Quality Activities in Center-Based Programs for Adults with Autism. Moving from Nonmeaningful to Mea
Series Foreword: Critical Specialities in Treating Autism and Other Behavioral ChallengesHistorical Challenges and Needed Improvements in Center-Based Services for Adults With AutismPURPOSE AND ORGANIZATION OF QUALITY ACTIVITIES IN CENTER-BASED PROGRAMS FOR ADULTS WITH AUTISMTHE ROLE OF BEHAVIOR ANALYSTS AND OTHER PRACTITIONERS REGARDING ACTIVITIES PROVIDED IN CENTER-BASED PROGRAMSCurrent Professional Consensus Regarding Meaningful ActivitiesWORKING IN REAL JOBS FOR REAL PAYWORKING IN A SUPPORTED JOBIndividual Job PlacementWork Crews and EnclavesSHELTERED WORKCENTER-BASED ACTIVITIESCenter-Based Work ActivitiesCenter-Based Nonwork ActivitiesAn Evidence-Based Protocol for Improving the Meaningful Utility of Center-Based ActivitiesSpecifying Criteria for Meaningful Versus Nonmeaningful ActivitiesMEANINGFUL GUIDELINE 1: A TASK THAT SOMEONE WOULD HAVE TO PERFORM FOR A PERSON IF THE PERSON COULD NOT PERFORM THE TASK HIM/HERSELF OUTSIDE OF THE CENTERMEANINGFUL GUIDELINE 2: A TASK THAT ONCE MASTERED, A PERSON COULD BE PAID TO PERFORM AS PART OF A REAL JOBMEANINGFUL GUIDELINE 3: A TASK THAT ADULTS TYPICALLY DO DURING LEISURE TIMEMEANINGFUL GUIDELINE 4: A TASK IS PART OF AN INTERPERSONAL INTERACTION THAT AN INDIVIDUAL WOULD PERFORM ONCE MASTERED AT LEAST WEEKLY OUTSIDE OF THE CENTER OR IT WOULD NOT BE UNUSUAL FOR AN ADULT TO PERFORM AT LEAST WEEKLYMEANINGFUL GUIDELINE 5: A TASK THAT WOULD LIKELY BE PERFORMED BY ADULTS IN A COMMUNITY SETTINGAssessing Meaningful Versus Nonmeaningful Task ParticipationMONITORING MEANINGFUL TASK INVOLVEMENTThe Monitoring Form for Meaningful and Nonmeaningful Task InvolvementSUMMARIZING MEANINGFUL TASK INVOLVEMENTEVALUATING RESULTS OF MONITORING MEANINGFUL TASK INVOLVEMENTSPECIAL CONSIDERATIONS IN MONITORING AND EVALUATING MEANINGFUL TASK INVOLVEMENTSpecial Considerations With the Monitoring ProcessA Special Consideration With the Evaluation Process: Off-Task BehaviorA Staff Training and Supervision Plan to Increase Meaningful ActivitiesLAYING THE GROUNDWORK FOR A SUCCESSFUL STAFF TRAINING AND SUPERVISION PLANIdentifying the Lead Change AgentEnlisting the Support of Agency Executive StaffRationale for Meaningful Versus Nonmeaningful ActivitesEnlisting the Involvement of Front-Line SupervisorsTRAINING AND SUPERVISING STAFF TO MAKE CHANGES WITH ONGOING ACTIVITIESInitial Training Meeting With Direct Support StaffStaff Prompting (and Feedback)Follow-Up Staff MeetingOngoing Positive and Corrective FeedbackCASE EXAMPLES OF STAFF TRAINING AND SUPERVISION PROGRAMS TO INCREASE MEANINGFUL ACTIVITIES IN CENTER-BASED PROGRAMSGroup 1Group 2SOME SPECIAL CONSIDERATIONS WHEN IMPLEMENTING PLANS TO INCREASE MEANINGFUL ACTIVITY PARTICIPATIONMaintaining Meaningful Activity ParticipationTHE KEY TO MAINTAINING STAFF PROVISION OF MEANINGFUL ACTIVITIES: MONITORING AND FEEDBACKInformal Monitoring and FeedbackFormal Monitoring and FeedbackTHE STAFF SUPERVISOR'S ROLE IN MAINTAINING MEANINGFUL ACTIVITIESTHE CLINICIAN'S ROLE DURING MAINTENANCEProviding Feedback to Staff SupervisorsTesting the Integrity of Formal Data Collected by SupervisorsCommunicating With Agency Executive PersonnelDEALING WITH STAFF TURNOVERADDITIONAL CONSIDERATIONSExpanding Staff SkillsIncreasing Community IntegrationCONCLUSION
