Appropriate Adult scheme models
December 2014
Contents
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Introduction to Appropriate Adults
Appropriate Adult scheme models
What models are available?
Models 1- 5
Summary of models
Further information
Introduction to Appropriate Adults
• Each Youth Offending Team (YOT) has a duty to provide an
appropriate adult scheme for children and young people detained
and/or interviewed in their area, irrespective of their home area.
• If a parent, guardian or carer is unable, unwilling or unsuitable
to act as Appropriate Adult, the Custody Sergeant will contact the
Appropriate Adult scheme provided by the YOT.
• Appropriate adult provision should be an integral part of a
YOT’s bail and remand management strategy
Appropriate Adult scheme models
• Youth Offending Teams meet their statutory obligation to secure the
provision of Appropriate Adults using a variety of models.
• The Youth Justice Board and National Appropriate Adult Network have
created this resource to support YOTs in ensuring effective Appropriate
Adults in their area, whether provided directly or commissioned.
• The resource outlines the main models currently in use, factors for
consideration and an example of where it has been implemented.
What models are available?
Youth Offending Team
Commissioned
MODEL 1:
Non-profit
paid staff
MODEL 2:
Non-profit
volunteers
In house
MODEL 3:
Private
sector
MODEL 4:
YOT
volunteers
MODEL 5:
YOT
paid staff
Please note: Model numbers assigned do not imply preference by YJB or NAAN
Model 1: Commissioned - non-profit (paid staff)
Key Elements:
Factors for consideration:
• YOT commissions non-profit (e.g. charity
or public sector) to co-ordinate and deliver
• Often a local AA or children's’ non-profit
• Scheme designed collaboratively and the
non-profit reports management information
• The non-profit employs a scheme coordinator plus either dedicated staff,
sessional staff, or rotas existing staff
• Police contact non-profit directly for AAs
• Usually a fixed cost which does not rise or
fall in-year dependent on call out volume
• High quality, timely information
sharing between YOT and provider
before and after detention is critical
• Non-profits may have additional
services to which they can refer a
child they support in police custody
• AAs are under employment
obligations, are likely to fulfil role
regularly, be specialised, and have
relatively low turnover, reducing
spending on initial training.
Example: Lancashire, Bury, Bolton and Wigan (Child Action North West)
Model 2: Commissioned - non-profit (volunteers)
Key Elements:
Factors for consideration:
• YOT commissions non-profit (e.g. charity
or public sector) to co-ordinate and deliver
• Often a local AA or children's’ non-profit
• Scheme designed collaboratively and the
non-profit reports management information
• The non-profit employs a scheme coordinator who recruits, trains and supports
volunteers and acts as AA if required
• Police contact non-profit directly for AAs
• Usually a fixed cost which does not rise or
fall in-year dependent on call out volume
• High quality information sharing is
required before and after call out
Example: Kent (Young Lives Foundation)
• Additional services for children
• Volunteers’ passion /commitment;
call out costs are expenses only
• Community involvement in justice
• Volunteer turnover must be
managed and may increase initial
training costs; need right number
for regular utilisation plus effective
support
Model 3: Commissioned - private sector
Key Elements :
Factors for consideration:
• YOT commissions a private sector
provider to co-ordinate and deliver scheme
• Costs fall directly if call outs
reduce (e.g. first time entrants) but
increase directly if they rise (e.g.
extension to 17 year olds)
• Costs are lower for simple, short
call outs but higher for more
complex, longer attendances
• Level of local knowledge (e.g. for
referrals to local services)
• Additional services may be
available at additional cost
• One main provider in the market
• Scheme design as specified in contract by
commissioner
• Usually a specialist organisation
• Provider recruits AAs, provides YOT with
management information as specified
• AAs are usually casual/sessional staff paid
on an hourly basis
• YOT usually charged per hour
Example: Enfield (The Appropriate Adult Service Limited)
Model 4: YOT - co-ordinated volunteers
Key Elements:
Factors for consideration:
• YOT establish and run the scheme directly
• YOT employs an AA Co-ordinator to
recruit, train and support AAs (depending on
scheme size they may have other duties)
• Volunteer AAs are recruited by the YOT,
often as part of a wider volunteer scheme
• Training may consist of core modules for
all volunteers, plus specialist AA training
• Police contact YOT directly for AAs
•Co-ordinator (or other staff) provide cover if
no volunteers are available
• Information sharing is within the
single organisation
• AA service is physically
embedded within core YOT team
• Training volunteers in multiple
roles can increase utilisation and
may improve retention
• Community involvement in YOT
• Time required for recruitment,
training and support is significant;
requires increase in staff hours
Example: Ceredigion (Ceredigion YOT)
Model 5: YOT – paid staff
Key Elements:
Factors for consideration:
• YOT establishes, co-ordinates and delivers
the AA scheme directly
• AAs have full access to YOT
information systems
• YOT staff may be able to provide
additional services or assessments
• YOT staff must be trained and
developed in the AA role
• YOT staff may know, and be
known to, some children, affecting
levels of trust
• Call outs occur at any time and
may last from minutes to several
days, affecting work schedules
• AA duty may be assigned to a single
member of YOT staff, the lead worker for a
known child, a YOT social worker (if
available), rotated between staff, or
sessional staff
• Police contact YOT directly for AAs
Example: Warwickshire (Warwickshire YOT)
Out of Hours Provision of AAs
• The duty to ensure provision applies equally during the day and night.
• However, enabling an interview of a child out of hours is a matter of the
individual child’s best interests taking into account; their usual sleep/wake
cycle, their last period of rest, the PACE requirement for 8 hours rest in
any 24 hours, the need to avoid unnecessary delay to their release, the
likelihood of overnight detention and the seriousness of the offence.
• YOTs currently ensure out of hours provision through (a) the above
models and/or (b) the Emergency Duty Team (EDT). For example,
contracted provision could run 8am to 12am and EDT 12am to 8am.
• The YOT should ensure that all out of hours AAs have the necessary
training, resources, information and on–call support arrangements
Conclusion
•Each model identified will have various benefits and some may be more
suitable dependent on factors including the geographical location of the
YOT and the number of call outs for Appropriate Adults in the area
• Commissioning decisions are a matter for individual YOTs but should
take into account best value, considering statutory responsibilities,
outcomes for children and young people and costs
•A budget calculator tool has been produced by The National Appropriate
Adult Network which will allow YOTs to compare the cost effectiveness of
different models. NAAN members have access to the budget calculator
and can be accessed via their website.
Further information
• Youth Justice National Standards
https://www.gov.uk/government/publications/national-standards-for-youth-justiceservices
•Youth Justice Board- Case Management Guidance: Section 3
https://www.gov.uk/government/publications/manage-bail-and-remand/managebail-and-remands-section-3-case-management-guidance
• Home Office guidance for appropriate adults
https://www.gov.uk/government/publications/guidance-for-appropriate-adults
• National Appropriate Adult Network
http://www.appropriateadult.org.uk/