ASD and developmental disabilities, online teaching, active responding and skill acquisition. She has had experience as a teacher, job coach, home therapist, residential supervisor, public school consultant, staff trainer and professor. Cheryl has extensive experience in developing training topics for both parents and teaching staff. She has provided professional development trainings to over two thousand teaching staff and enjoys providing services internationally. 

Dana Reinecke, PhD, BCBA-D (Creator)

Dana Reinecke is a doctoral level Board-Certified Behavior Analyst (BCBA-D) and a New York State Licensed Behavior Analyst (LBA) and New York State Licensed Psychologist.  Dana has worked extensively in higher education in faculty and leadership roles and as a consultant, trainer, and clinician in various settings.  She has presented original research and workshops on the treatment of autism and applications of ABA at regional, national, and international conferences. She has published her research in peer-reviewed journals, written chapters in published books, and co-edited books on ABA and autism. Dana has been actively involved in the New York State Association for Behavior Analysis (NYSABA), previously serving on the Board of Directors as Secretary, President, and conference chair.

More in this Series:

Part 1: Why Great Clinicians Can Struggle as Supervisors

Part 2: Supervisors Need Training Too

Blog Series: From Great Clinician to Great Supervisor

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Part 2: Supervisors Need Training Too 

by: Cheryl Davis, PhD, BCBA-D, Dana Reinecke, PhD, BCBA-D

Behavior analysts already have a well-established technology for teaching complex skills. Behavioral Skills Training (BST), typically involving instruction, modeling, rehearsal, and feedback, has considerable empirical support for teaching staff to perform important clinical skills. Effective training requires opportunities to perform the behavior and receive feedback until competency is demonstrated (Parsons, 2012). 

Yet organizations do not always apply this same logic to supervisors. 

A new supervisor may receive a job description, policies and procedures, a caseload, and perhaps some administrative orientation before being expected to supervise effectively. They may know that they should “give feedback,” “support their staff,” or “address performance concerns,” but knowing the rule is different from having the behavioral repertoire necessary to implement it. 

Imagine, for example, telling a new supervisor: 

You need to address this technician’s performance. 

That instruction leaves a tremendous amount unspecified.  

  • How should the supervisor begin the conversation?
  • What behavior should they describe? 
  • How can they distinguish observable performance from assumptions about attitude or motivation?  
  • How should they respond if the employee becomes defensive? 
  • How much corrective versus supportive feedback should they provide?  
  • What happens after the conversation?  
  • How will they know whether the intervention worked? 

These are behaviors that can, and should, be taught. 

The Behavior Analyst Certification Board (BACB, 2026) recognizes supervision as an area requiring specific preparation. BCBAs providing certain forms of supervision must complete supervision-specific training, and the BACB’s Supervisor Training Curriculum Outline (BACB, 2024) includes competencies intended to support effective supervisory relationships. Meeting formal supervision requirements, however, should be viewed as the beginning of supervisor development rather than its endpoint. 
 
If supervision is a skill, organizations need a deliberate way to help clinicians develop it. In the next installment, we’ll introduce a six-step, competency-based framework supervisors and organizations can use to turn supervisory expectations into observable, teachable behaviors. 

Part 2 References 

Behavior Analyst Certification Board. (2024). Supervisor training curriculum outline (2.0). Behavior Analyst Certification Board. 

Behavior Analyst Certification Board. (2026). Supervision, assessment, training, and oversight. Behavior Analyst Certification Board. 

Parsons, M. B., Rollyson, J. H., & Reid, D. H. (2012). Evidence-based staff training: A guide for practitioners. Behavior Analysis in Practice, 5(2), 2–11. https://doi.org/10.1007/BF03391819 

Author Bios

Cheryl Davis, PhD, BCBA-D (Creator)

Cheryl Davis obtained her doctoral degree from Endicott College in Applied Behavior Analysis. She received a Masters of Science Degree in Intensive Special Education from Simmons College in Boston, MA after attending The University of Connecticut where she received a bachelor’s degree in Human Development. With over 25 years of experience working with children and families with autism, developmental disabilities, and related disorders, Cheryl specializes in working with individuals with ASD and developmental disabilities, online teaching, active responding and skill acquisition. She has had experience as a teacher, job coach, home therapist, residential supervisor, public school consultant, staff trainer and professor. Cheryl has extensive experience in developing training topics for both parents and teaching staff. She has provided professional development trainings to over two thousand teaching staff and enjoys providing services internationally. 

