2024-12-31-accounts

REGISTERED CHARrrY NUMBER.. 299154 Re ort of the Trustees and inancial Statements for the Year Ended 31 December 2024 The A550ciation of Dirèctors Df Adutt Social SeNlces ADASS Bennewith 2018 Limited (Statutory Auditors) Upper Ground Floor 18 Farnham Road Guildford Surrey GUI 4XA

The Associatlon uf Directors of Adult SDcial Services ADASS Contents of the Financial Statèmènts IOT the Year Ended 31 December 2024 PaBè Report of the Trusteès I to 14 Report of the Indepèndent Auditor5 15 to 17 Statèment of Flnantial Artivities 18 Balance Sheet 19 to 20 Cash Flow Statement 21 Note5 to the Cash Flow Statèment 22 Ntstes to the Flnancial Statements 23 to 33

The Association of Direttors of Adult Social 5eNices ADASS Re ort of the Trustèes r the Year Ended 31 December 2024 The tru5tee5 p￿SeTht their ￿port wfch the financial staternents of the charity for the year endèd 31 December 2024. The trustèes have adopted the provisions of Accounting and Reporting by Charitiès: Statement of Recommended Practice applicable to charities preparing their accounts in Bccordancè with the Financial Reporting Standard applicablè in the UK and Republic of Ireland IFRS 1021 leffectNe l January 20191. ADASS members work together at a regional level. and whilst some of this acti¥Fty 15 included in thls report, these groupings are financially indèpendent Df the charity. OBJEcfivES AND ACTIVITIES Objectives and aims The constitution of ADASS sets Dut the follc¢wing charitable objetts.. al To pmmote the education of the public in matter5 of Social polÉcy, social organisation and soc181 problems. bl To promote the reli¢f of those needing care, support or safeEuardlng and the preservation and protection of ph￿ical and mental health for the benefit of thè public. I TO promote the preservation of family, friendship and ¢C•mmunity life for the benèfjt of the publi¢. dl To promote inclusion of older, disabled and mentally ill people in all aspècts of Society. ADASS is the voice of1È3ders in adult social care. We believe that 811 individua15, regardless of disability or frailty should havè the means to live purposeful and independent lives, free from discrimination. with dignity and respect. We believe that people who require support as a resutt of disability. ill health or frailty have the right to high quality support and choice and control over that support. We beliève that the views and needs of familiès and carer5 are important and that the rights of people who lack mental capacity, who ar¢ at risk tsf computsory detentlDn undèr the Mental Health Act, or who are in need of care and support and at risk of abuse or neglect should be ￿fegUarded. We aim to ensure that high qu31ity social work and care is available to all who need It. We aim to promote the need for adequate funding for social carè and to ensure that the infrastructure noeded to provide it is available. We aim to further thè interest5 of people who require 3cce5S to social care regardless of their background an(r 5tatU5 and to promote public understanding of soci31 care. Public benefit When setting rhe objectives and planning the work of the charity for the year, the Trustees have given careful consideration to the Charity Commission's general guidance on public benefit. Page I

The Associatlon of Dirèctors of Adult Social SeEvices ADASS Re ort of thè Trustees for the Year Ended 31 December 2024 ACHIEVEMENT AND PERFORMANCE Our Impart In 2024 In 2D24, ADASS continued its wtal advocacy work amid significant political change. The earlier-than-expected general election Shifted our approach from official meetings to more public-facing communications 3s we adapted to influence both during the campaign and throughout the new government's transltion to power. Our advocacy remained focused on three critical prioritiQ5'. addressing the workforce crisis in adult social care, improving support for unpaid and inform31 carers, and r2directing resources toward early intervention and homo-ba5ed support rather than cri5is-only care. Thi5 report outlines our progress across these priority areas throughout 2024, including our efforts to ir)fluence the new government's policy direction. We sustainecl our commitment to member development through resource5, communications, and event5. Intèrnally, we completed btkth governance and membership reviews. implementin6 recDmmended structural Ehanges to enhance organizational effèctiveness. l. How we approath our work A, Equlty. equality, diversity and inclusion Social care must be inclusive which Is why ADA55 ha5 prioritised equlty, equality, diversity and inclusion IEEDII as a key objective acr055 a11 our work. Our Equ¥Ly, Equ31ity, Diversity and Inclusion Network Ipr2viously EDI Action Group) met three times in 2024. Members shared learning and action5 being taken In regions tD I￿proVe approaches to EEDI. We have continued to support Skills for Care with the Social Care Workforce Race Equality Standard ISC-WRESI. a programme designed for Social care organisations to achieve anti-raci5t workplaces. In 2024, 76 counci15 participated. We a150 pursed a joint piece of work with PCH and regional commissioning networks io develcip guidance and principles on how EEDI can be achieved through the commi55ioning role. ADASS staff tÈarn discussed EEDI throughout 2024 to develop and agree a vision for EEDI which 15 reflective of the team, the organisation and our membèrs. It will be published alongside an action plan to rèalise it in 2025. B. Co-produrtion ADASS continued to expand its co-productioTr work In 2024, WDrking with people who need and draw on care and support, to develop and design improvements in the way care is prowded. We focused our efforts on policy work and events. At Spring Seminar in 2024, lived experience speakers featured on most panels and we co-ran a dedicated session on co-production. At the National Children and Adult Services Conference INCASCI, every adult service5 workshop included a lived experience speaker. We worked very c105ely with the National Co-Produrtion Advisory Group to co-de5ign a co-production room featuring Workshops about co-production these were some of the hÈst attended sessions of the event. We also facilitated a Series of lived experience-led 'Big Chats., offering 5UPPUrt where ne2ded. while not strittly co-production, we do continue to have funded places for lived experience delegates at NCASC and our organi5ational annual event Spring Seminar. Policy wise. we began thÈ procèss of co-PToducing policy p051tions by developing a position on care closer to home. We worked with Think Local Act Personal ITLAPI to include questions about cTrproduction in our Spring Survev. In the Autumn we began co-producing a co-production vision fDr the organisation, led by a Steering group includlng ADASS st8ff. trustee5, policy lead5, regional representative5 and colleague5 With lived experience. This will continue to b2 developed and implemented in 2025. Z. Influencing pollcy In adult socSal care Page 2

Thè A$50ciatlon of Directors of Adult Social ServicÈ ADASS Re ort the TTUStees for the Year Ended 31 Dètember 2024 Our policy work allow5 US to both devèlop policy p051tions which we use to influence decision maker5 externally, and to support members with the implementation of policy and sharing effective practice. A. Buikting an erfidence base about adult sotial care ADASS ha5 continued to leverage the uniquè P051tion of its membership, to provide profession21 input ané data and ewdence from Directors and their councils about 5tate-fLrnded adult social ca￿. In 2024 we undertook two surveys of our members. The fIrst was our Spring Suryey, published in July 2D24, whith received a 95% response rate from Directors. This survey fotjnd that the financial situation facing Direttors of Adult Social Care is as bad as it has been in recent history, with the savings required for 2024125 at their highest levels sin 2016117. We also garnered new insight frorn rnembers on the increasingly levels of complexity of need of people aC￿sSing Ca￿ and support, something that TS not currently measured by national d3ta collection5. The data also showed that investment in prevention is falling as counci15 have to priories funding to those people wtth the highest levels of need, which is COLanter to government ctrmnitments to shift from sickness to prèvention. The impact of NHS pressures and artivity being shifted to adult Social care was also è key finding of thè survey, with task5 being dèlègated to frontline Ca￿ staff from the NHS without funding and support, as WEII as people accessing Continuing Healthcare being reviewed more often and incr2ased instance5 of them becoming thè responsibility of adult social carè. The ADASS Autumn Survey, published in November 2024, had an 86% response rate from Directors. The survey built on findings from our Spring Survey and showed that the financial pressure5 facing adult social care intensified as the year progressed, leading to the increased likelihood councits would be overspending by the ènd of 2024125 and leading to Directo￿ having to make additional irtryear savings to alrèady stretched budgets. In terms of influencing government agendas, the survey also asked qU￿tIOn gn prevention 3nd the barriers to implementing prevÈnt3tive measure5, the extent to which Dirertor5 had confidence in the newly introduced of Client Level Data collection and the fLrtLEre policy direction of the Better Care Fund. Thè information and insight gathèrèd through these surveys has been central to AD￿5 advocacy work in 2024 (see sections F. on R315ing awareness and infiuencing change and G. on Public affairs and parliamentsry influencing). B. Workfor￿-f8ir payand condltions for people who wtsrk in social care A wèll-supported adult sotial carè workforce is essential to ensure high quality tare and support, yet the 5ertor persistently faces low levels of staff rè¢rLritment and retention. That's why, in 2024, ADASS continued its work in thi5 area. Our Workforce Network met live tirne5, and was led by two new co-leads - one DA55 (Director of AduEt Social SeNicesl Ènd one PSW (Principal Social Workorl. Sharing and 1&3rning from work taking place locally 2nd regionally was shared within the Network. One co-lead represented ADASS at an Adult Social Care APPG meeting in Spring, and the other represeoted ADASS in delegated healthcare task di5CUS5ion5 Wlth government. ThÈ to-leads, along5id2 the ADASS President 2nd CEO, also represented ADASS on the Skills for Care EX￿utIve Group to support its workforcè strategy developmenL The strategy was launched at an in-per50n event in July where our President spoke on a panèl abgut the importance of having enough of the right people coming into the social care workforce. Our Immediate Past President of 2024 also becam2 a Skills for Care Trustee In September. International recruitment ADASS regional networks continued to share workforce prioriti￿ to connett learning and identify potential areas of ¢ollaboration. An international recruitmènt dashboard was put in place, administered by the West Midlands ADASS regional netwc>rk, informed by information received nationally. Page 3

