Embedding Positive Risk-Taking Into ABI Governance and Quality Assurance
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Positive risk-taking in acquired brain injury services cannot rely on individual practitioner judgement alone. Commissioners and inspectors expect providers to demonstrate how risk enablement is governed, reviewed and quality assured at organisational level.
This article explains how ABI providers can embed positive risk-taking into governance systems. It should be read alongside Quality, Safety & Governance and Risk Management & Compliance.
Why governance matters in ABI risk enablement
ABI services often support complex decision-making involving fluctuating capacity, impulsivity and safeguarding risk. Without governance oversight, positive risk-taking can become inconsistent or unsafe.
Commissioner and inspector expectations
Expectation 1: Board-level visibility. Inspectors expect leaders to understand how positive risk-taking operates in practice.
Expectation 2: Learning and assurance. Commissioners expect learning from incidents, near misses and reviews.
Operational example 1: Risk enablement audit framework
An ABI provider introduced quarterly audits reviewing risk assessments, decision rationale and outcomes.
Using incident data constructively
Incidents should inform improvement rather than drive risk-averse practice.
Operational example 2: Incident review panels
A multidisciplinary panel reviewed incidents involving risk enablement decisions to identify themes.
Supervision and leadership oversight
Risk decisions should be regularly reviewed through supervision and management oversight.
Operational example 3: Governance dashboards
A provider introduced dashboards tracking restrictions, incidents and positive outcomes.
Evidencing governance in inspection
Providers should evidence:
- Audit findings and actions
- Learning from incidents
- Leadership oversight of risk enablement
Governed enablement builds confidence
Strong governance reassures commissioners that positive risk-taking is safe, lawful and intentional.
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