Dana Reinecke, PhD, BCBA-D (Creator)

Dana Reinecke is a doctoral level Board-Certified Behavior Analyst (BCBA-D) and a New York State Licensed Behavior Analyst (LBA) and New York State Licensed Psychologist.  Dana has worked extensively in higher education in faculty and leadership roles and as a consultant, trainer, and clinician in various settings.  She has presented original research and workshops on the treatment of autism and applications of ABA at regional, national, and international conferences. She has published her research in peer-reviewed journals, written chapters in published books, and co-edited books on ABA and autism. Dana has been actively involved in the New York State Association for Behavior Analysis (NYSABA), previously serving on the Board of Directors as Secretary, President, and conference chair.

Pick of the Week: The Salad Shoppe!

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This week, save 15% on our brand new vocational curriculum! Click on the graphic for more details!

How to Maintain a Fast Pace of Instruction

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There is a common misconception that individuals with special needs require a slower pace of instruction. While they may require a slower pace through a curriculum, this does not mean that individual lessons should be taught at a slower pace. In fact, slowing the pace of instruction not only wastes precious instructional time, it may increase the occurrence of problem behaviors.

Higbee (2009) writes that “appropriately paced instruction helps students to maintain attention to the instructor and instructional materials. Though student attention can be lost when instruction is happening too rapidly, it is most often lost when the pace of instruction is not rapid enough” (p. 20).

So how can you maintain a fast pace of instruction that is appropriate for your student? Here are some things to consider:

  1. Prepare! Set out your materials in such a way that they are easy to access quickly. I keep all the mastered skills on index cards so I can easily add maintenance questions into instruction. Organization is often the simplest way to increase efficiency in your session.
  2. Take data. You want to increase attention and decrease problem behaviors. Try different paces of instruction and measure the behaviors you are wanting to change. For instance, if I have a student who is often grabbing for my shirt during a session, I may try a pace of instruction that includes 15 questions each minute, then try a pace of 20 questions per minute, another of 25 per minute. Next, I will compare the rates of grabbing for my shirt with each pace of instruction. Remember, these aren’t 15 questions for the target skill; some mastered skills will be intermixed.
  3. Record a session. By taking video of yourself working with a child, you may see opportunities for increasing efficiency on your own. You may also observe specific times at which problem behaviors tend to increase, then be able to target those specifically. For instance, perhaps problem behaviors occur when you turn to write data in a binder, but didn’t recognize that pattern until you watched a recording later.
  4. Use reinforcement effectively. Usually, pace of instruction in and of itself will not change behavior. Instead, pair it with reinforcement and be systematic with how you implement reinforcement. We’ve talked about reinforcement here on the blog a lot, so you can read about that in more detail here.
  5. If possible, get input from supervisors or the individual you are working with. Supervisors may be able to observe your session and provide insight on how to increase your pace of instruction. And the individual you are working with may be communicating that they are bored through misbehavior, stating “I’m bored,” or nonvocal behaviors such as yawning. This may be an indication that you need to provide more challenging material or increase the pace of instruction.

REFERENCES

Higbee, T. (2009). Establishing the prerequisites for normal language. In R. A. Rehfeldt, Y. Barnes-Holmes, & S.C. Hayes (Eds.), Derived relational responding applications for learners with autism and other developmental disabilities: A progressive guide to change (7-24). Oakland, CA: New Harbinger Publications, Inc.

WRITTEN BY SAM BLANCO, PhD, LBA, BCBA

Sam is an ABA provider for students ages 3-15 in NYC. Working in education for twelve years with students with Autism Spectrum Disorders and other developmental delays, Sam utilizes strategies for achieving a multitude of academic, behavior, and social goals. She is also an assistant professor in the ABA program at The Sage Colleges.

