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Caseload Capacity Calculator — How Many Clients Can You Actually See?
A caseload number on its own says nothing about whether the week fits. Add the drive between visits and the documentation that follows each one, and see the hours your caseload really needs. Runs entirely in your browser — nothing is sent anywhere, and nothing is stored.
Changes the wording only. The maths is identical for every profession.
Driving 12 miles at an average 30 mph is 24 minutes: miles ÷ speed × 60.
Enter the hours genuinely available for visits — after meetings, supervision, and admin blocks.
Hours required / week
36.5 h
of 32 h available
Utilization
114%
Over capacity
Max sustainable caseload
21
clients at these settings
You would need 36.5 h a week to deliver this caseload.
How this is worked out: 25 clients × 1 visits per week is 25 visits a week. A 10% cancellation rate removes that share of visit time (22.5 h) and documentation time (5.6 h), while the drive is counted in full (8.3 h) because a cancellation rarely gives the road back. Added together that is 36.5 h against 32 h available, or 114% utilization. Each client costs 1.5 h a week, so your available hours support 21 clients.
https://casedaisy.com/tools/caseload-capacity-calculator?clients=25&visits=1&freq=week&len=60&drive=20&doc=15&hours=32&cancel=10
casedaisy builds the week from these constraints so the math holds
Required frequency, visit length, availability windows, and the real drive between addresses go into the schedule rather than into your head, so the week you plan is a week that fits.
Why caseload is not workload
A caseload is a count of people. A workload is a count of hours. The two only line up when every person on the list costs the same amount of time, and they never do. One client is fifteen minutes away and needs one visit a fortnight; another is forty minutes out in the opposite direction and needs two a week. Both are a single line on the caseload list, and one of them costs five times as much of your week.
This is why two people carrying the same number can have completely different weeks, and why a caseload cap set as a headcount protects nobody in particular. The useful question is not "how many clients do I have" but "how many hours does this caseload cost, and how many hours do I have". That is the only comparison this calculator makes.
How drive time hides inside caseload numbers
Drive time is the part of the job that never appears on the schedule and never appears in the caseload count, yet it is the reason the day runs out. A 60-minute visit with a 20-minute drive and 15 minutes of documentation is not one hour of work — it is 95 minutes. Across 25 visits a week, the driving alone is over eight hours: a full working day spent behind the wheel that no caseload figure records.
The distance also compounds badly. Adding one client on the far side of your territory can add more travel than three clients clustered near each other, because each visit to that address drags a long leg in and a long leg back out. If you want to see the same effect in money rather than minutes, the mileage reimbursement calculator values those same miles.
What to do when the number is over 100%
Over 100% means the week does not exist. Something already gives — documentation done in the evening, visits that slip a week, or the drive absorbed as unpaid time. A figure above 100% is worth taking to a supervisor as arithmetic rather than as a feeling, because the inputs are all things a supervisor can change.
- Group clients by area so consecutive visits share a short drive
- Check whether every client genuinely needs the frequency currently on file
- Move documentation into the visit or immediately after it, where it is quickest
- Hand back or transfer the clients whose location costs the most travel
- Reduce the hours you count as available until they match the hours you actually protect
Run the calculator twice: once with your current caseload, once with the change you are proposing. The gap between the two numbers is the case for the change, and it is much harder to argue with than a description of how the week feels.
More on the distinction: Caseload vs. workload: why your schedule needs both numbers. To list your clients and their frequencies in one place first, start with the free caseload template.
This tool is a planning estimate based on the figures you enter. It is not a substitute for your employer's caseload standard or any regulatory ratio that applies to your programme. Last reviewed: September 2026.
Frequently asked questions
- Why is my utilization above 100% when my caseload looks normal?
- Utilization counts everything a visit costs you, not just the time in the room. A 60-minute visit with 25 minutes of driving and 15 minutes of documentation consumes 100 minutes of your week. Multiply that across a full caseload and a schedule that looks reasonable on paper can need more hours than you actually work.
- Should I plan my caseload at 100% utilization?
- No. A schedule planned at exactly 100% has no room for a late family, a traffic delay, a supervision meeting, a team call, or a same-day reschedule. Most people who use this calculator plan to somewhere between 80% and 90% and keep the remainder as recovery time, then check the number again when the caseload changes.
- How does a cancellation rate change the maths?
- A cancellation frees the visit time and its documentation, but it rarely frees the drive — you may already be on the road, or you fill the gap with a different trip. This calculator reduces visit and documentation time by your cancellation rate and keeps drive time at full value, which is the conservative reading. If your cancellations are usually known a day ahead, your real hours will be lower than the figure shown.