Everycare (Wessex) Limited

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.
 

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider’s vision and culture were shared with staff in the staff handbook and clients in the client handbook. All staff worked in collaboration to ensure a quality service for the people.
The registered manager ensured staff delivered care in line with those values during regular spot checks and supervision sessions. Staff showed a strong understanding of the shared direction, demonstrating it was well embedded and effective.

The management team operated an ‘open door’ policy where people, relatives and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon.
The management team shaped the culture by engaging with staff, people, their relatives and others important to them, and with other stakeholders.

People and relatives praised the service, describing it as well run, trustworthy and reliable. One relative said, “Very good value, and it is well managed and organised”. One person said, “I get a feeling it is extremely well managed, splendid”.
 

The provider had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty.

Leaders demonstrated a clear passion for the service and a strong commitment to providing high‑quality, person‑centred care. One person told us, “They go out of their way to make things happen for the patient, for example they organised Xmas a party for us.” Their leadership ensured the provider’s values were consistently embedded in practice and risks were effectively identified, managed, and reviewed. This meant people always received person-centred, evidence-based care, safely and in a way that had been agreed by them. One staff member said, “There is a clear commitment to ensuring staff are appropriately trained and supported to deliver safe and effective care. I have seen a willingness from the organisation and management team to learn, adapt and implement improvements where required. Based on my experience, I would recommend Everycare Wessex Ltd to anyone looking for homecare support, this is because I have confidence in the organisation's values, leadership, commitment to staff development and focus on providing safe, compassionate and person-centred care.” Another said, “The service provides very person centred care which is what I think makes the company stand out from all the rest. The service is well led and we have an exceptional team in the office that work hard to keep staff and service users happy and supported, they are approachable (even in the very early hours of the morning if needed) they are professional and friendly which I feel is important in the care sector. I would most certainly recommend the company to loved ones, friends and even anyone looking for a job in this sector.”
The registered manager was highly knowledgeable and had a clear understanding of the service’s priorities, the needs of people, and the responsibilities of their role.
The registered manager told us they had appointed a medication lead who had worked for Everycare (Wessex) Limited for several years. They had been a registered nurse, completed the Homecare Association Medication Train the Trainer course and were now delivering this training. They said, “This lead role puts more emphasis and responsibility for all aspects of medication and staff competencies resulting in a cohesive approach and safer medicines management”. As a result, medicines practices which were already safe would further improve and people would receive their medicines from staff with enhanced knowledge and understanding of the medicines they were administering.
The provider also appointed a care manager recently who is completing the skills for care manager’s course and being mentored and fully supported by the registered manager.
The registered manager told us they attend the regular registered managers’ hubs facilitated by Partners in Care, and explained, “This networking and knowledge gathering means that the service can be kept up to date with challenges, new initiatives, guidance, legislation and key areas related to being a provider. This benefits staff and clients ensuring that knowledge, best practice and responsibilities are at the forefront of the service delivery. Clients and staff can be assured that they are supported by a knowledgeable management team who are aware of their responsibilities”.
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

A whistleblowing policy was in place that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meetings.
Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation. Staff felt able to speak up and they felt confident they would be listened to. There was a clear culture based on openness and transparency. People told us they felt able to speak up to the service if needed.
 

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had an equal opportunities policy in place. Staff had received training in equality, diversity and inclusion to help them understand protected characteristics, bullying and harassment.
Staff felt supported and valued by management. The registered manager engaged with staff to involve them with running the service. Management ensured equity of opportunity and experience for the workforce within their place of work, and throughout their employment. Staff felt they were treated fairly and with respect.
 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had clear systems for oversight and quality monitoring. There were various quality assurance systems and checks in place. These included audits on care notes, care plans and medication.
There was evidence of a positive culture and commitment to improvement, and any issues were resolved immediately. There were plans in place for business continuity in case of emergency or natural disasters, such as adverse weather events. The provider ensured there were sufficient resources and contingency planning was in place to ensure smooth care delivery for people. The manager had a good understanding of CQC requirements, in particular, to notify us, and where appropriate the local safeguarding team, of incidents including potential safeguarding issues, disruption to the service and serious injury.
 

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

There were good relationships with health and social care professionals to ensure people received consistent, good quality care and support. This included effectively working with community support officers at Dorset Police to support clients’ safety in the home. The management team and staff understood the importance and benefits of working with other professionals.

The provider has been a sponsor of the annual Christmas Cracker event in Dorchester for several years and offers First Aid and Basic Life support training, free of charge, to people working for local companies and retailers. This has demonstrated continued active participation within the local community.
People’s community participation was encouraged and supported, with staff supporting people to access activities, develop independence and build relationships outside of their homes.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.
The provider has been actively involved within the community, attending various events, allowing contribution towards shaping and supporting future initiatives within health and social care.
The registered manager told us, “I have been part of the national registered managers’ reference group facilitated by Skills for Care. This national group is active in helping to shape the social care sector. In 2025 I was identified to become one of five inspiring research champions from across Dorset, representing a range of services. This initiative, funded by the National Institute for Health and Care Research is all about embedding a research-positive culture empowering staff, the people we support, and strengthening our connections with academic partners. This will mean sharing and learning from best practice with peers across the region and exploring collaboration with other professionals to co-create a community of practice. In 2026 I was invited to attend a focus group that the Department of Health and Social Care had commissioned the King’s Fund to undertake to understand current experiences, opportunities, and barriers to an increased focus on prevention within the adult social care workforce.”