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
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