A K A Case Management

A Message from Lord Pickles and Lord Blunkett, followed by A K A Case Management'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 A K A Case Management 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
Pickles signature Rt Hon The Lord Eric Pickles


Highlighting best practice
Managing Director and Owner
Angela Kerr
The winning bowling team at an
A K A event for staff and clients
Emerging from a series of pilot projects commissioned
by the government in the early ’90s to encourage best
practice when dealing with people suffering from brain
injury, A K A Case Management provide community-based
rehabilitation alongside care services. They were established in
2002 by Angela Kerr, a trained practitioner with a background
in neurosurgical and neuromedical nursing and a member
of the Acquired Brain Injury Alliance and chair of the British
Association of Brain Injury Case Management. They are
currently working with Chris Bryant MP to raise awareness of
a number of provisions designed to improve the quality of care
given to the individuals they support.
Before establishing our company, I worked at the Queen’s Medical Centre in
Nottingham, specialising in neurosurgical and neuromedical nursing, focusing on
people suffering from brain injuries. This covers a range of conditions, spanning
minor to serious cases. At the time, the government was looking to reduce the
strain these individuals placed on public health services. To try to achieve this,
they established 12 pilot projects, designed to create new models of best practice
for the management of people afflicted by these injuries, one of which was
based in Nottingham. These projects covered a variety of treatment techniques,
including rehabilitation services, community engagement and a case management
programme. Our local project centred on this case management model.
»Managing Director and
Owner: Angela Kerr
»Founded in 2002
»Based in Nottingham
»Services: Community based
rehabilitation and care
»No. of employees: 100
»No. of clients: 83
A K A Case
Developing the case
management model
Case management is designed to
interlink services to provide a more
complete level of support. By linking
all services from the doors of A&E
through hospital and community
support, the model allows practitioners
to ensure that the needs of the
individual are consistently met. Our
pilot project became known as the
Nottingham Traumatic Brain Injury
Service. Warwick University were
drafted in to assess the benefit of
this new type of support, and case
management was subsequently
deemed to be very successful
in managing the needs of every
individual. It was soon identified as a
viable and successful health and social
services programme. In 1996, a group
of professionals came together to form
the British Association of Brain Injury
Case Managers, designed to function
as a membership organisation for
potential case managers. I am currently
chair of this organisation and have
been since 2016. The membership
has now swelled to over 700 people,
and one of our final goals is to create
a regulatory body for practising
Previous to incorporating the service
in 2002, I had worked for a forensic
accountancy firm that focused on
investing compensation money. During
this time, we were the driving force
behind clearing periodic payments
through the court system, ensuring
that individuals could be paid annually,
dependent on the level of care they
required. This protected compensation
money and aimed to prevent these
individuals from having to rely on the
state again.
After gaining this expertise, and
combining it with my past experience, I
decided to establish my own company.
A major motivation for this was to
provide a more personalised service.
Surgery and treatments are not
always prescribed to the individual
but instead operate on a “one-size-
fits-all” approach. I was keen to study
the requirements of every individual
to ensure that they were able to
return to the position they were in
before their injury. The challenge is
always accessing resources, but I was
convinced that I would be able to
present clearly the need for the specific
Providing an individualised
We are a community-based
rehabilitation service but also
provide care, aiming to promote the
independence of all of our users.
Our model assesses the clinical,
psychological and social needs of
every individual and identifies what
they hope to achieve in the long
term. Following this, we provide the
necessary resources to help them
to achieve these goals. We have
worked with some of our users for
16 years and will continue to do
A user of ours, after
much encouragement,
entering and winning a
dog show
The major issue
within the sector
is a lack of
awareness of
the range of
hugely beneficial
available for
people suffering
with traumatic
brain injuries
Highlighting best practice
so, endeavouring to nurture their
independence and ensuring that
they can receive the optimal level of
support. This also involves supporting
their families, enabling them to adapt
to the changes in their lives. We
work with a selection of independent
therapists and serve people with
traumatic and spinal injuries. We
are mostly funded through the
compensation these individuals
receive and alongside the care we
provide, we supply factual information
to the lawyers who undertake
Our staff are recruited directly for the
individual, ensuring the client and their
family have the ability to select the
member of staff they think will best
suit their needs. This promotes the
development of personal relationships
and a good therapeutic alliance that
enables the client to progress. All
of our carers aim to promote the
integration of every user into the
social community by utilising therapy
techniques within a variety of activities
that the clients enjoyed prior to
Raising awareness of existing
The major issue within the sector is
a lack of awareness of the range of
hugely beneficial provisions available
for people suffering with traumatic
brain injuries. An example of this is
the rehabilitation proscription that
is mandatory for all major trauma
units. This has been developed to
identify the specific needs of every
individual to help their eventual
recovery. Very few people are aware
of this, and many are unaware of
their right to receive it. Through the
British Association of Brain Injury
Case Managers, which is part of the
Acquired Brain Injury Alliance, we have
joined forces with Chris Bryant MP
to raise awareness of this provision.
Byincreasing knowledge of this
service, we hope to force the hands of
GPs and ensure that they provide this
service to all who need it.
Legislation within our sector has
largely been beneficial and serves to
safeguard our clients. Examples of
this include the Mental Capacity Act
and the instigation of Deprivation of
Liberty Orders. Through our work with
Chris Bryant MP, we are also trying to
promote these pieces oflegislation.
To increase the utility of these
provisions, we are currently involved in
the design of guidelines, specifically via
the National Institute for Health and
Care Excellence, to evaluate the mental
capacity of people suffering from
brain injuries. It is essential that a clear
definition is attached to brain injury, as
it can often be assigned to unsuitable
categories, such as mental health or
learning difficulties. By continuing to
raise awareness of these services and
ensuring that we serve the individual
needs of our users, we are confident
that we will be able to sustain the
benefits we provide to all who receive
our support.
It is essential
that a clear
definition is
attached to
brain injury, as
it can often be
assigned to
such as mental
health or
Skiing again, five years
after a devastating road
traffic accident


This article was sponsored by A K A Case Management. The Parliamentary Review is wholly funded by the representatives who write for it. The 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