ThÈ Association of Drrertors of Adult Social Services ADA5S Re ort of the Trustees for the Year Ended 310ecembeT 202 Our policy position was updated to reflett our position, it suggested a fDCU5 on those al￿adY in the ctsuntry was key. so regional hub funding was realigned to support those in greatest need. We held règular meetings Wlth DHSC to provide insight and learning on intèrn8tional recruitment, to help shape the national approach and policies. Supporting new DASSS Turning our focus to our own member5 in senior leadership P05itions, we work2d with DHSC and Ski115 for Care on a development programm2 for aspiring and new DASSS. skills for Care were able to absorb aspiring DASS needs into their programme. Meanwhile we are awaiting the outcome of a possible DHSC-baeked programme for new DAS5s, C. 8Ètter support for carers Without England's circa five million unpaid carers, million5 more would not have the care and 5UPPOrt they need. But carer5 get too little support to balance other life commitments and maintain their wellbeing alongside the caring they do for a relative or fripnd. In 2024 WÈ continued to highlight thè incredible work carers do, too often for free, including through launching a new Supportlng Carer5 Hub at Spring Seminar in April. It was launched on stage by our outgoing President Beverley TaTka in a session with our project partners Carer5 UK and Carers Trust. The Hub is a storehouse of good practice and great idèas frDm social care teams ènd other organisation5 on how they're improving support for car2rs, 50 that they can balance their caregiving responsibilities with other commitments in their live5. The Hub ha5 more than 40 examples of great practice and ha5 had 7.3K visitors since launch. We were also pleased that the Hub wa5 included and recommended in the Minister for Social Care's annual adult social care winter letter for 2024125. We continuè to centre carers in sessions at the events we run, support partner organisalicns with their campaigns and influencing, and highlight and amplify the work carers do. D. More early gupport, closerto home Care closer to home can increase people'5 independence and prevent them from needing hospital or residential care. reducing pres5uie5 Dn health and social care. In 2024, we Stepped up our work on prevention in line with the new Government'5 three strategic shift5 fDr health.. moving care frotn hospita15 to the community, shifting fiotn analogue to digit21 systems, and prioriti5ing prevention over treatment. We beBan the year providing a written submisslon to the Health and So¢lal Care Committee's Prevention Inquiry in January 2024, through to our Early Priorities for a New Government document that Wa5 sent to all major political parties prior to th@ General Election. We also established a Sustainable Health and Care Forum with strategic leads, plus Continuing Healthcare ICHCI and Better Care Fund IBCFI co-leads, who worked alongsido regional ropre5entative5. WoTking with NHS England NH5 England INHSEI colleagve5 attended the forum seeking feedback on their publications, Including their PLACE tODlkit about community health. We also submitted a consultation response to the NH5 10 Year Plan and provided input into the N&ighbourhood Guidance pub1ic8tion. both of which have a focu5 upon supporting people to ￿maIn at home via comrnunity-based care and support. The ADASS Presidents Team have been member5 of both the working group5 for the NHS 10 Year Health Plan and Neighboufhoods policy groupings, ensuring adult social care iFlPUt into the planning of both. Both theme5 were the focus of NCASC se5sion5 and there have been meetings with senior civil servant5 and wider ADASS member5 to take thése forward. Continulng healthcare We worked with ADASS regions to collate feedback about continuing healthca￿ ICHCI processes to inform our input into CHC roundtables with DHSC an($ NHSE. CHC funding 15 essentlal in supporting peop12 to get home and remain there. Page 4

The Association of Direttors of Adult 5otial Se es tsrt of the Trustees forthe Year Ended 31 December20Z4 Better Care Fund We provided stratègic input to inform the 25126 reform of the Better Care Fund IBCFI. Working wfch our Policy leads, we began to position our policy for refomi beyond 2026. This supports a further shtft to prevention and ¢ommunty support whilst recognising its current essential funding of core seNices. & Improving poliq and practite Wé have contlnued to represent members, views nationally by making ￿preSen￿tionS in partnership with the British AssociatiC•n of Social worke￿ IBASWI around the Mental Health Bill. for example, asking the Government to consider mendments to the current Deprwation of ￿bÈrty Safeguards. We a150 surveyed Members around Right Care, Right Person and used example5 to prèss for national Changes to the national oversight mechanisms, working wlth member5 to consider whether to support changes to enable Social Workers and other profèssionals to apply for access to people's hom￿ where the￿ are safeguarding or welfare concerns, and actèss is being denied. In addition. we started work on principles to 5UPPOrt regions to develop agreements around the use tsf agency professionals. F. Raising awarer¢e55 and influèntinE change We know that effective cotnmunications are vitsl to ensure AD￿5 and tts menibers voi¢e5 are heard in public deb3tÈs and distUS5ion5. We transformed a 2023 review of our cDmtnunications arhd influenung work into a new Communi￿tIOnS and influencing plan,13unchÈd in 2024. Alongsidè building ADASS, share of voice on social care Issue5, the plan was premised around ADASS helping to build movement of members and all1￿ to change the story about social care, so that more people and policy maker5 Unde￿tsnd the value and impact of social care and the need to InV￿t in it further to ensure everyone who needs care feels well supported. By iricreasing the size of the communications team, we have increased thè frequency with which ADASS is able to Share the Vol￿ and views of our President and members, advocating fDr improvements via media, social media and MP engagemont We have bèen able to respond reactively more frequently owing to increased capatity, we tried to focus our work- especlalty proactive work- an our three poliry priorities.. workforce. carers and early 5UPPOrt, dosèr to home. Media coverage During ?.024 ADAS5 statements. tomments and work was mentioned 2,991 time5 by a tot81 of 560 online, print and broadcast media outlets. Thi5 represents a year-on-year increase of 36.4%. At least a fifth were in nztional media trutlets with the remainder in sector press, regional or Icscal media titles. Spotlight:'Newsla¢king' with our Autumn Surrfey The new Chancellorfs Autumn budget included an increase in employer5, national insurance contTibution5 IENICSI alongside increases in the National Living Wage and ongoing inflation. Together, these represented a risk to providèrs whose costs would increase dramatically. We used our Autumn Survey report released in November to provide evidence to journalists that ￿￿5$ were already struggling to balance the books bèfore even the new measures were nnounced, garnering national mèdia coverage. We continued to comment on the story and used a pr￿S rèléase to launch NCA5C, along with the President'5 Speech on the opening day, to hrghlight the finantial gap b2tW2en the cost of adult social care to countils and the fundlng available lover £lbnl. By inserting our data and voice into a relevant story, WÉ secured more than 325 ple￿S of media coverage irtcluding national broadcast, and We￿ also able to support the Local Government Association ILGAI and other sector partners and providers to raise awareness of the risks such as contratt hand backs. Page 5

ThÈ A550ciatlon of Dlrertors of Adult Social 5erv¥ces ADASS Re ort of the Trustees for the Year Ended 31 OecembeT 2024 We continued to secure significant Coverage in social care sector media outlets, including being commissloned to write 16 opinion ple￿$ about key issues including what we were calling for from political parties ahead of the general election, th& interface between health and social care, prevention. delegated healthcare activtties and preparing for adulthood. Social mèdia ADASS focuses Dn audiences on Twittèrlx and Linkedln for its social media engagement. We also Started a new account on 81uesky. We've continued to focus efforts to improve the quality of our content to improve engagement, ir)cluding using infographics, imagery and eng3ging in conversations about our priority issues/respDnding to other organisations, reports and interventions. We have an active and engaged LinkÈdln audience, our engagement rate for 2024 was 8.18% and highest perfomiing post, at NCASC, secured 3,250 impressions. Website We launched a new web51te, Fntroducin8 a clear brand style and much Simpler navigation. The new website is both a membership and advoc3ry tool as It enable5 US to share our ￿SoUrCes, policy and media outputs, and we introduced a revamped blog to give voice to our Presidential team, members and partners around kèy topics, Since its launch on July 1st 2024, the new website has been widely used and well received. Between july 1 2024 and December 31 2024 we received 44,428 visitors, compared to 23,800 for the sarne period in 2023 - this Teposents an increase 0187%. We have alsL¥ promoted the websit& more readily on social media channels and a5k2d our Tru5teÈs and staff to do the same, which has resulted in significantly better engagement with our key publications. For example, the ADASS Spring survey 2023 received just 938 views on our old website, whereas the 2024 Spring Survey garnered 4,841 views representing a year-on-yehr increase of 416%. WÈ've had many people get in touch to share th2ir positive experSences after visiting the new site. Here are just a few Df thEirthouEhts'. 'Ju5t had reason to go to the ADASS website and wanted to feedback how great I think the new site is. Accessible, clear, outward facingi links to key new5 etc. 'Iu5t wantod to say the website is looking 50 g(Jodl Going through to ftnd some thing5 Iwhlch is now 5upÉr easy) and it's great to see so much content Dn there. 'It look5 fabulous. W211 done all round. Much more modern, much more accessible, much better reflection of the great organisation that AD￿s isl" G. Public affairs ond parllamentary Influencin8 We adapted our public affairs work plan significantly in 2024, after the announcement of a General Election. Ongolng parliamentary engagement Before the Election, we continued to share ADASS reports, statistics and writt&n briefs with a target list of MPS and peer5 around key mDments to grDW our relationships and maximi5e influence. ADASS was referenced directly by name in the Houses of Parliatnent nine times in 2024. Thi5 was acr055 both chamber5 and in a range Df activitie5 including debates, written briefings and cir21 evidence 5&55ions. The Secretary of State. Care Minister and various peers referenced our Surveys and other research, with o¥ur data on budgets, workrorce and waitlng times partitularlv prominent. W2 used our Survey data to respond to 5evEral key parliamentary influèncing opportunities in 2024 including the provisional local government finance settlement consultation, Spring Budget and Aulumn Statement fiscal 2vent5, 35 well as the Low Pay Commission consultation and NHS 10 Yè3r Plan. We also responded to parliamentary committee calls for evidence such a5 the Publit Accounts Committee inquiry into Reforming Adult Social Care in England. along with writt2n briefings to Parliampntarians such as the House of Lord5 debate on the state of adult social care and the case for a comprehensiv2 Strategy and further support for unpaid carers. Page 6

