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Expectations of leaders

Standard 3: Safe workloads and case allocation

Safe workloads and case allocation

Develop workload and case allocation systems based on:  

  • practitioners’ lived experiences 
  • views of line managers 
  • trades unions and professional associations 

There is no standardised workload management system for social work due to differences in service structures across local authorities. Research shows workload systems are often developed locally, sometimes on an ad hoc basis, and can be inconsistent.

Some local authorities set limits on case numbers, while others prioritise: 

  • allocations based on complexity 
  • the level of risk involved 
  • practitioners’ capacity 
  • practitioners’ expertise, skills, and current circumstances 

Caseloads differ for social workers in adult services, children and families, and criminal justice. Complex cases add pressure and take longer. Remember, workload includes more than managing cases. Social workers have a range of additional tasks they need to do to support their work with families.

Effective planning and processes 

Rising service demand and higher thresholds for access to social care services have been indicated in recent surveys. Social workers often intervene at crisis points when needs are more complex.

Social workers often work unpaid overtime, skip breaks or work while unwell to make sure families get the support they need. These working conditions are unsustainable and harm health and effectiveness. 

Workforce data from the Department for Education shows that, since 2022, the average caseload for social workers in England has gone down. This decline is partly due to the recruitment of new graduates from Step-Up to Social Work and the increase in social worker apprenticeships.

Reduced caseloads for permanent workers can happen when agency workers are used.

However this can also result in high turnover of agency workers and increased costs to the local authority. In September 2023, nearly 75% of children’s social worker vacancies were filled by agency staff. In adult social care, 10% of vacancies were filled by agency staff.

New rules on the use of child and family agency social workers will support employers in workforce planning. See resources to support employers to implement the statutory guidance.

Permanent social workers provide continuity of care. This is important to the people they work with. Effective workload management can help to retain permanent staff and can be a factor in persuading agency workers to convert to permanent contracts. 

 To meet this standard, make sure you:  

This resource discusses important themes for meeting workload management standards. It highlights the benefits of fair workload and case allocation systems, developed collaboratively with practitioners and line managers, to ensure sustainable workloads. 

Before creating an action plan, consider these questions: 

Ensure fairness and collaboration

  • Are case allocation processes fair? 
  • Have you met safe working level thresholds? 
  • Do I get regular updates on workload and capacity? 
  • Are workload systems and practices collaborative? 
  • Is complexity, challenge, and experience considered in caseload allocation? 
  • Can practitioners discuss their workload with colleagues and managers? 
  • Are there mechanisms for raising concerns about unsafe workloads? 
  • Is workload management seen as an organisational issue, not an individual one? 

Provide resources and training

  • Do workloads reflect the time needed for tasks? 
  • Is time for Continuing Professional Development (CPD) and supervision included? 
  • Do practitioners get training on workload management? 
  • Are practitioners working long hours to manage their workloads? 
  • Do practitioners have enough resources? 

Improve efficiency and monitoring

  • Do I get regular updates on workload and capacity? 
  • Have I met safe working level thresholds? 
  • Are workload systems and practices collaborative? 
  • Is complexity, challenge, and experience considered in caseloads? 
  • Do workloads reflect the time needed for tasks? 
  • Is time for CPD and supervision included? 
  • Do practitioners get training on workload management? 
  • Are practitioners working long hours to manage their workloads? 
  • Do practitioners have enough resources? 
  • Can practitioners discuss their workload with colleagues and managers? 
  • Are there processes for raising concerns about unsafe workloads? 
  • Is workload management seen as an organisational issue, not an individual shortcoming? 

