Positive Risk-Taking in Supported Living: A Practical Framework for Providers
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Positive risk-taking is one of the most misunderstood aspects of supported living. Many teams feel caught between keeping people “safe” and enabling independence — particularly when transitioning from residential care or hospital environments. But commissioning expectations are clear: supported living must promote autonomy, rights and choice, supported by proportionate and creative risk management.
This guide outlines a practical framework rooted in positive risk-taking, Making Safeguarding Personal, and strengths-based practice.
1. Start with “What matters to the person?”
Positive risk-taking begins with a deep understanding of the person’s values, aspirations and identity. This includes:
- What a good day looks like for them
- The activities and life experiences they want more of
- The fears or anxieties they may hold
- How they prefer to communicate choice, stress or excitement
Risk decisions should support, not override, these preferences. Person-led planning builds trust and reduces conflict or anxiety-driven responses.
2. Distinguish real risk from perceived risk
Many “risks” in supported living come from staff or family anxieties rather than true likelihood or severity. Teams should differentiate:
- Actual risk: Known health, emotional or behavioural vulnerabilities
- Environmental risk: Community locations, housing layout, staffing ratios
- Perceived risk: Fear of the unknown, organisational nervousness, past incidents involving different people
Using MDT reviews — psychology, nursing, occupational therapy — helps ensure decisions are grounded in evidence rather than emotion.
3. Explore the least restrictive option
Commissioners expect providers to evidence clear consideration of alternatives before restricting activities or independence. A strong approach includes:
- Graded exposure (e.g. community access with fading staff support)
- Using assistive technology before considering increased staffing
- Designing routines that build capability over time
- Agreeing “green/amber/red” safety indicators with the person
The goal is to remove barriers, not reinforce dependency.
4. Use technology to create safe freedom
Technology plays a growing role in enabling independence while reducing risk. Examples include:
- GPS prompts for community access without intrusive staff presence
- Epilepsy monitors to support safe overnight independence
- Fall and activity sensors for people with mobility challenges
- Smart-home systems that support daily living skills and routines
Technology should never replace human relationships — but it can remove unnecessary restrictions.
5. Agree the risk plan with the person — not for the person
Positive risk-taking requires shared ownership. This means:
- Explaining risks in accessible formats (visuals, social stories, videos)
- Agreeing what staff will do — and what the person wants from staff
- Setting clear roles for family and advocates
- Reviewing regularly, not only after an incident
This builds accountability and reduces conflict or crisis-driven decisions.
6. Build confidence through practice
Positive risk-taking is a skill. Teams grow more confident when they:
- Reflect daily on what went well
- Debrief respectfully after challenges
- Use MDT coaching to improve consistency
- Focus on progress and strengths, not deficits
Providers who evidence this approach score strongly in supported living tenders.
Positive risk-taking is not about being reckless — it is about supporting autonomy safely, creatively and with dignity. When done well, it leads to better outcomes, greater independence and higher commissioner confidence.
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