Glebe House Project

A Message from Lord Pickles and Lord Blunkett, followed by Glebe House Project's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Glebe House Project is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.glebe-house.org.uk

41GLEBE HOUSE |
BEST PRACTICE REPRESENTATIVE 2019
Peter Warlow, Chief Executive
Glebe House based at Woodgate
Chambers in Loughborough
Based in Loughborough, Leicestershire, Glebe House has
supported children and adults with learning disabilities for
over 30 years. The charity was created to provide services
to meet the exact needs of the service users, and its ethos has
never changed. When approached by a person with a learning
disability or their carer, it offers the service that best matches
their needs. Glebe House’s outstanding service is delivered by
hands-on managers, their staff turnover is extremely low and
it provides long-term, continuous, person-centred support for
families. Chief executive Peter Warlow elaborates.
Anyone with a learning disability deserves to live the life that they want to live. Our
role at Glebe House is to enable them to achieve that. We listen to the needs of
everyone and take action to make a difference in their lives.
Our children’s service recognises that there are inherent challenges in raising a child
with learning disabilities. Our provision is designed to give the child a break and to
allow parents to spend time with other siblings. We offer an after-school club, a
Saturday club and holiday play schemes. All of our services are inspected by Ofsted
and a recent inspector remarked, “You are not just good; you are fantastic.”
Our adult service users can attend one of our four bases around the local area. With
adults aged between 18 and 75, we tailor our activities to suit the person. Whether
it’s cooking, bowling, yoga, going to the cinema, drama or going to college, there
is something for all tastes and abilities. We have a specialist autism provision and we
have a workshop for service users to learn practical skills and create items for sale
to others. One service user explained, “I have been at Glebe House for fiveyears.
FACTS ABOUT
GLEBE HOUSE
»Chief Executive: Peter Warlow
»Founded in 1983
»Based in Loughborough,
Leicestershire
»No. of employees: 80
»Services: 12 separate care
services for adults and young
people who have a range of
needs
Glebe House
THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | GLEBE HOUSE
Thehelp and support I receive is
delivered with integrity and distinction.
You are like a light in a dark tunnel.”
Enabling independent lives
Historically, adults with learning
disabilities have lived at home,
supported by parents, into their fifties
or sixties, or they have been placed in
a home. At Glebe House, we promote
independence and social inclusion and
we provide young adults with support
to learn practical skills. By learning how
to travel independently, shop, cook
and carry out tasks around the home,
our service users develop the skills
to help them live as independently
as they can, and to move out of the
family home into their own space. One
parent explained, “So many people
are noticing a change in him and I
definitely think a big part of that is his
time spent at Glebe House.”
Glebe House is registered with
the Care Quality Commission to
provide short stays at our cottage
in Loughborough and we provide
care for people we support in their
own homes. Glebe House is part of
the community and we enable our
service users to be part of their own
community by supporting them to do
everyday things.
A quality service that
constantly evolves
Quality is the thread that runs through
everything we do. The quality and
care manager and learning and
development manager both ensure
that the latest quality and training
updates are a priority for all staff.
This gives our staff the confidence to
deliver services in the knowledge that
they are using their skills to keep the
service users safe. It is just as important
that we offer some training to our
service users. By developing their
understanding of health and safety,
fire awareness and food and personal
hygiene, they are able to live a safer
and better life away from Glebe House.
Listening to our service users and
their carers is important to our
development and we give people
every chance to provide feedback.
Service users working in
their new workshop
Listening to
our service
users and their
carers is
important to
our
development
43GLEBE HOUSE |
BEST PRACTICE REPRESENTATIVE 2019
We have an annual survey for service
users and staff to give their views,
and we provide a monthly newsletter
offering updates about Glebe House.
Our representatives group, made up
of ten service users, meets quarterly
to discuss with the chief executive,
face to face, what they want from
Glebe House services, what has been
achieved and what they all want for
the future. Our service users are part
of the service delivery and they do not
just have services done to them.
Looking ahead
The future of the organisation relies
to an extent on the view that the local
authority and politicians have towards
people with disabilities. Already partly
marginalised by their disability, those
who rely on Glebe House for respite,
social interaction and inclusion and
support to live their lives face further
exclusion as their funding is eroded.
Glebe House aims to give a voice
to those who need help in being
heard, and every day we engage with
professionals and funders to promote
independence and equal rights for
all our service users, families and
carers. In an unequal world we treat
everybody with dignity, respect and
kindness to redress the balance. It is
ingrained within every member of staff
and volunteer that adults and children
with learning disabilities should be
given the same opportunities as
everyone else. Every activity that we
offer and every interaction we have
is aimed at including the people we
support in the world around them. This
means helping them to have a voice,
understand their own self-worth and
raise their own expectations of life and
how other people should treat them.
In 2017, Glebe House became the
first non-residential care provider to
be presented with the Dignity in Care
award by Leicestershire county council.
This recognised the work done to
create Dignity Champions within the
staff team and among the service users
and to embed respect, kindness and
dignity in everything that we do. Dignity
workshops held for the service users
ensure that they know what standards
they should expect from Glebe House
and how they deserve to be treated by
everyone they meet in their lives.
As social care is under immense financial
pressure to deliver services to those
who need support, our charity also
feels the strain as a result. As we have a
duty of care to continue to offer high-
quality, person-centred support, we will
maintain our company values and ethos,
regardless of these difficult times. We
will continue to fight for a better future
for those most vulnerable in society.
We will
continue to
fight for a
better future
for those most
vulnerable in
society
Supporting young people
to enjoy their local
community

www.glebe-house.org.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister