A headcount does not describe a caseload
Two coordinators with the same number of participants can carry very different workloads. Complexity, travel, service hours, provider availability, reporting deadlines and unplanned changes all affect the work. A universal “ideal number” would hide those differences.
Build a view of the next month
- Expected participant contact and follow-up.
- Known reports, reassessments and changes in circumstances.
- Travel and work away from the desk.
- Provider coordination and unresolved issues.
- Supervision, leave, training and general administration.
- Capacity for unexpected work.
Use actual recent activity to check the estimate. A funding allocation is not the same as a predictable weekly workload, and a billable-hours target does not describe every responsibility.
Look for pressure before it becomes a backlog
Watch overdue follow-up, delayed notes, reports being written at the last minute and work repeatedly moving outside normal hours. Discuss the causes with the coordinator. A new template may help one problem; another may require a change in allocation or supervision.
Make the allocation review repeatable
Use a consistent review with room for individual circumstances. Document the reason for a caseload change and when it will be reviewed again. Make participant handovers explicit so reduced workload in one place does not create lost follow-up elsewhere.
Explore CordoCare’s caseload, notes and task workflows. A demonstration can show visibility; it cannot determine a safe staffing number for your organisation.