1. Angela Kemsley
2 Browns Bridge Road
Southam
Warwickshire
CV47 1PA
01926 815664
angie1kem@outlook.com
Personal Profile
Experience in working at a senior management level involved in strategic planning to improve the
performance of service provision. A highly qualified clinician specialising in challenging behaviour
utilising Applied Behaviour Analysis. Having fulfilled roles as a RNLD nurse with over twenty years’
post registration experience I have worked within the private, voluntary and public sectors. As well as
providing hands on care, I am well versed in formulating appropriate service strategy and providing
formal consultation and informal advice and support to other professionals working with people with
challenging behaviour. I aim to utilise my skills and knowledge to the maximum potential in the most
advantageous way whilst supporting people with a learning disability. People with learning disabilities
are often the most disadvantaged and vulnerable people living in our communities and I feel
passionate about providing the highest standard of care to reduce the levels of distress often
communicated through challenging behaviour.
Key Skills
 Hands-on social care provision with a focus on individuals presenting learning disabilities.
 Consultancy role identifying opportunities for process improvement and strategising
implementations.
 Provision of training to teams of staff.
 Genuine passion for the sector and bringing about positive outcomes.
 Excellent communication skills with stakeholders on all levels, verbal as well as written.
 Absolute professionalism and forward-thinking mindset.
Professional Certifications and Qualifications:
 Community Nurse Learning Disabilities (Nursing and Midwifery Council)
 RAID (Association of Psychological Therapies)
 Consultant Behaviour Analysts (Institute of Applied Behaviour Analysis)
 Best Interest Assessor – Deprivation of liberty safeguarding team (DoH)
Career History
2013-Resigned 2014 (Returned to the UK)
CCT Invercargill Southland New Zealand
Area/Clinical Manager
As part of the senior management team I reported directly to the Chief Executive the SMT had
overall management responsibility for over 200 staff.
I was recruited to the post from the UK as no one in NZ had the requisite skill set to meet the
requirements of the post. CCT were receiving referrals for the support service in Invercargill for
people with complex behavioural needs some of whom required 24/7 support in their own homes.
The service did not have a senior manager with clinical skills to meet this need.

2. As well as managing the service I was directly responsable for providing intensive psychology
interventions using Applied Behaviour Analysis theory for people with challenging behaviour.
Under my management the staff team and the number of people we supported doubled.
Duties included:-
 Managing the process of change and continuing development of the service at a strategic
level.
 All matters pertaining to staff management, e.g. staff recruitment, mentoring staff through
competency based training, disciplinary matters, appraisals and continuing staff development,
and managing the allocated budget.
 In service training and training to external agencies, acting in a consultant capacity for the
police force in relation to capacity to plea.
 Overall responsibility to implement psychological interventions based on clinical formulation.
 Liaise with funding agencies to achieve the best service for the person concerned.
 Support and involve families valuing their experience and knowledge.
 Monitor quality outcome measures using the Periodic Service Review.
 Writing detailed reports to the CE and clinical reports to the funding agencies and the police.
 Utilising knowledge of the MCA 2005 to ensure vulnerable people were safe guarded.
2004 – 2013: NCHC - Northern Learning Disabilities Team - West Wing
Adult Community Learning Disabilities Team
Clinical Lead for the Challenging Behaviour Service - Northern Adult Community Learning
Disabilities Team
I played a lead role in the development of this service within the team, which was recognised both
within the team and across the Learning Disabilities Service as a whole, as an example of clinical
excellence.
Following best-practices recognised by experts as the gold standard in the field of challenging
behaviour.
As a Highly specialised Challenging Behaviour Specialist I was a senior member of a multi
disciplinary team working extensively with all service providers involved with supporting people with
learning disabilities.
 Collation and analysis of data, measuring the quality of service provision to judge the
effectiveness my intervention.
 Formulation of individual treatment plans following this comprehensive process of
assessment.
 Taking responsibility for a case-load of people with the most severe and challenging needs.
 Offering formal consultation and informal advice and support to other professionals working
with people with challenging behaviour who do not meet the criteria for my own case-load.
 Assessing service competence as much as individual characteristics to ensure that the best
response and appropriate resources are utilised to the maximum to achieve a positive result
for the person concerned.
 Developing a therapeutic working alliance with staff, suggesting ideas for improvement in a
non-judgemental way continually assessing existing staff skills and competences, and
adapting my approach so that my advice is understandable.
 Financial responsibility for the unit under my management.
 Recruitment of staff, dealing with complaints, and disciplinary matters.

3. In 2009 I became a Best Interest Assessor (BIA) in the Deprivation of Liberty Safeguarding Team,
and as the only health clinician I have carried out numerous MCA assessments and have gained an
extensive knowledge of the MCA 2005 and the Best Interest Procedure. This has involved:
 Making complex decisions in the best interest of the individuals concerned, some cases have
been so complex that the final ruling has been directed by a High Court Judge proceeding
over the Court of Protection.
 Delivering extensive training on the MCA to most of the hospitals in Norfolk, and acting in a
consultative role to all staff within the community teams.
2003 – 2004: Poplar House – Inpatient assessment and treatment unit.
Ward Manager
In 2003 I was head-hunted to project manage the process of change. I was asked to become the
Ward Manager on our inpatient assessment and treatment unit and my duties included:
 Overseeing fundamental changes in the ethos, vision and existing philosophy of the unit and
broad cultural changes, within the existing staff team in a collaborative manner, encouraging
the staff team to contribute in discussions and the decision-making processes.
 Supervising staff and performing appraisals, providing staff training and defining plans for
personal development were key to this process.
 Implementation of clinical governance, responding to the recommendations of the HCC and
constantly reviewing policies and procedures.
Previous Employment
2001 – 2003: Willow Bank
 Deputy Team Leader
1998 – 1999: Elsingham House
 Manager
1996 – 1998: Break
 Manager
1993 – 1996: EFS
References
Available on request.