Balancing Innovation and Risk Management in Adult Social Care Services
Innovation in adult social care inevitably introduces change. While innovation can improve outcomes and efficiency, it also carries risk if not properly controlled. Providers must demonstrate that innovation strengthens safeguarding and quality rather than exposing people and services to harm. This article sits within the Innovation, Added Value & System-Wide Impact knowledge area and reflects wider Social Value expectations around safe, sustainable improvement.
Balancing innovation and risk management requires clear leadership, structured governance and a workforce that understands boundaries and accountability.
Why innovation increases risk if unmanaged
Innovation can increase risk through:
- Unfamiliar practices or technologies
- Inconsistent staff understanding
- Unclear escalation pathways
- Gaps between policy and practice
Without robust controls, even well-intentioned initiatives can undermine safety.
Operational example 1: Introducing assistive technology
Context: A provider introduced assistive technology to support independence for people living alone.
Support approach: Individual risk assessments were updated to reflect new equipment and response protocols.
Day-to-day delivery: Staff tested systems regularly and reviewed alerts during supervision.
Evidence of effectiveness: Increased independence without an increase in safeguarding alerts or incidents.
Operational example 2: Flexible care delivery models
Context: A service piloted flexible support hours to better match individual routines.
Support approach: Clear parameters were set to ensure consistency and safety.
Day-to-day delivery: Managers reviewed rotas, incidents and feedback weekly during the pilot phase.
Evidence of effectiveness: Improved satisfaction and outcomes with no deterioration in quality indicators.
Operational example 3: Empowering staff decision-making
Context: Frontline staff were encouraged to exercise greater professional judgement.
Support approach: Decision-making frameworks and reflective supervision were introduced.
Day-to-day delivery: Staff documented decisions and rationale, reviewed during supervision.
Evidence of effectiveness: Reduced restrictive practices and stronger audit trails for inspectors.
Commissioner expectation
Commissioners expect innovation to be accompanied by clear risk management, assurance processes and contingency planning.
Regulator expectation
The CQC expects providers to show how innovation is monitored, reviewed and adjusted to protect people and maintain quality.
Embedding risk management into innovation
Strong providers integrate innovation within:
- Risk registers and assurance frameworks
- Safeguarding and incident review processes
- Staff training and supervision systems
- Leadership oversight and quality governance
This approach ensures innovation remains a controlled and positive force.