The Association of Dirèttors of Adult Social Services ADA5S Re ort of the Trust for thè Year Endèd 31 December 2024 General Elertion engagement Orsce the General Election campaign was called in May 2024, we used the 5ix-week c3mpaigrn period to strategically influence the debate. build relation5 Wlth the main parties. and prepare for a new cohort of MPS. We produced a two-page PDF with our key election asks around our three policy prioritles calling for.. Early support, Closer to home.. fair pay and ¢onditions for the social care workforce,. and a new deal for carer5. We included short term asks (two years), medium term IfivÈ years) and longer tèm110 years) and shared it with party leaders. We were able to work with partners to develop a list of prospective parliamentary candidates with an interest in adult social care, and shared the asks with them. We also soelalised the document with sector partner5, Put it on our website, and promoted it on social media to expand its audience. We joined a cross-sector coalition that met thrice weekly to share intelligence and insight on how adult social care would feature in the debates and a new government. We were also one of the signatorios on 3 letter CDordinated by the LGA to all party leaders to rèiterate the huge value of adult social care and request it be included in party manifestos and priorities. Our A550ciate5 wrote a letter to the party leader5, calling for more and better inclusion of adult social care issues in the debates, which wa5 published in The fimes nèwspaper. Post Election engagernent After the election, wè beEan to bulld relationship5 with the new Minister and Secretsry of State plus their staff, securing meeting5 and writing to them- bcFth unilatèrally and with partners. WÈ developed a document entitled Early priorities for a new Government which we sharod with ministÈrial and p3rliamentsrian contacts. Our President attcr)ded the Labour Party Conference to Speak at various events on adult social care, and to network with the néw Government- She was able to attend events with both the new Minister ènd Secretary of State. and reflected she had not heard social ￿re tdlked about as much in a generalist Conference" We sent an introductory brief to all MP5 entitled 'What is adult social care,, to intioduce ADASS and key information r>n the stètè of adult socièl Eare in England. A dozen meetings were secured, including with MPS who ended up on the Health and Social Care Selètt CommEtte2. 3. Supporting our members Sertor-led improvement of social care ADASS and thè LGA are Partners in Care and Health IPCHI. This programme is funded by Department of Health and Social Care via three main contracts, 'cO￿ Infrastructure. for LGA and AD￿5 respectivety and 'PCH'. This is offered to Councils without charge. The ADASS Core Infrastructure funding is largely distributed to the nine ADASS regions, funding one or more staff members and a vatt array of ￿utUal learningi peer support and challenge mechanisms. PCH support5 councils to improve the way they delNer adult social care and public health services and helps government understaTrd the challenges faced by the sertor. The programme is a trusted nètwork for developing and sharing best practice, developing too15 and techniques, providing support and building tonnettions. In 2D24, ADA5S regions and the national pro£ramm2 SUPPC)rted councils to prepa￿ for CQC 31ongside post CQC support. PCH also 5UPPOrted councils atros5 a number of workstreams such a5 digital, workforce. working WFth people and comm1￿10￿1￿g- In 2024, the PCH Continuous lrnprovement Programme deliv2red-. ' 377 direct improvement support offers in calendar year 123 events were dÈlivered with a total of 12,306 attendees 19 publi5h2d universal support ofFers This sUp￿rt has covered all councils and regiorts in England. B. Reiional netsvorks Page 7

The Assoclation of Directors of Adult Social Services ADASS Re ort of the Trustees for the Year Ended 31 December Z024 As part of the ADASS Governance review ADA55 region31 Chair5 now have a formal link to the Membership Committee which is Chaired by the regional Trustee. ADASS continue5 to work with the nine ADASS regions which are often described a5 the engine room of ADAS5. Regular meetings with ADASS regional Chairs have continued throughout the year, maintaining its place as an essential route to facilitate sha￿d knowledge and learning between national and regional. Early 2025 Saw the continuation of regular meetings between ADASS regional Chairs and the Mlnister of Care which P05t*lection have been replaced with meetings with the DHSC Director General. These conversalions are based upon a nationally collatEd report of successes and challenges frorn each of the regions with information provided by regional leads/teams. This demonstrates the important role of ADA55 both nationally and regionally in terms of sharing key operational and strategic Information with DHSC. ADASS regional Leads 3150 continue to me2t on a regular basis supported by the ADA5S national team. SChed￿led meeting5 WTrh a forward plan of themès, co designed with Leads themselves. Lead5 also remain an extremely valued source of information and fÈedback and a conduit to m&mbers on many subjects throughout the year, Across 2024 AD￿5 conducted a piece of work acrDSS all ADASS regional Chairs to understand how they feli the relationship with ADASS nationally could be Strengthened. After further consultation with regional Chairs thi5 has resulted in a series of actions to be delivered in 2025 as part of the enhanced membership offer for ADASS members. ADASS regions have continued to deliver programmes of work which ar2 based upon regic>nal prioritle5. The following links from each of the reglons provid2s examples of the OLrtstanding work delivered in each region.. Yorkshire & Humber- Association of Directors of Adult Social Servic25 Yorkshire and Humber Region East England A550ciation of Directors of Adult Social Service5 Eastèrn Region North Eall England- https.'//www.ada55.Drg.uVregions/nDrth-east/ South East Eng1and- AOASS South East North West England - A5$0ciatitsn Df Directors of Adult social Services North West Branch South West Eng13nd- ADA55 5W- South West Councils West Midlands- WMADASS East Midland5- E8St Midlands ADASS | The East Midlands Association of Directors of Adult Social Services London- Cctming SODn- London ADASS C. Principal Social Worker5 The ADASS staff team continued tL) meet monthly with regional P5w leads, throughout 2024. This was aim2d at supporting their greater involvement in the work of the A550ciation in a range of area5 including events, developmènt of strategy, communications and influencing the convets8tions at a local level in line with ADASS priorities. D, Assoclates network There were four general Associate5 online rneeting5 in 2D24, and one joint with ADCS. Themes for discussion with invited speaker5 included CQC reEulatlon, performance and data, finance5. co-production with those with lived experience, and SEND (with ADCSI. IN addition, there wa5 social networking for those Associates at the Spring Semlnar and NCASC cgnference5. Associate5 Contributed to ADASS policy and regional initiatives in paid and voluntary capacitles. Mentoring has been an important element in Associate5, SUPPDrt of ADASS objective5. They continue ihe offer of mentoring ADASS members, which tontributed tts our overall effcirts to focu5 on EDI and champion those new into the role of DA55. Their offer Df mentDring to CLSrrent social care leaders Is widely 50ught. During 2024.. 16 PSWS were matched to a mentor Page 8