3 Ways To Fade Prompts

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Prompts are ways we help our learners demonstrate new skills. We use prompts to get our students to greet a peer, flush the toilet, name the color blue, and clap their hands. Prompts are something we add to the situation because the natural or teaching cue was not enough to cause the student to respond. The natural cue of being finished using the toilet was not a strong enough reminder to flush the toilet so we added the verbal prompt, “flush the toilet” and the student now responds. Prompts are important but fading them is just as important.  Prompt fading in ABA needs to be planned from the start and is an integral and essential component to the plan. Unless you are committing to following that child around for the rest of his life and tell him to flush the toilet – prompt fading is essential.

Some rules for prompt fading in ABA:

* Plan it out from the start.
* Train your staff.
* Do it gradually.
* If incorrect responding begins, return to last prompt level.

1. Least to Most Prompt Fading

Like we discussed in Monday’s post, least to most prompting involves starting with the least intrusive prompts and moving up in the prompting hierarchy. This can be beneficial because it gives students to the opportunity to be independent and you are only providing as much prompting as needed. This is a strategy we tend to use naturally. When you meet a your friend’s toddler you put out your hand to give a high five. If she doesn’t respond you say, “give high five.” If she still doesn’t respond you move her hand to your hand to give a high five. This is a natural method of prompting. When using this prompt fading technique, ideally the prompts will be somewhat self fading. If you are always starting at the least intrusive prompt, your students will have the opportunity to demonstrate independence. As the student begins to learn the task, he will need less and less prompts to perform it correctly.

Some key tips for using this prompt fading in ABA procedure:

  • allow wait time; if you do not provide wait time you may be providing more prompts than needed and taking away the opportunity for the student to respond correctly
  • take data; data is key to track progress. Every time you utilize this prompting method – note the level of prompt you used. You want to see that your student is requiring less intrusive prompts as time goes on. This will help avoid prompt dependence.
  • use high powered reinforcers; use an item that is actually a reinforcer that your student wants to work for. The sooner he demonstrates the skills, the sooner he gets the reinforcer.

2. Most to Least Prompt Fading

Most to Least prompt fading is another effective method of using prompts. With this method you start the most intrusive prompts and gradually fade to less intrusive prompts. The prompt fading is build right in. However, sometimes people forget that and in their head rename this most to most prompting. The key to errorless learning and using the most intrusive prompts first is that you fade the prompts out. The idea behind most to least prompting is that students will contact reinforcement right away and you will avoid errors and the students developing any incorrect habits.

How to fade prompts in Most to Least Prompting:

  • set criteria for changing prompts; once your student hits a particular number of days or sessions or trials at a particular prompt level, fade to the next level; take data to track progress
  • once you hit the criteria move to the next type of prompt; refer to our prompt hierarchy or order that is in Monday’s post. Move up the list to less and less intrusive prompts.
  • fade magnitude than switch prompt type; before you switch from a gestural to a verbal prompt adjust the magnitude of the prompt. A dramatic point to an object is different that a nod of your head.

Data is critically important for avoiding prompt dependence. You want to set a criteria ahead of time and take data to make sure you are sticking with the criteria. The criteria you set will depend on the student and the task. Maybe you want 3 consecutive days with each prompt level. If you are taking data you can ensure that you are sticking to that schedule. If errors begin occurring, go back a prompt level. The data will guide your implementation of this procedure. If you are fading too quickly, your data will tell you!

Prompt fading in ABA isn’t scary. Plan ahead and make sure you train your staff. This is a group endeavor!

