RBK Solution Ltd

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

RBK Solution Ltd was had a culture of openness, continuous improvement, and were committed to providing high-quality care. The registered manager promoted effective governance, supported staff, and worked collaboratively with people, relatives, and external partners to improve service delivery.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager, office staff and the care team had a shared direction for the service. This was set out in the provider’s mission statement and shared with staff in the staff handbook.

The service’s shared direction was discussed collectively at team meetings and individually at staff supervision meetings.

Staff told us they felt supported by the registered manager and office team. One member of staff told us, “Managers support me in my role.”

The registered manager and office staff ensured that care staff were supported in their roles. Staff received supervision and appraisals and attended team meetings.

Care staff told us they felt confident and comfortable sharing their views about the service with the registered manager and office staff. Staff understood their rights to raise concerns outside of the provider organisation if needed. One member of the office team said, “Our whistle blowing policy means staff are free to go above us as people’s safety is paramount. Social service contacts are available in files kept in people’s homes.”

The registered manager gathered the views of staff during team meetings, group calls, supervision meetings and appraisals. This information was used to support staff and shape the delivery of the service.

The service had a diverse workforce. This meant staff were able to meet people’s varied cultural and language needs. Staff felt they were treated equally by the registered manager, and their protected characteristics were respected.

Staff were recruited on the basis of experience, knowledge and suitability to provide care and support. The registered manager ensured that reasonable adjustments were available to support staff in their roles.

Since our last inspection the provider had improved their quality monitoring and auditing processes. This enabled the registered manager and office staff to have a timely overview of service delivery and to identify areas where improvements were required. Where shortfalls were identified action plans were developed and these were reviewed to confirm satisfactory completion.

At our last inspection we found that the governance and monitoring systems in place were not always operated effectively. This was because the provider failed to identify and address the shortfalls we found previously. This was a breach of regulation 17 (Good Governance) of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. At this inspection we found improvements had been made and the provider was no longer in breach of regulation 17. At this inspection we found that the provider had introduced new quality checks. These audits covered a range of areas and where shortfalls were identified, actions were developed, implemented and outcomes were reviewed. This drove improvements in the quality of care and support provided.

People were provided with the support they required to engage with community health and social care services. One relative told us that they were, “Happy to recommend RBK solutions as an agency. I don’t think they need to change anything at the moment. They have been transparent, and I can’t think of anything to recommend. I have worked with so many agencies in the past, but RBK has been perfect.”

The registered manager explained to us how they made referrals to health and social care services to assess people’s needs in a timely manner.

The provider worked collaboratively with healthcare professionals to assess, plan and review people’s changing needs.

The service worked collaboratively with people, their relatives, healthcare professionals and other providers.

The registered manager, office staff and carers received training and undertook training courses leading to qualifications. Learning from training was shared. The provider participated in adult social care forums at where information around best practice was shared.

Following our last inspection the provider initiated a number of processes to drive improvements. These included training, new IT and auditing systems and implementation of an action plan.