The Association of Direttors of Adult Social Servit ADASS Rè tsrt of the Trustèès rthe Year Ended 31 December 2024 15 DA5SISLT members were matched to a mentor 8 additional mentors were Secured from new ADASS Associates. E. Assurdnce Assurance 15 vrtal in adult social care to ensurè quality care and 5UPPOrt that 15 safe and efferttve. Throughout 2024, we worked clDsely with the Qrè Quality Commission ICQCI to influence the irnplemèntation of their Ioc31 authortty 3ssessment process by feeding back the views of our member5, including but not limited tLI 5UPPOrtinÈ learning around the informatic>n return process, onsitè visits and the triangulation of data. This culminated in a su&plenary session at NCASC where the chair of the AD￿5 Innovation, Improvement and A55urance NeI￿ork set out members, concerns during a robust session with the CQC'S Chief inspett¢)r for Adult Soaal Care. We also Utili5ed our AD￿5 Spring SuNey to gather evidence on the costs tu) councils of preparing for DHSC assurance, including preparation for CQC assessment. The estimated cost nationally was £43 million, compared to thè specific funding allocated to councils for the purposès of assurance which was worth £4.1 million in total or £26,730 per ¢ouncil in 2023124. We havè utilised thi5 evidence to make the case for this new burden on councils to be fL¢lly funded by Government, including through our response to the interim report of th& Penny Dash Review into operztional effectNene55 of the CQC. F. Events and communication Evènts are an iJnportant way ADASS supports our membcr5 to share idea5 and learn from each other and external expert so they can continue to lead improvement in adult soctal carE in their communitre5. In 2024, ADASS rdn two multi-day events. Our Spring Seminar is our annual event for mÈrnbers In April. In 2024 it brought more than 2QO social carÈ leaders together to learn and share experien￿$. We successfully launched the ADJ￿5 supporting Carer's Hub on the first day of rhe ￿vent and features a range of workshops and contributiDns on best practice frc)m AD￿s regional teams. The then Minister for Social Care, Helen Whately MP, and then 5hadDW Minister for Social Care. Andiew GwynnÈ MP, both delivered speeches 2nd took qu&stlDns in two special plen8ries. Feedback from delegates was very Positive, they said they view the event as an essential annual sèminar. The Leading in Care summit, supported by Ncwton, was planned originally for September 2024 with the location moved to St George's Park. Due to many fattors including the General Election campaign meaning it was not possible to tie down speakers for the programme and spendixg restrictiOF)s being imposed in marty Local Authoritie5. the uptake was too IDW to make the event viable. We Eancelled the event and moved to discl￿s1On5 on how to provide the Senior leadership L&0 rèquirements in other format5 during 2025 and beyond. In November 2024. wè delivcred the National Children's and Adtslt Servi￿5 Conference INWCI in partnership with the Local Government Association ILGAI and ￿sO￿l8t10n of Directors of Childien's Services IADC51. It took pla￿ from 26 November to 29 November at the ACC Conference Centre in Liverpool for the first tiffle. ADASS leads the Event prog￿mMe and logistics every other year, and 2024 was our turn. We welcomed more than 900 local political leade and peop12 leading adult social caro and children's servi￿5 from across En8land. LGA and ADCS provided k2y input into the programme and supported thè organisation of the sessions. With the new Government in pla￿, we We￿ able to hold plenary sessions with the Minister of State for Care, Stephen Kinnock MP, and the Minister for Children and Families, Janet Daby MP. which prDvidèd valuable for all our members attending. It was a very SLtctsssfiJl event with the largest number of delegate5 Since covid and fe&dback on the venue, organisation and prograrnme was Posltive. In fèedback forms, delegates said they found the conference and speakers 'motlV3tln￿. 'positive' and 'inspirational'. The CU5 on co-production via 'Big Chat, 5e55ions, the co-produrtion workshop room and inclusion of people with lived experience as speakers was especially well rÈceived by those who draw on care and supporL Page 9

The Association of Dirèctors of Adult Social Service5 RÈ ort of the Trustees for the Year Er￿ed 31 December 2024 As well as our event programme, we continue to provide support and informatlon to our members through our regular communications aboLrt AD￿5 work and emerging issues and opportunitie5 In the social care sector. This includes OUT weèkly e-bulletin which goes to all ADASS members, and communlcation through Ouf r2gional and policv networks plus the intrtsduction of a series of webinars for members which were planned during the final quarter of 2024 for a 2025 rDllout. G. Reframing adult soclal carè ADASS continuèd to work with #SocialCareFuture, the LGA and TLAP to build a movement to change the story about adult Social care. The over311 goal of the project is to put in place one of the fundam&nt31 building blocks for the transformation envisaged in the fime TD Act R(>admap sustained political will and backing for change and investment in adult social care. IA ltst of activity in the plan is outlined in section 2F.I In 2024, this involved steering group meetings to shape research work done by the Frameworks Institute, to test and build upon the framing and narrative originally developed by #SotialCareFuture and ensure it works well for our members and thè public as we prepar& to roll it out in framing training for members and an awareness raising campaign in 2025. There were four online focus groups of six people which werè broadly repr25entstive of the English population across a range of detnogrdphic characteristic5 including age, gende¥, income. ethnicity and region. The focus groups, aim was to explore ways in whith we could refine Social Care Future's narrative to build greater public undorstanding about sccial care and demand for chan8e. The focus groups took place in November 2024, and usability testing will take place in 2025, Also in 2024, ADASS received funding to develDP and deliver a training program for its members, made possible by The Rayne Foundation through their Better Career5 for Better Care grant programme. This initiative support5 innovation, creativity, and collaboration iri the social care sector, with a particular focu5 on strengthening the care workforce. The ADASS project aims to improve public perceptions of social care by etllpowering DAS55 and their teams to communicate more confidently and consistently on what adult social ￿Te is and the benefits it bring5. We recruitod an Engagome¥)t Officer to run the progratntne who Successfully Set it up and prepar8d the pilot training for the North West region in January 2D25. with national activity taking place through to 2027, H. Good prartÉce resourcès Through the year we developed and updated several document5 to support ADASS members on the Implementètion Df specific policiE5, including handling the delay to the implementation of the Liberty Protection Szfeguards and the cha51enges thi5 has brought, Right Care Right Person and International Recruitment. After anti-immigration prote5t5 broke out acr055 the UK in July and August 2024, ADASS updated a guide for practitionèrs on the role of the QASS and Social workers in disaster recovery, with BASW, Thi5 included how to support the needs of people affected by the incident and those responding. 4. Making thè tharity work well To strengthen both our internal governance and our poliry and Influencing capacity, we ran concurrent Governance and Membersh1p Reviews which concluded in 2D24. These created an internal governance structure that IDoks rather like many other charities. We separated the externally facing and influencing President role from the internal responsibilities Df a charity Chair, and established a formal Board of Trustees meeting supported by a Membership Committee, a Policy Committee, and a Finance and Risk Committee. These meetings went through three formal cycles of meetings in the latter half of 2024 and have worked well in helping us join the dot5 tc> better respond to Issues that our membershlp ha5 raised and formulate our policy offer and influence. The new Membership Committee wlll oversee change5 suggested in the membership review. A multidi5ciplinary team was set up to take those review finding5 and use them to dovelop an enhanced mÈmbership offer. This work will be taken forward in 2D25, 5UPPOrted by a newly recruited Membership Coordinator. Page 10

Thè A550clation of Direttor5 of Adu Social Services ADASS Re ort of the TrLLStees forthe Year Ended 31 Decembèr 2024 The new Policy Committee led to clearer lines of decision-making for poliry relatèd matters. It has provided a conduit for policy positions to be considered and sign-off and the development of a policy cyclè to ensure regular review of our position5. Members of this committee also provide advice on the focus and format of internal ADASS events including policy discu55ion5 at our General and Annual General Meetin￿ 8nd at the annual Policy Day which shapes thè policy focus of our Business Plan for the forthcoming year. 5. Govèrnance and risk managemènt The Trustees continued work on the 5trateOc risk ￿gister in 2024, with the risks divided into main areas.. o Financial - including future financial stability, bad debts, potential fraud, poor budgetary control and inappropriate Spending. o Governance, reputational management- including staffing, functional requirements, stèkeholder worL reputstion. levels of service, and unforeseen events. The register and or)going mltiptions are discussed at each trustees meÉting. Trustees continue to monitor compliance with the Charity Govemance Code (Larger Charitie51. The trustees continued to implement the recommendations of the 2023 review L7y Campbell fickell, including the creation of Board sub-committees and updating the Charity's constittrtiort. 6. Our plans forthe future We will continue to build relationships with the Government as it beds in further. alongside other nation3150cial care organisations and leaders to influence positive changes in the approach to adult social carè in England. While we continue with national policy ir)fluencing on our throe prioritie5 for change set out in our existing busin￿$ plan workfor￿, carers and early support, closer to home - we will also ensure we are speaking to other kÉy policy issue5 emerging including mental health and preparation for adulthood. With a new comrnis5ion led by Barone55 Casey of Blackstock slated to kick off in April 2025, w2 will ensurè processes are in place to speak to all our members to canvass their views and opinions and feed these into our overall position and suggested inputs. We will of course be pushing for direct engag2ment between the commission and our presidential team and members, tailoring and providing data the commission may require, and facilitating potentldl site visits where appropriate. We want tts ensu￿ a combination of having a loud voice externally and effectivÈ lationships behind the scenes that allow us to advocate for the changes that our members want and need. We are yet to see if the commission will form the backbone of a much-touted new National Care Service, but remain ready to provide evidence and idea5 on how this could work best. building on our Ideas. Similarly, we will work t105ely with DHSC to ensure adult social care plays a Strong role in delivering the threè strategic 5htfts through the NHS 10 Year Plan. We will also be on h3nd to respond through poliry 5ubmis5l0￿ and media advocacy to key Government initiative5 and opportunities including the Spending Review, Al annOun￿Mernt, and local gr)vernment rec*rganisation and dèvolution. We will strengtheft our advocacy work with a new awarenes5 raising campaign launching in Spring, to explain what adult social care is. what value it bring5, and m3ke the case for why it needs to be property funded. We ain to connect with the public, turn their awareness into support, and use this as leverage to encourage politicians to act. Our underlying oblettive in our policy advocaty work 15 to secure Sufficient funding for adult social Ca￿ 50 our members have the financial ability to deliverthe 5UPPOrt people need and want. Internally. with the new governance changes Including refreshed role of thè Chair plu5 a new pèrmanent CEO in place. we will set up a process to develop a new five-year strategy to launch in 2026. ADASS, first long-term strategy will allow us to have clearly articulated and ambitious goals we ère striving for as an orgariisation, bringing staff, members and partner5 With us. We will retain the flexibility to develop one year delivery plans to sit beneath the sttstegv, detailing how we will deliver the next phase of work while allowing us the flexibility to respond to the changing extèrnal envrronment. Page 11

