What Positive Risk-Taking Really Looks Like in Care Settings

“We promote positive risk-taking” is one of the most overused — and under-evidenced — phrases in social care tenders. Commissioners want to see what it means in action, not just in theory. Here's how to bring it to life.


🔍 Think Beyond Buzzwords

Positive risk-taking is not about vague ideas of ‘encouraging independence.’ It's about clear, structured decisions that balance the individual’s rights and preferences with realistic safeguards.

Ask yourself: Could a commissioner reading your tender response see the practical systems and decision-making frameworks that underpin your approach?


📘 Practical Examples Speak Loudest

Here are real-world examples that resonate in tenders and inspections:

  • 💬 “K chooses to take unsupervised walks to the shop. A tailored risk assessment, reviewed fortnightly, outlines agreed parameters and staff debriefs.”
  • 💬 “Staff worked with A’s circle of support to trial independent travel on public transport, with step-by-step fading of staff support.”
  • 💬 “All positive risk-taking decisions are reviewed in team supervision and recorded with consent on the person’s file.”

👥 Staff Confidence Is Key

One of the biggest blockers to positive risk-taking is staff anxiety. That’s why your service needs to:

  • ✅ Provide training on the Mental Capacity Act and rights-based support
  • ✅ Use team supervision to talk through real scenarios
  • ✅ Maintain open lines of escalation for difficult decisions

Commissioners want to see that your staff are not left to navigate risk alone — and that your culture doesn’t default to “better safe than sorry” at the cost of people’s rights.


🧠 In Summary

Positive risk-taking is about dignity, not danger. Show commissioners and regulators that you understand how to support choice and control with care and competence.


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🚀 Ready to Win Your Next Bid?

Chat on WhatsApp or email Mike.Harrison@impact-guru.co.uk

Updated for Procurement Act 2023 • CQC-aligned • BASE-aligned (where relevant)


Written by Impact Guru, editorial oversight by Mike Harrison, Founder of Impact Guru Ltd — bringing extensive experience in health and social care tenders, commissioning and strategy.

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