Before developing an action plan, consider the following suggestions at each organisational level, there should be: 

  • systems to ensure safe, manageable caseloads with ongoing evaluation and adjustments 
  • transparent, fair, and flexible workload management systems 
  • collaborative development and monitoring of workload systems with social workers and managers 
  • contingency plans to address potential obstacles and risks 
  • systems that account for all tasks and time needed, including CPD and supervision 
  • mechanisms to assess case complexity and overall caseload 
  • a supportive work culture where concerns can be raised without fear 
  • a culture that encourages agile working using flexible and activity-based approaches 
  • flexibility to adjust resources and priorities as needed 

 At the management level managers should: 

  • understand the effect of chronic work overload on retention and reputation 
  • recognise the duty of care in ensuring safe workloads 
  • allocate cases with input from practitioners, considering their capacity and skills 
  • provide sufficient resources for effective workload management 
  • increase autonomy and support to help practitioners manage workloads 
  • be aware of the effects of administrative tasks on relationship-based practice 
  • respect practitioners’ professional judgement in workload management 
  • understand how increased service demand raises workload pressure 
  • monitor working hours and leave to ensure practitioners can rest 
  • recognise that managing heavy workloads is an organisational issue, not an individual one 

 At the practitioner level you should: 

  • know the effect of heavy workloads and long hours on health and work-life balance 
  • collaborate on workload management and caseload allocation systems 
  • have flexibility to align caseloads with skills and interests, and negotiate work patterns 
  • discuss concerns about unsafe workloads without fear 
  • discuss and manage workloads effectively with colleagues 
  • access CPD for better caseload and time management 
  • prioritise self-care and resilience with organisational support

References

This is the list of research and evidence sources used to produce this section. Publicly available links are included. 

Association of Directors of Children Services. (n.d.). Children’s Social Work Caseloads.

Baginsky, M., et al. (2010). Social Workers’ Workload Survey. Messages from the Frontline. Social Work Task Force.

British Association of Social Workers. (2022). BASW Annual Survey of Social Workers and Social Work.

British Association of Social Workers. (2022). Wellbeing and Working Conditions Briefing v3.0.

Community Care. (2017). Social workers working through illness to keep up with caseloads.

Community Care. (2018). Social workers think children’s services thresholds are rising, but directors don’t.

Community Care. (2022). Caseload Survey reported here Caseloads bigger, more complex and harder to manage, say children’s social workers.

Department for Education. (2023). Longitudinal study of local authority child and family social workers: Wave 5.

Department for Education. (n.d.). Children’s Social Work Workforce.

McFadden, P., Davies, H., Manthorpe, J., MacLochlainn, J., McGrory, S., Naylor, R., Mallett, J., Kirby, K., Currie, D., Schroder, H., Nicholl, P., Mullineux, J., & McColgan, M. (2024). Safe Staffing and Workload Management in Social Work: A Scoping Review of Legislation, Policy and Practice. The British Journal of Social Work, bcae014.

McFadden, P., Davies, H., Manthorpe, J., MacLochlainn, J., McGrory, S., Naylor, R., Mallett, J., Kirby, K., Currie, D., Schroder, H., Nicholl, P., Mullineux, J., & McColgan, M. (2024). Safe Staffing and Workload Management in Social Work: A Scoping Review of Legislation, Policy and Practice. The British Journal of Social Work, bcae017.

McNeish, D. (2017). What have we learned about good social work systems and practice? Children’s Social Care Innovation Programme Thematic Report 1. Department for Education.

Murphy, C., Turay, J., Parry, N., & Birch, N. (2024, March 28). What do child protection social workers consider to be the systemic factors driving workforce instability within the English child protection system, and what are the implications for the UK Government’s reform strategy? Journal of Social Work Practice.

Siebert, D. C. (2005). Personal and occupational factors in burnout among practicing social workers: Implications for researchers, practitioners, and managers. Journal of Social Service Research, 32(2), 25-44.

Social Work Scotland. (2022). Pause the National Care Service Bill for Further Work, Social Work Scotland Urges. Edinburgh, Social Work Scotland.

Wilkins, D. (2020). How social workers assess and manage risk in the context of COVID-19. Journal of Social Work, 20(6), 739-757.

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The resources have been developed by Research in Practice in collaboration with DfE.
Published: 30 October 2024
Last updated: 30 October 2024