The A55oclation of Dirertors of Adult Sotial Services ADASS Ro ort of thÈ Trustees for the Year Ended 31 December 2024 We are aiming to devélop a financial Strategy for 2025-2Q26 that will allow us to develop approaches to better rinancial sustainability, including diversifying income generation so we are fit for the fvture. We will bolster the membership proposition in 2025, ensuring members continue to feel well-5UPPOrted and have more avenues to input into our national positioning and regular feèdback on our advocacy nationally. We will use Dur surveys and other m2ans to reSPDnd to key concerns OUT members have. And we wi11 use 8 biennial membership survey to hear members, views on whèt too15, training and support they want from ADASS so we can support them to continue deliverlng life changing work in a challenging financial environment. FINANCIAL REVIEW Financial position The net movement in funds for the year generated by the Association's activitie5 was a deficit of £161,840 12023.. deficit of £188.1231. Total incomè for the year was £3.348,385 12023.. £2,856,742). Sponsorship received to 5UPPOrt our charitable purposes was £299,42012023.' £303,230), Membership subscription income decreased in the year to £451,114 12023: £459,669). Grant and contract funding increased during the year from £1,790,849 in 2023 to £1,917,806 in 2024. Thi5 included funding frorn the Department of Health and Social Care to support our infrastructure, provide independent advice and ensure capacity to achieve shared objectives. Membership re￿81￿$ very good value for local authortties,. they may nc)w have up to six member5. The Spring Seminar was again successful this year with a surplus of £5,21812023: surplus o £20,739) of income over expenditure. Our Leadership in Care Summit generated a deficit of £3D,841 as it wa5 cancelled 12023.. surplus of £2.1311. In addition our gift5 In kind income iri 2024 were valued at £15,84cI12023.. £61.6401. The Association's total funds W2Te £2,346,108 at 31 December 2024 compared to £2,507,948 at 31 December 2023. This included designated lund5 of £503,34612023., £493,953). Reserves poli The Trustees reviewed the reseNes policy during the year in thè light of the relevant guidanTr, historical reserves leve15 and future plans. The Association nèeds to maintain sufficient funds to cover any potential loss of income, to ensure sufficient 5hort-term tash flow and to support an orderly winding up should the charity cease tD trade. They dec5ded to maintain the reserves levol at approximately twelve months ol expenditure Iba5ed on turnover during a year in which ADASS rLSns the NCAS conferencel to six months. This equates to approximately £1,195,000. The level of free reserves at 31 De￿mber 2024 was £l,839,51112023= £2,025,728) being general funds of £1,842,762 12023: £2,026,7421 minus the net book value of tangible fixed assets i.e. £3,25112023.. EI,0141. This is higher than the amount set out in our reserves po5icy but is deemed to be reasonable in light of the recent ￿ViSIon of the policy, planned investments in capacity and the As59ciatlDn's workplan. STRUCTURE. GOVERNANCE AND MANAGEME Governlng document rhe charity is controlled by its constitution which was amended on 30 November 2023. Page 12

SOCi3tion of Directors of Adu ervrces AD tth forth ear End cember2 RUCTURE. GOVERNAhlCEAND IVIANAGEMENT Key manwment personnel The Trustèe5 consider that they, together with the Joint Chief Executives and the Directors of Policy and Implementation, Poliw and Analysis, Communications and Public Affrdits and Governance and Resour￿ tomprised the key leadership and management of the ¢harity in charge of directin& controllin& running and operating the tharity on a day-to day- basis. The Trustees are elected to their positions and do not receive any funding for the work that they undertake on behalf of the charity. The employing council of the Pre￿dent received £25.000 from the Association in ￿CognItion of the support received in the presidential year. The Joint Chief Executives and the.Diretttsr of Governanc& and Resources a￿ each ernployed on a part-time basis. Th￿e posts. alongside the other Di￿ctOrS are remuneTrted on'spot ￿larieS decided by Trustees in con5id2ration of the skills, knowledge and experien￿ needed, benchmarking comparatwe rgles and the labour marketforsuch posts. Adfflgwledgements We Wdlue the support we recewed from our partners at our events and throughout the year. We would like to thank- Attenti, Channel 3 Consultin& CDrdis BrighL Flex 360 Ltd, IFSE, Imperium Soltrtions, IMPOWER. ￿11￿. Newton Impa¢ rile Hill. Total Mobile, The Tribe Prgject and Sentinel Partners. AD￿ does not encourage Directors of Adult Social Servlces totrade with any of these organsations. REFERENCE AND ADMINISTRATIVE DETAILS Registered Charity number PrincKpal address 18 Smith Square London SWIP 3HZ Trustees S Mcclinton Ito 24.4.241 B Tarka l MacBeath M Williams C Baria R Humphri S McFadane N P￿Meg R Parry M 5amuels J McGregor {appointed 24.4.241 Audltors Bennewkh 2018 knmited Iststtjtory Auditor51 Upper Ground Floor 18 Farnham Road Guildford Surrey GU14XA TRU5TEES' RESPONSIBILftYsrATEME The truste￿ are responsible for prepartng the Report of the Trustees and the finandal sratements in accordance with applicable law and Unr(ed Kingdom Accountingstsndards (Unitsd Kingdom Generally AC￿pted ￿Counting Practi￿1. Page 13

The A5SOtlation of Dlr Social Servlces ADASS rs of Adult Ste ortof th Tr￿S rthe Year Ended 3 De￿mber 2024 TRUSTEES, RESPONSIBILITY STATEMENT. continued The law applicable to charities in England and Wales, the Charities Act 2011, Charty (Accounts and Reports) Regulations 2(K)8 and the provisions Df the trust deed require5 the trustees to prepare financial statements for each fln3ncial year which give a true and fair view of the state of affair5 of the charity and of the incoming resources and application of resourees, including the income and Éxpenditure. of the charity for that period. In prepèring those financial statements, the truste￿ are required to select suitable 3ccounting policies and then applythem consistentlv,. oP)serve the methods and prinoples In the Charity SORP., make judgemonts and estimate5 that are reasonable and prudent,. state whether 3pplicable accounting standards havÈ been followed, subjert to any material departures disdosed and eKplainEd in the financial statements.. prepare the financial statements on the goln8 conorn basis unless It is inappropriate to presume that the charity V4ill continue in busin￿5. The trustees are re5pon5ible for keeping proper accounting records which disclose with reasonable a¢euraqi at any time the financial position of the charity and to enable them to ensure that the financial statements cornply with the Ch3rities Act 2011, the Ch3rity IAccounts and Reportsl Regulations 2Q08 and the provi%ion5 of the trust d&ed. They are also r&ponsible for safeguarding the assets of the charity and hence for taking reasonable Steps tor the prevention and detertion of fraud and other irregularities. Approved by order of the board of tr￿tee5 on..... and Signed on its behalf by.. l M8cBeath-Trustee P3ge 14

Re ort ot thè Inde endent Auditors to the Trustees Df The Association of Directors of Adult Sotial Setvicès ADASS Opinlon We have auditèd the financial statements of The As50ciatron of DÉrectors of Adutt Social Services lAD￿S) (the 'charity'l for the year ended 31 December 2024 which comprise the Statement ()f Financial Artivitie5, the Balance Sheet, the Cash Flow Statement and notès to thE financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation 15 applicable law and United Ingdom Accounting Standards Iunited Kingdom Generally At￿pted Accounting Practice). In our opinion the financial ststements= give a trije and f3ir view of the state of the charity's affairs as at 31 De￿mber 2024 and of its incDming resources and application of resource5, for the year then ended.. have been properly prepared in accordance wrth United Kingdom GenerallyAccepted Accounting Practlce; and have been prepared in accordance with the requirements of the Ch3ritie5 Art 2011. Ba5js for opinion We condutted our audit in accordènce with Internation31 Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities undtr those stsndards are further described in the Auditors. responsibilities for the audit of the rin3ncial ststements 5ertion of our report. We a￿ independent of the charity in accordance with the ethical requirement5 that are relevant to our audTt of the financial statements in thé UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in 3ccord8rtce with these requirements. We believe that the audit evldence we have obtained is sufficient Ind appropriate to provide a basis for our opinion. Conclusions rèlating to going concern In auditing the financial statements. we have concluded that the tru5tees' use of the going ¢oncern basi5 of accounting in the prÈpar3tion ot the financial statements Is appropriate. Based on the work we have performed, WÈ have not identified any material uncertainties ￿lating to events or condition5 that, individually or collectively. may cast significant doubt on the charity's ability to continue 85 a going cOn￿M for a period of at least twelve months from when the financial statements a￿ authorised for issue. Our responsibilities and the responsibilities of the trustee5 With respect to going Concern are described in the relevant sectrons of this rèport. Other information Thè trustee5 are responsiblè for the other information. The other information compri5e5 the information included in the Annual Report. other than the financial statements and our Report of the Independent AuditDf5 thereon. Our opinion on the financial ststements doe5 not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audlt of the financial 5tatement5, our r25ponsibility 15 to read the other infc)rmatiorn and, in doing so, consider whether the other inforniation 15 materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misStatement5, we are required to deterFrtine whether this gives rise to a material misstatement in the financial statements themselves. If, based Dn the work we have performed, we conclude that there 15 a material misstatement of this other information, we are required to report that facL We have nothing to report in this regard. Mattèrs on which we are required to report by exceptlon We have nothing to report in respect of the ftrllowing matters where the Charitiè5 (Accounts and Reports) Regulatitsns 2008 requires us to report to you if, in our opinion.. the infomiation given in the RÈport of the Trustees is inconslstent iri any material respèrt with the financial statements: or sufficient accounting record5 have not been kept- or the financial statements are not in agreement with the accounting record5 and returns.- or we have not received all the informatltsn 3nd explanations we require for our audit. P38e 15

