New Vision Bradford

We inspected New Vision Bradford on 15, 16 and 21 July 2025. The service has not been previously inspected.

At this inspection we assessed all 34 quality statements. We rated the service as Outstanding because:

• The service had a strong culture of safety, based on openness and honesty. Staff knew how to report incidents. All staff were open and transparent and fully committed to reporting incidents and near misses.
• There was a holistic team approach to assessing, planning and delivering care and treatment to people who use services.
• There were effective referral and admission processes in place. The service was proactive in raising awareness about the service and ensuring people within the area could access treatment.
• The service was very proactive in the recruitment and training of volunteers.
• We found the continuing development of staff skills, competence and knowledge was recognised as being integral to ensuring high quality care. Staff and volunteers were proactively supported to acquire new skills and share best practice.
• Recovery plans reflected client’s assessed needs, and were personalised, holistic and recovery oriented.
• Feedback from people who use the service, those who are close to them and stakeholders was continually positive about the way staff treated people. People unanimously told us staff treated them with kindness, compassion and respected their dignity.
• People said that staff went the extra mile and the care they received exceeded their expectations. They told us staff flexible with appointments and were available outside of appointment times to support them
• Staff had close links with external agencies and stakeholders. The systems to manage and share the information that was needed to deliver effective care were fully integrated and provided information across teams and services. This was reflected in a range of joint working arrangements which help to provide joined up care.
• The involvement of other organisations and the local community was integral to how services were planned and ensured that services met people’s needs. There were innovative approaches to providing integrated person-centred pathways of care that involved other service providers, particularly for vulnerable people within the community or those least likely to access the service.
• The service had enough nursing and medical staff, who knew the clients well and received appropriate training to keep people safe from avoidable harm.
• Staff understood how to protect people from abuse and the service worked well with other agencies to do so. Staff had training on how to recognise and report abuse, and they knew how to apply it.
• Leaders had a very good understanding of the services they managed and could explain clearly how teams worked to provide high quality care. The leadership drove continuous improvement, and staff were accountable for delivering change. Staff were extremely positive about managers and leaders, describing them as visible, supportive, and approachable.
• Staff and leaders at all levels could describe and give examples of innovations and quality improvements initiatives which were in place and how they helped shape and improve client care. This included a ‘You’ can save a life’ campaign which was the first of its kind nationally and had won a student nursing award.