Navigating Challenge with Purpose: Insights from the ADASS Spring Seminar and the Latest Survey Results

Back in April, we had the privilege of attending the ADASS Spring Seminar — a powerful few days of reflection, connection and shared learning that left us feeling energised and full of admiration for the leaders driving adult social care forward.

Since then, we’ve been eagerly awaiting the findings of the ADASS Spring Survey 2025, which was officially published yesterday. This morning, we joined fellow ADASS partners for a dedicated session led by Sally Burlington, Chief Executive and Mike Chard, Director of Policy, where the survey results were presented and explored in depth. The picture that emerged was both sobering and essential — and it reinforced just how urgent and important the leadership conversations we had back in April really were.

A Sector Under Strain

The survey confirmed what many in the sector have been feeling for some time: adult social care is under intense financial and operational pressure. Among the key findings:

• £774 million overspend reported by councils in 2024/25 — up significantly from previous years.
• 80% of councils overspent, many now carrying those overspends into the next financial year due to depleted reserves.
• Directors are planning close to £1 billion in savings, but only 16% are confident in their ability to deliver them.
• Preventative care spending has dropped to a record low — just 5.6% of adult social care budgets.

These figures don’t just speak to budgets — they reflect real-world consequences: delayed care assessments, squeezed early intervention services, growing workforce strain, and a loss of flexibility to respond to the unexpected.

The Growing Burden from the NHS Shift

A particularly striking theme from both the seminar and the survey debrief was the increasing overlap — and strain — at the interface between adult social care and the NHS. The survey showed:

• 94% of directors say adult social care is taking on services previously arranged by the NHS.
• 74% report their staff are regularly picking up additional NHS tasks without accompanying funding.
• There is widespread concern that essential daily healthcare is quietly becoming chargeable under social care.

While there is shared ambition around more integrated, place-based systems, the practical reality is that councils are picking up additional responsibility without the resource or legal clarity they need to do so safely.

A Fragile Care Market and a Workforce at Risk

Although the care market appeared relatively stable in the six months prior to the survey — largely thanks to international recruitment and delayed cost pressures — that stability is not expected to last.

• The average fee uplift to providers stands at 5%, while inflationary pressures (e.g. wage increases, National Insurance) are closer to 8–10%.
• There are already early signs of provider exits — with fears this may accelerate over the next year.
• With CHC eligibility tightening and more care shifting to local authorities, directors are bracing for further demand with fewer tools to meet it.

Glimmers of Progress – and the Strength of Leadership

In the midst of the challenges, there were some encouraging signs:

• Home care hours have increased by 5.4%, and average hours per person are rising — a reflection of efforts to support people at home, even as their needs become more complex.
• Investment in advocacy and information services is growing slightly, helping people navigate increasingly complex systems.
• Some councils are managing to maintain investment in digital tech and housing-based models, even if growth has slowed.

But what stood out most — both in April and again this morning — was the resilience, passion, and creativity of those leading the system. Whether they’re grappling with savings plans, transforming commissioning models, or advocating for fairer funding, their determination to deliver better outcomes remains unwavering.

Looking Back to April — and Why It Still Matters

Our reflections from the Spring Seminar feel even more relevant now. In April, we spoke of the momentum we saw: leaders working boldly and collaboratively to tackle long-standing challenges, driven by values and a commitment to person-centred care.

At the formal dinner, which Tile Hill proudly sponsored, I had the honour of speaking on behalf of our team — acknowledging the extraordinary contributions of outgoing ADASS President Mel Williams, and welcoming Jess McGregor into the role with great excitement for her leadership.

Every conversation, every workshop, every coffee break reaffirmed a simple truth: in adult social care, leadership matters. Not just technical skill but the kind of leadership that brings courage, compassion, and clarity — especially when the road ahead is uncertain.

Our Role — and Our Commitment

At Tile Hill, we know that the challenges adult social care faces are not going away. But we also know that the sector is filled with exceptional leaders — people who want to do the right thing, who are rooted in purpose and who care deeply about the communities they serve.

It’s our privilege to support that leadership — to help organisations find and grow people who can lead with authenticity, resilience and impact.

In Closing

The publication of the ADASS Spring Survey results is a timely reminder: adult social care is under pressure like never before. But the people leading the system are meeting that challenge with resolve and vision.

To everyone we spoke to in April and since — thank you. Your insight, honesty and leadership continue to inspire us. We remain proud to be part of this community and committed to helping it evolve and thrive.

Here’s to the work ahead — and to those who make it possible.