ort of the Inde endent Auditors to the Trustees of Thè Association of DirÈctors of Adult Social Service5 ADA5S Responsibilities of tru#ees As explained more fu15y in the Trustees. R2sponsibi1ities Statement, the trustees are responsible for the preparation of the financial statements which give a true and fair view. and for such internal control as the trustee5 determine 15 necessary to enable the preparation of financial statements that are free frotH material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for a55e55ing the charittys abiltty to continue as going concern. disElosin& a5 applicable, matters rolated to going concern and using the going conc2rn basis of accounting unless the trustees either intend to liquidate the charity or to CEase opérations, or have no realistic alternative but to do 50. Our responsibilities forthe audlt of the financial ststements We have been appointed as audttor5 under Section 144 of the Charitie5 Act 2Qlll and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are tD obtain reasonable assurance about whether the linancial statements as a who12 are freè from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. RÈasDnable assurance is a high level of assurance, but is not a Euarantee that an audit conducted in accordance with ISA5 IUKI will always detect a materi31 misstatemènt when it exists. Misstaternents can arise from fraud or error and are considered rllaterial if, individually or in the as6￿g2te, they could reasonably be expected to influence the economic decisions of user5 taken on the basis of these financial statemènt5. The extent to which our procedLJre5 are capable of detecting irregularities, including fraud 15 dètailed below.. We obtained an understanding Of the legal and regulatory framèworks that are applicable to the entity and determined the m05t significant are th05e that relate to FRS 102 Settlor) IA, pension laws and regulations and tax regulation5. We assessed the risks of material mi5Statement in respect of fraud a5 follows.. Enquiries made of rnanagement and those charged with governance as well as the service organisation in relation to payroll sèNices An31ytical procedure5 were used to identify if there were any unusual or unexpected relationships Discussions with management to identify any fraud risk factors of related party relationship5 and tran$3ctions 8a5ed on the results of our risk asse55m2nt we designed our audit pro¢edures to identify non-compliance with such laws and regulations identified above. Enquiries were made of management and those charged with gtsvernance. We corroborated our enquiries through the review of BoaTd minutes and other papers provided. There was no contradictory evidence, We considered the risk of fraud through management override and, in response, we incorporated testing of manua5 journal entries into our audit approach. We tested year end journals as well as journal entrie5 throughout the year. There were no transattions identified outside the normal course of business. Based on tho results of our risk assessment we de51gned our audit procedure5 to identify and to address material mi55tatement5 in relation to fraud. We incorporated ar) element of unpredictability in the seleclion of the nature, timinE. and extent of audit pmcodures. Where transaction meeting rlsk criteria were identified, we carried out further work such as 3dditional t25ting to source informaticin. A further description of our responsibilities for the audit of the financial staternents is located on the Financial Reporting Coumcll's web51te at www.frc.org.uklauditorsre5ponsibilities. Thls description form5 Part of our Report of the Independent Auditors. Pase 16

Re ortof elnd endent Audrtors to the TrusteÈs of The Association of Directors of Adult Social Services DA55 Use of our report This report is made 501ely to the charity's trL￿te￿, a5 a body, in accordan￿ wtth Part 4 of the Chiritie5 (Accounts and Reports) Regulations 2008. Our audit work has been undertsken $0 that we might state to the charity's trustee5 those matters we are reqUI￿d to state to them In an auditors, report and for no other puipose. To the fullest extent pèrniitted by law, we do r)ot accept or assume responsibility to anyone other than the charity and thè charity'5 trurtees as a body, for our audit work, forthis report, or fgr the opinions we have formed. Bennewith 2018 Limlted IStatLrtory Auditors) Upper Ground Floor 18 Farnham Road Guildford Surrey GUI 4XA Date- Pago 17

The Association of Directors of Adult Social Services ADASS Statement of Flnantial Actlvlties for the Year Endèd 31 December 2024 31.12.24 Ttstal funds 31.12.23 Total funds as restated Unrestricted funds Restricted funds Notes INCOMEAND ENDOWMENTS FROM Donations and legacies 17,040 116,500 133,540 61.709 Charitsbltt attivities Charitable activitie5 884,295 1,917,798 2,802,093 2,436,489 other trading activities Investment income Other income 222,746 54,728 58,604 76,674 299,420 54,728 58,604 3D3,230 47,822 7,492 Total 1,237,413 2,110,972 3.348,385 2,856,742 EXPENDITURE ON Raising funds 124,371 124,371 132,606 Charitsble actlvities Charitable activities 1,380,830 2.OQlS,D24 3,385,854 2,912,259 Total 1,505,201 2,005,024 3,510,225 3,044.865 NET INCOMEIIEXPENDIYUREI Transfers between funds 1267,7881 (116,5001 105,948 116,5 1161,8401 1188,1231 17 Net movement in funds 1384,2881 222,448 1161,84Q>l 1188,1231 RECONCILIATION OF FUND5 Total funds brought lorward 2,520,695 112,7471 2,507,948 2,696,071 TOTAL FUNDS CARRIED FORWARD 2,136,407 209,701 2,346,108 2,507,948 The notes form p3rt of these financial statements Page 18

TheAssociation Social 5eNices Dlrecto ASS 31 December2024 31.12.24 Totsl funds 3L12.23 Total funds as restated Unrestricted funds Restricted funds Notes FIXED ASSETS Tangible assets 3,251 3.251 1.014 CURRENT ASSETS Debtors Cash at bank 14 900.195 2,285,410 58.250 286,451 958.445 2.571.861 898,782 2,327,108 3,185,605 344,701 3.530,306 3,225,890 cRED￿ORs Amountsfalling due within oneyear 11,052,449) 11.052,4491 1718,9561 NET CURRE￿ ASSETS 2,133,156 344.701 2,477,857 2,506.934 TOTALASSETS LESS CURRE￿ LfA81unES 2,136,407 344,701 2.481.108 2,507,948 PROVISIOMS FOR LiABIUTIES 16 1135,0001 1135,(M)01 N￿A$S£T$ 2,136,407 209,701 2,346,108 2,507.948 The notésforrn part of these finanaal ststements Page 19 continued...

The Association of Dlrectoi Social SeThices ADASS Adult B lance heet- ntlnu 31 December 2024 FUNDS Unrestricted funds.. General fund Conference surplus fund Innovation, transformation & strategic PTiorities fund 17 1.633,061 139,424 363.922 2,026,742 51,319 442,634 2,136,407 2,520,695 Re5trirted funds.. Rayne Foundation Fund Accelerate 209,701 112,7471 209,701 112,7471 TOTALFUNDS 2,346,108 2,507.948 The financial ststements were approved by the Board of Tru5tee5 and authorlsed for Issue i?.l..y..l. LA............... and were signed on its behalf by.. on l MacBeath- Trustee The notes form part of these financlal statements Page 20

The Association of Directors of Adult Ststial Servi¢es ADASS Cash low Ststement for th Year Ended 31 De￿mber 20Z4 31.12.24 31.12.23 restated Notes Cash flows from operatinz acttvlties Cash generated from Dperations 248,578 1319.552 Net cash prowded by/lusod inl operating activities 248,578 1319.5521 Cash flows from investlng attivities Purchase of tangible fixed assets 13,8251 Net cash lused inl/provided by investing activitles 13.8251 Change rn cash and cash equivalents in the reporting pèriod Cash and cash equivalènts at thè beginning of the reporting period 244,753 1319,5521 2,327,108 2,646,660 Cash and cash Èquivalents at the end of the rèporting period 2,571,861 2,327,108 The note5 form part of these financial statements Page 21

The AssociatlDn of Dirèttors of Adult Social Services ADASS Notes to the Cash Flow Statement for the Year Ended 31 Detèmber 2024 RECONCILIATION OF NET EKPENDITURE TO CASH FLOW FROM OPERATING AcfiviTIES 31.12.24 31.12.23 a5 restated Net expendlture for the reporting peritsd las per thÈ Statement of Financlal Activities) Adjustments for.. Depreciation charge5 Provision for liabilities Increase in debtor5 Increaselldecrea5el in creditors 1161,8401 1188,1231 1,588 135.OOD 159,6631 333.493 2,420 1132,4681 11,3811 Net cash provided byllu5ed inl operations 248,578 1319,5521 ANALYSIS OF CHANGES IN NET FUNDS At l.1,24 Cash flow At 31.12.24 cash Cash at bank 2,327,108 244,753 2,571,861 2,327,108 244,753 2,571,861 Total 2,327,108 244,753 2,571,861 The notes form part of these financial st3tementS Page 22

