The DASS Guide: The role of social work in adult social care

Social work has long played a critical role as the cornerstone profession in the delivery of adult social care. As a DASS, understanding this role—and the responsibilities that come with leading a social work workforce—is central to delivering safe, effective, and person-centred care.

Social work is a profession rooted in social justice, built on strengths-based practice, and defined by its commitment to upholding human rights. Social workers bring deep expertise in risk assessment, safeguarding, mental capacity, legal literacy, and supporting people with complex needs. They work across professional boundaries and bring a values-led approach to decision making. Their contribution is not only technical, but moral and relational.

Your leadership responsibility spans a multi-professional workforce. A recent review in one local authority identified 150 qualified social workers and 30 occupational therapists within a workforce of 430, alongside assistants, apprentices and unregulated staff. While not all DASSs are social work qualified, many are, and all hold the responsibility to ensure that social work is supported, developed and properly understood within their systems.

There is no statutory formula for the number of social workers required per head of population—unlike the defined ratios for GPs or nurses—yet Directors are often held accountable for caseload levels, recruitment and retention, and quality of practice. Nationally, there are around 110,000 registered social workers, most of whom work in children’s services, although interest in adult social care roles is growing. Since 2005, the title ‘social worker’ has been protected by law, with registration now overseen by Social Work England. Registration requires a recognised qualification, English language competence, and assurance of safe and effective practice.

In adult social care, the Principal Social Worker (PSW) is a key leadership asset. Statutory guidance under the Care Act 2014 sets out the role of the PSW in improving professional practice and supporting social workers to achieve better outcomes for people and carers. As a DASS, you should ensure your PSW is well-positioned to influence practice and policy, contribute to ethical decision-making, and provide professional assurance, particularly in relation to legal compliance, safeguarding and best practice. The CQC’s Single Assessment Assurance Framework makes explicit reference to the importance of visible, expert leadership in professional practice—your PSW is central to this.

PSWs also have a critical role to play in workforce development. They are often leading work on capability and capacity, professional development, career pathways, and research-informed practice. Across regions, PSWs are working together to share learning and shape national policy. Chairs of the PSW Network contribute to national forums on regulation, workforce and research; they sit on the ADASS Executive Council and work closely with BASW and the Chief Social Worker for Adults.

The British Association of Social Workers (BASW) is the independent professional body for social work. Established over 50 years ago, BASW offers support, CPD, professional advice, and advocacy. It works in partnership with the Social Workers Union (SWU), with local branches often closely aligned to PSWs, HEIs and social workers in other fields. While BASW is not a trade union, it plays a vital role in sustaining the integrity and development of the profession.

There are three main areas where social work challenges may emerge: high caseloads, workforce recruitment and retention, and safeguarding risks. Each requires active leadership. Alongside these risks, there are opportunities—social work can enrich community-based care, support integration with the NHS, and play a pivotal role in improving health and wellbeing. On safeguarding in particular, DASSs must ensure they have senior-level oversight and that PSWs or delegated leads have the legal and practice knowledge to respond to both specific cases and systemic issues.

Finally, social work—like the wider care workforce—is on the edge of transformation through digital innovation. While progress is uneven, there is growing potential to use AI and digital tools to reduce administrative burden and enable professionals to focus on relational practice. Directors have a leadership role in shaping the ethical use of technology in care, ensuring it enhances—not replaces—the human dimension of support.