Updated 13 August 2026
Overall service commentary (2000)
Date of assessment: 8 to 16 September 2026.
Phoenix Park Care Village is a care home registered to support up to 146 people The service provides support to a diverse range of people, including older people, younger adults, people living with dementia, people experiencing mental health issues, individuals affected by drug and alcohol misuse, people with sensory impairments, and those with physical disabilities.
At the time of our assessment there were 132 people using the service. The assessment was completed due to the length of time since we had assessed the service.
The service was led by an experienced, visible, and committed management team who promoted a positive culture focused on safety, inclusion, independence, and achieving the best possible outcomes for people. Leaders demonstrated a clear understanding of the service and maintained effective oversight through a range of quality assurance systems, including audits, care reviews, and incident analysis. These systems enabled leaders to identify risks, monitor performance, and respond to emerging issues in a timely way.
A strong emphasis was placed on partnership working, with leaders fostering positive relationships with healthcare professionals, families, community organisations, and external agencies to ensure people received coordinated and responsive care. The management team was proactive in supporting people to achieve meaningful outcomes, including improved health, increased confidence, greater independence, and successful transitions to more independent living arrangements. Examples seen during the assessment demonstrated the service's ability to support people to exceed expectations and achieve goals that had previously been considered unlikely.
Medicines were generally managed safely, but improvements were needed in temperature monitoring, medicines records and oversight of some checks. The provider took action during the assessment to strengthen monitoring and recording. Staff were competent and understood people's medicines needs well.
Leaders promoted an open, supportive, and inclusive culture where staff felt valued, listened to, and empowered to contribute ideas and raise concerns. Staff development was prioritised through supervision, mentoring, training, and career progression opportunities, helping to maintain a skilled and knowledgeable workforce. There was also a clear commitment to equality, diversity, and person-centred care, ensuring people were respected as individuals and supported in ways that reflected their needs, wishes, and aspirations.
The service demonstrated a positive approach to learning and continuous improvement. Leaders regularly reviewed incidents, complaints, audit findings, and feedback from people, relatives, staff, and professionals to identify opportunities for improvement and strengthen practice. Where concerns were identified, leaders responded promptly and implemented actions to address them. While governance systems were generally effective, required improvements identified through audits had not always been fully embedded or consistently sustained. This meant there remained opportunities to strengthen assurance by showing these had been completed and their effectiveness reviewed.
The management team provided effective leadership and governance, creating a caring, inclusive, and improvement-focused service. The provider's strong person-centred culture, commitment to partnership working, and focus on achieving positive outcomes helped ensure people received safe, high-quality support that promoted their wellbeing, independence, and quality of life.