Phoenix Park Care Village

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 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 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.

People were at the centre of their care. People, relatives and staff consistently described a positive culture where leaders listened, acted on feedback and promoted independence, inclusion and person-centred support. Residents and relatives were involved through meetings, surveys and "You said, we did" boards which demonstrated how feedback led to change. Staff described feeling supported and valued, with leaders promoting learning, openness and positive outcomes for people. A relative told us, “I’d recommend the home; it’s a clean, happy, welcoming place and the staff will move mountains to get what people need."

The provider had 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 did so with integrity, openness and honesty.

The provider had leaders with the skills, knowledge, and experience to lead the service effectively and drive continuous improvement. Leaders were visible and actively involved in day-to-day life within the service, maintaining regular contact with people, relatives, and staff. People and their relatives described leaders as approachable, supportive, and responsive, and felt confident raising concerns or sharing feedback with them. Leaders promoted a positive culture and supported staff to develop their skills through regular supervision, mentoring, training, and opportunities for career progression. Staff told us they felt valued, listened to, and well supported in their roles. There were clear systems in place to monitor the quality of care and identify areas for improvement. Where concerns or shortfalls were identified, leaders responded promptly and took action to address them. This helped to ensure people received safe, effective, and high-quality care.

One person told us, "I know [manager's name], they are really nice; listen to you and can have a laugh with you. I'd have no problem going to them with a problem." This reflected the positive relationships leaders had developed with people using the service.

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

The provider promoted a culture where people, relatives and staff felt able to raise concerns and share feedback. There were systems in place to support whistleblowing, including posters, staff communications and access to independent wellbeing support. People and relatives told us they felt listened to and that concerns were acted upon. Staff described an open-door culture and leaders encouraged discussion and challenge.

A relative told us, “I know the manager, they are extremely approachable and know people’s names. Their office door is literally always open."

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 promoted a positive and inclusive culture where staff were treated with dignity, respect, and fairness. Leaders demonstrated a clear commitment to equality, diversity, and inclusion, ensuring people's individual backgrounds, beliefs, identities, and life experiences were recognised and valued. The service fostered an environment of acceptance and respect, where differences were embraced and people were encouraged to be themselves without fear of judgement. Leaders supported staff from a range of backgrounds and experiences, and promoted a culture where everyone felt welcomed, listened to, and able to contribute. These inclusive practices helped staff feel safe, valued, and confident.

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 a range of governance systems in place to monitor the quality and safety of the service. These included regular audits, management reviews, staff meetings, observations, and oversight processes designed to identify risks, drive improvements, and ensure people received safe and effective care. Leaders maintained good oversight of the service and demonstrated a willingness to learn and improve. Where concerns were identified through internal monitoring, leaders responded promptly and took action to address them.

The provider used information gathered from audits and feedback to make improvements and strengthen practice. Staff understood their responsibilities for maintaining quality and were encouraged to contribute ideas and raise concerns. While audit processes were effective in identifying issues, actions were not always fully embedded or consistently followed through. This meant opportunities remained to strengthen assurance by ensuring actions arising from audits were fully completed and their effectiveness reviewed. The registered manager was receptive to our feedback and made changes to their oversight monitoring during the assessment.

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.

The service recognised the importance of maintaining community connections and supporting people to lead meaningful lives. People were encouraged to access local amenities, participate in activities of interest, maintain relationships with those important to them, and work towards goals that promoted independence and wellbeing. Staff worked collaboratively with external agencies to identify opportunities that could enhance people's quality of life and support positive outcomes. Professionals spoke positively about the service, describing staff as knowledgeable, responsive, and committed to person-centred care. Staff were proactive in communicating with professionals, implementing recommendations, and working in partnership to achieve the best possible outcomes for people. One professional told us, "Staff are very good, engage well with me and people's families. Care is very personalised and professional." This reflected the strong culture of partnership working evident throughout the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They 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 had effective systems in place to support learning, reflection, and continuous improvement. Leaders regularly reviewed feedback from people, incidents, audits, and complaints to identify opportunities to improve the quality and safety of care. Information gathered through these processes was used to monitor performance, address emerging issues, and inform service development. There was a proactive approach to improvement, with leaders responding promptly when issues were identified and implementing actions to address concerns. The management team demonstrated a willingness to learn from feedback and experiences, using these as opportunities to strengthen practice and improve outcomes for people.

Leaders also promoted creative and person-centred approaches to care, recognising that positive outcomes are achieved when support is tailored to people’s strengths, aspirations, and abilities. Examples seen during the assessment showed how flexible and innovative support had enabled people to make significant progress in their independence, confidence, physical wellbeing, and quality of life. In some cases, people had achieved outcomes that exceeded initial expectations, including developing new skills, increasing their autonomy, and successfully moving into more independent living arrangements. This demonstrated a culture focused on helping people achieve their goals and continually improving the support they received.