3. Time Delay

One effective way we can fade prompts is using a time delay. A time delay inserts a set amount of time between the natural or teaching cue and our prompt. When utilizing a time delay, start with a zero second (i.e. no) time delay – so it will basically be like errorless teaching. For the first few trials, give the prompt right away so the student knows how to respond. Then after several trials, increase the time delay. For example, you may start with 2 seconds. If the student does not respond within 2 seconds – provide the prompt. If the student responds before the 2 seconds, provide loads of reinforcement. Once the student is successful and responding under the 2 seconds for several trials, increase the time delay. Now wait until 4 seconds to provide the prompt. Continue on. If the student does not respond with the 4 second time delay, move back to the 2 second time delay.

The key to time delay is planning and data. Set the criterion ahead of time. Plan how many sessions you will do at 0 seconds before moving to the first time delay. Determine what the mastery criteria is – how many times do you want the student to respond within the time delay before increasing the time delay length? Take data on this. It can easily and quickly get confusing if you don’t have a data sheet to track what you are doing. Write the plan in simple terms at the top of your data sheet. I like to track prompted correct (PC), prompted incorrect (PI), unprompted correct (UC), and unprompted incorrect (UI) using those abbreviations on my data sheet. If the student responds before the prompt it is counted as unprompted and if it’s after the prompt it is prompted!

There is no magic number of trials or days you should stay within the 0 second or 2 second time delay. It depends on the student’s level of functioning and the difficulty of the task. This is where data majorly comes in to play. If you’ve moved along too quickly, you will know and you can scale back.

Time delay works really well with verbal prompts. Another key component to time delay working successfully is making sure the reinforcement you give for the unprompted responses is better than the reinforcement for prompted responses. So if Johnny responds before the time delay and says the color blue on his own – give him 3 m&ms and praise but if you are using a 2 second time delay and he doesn’t respond and you provide the verbal prompt “bl…” and then he says blue only provide praise. You want the independent responses to be getting more reinforcement so your student is motivated to engage in those responses more!

About The Author

Sasha Long, BCBA, M.A., is the founder and president of The Autism Helper, Inc. She is a board certified behavior analyst and certified special education teacher. After ten years of teaching in a self-contained special education classroom, Sasha now works full time as a consultant, writer, and behavior analyst. Sasha manages and writes The Autism Helper Blog, as a way to share easy to use and ready to implement strategies and ideas. Sasha also travels internationally as a speaker and consultant providing individualized training and feedback to parents, educators, therapists and administrators in the world of autism. She is currently an adjunct professor in the school of Applied Behavior Analysis at The Chicago School of Professional Psychology. Sasha received her undergraduate degree in Special Education from Miami University and has a Masters Degree in Applied Behavior Analysis from The Chicago School of Professional Psychology. Contact Sasha at sasha.theautismhelper@gmail.com.

Horse Program helps both Children and Adults with Disabilities

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A new therapy program called Hoof Prints in the Sand services individuals with special needs ranging from ages 5 to 63. This animal based therapy program is aimed at using interactions with horses to help individuals gain not only physical skills like muscle definition, correct posture and hand-eye coordination but also much-needed confidence.

Founded by a special education teacher with an equestrian background the entire Hoof Prints in the Sand  program consists of volunteers who dedicate their time to work one on one with students of varying disabilities and ages. Students begin by testing out a mechanical horse appropriately named “Hope” and then easing into riding lessons on donated horses.  The volunteer coaches help students by riding with them, leading the horses, or walking beside the horse and rider to ensure safety.

Do you know of a unique program for individuals with special needs in your area?

New monitoring system gives adults with disabilities a new look at independent living

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 With all the new advances in technology some adults with disabilities are finding new ways to put them to use enabling them to gain independence and   begin living on their own. A new article details life outside of assisted living and group homes to a new 24-hour monitored independent-living housing situation. A new system called Sengistics is able to monitor programmed activities of a household 24 hours a day. For example things like doors and windows opening after specifically programmed hours can trigger a phone call to a caretaker allowing the caretaker to check-in with the individual moments later. Other features that can be programmed include motion sensors for areas of the house alerting caretakers of possible injuries and accidents, alert systems for appliances to make sure they are secured properly after use, alerts for medications ensuring they are taken on the correct schedule as well as a variety of other individualized monitors that can be programmed to call and notify different contacts.