The Association of Direttor5 OtAduh Social SeNl¢es ADA55 Notès to the Financial Ststèments for th Year Ended 31 D@￿rnber 2024 ACCOUNTING POUCIES Basls of preparing thè financial 5tatsments The finzncial statements of the charity, which 15 a public benefit entity under FR5 102, have beèn prepared in accordance with the Charities SORP IFRS 1021 'Accoiunting and Reporting by Charities.. Statement of Recommended Practice Hpplicable to charities preparing their accounts in accl)rdan￿ with the Financial Reporting Standard appliTrble in the UK and Republic of Ireland IFRS 102) (Èffertive l January 20191,. Financial Reporting Standard 102 'The Finarbcial Reporting Standard applicable in the UK and Rèpublic of Ireland, and the chariti￿ Act 2011. The financial statements have been prepared under the historical cost convention. Income All income is recognised in thè Statement of Financial Actiwties once the charity ha5 entitlèment to the funds, it is probable that the income will be received and the amDunt can be measured rèliably. Expenditure abilities are rerognised as expcndr(urè as soon a5 the￿ is a legal or construrtive obligation rommitting the charity to that expenditure. it is probable that a tra￿fer of economic beneftL5 will be required in settlement and the amount of the obligation can be measured reliably. Expendtture is accounted for on an accruals basis and has been classified under hÈadinRS that aggregate all cost related to the category. Where costs cannot be directly attributed to partlcular headings they have been allocated to activities Dn a b&15 consistent with the use of resources. Tangible futed assets Dcpreciation is provided at the following annual T3tes in order to write off each a55et over its estimated useful life. Computer equipment- 33.33% on rost overthe useful life. Depfftctation of an asset bÈgin5 when it is brought into use. Taxation The charity is exempt from tax on its charitable attivities. Fund accounting un￿stritted funds can be used in accordance wlth the charitsble objectives at the discretion of the trustees. Restricted funds can only be used for particular ￿5t￿ttEd puiposes within the objects of the charity. Restrictions arise when specified by thè donor or when funds are raised for particular restricted purposes. Further explanation of the nature and purpDse of each fund is included in the notes to the financial statement5. Penslon ttssts and other post-retirement benefrts The charity operat2s a defined contribution pension scheme. Contributions payable to the charity5 pension schème are charged to the Statement of Financial AttNlties in the period to which they relate. Page 23 continued...

The Asso£iatlon ol Dirertors of Adult Social Services ADA5S Note5 to the Flnantial Statements- tontinued for the Year Ended 31 December 2024 DONAfioNS AND LEGACIES 31.12.24 31.12.23 as restated Gifts Donations Grant5 15,840 1,200 116,500 61,640 69 133,540 61.709 OTHER TRADING AcfiviTIES 31.12.24 31.12.23 as restated Sponsorships 299,420 303,230 INVESTMENT INCOME 31.12.24 31.12.23 as restated Investment income 54,728 47,822 INCOME FROM CHARITABLE ACTIVITIES 31.12.24 31.12.23 Conference and event surplu5 Subscriptions Contracts and service level agreements 433,173 451,114 1,917,806 185.971 459,669 1.790,849 2,802,093 2,436,489 Contracts, gr8nts. and service level agreements, included in the above, are 35 follows.. 31.12.24 31.12.23 Department of Health and Socia1 Care Leadership and Governance Advice on Adult Social Care lnfrastructure & Regional SLI 41,942 1,578.365 1,733,806 Local Government Association 158,SQO 155,250 IMPACT 25,500 15,292 1,917,806 1.790,849 Pag2 24 continued...

Thè Association of Dirèctors of Adult Social Servite ADASS Notesto the ncial Statements- continued fo the Year Ended 31 December 2024 RAISING FUNDS 31.12.24 31.12.23 Costs of raising sponsorship and donation5 Other costs associated with raising fund5 115,523 8,850 125.180 7.426 Note 11 124,373 132,606 All expenditure on raising funds was unrestricted in both the above years. CHARrrABLE AcrivrriES COSTS 31.12.24 31.12.23 (As restated) Spéci31 Projects 'LGA CHIP SLI lmpact Rayne Foundation 'Wages Protssional fees Staff travel, subsisten￿ and accommodation 158,500 25,500 155,250 15,292 15,485 7.500 314 DHSC Support to ASC 'Wages 1.537,734 196,064 1,436,500 183.8Ct7 confe￿nCeS & seminars Sponsorsh¥p expenditure 5ubscriptÉons Administration expenses Bad debts IT dev21opment costs Professional fees Stsff travel, subsistence and accommodation Support to the Prèsident Irrecoverable VAT Support costs INote 121 Depieciation 364,710 14,735 8,759 6.692 2.465 2,94D 30.557 11,962 25,000 43,361 931,988 1.588 167.781 18,629 10,531 3,Q13 10,089 29,603 18,375 3,533 25,DOO 30,533 801,903 2,420 3,385.854 2,912,259 The majority of the IT development costs relate to donated 5erwces in 2023 in relation to website work provided by OLM Systems. Page 25 CDntinued...

The Association of Directors of Adult Sockal 5ervites ADASS NotÉs to the Financlal Statemènts- ¢ontinu•d for the Year Ended 31 Decernber 2014 TRUSTEES. REMUNERATION AND BENEFITS ADASS Trustees have an active role as the face and voice of the organi5ation, including influencing policy and developlng paTtn2r relationships nationally. Out of pcicket expenses Incurred performing thi5 role are reimbursed to Trustees or paid for directly by ADASS on their behalf. DLsring the year, expenses totalling £13,48112023.. £8,6761 have been incurred in respect of seven Tru5tee5 12023-. three). Expens2s compris& hotel accommodation, travel and subsistence of £10,52912023.. £4,934). No Trustee received any remun2ration in the year12023.. £Nill from the charity. £2,952 was spent on training for two trustees during the ye3r12023'. £2,450 for one trusteel. The charity h3s purchased insurance to protect it from any 1055 arising from the neglect Dr default5 cif its Trustees, employees and agents and to indemnify the Trustees or other offi￿r$ against the consequences of any rieglect or default on their part. The insurance premium paid by the charity during th8 year totalled £567 12023: £5231 and provldes cover of up tD a maximum of £1 million12023: £1 rnillionl. STAFF COSTS 31.12.24 31.12.23 Wages and salarie5 Social security Costs Other pension cost5 1.051,977 124,791 87,522 906,956 97,057 70,902 1,264,290 1,074,915 31.12.24 31.12.23 Subcontractor costs Other staff costs 41,384 19.895 106.998 18,492 61,249 125,490 Th2 average month]y number of employee5 during the year was 1812023.. 131. The number of employee5 Wlth emoluments greater than £60,000 (excluding employer's pension contributions) are as follows.. 31.12.24 31.12.23 £60,001- £70,0 £70.001- £80,000 £80,001- £90.000 £90.001- £100,000 £IOO,001- £IID,DOO £110,001-£120,000 The total retnuneration lexcluding ernployer's pension contributions) of the key managemont personnel for the year was £519,22412023.. £558,230). Page 26 continued...

The Association of Directors of Adult Soclal Ser¥ices Ntstes to the Financial Statements- continued forthè Year Ended 31 December 2024 io. COMPARATIVES FOR TH£ sfATEMENT OF FINANCIALAcrivmES Unrestricted funds Restricted funds Total funds as restated INCOME AND ENDOWMENTS FROM Oonations and legacies 61,709 61,709 Charitable attiwties Charitable attivities 645.640 1,790,849 2.436,489 Other trading attivities Investment income Other income 297,498 47.822 7,492 5,732 303,230 47,822 7,492 Total 1,060.161 1,796,581 2,856,742 EXPENDITURE ON Raising funds 132,606 132.606 Charrtable a¢tÉirities Chèrttable activities 1,102,931 1,809,328 2,912,259 Total 1,235.537 1,809,328 3,044.8S5 NET INCOMEIIEXPENDITUREI 1175,3761 112,747i 1188,1231 RECONCIUAnoN OF FUND5 Total funds brought forward 2,696,071 2,696.071 TOTAL FUNDS CARRIED FORWARD 2,520,695 112,7471 2,507.948 ii. PRIOR YEAR ADJusfMENT In the financial statèments for the year endèd 31 December 2023 the movements in the Ac￿lerate, IMPACT, LG Improvement & Development and DHSC funds were shown as unrestiitted. This has been amended in the comparative information a5 these are restrirted funds. During the year ènded 31 December 2023, income of £5,732 relating to the Accelerate fund, £1,620.307 relating to the DHSC furid. £155,250 relating to the LG ItnpTovement & Developmerbt fund and £15,292 relating to the IMPAcf fund w35 received. For thè IMPAcf. LG Improvement & Development and DHSC fund5 there was expendlture during the year Ènded 31 De￿mber 2023 equal to the income received that year. There was expenditure of £18.479 rèlating to the AcceleTrte Fund during the yèar ended 31 Decembèr 2023. In addition, membership income in the year ended 31 December 2023 was understated by £62,056 as 8 result of income relating to that year which was not invoiced until the year ended 31 Decembèr 2024. Accrued income in that year wag also underststed by the same amount. This ha5 been adjusted in the comparatlve information. Page 27 continued...

