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Using new approaches to workload management in Cambridgeshire

How Cambridgeshire developed a new model of workload management.

Cambridgeshire is a non-metropolitan county in the East of England. Cambridgeshire tracks caseloads and improves workload planning using their case management system. This system helps managers see team workloads and make informed decisions using detailed performance data. Features include:

  • each social worker having an account detailing their role and caseload
  • managers being able to adjust caseloads for part-time staff and newly qualified social workers
  • average team caseload data helping managers assess performance and capacity
  • managers allocating workloads based on team capacity and individual skills

Developing a new model of workload management

Cambridgeshire is building a workload model to improve future resource planning and to understand how social workers spend their time. The model will:

  • help predict how many social workers are needed, factoring in case types, travel time, and population growth
  • ensure resources are used efficiently, freeing up social workers to focus on direct work with families
  • give managers a clearer picture of team workloads and reduce unnecessary workload

Developing the evidence for the workload model includes:

  • evaluating the time social workers spend on direct work with families, administrative and other tasks
  • observing and recording social worker activity
  • using a case weighting system to account for case complexity. It considers factors like intervention type (Child in Need, Child Protection, or Care Proceedings), family circumstances (such as domestic abuse), and the location and accessibility of services

This evidence will be combined with population growth data to help managers balance caseloads more effectively and plan for future workforce needs.

Strengthening multi-agency collaboration and early help

The Working together to safeguard children framework provides common language for partner agencies to work together and share the responsibility for supporting children and families. The early help team helps partners complete early help assessments. This has reduced referrals, and the number of assessments social workers need to do.

Managing challenges

Like every other children’s social care service, Cambridgeshire faces ongoing challenges like:

  • frequent changes in leadership, affecting stability and trust among partners. However, a more stable senior leadership team is rebuilding confidence
  • high caseloads impacting on quality of service: the council aims for a maximum of 20 children per social worker, but some work with 25 or more children, especially in assessment teams
  • retaining experienced social workers: some leave for better opportunities in nearby boroughs
  • matching social workers to families: balancing expertise, capacity, and immediate need remains difficult
  • accurate workload tracking: ensuring fair distribution and preventing burnout is an ongoing issue
  • data quality: improving evidence on child outcomes remains a priority

By refining workload management, strengthening partnerships, and focusing on early help, Cambridgeshire is working to improve social work services and create a more sustainable system.

Next page: Conclusions: Workload management strategies to reduce unnecessary workloads

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These resources have been developed by Research in Practice in collaboration with DfE.
Published: 24 September 2025
Last updated: 24 September 2025