This type of living situation is ideal for those who cannot live in a fully independent housing situation but who are generally over-served in assisted living homes. It also fosters the use of previously learned living skills as well as helps by giving the individual the opportunity to acquire new sets of skills ranging from simple chores to shopping lists, money management and more. Lastly, for parents with adult children who continually need support and are unable to live fully independent lives this new type of housing situations enables them to gain a piece of mind about the future.

To learn more about the monitoring system and its features click on the following article:

High-Tech Monitoring

Reaching Up! Setting Goals that are Realistic, Functional, and Meaningful

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Happy New Year!  Many people are inspired by the start of the new year to set goals for themselves.  This is also an ideal time for parents to think about their goals for their children.  In setting goals for a child with a disability, there are a few important considerations that will improve the likelihood of the child’s success, as well as the parent’s satisfaction.

It’s usually a good idea to start with big picture goals, and then narrow them down.  You might start by asking yourself what your ultimate goal for your child is, and then where you would like to see him or her in 5 years.  Then, what would you like to be accomplished in this coming year? 

Let’s say your big picture goal is for your son to have a happy social life.  Your 5-year goal might then be for him to have at least 3 friends that he sees on a regular basis.  Your goal for this year might be to get him involved in an afterschool club on a regular basis. 

To take another example, your big picture goal might be for your daughter to communicate effectively with other people.  Your 5-year goal might be for her to have conversational exchanges with other people in the absence of prompts or augmentative communication.  And your goal for this year might be for her to ask for what she wants when she wants it (to “mand” for desired objects).

Starting with the big picture goal and thinking about the 5-year goal can help parents to maintain their focus.  If you start with small goals and build up, you might find yourself building in the wrong direction.  Most importantly, keeping the big picture and 5-year goals in mind help to keep your more immediate goals functional and meaningful.  When time and resources are precious, you want to make sure that you use them only to address goals that are going to help your child to attain his or her best, most important possible outcomes.

A second consideration in setting year-long goals is how realistic they are.  No one knows your child better than you, as his or her parent, but even parents can have difficulty gauging just where their child may wind up after a year.  Many factors can impact the success of any goal, including the interventions available and other, unexpected barriers or supports that may arise.  It can be helpful to break year-long goals down even further into smaller steps, which will be easier to predict and monitor. 

So, for the son who you want to see be more social, consider breaking the goal of joining an afterschool club down into its parts, each of which will be easier and faster for him to accomplish than the whole:  investigate the clubs that are available, discuss his top two choices with a guidance counselor, attend the first meeting, etc.  Each of these smaller goals can be measured and celebrated, helping to keep momentum and motivation towards the bigger year-long and further aspirations.  Similarly, the daughter who is working on communication can achieve smaller goals by learning to mand using prompts as earlier goals, and then continuing to mand independently as prompts are faded. 

Finally, each of the smaller goals set for the year should be measured so that progress can be tracked.  Seeing progress is not only motivating and exciting, but can help to guide when to advance to the next set of goals.  Measurement is also important for identifying when progress is not happening as quickly as desired, so that the supports and strategies in place can be updated for better success.

About The Author

Dana Reinecke is a doctoral level Board-Certified Behavior Analyst (BCBA-D) and a New York State Licensed Behavior Analyst (LBA).   Dana is an Assistant Professor and Department Chair of the Department of Special Education and Literacy at Long Island University Post.  Dana provides training and consultation to school districts, private schools, agencies, and families for individuals with disabilities.  She has presented original research and workshops on the treatment of autism and applications of ABA at regional, national, and international conferences.  She has published her research in peer-reviewed journals, written chapters in published books, and co-edited books on ABA and autism.  Current areas of research include use of technology to support students with and without disabilities, self-management training of college students with disabilities, and online teaching strategies for effective college and graduate education.  Dana is actively involved in the New York State Association for Behavior Analysis (NYSABA), and is currently serving as President (2017-2018).

Pick of the Week: Save 20% on select speech and language workbooks!

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These books are perfect for helping young learners strengthen their communications skills!

 

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