The Associatlon of Directors tsf Adult Soclal SeNices ADASS Notes to the Flnancial StatemÈnts- continued for the Year Ended 31 De¢ember 2024 12. SUPPORT COSTS 31.12.24 31.12.23 As restated As restated As restated Staff Office costs costs Staff costs Office Costs Costs of raising fundslNtste 61 Costs of eharitable activitie5 115,523 8,850 124,373 125,180 7,426 132,606 INote 71 814,465 117,523 931.988 801,903 81,027 882,930 929,988 126,373 1,056,361 927,083 88,453 1,015,536 13. TANGIBLE FIXED ASSErs Computer equipment COST At I january 2024 Additions 9,991 3,825 At 31 December 2024 13.816 DEPRECIATION At l January 2024 Charge for year 8,977 1,588 At 31 Decembèr 2024 10,565 NET BOOK VALUE At 31 December 2024 3,251 At 31 December 2023 1.014 DEBTORS.. AMOUKts FALLING DUE WITHIN ONE YEAR 31.12.24 31.12,22 as restated Trade debtors Prepayment5 and accrued income 275,074 683,371 786,783 111,999 958,445 898,782 Page 28 continued...

The Association of Dirertors of Adult Social Services Notes to the Financl ststements- continLted for the Year Ended 31 Dètember 2024 15. CREDrroRS: AMouTrrrs FALLING DUE WITHIN ONE YEAR 31.12.24 31.12.23 as reststed Tradè creditors Taxation and soci31 security Other credr(ors 20,222 99,566 932,661 46,562 162,797 509.597 1,052,449 718.956 16. PROVISIONS FOR LIABELtTIES 31.12.24 31.12.23 as restated Provisions 135,000 17. MOVEMENT IN FUNDS Net Transfers between funds movemetht in funds At 31.12.24 At 1.1.24 Unrestrirted fund5 General fund Conference surplus fund Innovation, transformation & strategic priorities fund 2,026,742 51,319 1137,7571 151.3191 1255,9241 139,424 1,633,061 139,424 442,634 178.7121 363.922 2,520,695 1267,7881 1116,5001 Restricted funds Rayne Foundaticjn Fund Accelerate 2,136,407 93,201 12.747 116,500 209,701 112,7471 112,7471 105,948 116,50 209,701 TOTAL FUNDS 2,507,948 1161,8401 2,346,108 Page 29 continued...

The Association of Dirertors of Adult social Service5 ADASS Notes to the Flnartcial Statements- ¢onilnued tor the Year Ended 31 December Z024 17. MOVEMENT IN FUNDS- continued Net movement in funds, included in the above are a5 follow5.' Incoming resources Resources expended Movement in funds Unrestr5rted funds General fund Conference surplu5 fund InnovatlDn, transformation & strategic priorities fund 1,237,413 11,375,170) 151,3191 1137,7571 151,3191 178,7121 178,7121 1,237,413 11,505,201) 1267,788 Ae5trlcted funds Rayne Foundation Fund MPAcr LG Improvement and Development DHSC Accelerate 116,500 25.500 158,500 1,733,798 76.674 123.2991 125,£001 1158,5001 11,733,798) 163,9271 93,201 12,747 2,110,972 12,005,024) 105,948 TOTAL FUNDS 3,348,385 13,510,225) 1161,8401 Comparatives for m0￿ment in funds Net movement in fund5 At 31.12.23 At 1.1.23 Unrestrirted funds Genoral fund Conference surplus fund Innovation, transformation & strategic priorities fund 2,093,432 102,639 166,6901 151,3201 2,026,742 51,319 500,000 157,3661 442,634 2,696,071 1175,3761 2,520,695 Restricted funds Acc&ler3te 112,7471 112,7471 TOTAL FUNDS 2,696,D71 1188.1231 2,507,948 Page 30 continued...

The Assoclatlo Social Ser¥1￿5 of Dirertor5 of Adult ADASS Notes to the Financial 5tatèments- continued orthe Year Ended 3 December 2024 17. MOVEMENT IN FUNDS- contlnued Comparative net movement in funds, inrluded in the above are as follows: Incotnin8 resourcè5 Resources expended Movement in funds Unrestrltted fund5 Gtsneral fund Conference surplus fund Innovation, transformatitsn & stTategl¢ priorities fijnd 1,060,161 11,126,8511 151.3201 166,6901 151,3201 157,3661 157.3661 1,060,161 Restricted funds IMPACT LG Improvement and Development DHSC Accelerate 11,235,537) 1175,3761 15,292 155,250 1.620,307 5,732 115,2921 1155,2501 11,620,3071 118,4791 112.7471 1,796,5gl 11.809,3281 112,7471 TOTAL FUNDS 2,856,742 13.044,8651 1188,1231 A ru￿nt year 12 months and prlor year 12 month5 combined position is as follow5.. Net movement in funds Transfers between funds At 31.12.24 At 1.1.23 Unre5trirted funds General fijnd Conference surplus fund Innovation, transforrnatTon & strategic priorities fund 2.093,432 102,639 1204,4471 1102,6391 1255,9241 139,424 1,633,061 139,424 500,000 1136,0781 363.922 2,696.071 1443,1641 1116,5001 2.136,407 Restricted funds Rayne Foundation Fund 93.201 116,500 2U9,701 TOTAL FUNDS 2,696.071 1349,9631 2,346,108 P8gè 31 continued...

The A559ciation Df Dirèctors of Adult Social Servites ADASS Notes to the Flnancial Statements- continued for the Year Ended 31 December 2024 17. MOVEMENT IN FUNDS. continued A current year 12 months and prior year 12 months combined net mDvement in funds, included in the above are as follows.. ncoming resources Resour￿5 expended MDvement in funds Unrestricted lunds Genèral fund Conference surplus fund Innovation, transformation & strategic priorities fund 2,297,574 |2,502,0211 1102,6391 1204,4471 IID2.6391 1136,0781 1136,0781 2,297,574 12.740,7381 1443,1641 Re5trlcted funds Rayne Foundation Fund IMPAcr LG Improvement and Developmènt DHSC Accelerate 116,500 40,792 313,750 3,354,105 82,406 123,2991 140,7921 1313,7501 13,354,1051 182,4061 93,201 3,907,553 13,814,3521 93.201 TOTAL FUNDS 6,205,127 16,555.0901 1349.9631 Accelerate- Accelerate supports senior leader5 (working at the director or assistant director lev21} to develop the leadership capabilities requI￿d to oversee, or managE teams to deliver complex transformational chango. It is delivered each year over 4 short residential modules to a cohort of approx 10 ADASS membors. DHSC- Cc>re infrastructuie funding to provide profe55ionaS leadership and advi￿ on adult Social care Infrastructure and policies, including the funding of the 9 AD￿5 regions. LG Improvement and Delivery- To fund ADASS'5 contribution. including staff time, to the Partners in Care and Health programtne. IMPACT - The funding from the IMPACT centre enables an Associate to provide expert advice and input on behalf of ADASS into a range of research projects acr055 the UK. The role involves being a membei of the Impact Leadershlp Team and providing a link between the Centre and ADAS5's Research Sub-committee. Rayne Found3tion. The RByne Foundation grant allows ADASS to train its mernbers in cotnmunications including how to fratne and talk Consistently about social care, public speakifig Skills, and 5tDrytelling for use in campaigns. Being trained on a more human-c@ntred framing of adult social tsre allows them to negotiate with their council leaders and within their Integrated Care Board5 SO they can achieve the best possible outcomes for those drawing on care and support. Thè grant is part af Rayne foundation's 'Better Careers, Better Care. grant. Match funded by ADA55, the Rayne grant pays for a full time Engagement Officer, managernent costs and operation5 including logistics and expEnses associated with dolivering the training to counci15 nationwide. Page 32 continued..

The Association of Dirertors of Adult Social Seryiees ADASS Notes to th Finanttal StatemÈnts- Continued for the Year Endèd 31 Decèmber 2024 RELATED PARTY DISCLOSURES ADASS holds service level agreements with the Local Government Association ILGAI for OfFI￿ rental, nformation technology and the employment within the charity. Thè totsl amount charged to ADASS by the LGA during the year was £173,43712023= £242,220). The balance tswed to the LGA at 31 December 2024 was nil12023.' £Nill. During the year, AD￿5 madè 3 contribution to the President's employer in recognÉtion of the significant time quired to perfortn the role within the £harity. ADASS paid £25,000 to the Nottinghamshire County Council 12023.. £25,000 to the London Borough of Haringeyl. In addition. the President's employer purchased membership subscription during the year amctunting to £2.739 which rernains outstanding at the year end 12023: £2,609). ADASS collaborated with Improvement and Development Agency for Local Government IIDeAI in P3rtners for Care and Health. IDeA provided staffing costs 5UPPOrt totalling £158,50D12023- £155,250). At 31 December 2024, of the said amount, £40.000 has not yet been received12023.. £39,250). All Tmstees are also members of ADASS wtth their re5pettive loc212UthDritie5 meeting the cost of their subscriptions on an arms-length basis. Other transactions with Tru5tee5 are disclosed in fiote 8 to these financi31 ststements. There were no other related party transactions in the year requiring disclosure12023: none). CONTINGENT ASSETS 19. The charity expects to re￿1ve SPDn.%orship income of £25,00012023-£25,0001 in relation to the Accelerate Programme. however ￿ceipt Df thi5 amount is contingent on completion of the pro8ramme. AUDITOR'S REMUNERATION 20. 31.12.24 31.12.23 Fee5 payable to th¢ charity's auditors for the audit of the charity's financtal statements Audito¢s ￿M￿neratIOn for non audit work 8,800 2,200 8,0 iooo 11,000 10,000 Page 33