Multi-Agency Risk Management in Supported Living: Working Together to Keep People Safe
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In supported living, no single organisation holds all the information needed to manage risk effectively. High-quality services depend on strong multi-agency collaboration between providers, local authorities, health teams, families and specialist clinicians. When communication breaks down, risks escalate. When collaboration is strong, people thrive.
This guide sets out how to embed multi-agency risk management that is proportionate, person-led and aligned with Making Safeguarding Personal (MSP), positive risk-taking and strengths-based practice.
1. Establish shared understanding from the start
Every agency sees a slightly different part of the picture. Providers may understand day-to-day behaviour changes, while community LD teams may hold clinical insights, and families may recognise early signs of distress. Strong risk management begins with a shared understanding of:
- the person’s goals and what matters to them
- health needs and clinical vulnerabilities
- environmental or sensory triggers
- historic risks and protective factors
Multi-agency planning should bring these elements together — not duplicate them.
2. Clear roles, clear responsibilities
One of the biggest causes of safeguarding failure is blurred responsibility. Effective teams define:
- who monitors what (health, behaviour, medication, environmental risks)
- who responds first in different scenarios
- clinical vs. provider decision-making boundaries
- how urgent concerns are escalated
Clarity builds confidence and reduces delay when situations arise.
3. Using technology to support shared risk visibility
Assistive technology strengthens multi-agency coordination when used appropriately. For example:
- epilepsy sensors with automated alerts to provider and overnight responders
- digital care plans accessible to health partners
- movement sensors or falls detection linked to specialist teams
- smart medication systems that reduce errors and flag concerns early
Technology does not replace professional judgement — it enhances the flow of timely, relevant information.
4. Regular multi-disciplinary reviews
Reviews should not only occur after incidents. Instead, providers should establish proactive MDT rhythms — for example, every 6–12 weeks. These reviews should cover:
- what is working well
- recent progress or successes
- emerging risks or early-warning signs
- whether support or staffing levels need adjusting
- whether restrictions can be removed or reduced
This normalises shared accountability and strengthens the person’s wider support network.
5. Making Safeguarding Personal in MDT practice
MSP means safeguarding is something done with a person, not to them. MDT practice should:
- actively involve the individual in every meeting
- use accessible communication to ensure informed choices
- focus on outcomes, not processes
- respect the person’s definition of safety, comfort and independence
This approach ensures safeguarding meetings do not undermine autonomy or dignity.
6. Responding to complexity with coordinated plans
People with complex needs may require multiple plans working together — e.g., PBS plans, crisis plans, health plans, risk assessments and positive risk-taking frameworks. Providers should ensure these plans:
- are not contradictory
- are understood by all agencies
- include clear, agreed escalation routes
- identify who leads decisions in crises
Coherence prevents confusion and enables confident, timely responses.
7. Ensuring learning flows across agencies
After incidents, agencies must share learning openly, without blame. Effective MDT learning includes:
- reflective debrief sessions
- shared learning logs
- revisions to support plans
- training opportunities arising from incidents
This builds a culture of continuous improvement and shared accountability.
Strong multi-agency collaboration is one of the biggest predictors of positive outcomes in supported living. When organisations work together — with the person at the centre — risks reduce, independence increases and safeguarding becomes truly personalised.
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