The Designated Safeguarding Lead role is one of the most demanding positions in any organisation working with children. DSLs carry immense responsibility, face constant emotional demands, and often struggle with overwhelming workloads. How can organisations support their DSLs effectively whilst maintaining safeguarding excellence?
The Reality of DSL Workload
What DSLs Actually Do?
The role extends far beyond what job descriptions suggest:
- Managing active safeguarding cases
- Liaising with social services, police, and external agencies
- Providing staff training and guidance
- Maintaining detailed records and chronologies
- Attending multi-agency meetings
- Supporting children and families in crisis
- Responding to urgent concerns immediately
- Keeping up with legislative changes
- Managing the single central record
- Conducting safer recruitment
- Reporting to governors
- Handling allegations against staff
And often, they're doing this alongside another full-time role.
This is one of the reasons why we exist, to remove some of the administrative burden they have and make vetting efficient and streamlined so they've time to can carry out all their other roles.
The Emotional Toll
DSLs regularly encounter:
- Distressing disclosures from children
- Complex family situations involving abuse
- Life-or-death decision-making
- Vicarious trauma from repeated exposure to harm
- Pressure to "get it right" with serious consequences
- Emotional exhaustion from supporting others
- Difficulty switching off outside work hours
Without proper support, burnout is inevitable.
Warning Signs of DSL Burnout
Recognise These Red Flags
Behavioural changes:
- Increased irritability or emotional responses
- Withdrawal from colleagues
- Reduced enthusiasm for the role
- Procrastination on safeguarding tasks
- Difficulty making decisions
Physical symptoms:
- Persistent fatigue despite rest
- Sleep disturbances
- Frequent illness
- Tension headaches or physical pain
Professional impact:
- Declining record-keeping quality
- Missed deadlines or follow-ups
- Reduced responsiveness to concerns
- Avoiding difficult conversations
- Cynicism about safeguarding
Personal life effects:
- Inability to disconnect from work
- Relationship strain
- Loss of interest in hobbies
- Persistent worry about cases
Creating Sustainable DSL Structures
The Deputy DSL System
No DSL should work alone. Effective deputy structures include:
Multiple deputies: At least two deputies who can genuinely cover the role
Clear responsibilities: Defined case allocation and coverage arrangements
Equal training: Deputies receive the same training as the DSL
Regular handovers: Structured communication about active cases
Shared on-call: Rotating responsibility for urgent out-of-hours concerns
Time Allocation
DSLs need protected time for the role:
- Small settings (under 100 children): Minimum 0.5 days per week
- Medium settings (100-500 children): Minimum 2 days per week
- Large settings (500+ children): Full-time DSL or multiple DSLs
This time must be genuinely protected—not "when you can fit it in."
Administrative Support
DSLs shouldn't be drowning in paperwork. Consider:
- Administrative assistant for record-keeping
- Digital systems that reduce manual processes like raising concerns or background checks
- Templates for common documentation so information is consistent and meets standards
- Automated reminders for follow-ups so you don't miss an update
- Centralised information management
Supervision and Emotional Support
Why Supervision Matters
DSLs need regular, structured supervision to and is something our partner consultants Cornerstone Safeguarding are passionate about:
- Debrief on difficult cases
- Process emotional impact
- Receive guidance on complex decisions
- Identify personal support needs
- Maintain perspective and resilience
Effective Supervision Models
Internal supervision:
- Regular meetings with senior leadership
- Focus on wellbeing, not just case updates
- Safe space to express concerns
- Recognition of emotional demands
External supervision:
- Independent safeguarding consultant like Cornerstone
- Peer supervision groups with other DSLs like our online support group
- Access to counselling or clinical supervision
- Specialist support for complex cases
Frequency: Minimum monthly, ideally fortnightly during busy periods
Using Technology to Reduce Burden
How Digital Solutions Help
Automated compliance tracking:
- Real-time visibility of staff DBS status
- Automatic alerts for expiring checks
- Digital single central record
- Instant verification of credentials
Streamlined record-keeping:
- Centralised case management systems
- Chronology tools with timestamps
- Secure cloud storage
- Easy retrieval for inspections
Efficient communication:
- Digital document sharing with staff
- Mobile app for staff to upload documents
- Instant notifications of concerns
- Secure messaging with external agencies
Platforms like ours reduce administrative time, freeing DSLs to focus on children rather than paperwork.
Training and Professional Development
Keeping DSLs Current
Statutory training requirements:
- Updated DSL training every two years (minimum)
- Annual refresher training
- Prevent Duty training
- Online safety updates
Additional development:
- Trauma-informed practice
- Mental health awareness
- Complex case management
- Multi-agency working
- Leadership and resilience
Organisations must:
- Fund all required training
- Provide time to attend
- Support conference attendance
- Encourage peer learning
- Value professional development
Building a Supportive Culture
Whole-Organisation Responsibility
Safeguarding isn't just the DSL's job. Effective organisations:
Empower all staff:
- Everyone knows how to report concerns
- Staff feel confident raising issues
- Early concerns are addressed promptly
- Culture of "it could happen here"
Share the load:
- Pastoral teams support wellbeing
- SENCO collaborates on vulnerable children
- Senior leadership handles governance
- HR manages safer recruitment
Recognise the role:
- DSL contributions are valued and celebrated
- Workload is acknowledged and accommodated
- Success is recognised, not just problems
- Role is seen as essential, not burdensome
Senior Leadership Responsibilities
What Leaders Must Do
Provide resources:
- Enable adequate time allocation
- Provide sufficient budget for training and systems
- Administrative support
- Provide deputy DSL capacity
Offer support:
- Regular check-ins on wellbeing
- Supervision arrangements
- Access to external support - which usually means budget!
- Flexibility during crisis periods
Create conditions for success:
- Clear reporting lines
- Decision-making authority
- Protection from competing demands
- Backing when difficult decisions are made
Model the culture:
- Talk about safeguarding regularly
- Demonstrate that it's a priority
- Challenge complacency
- Support appropriate risk-taking
Self-Care for DSLs
Practical Strategies
Boundaries:
- Define your realistic availability
- Share on-call responsibilities
- Take proper breaks and holidays
- Separate work and personal life
Emotional regulation:
- Debrief after difficult cases
- Use supervision effectively
- Practice mindfulness or stress management
- Recognise when to seek support
Professional sustainability:
- Stay connected to why you do this work - get to your core reason for being there.
- Celebrate successes, however small
- Learn from challenges without self-blame - be reflective - to make yourself better.
- Maintain perspective—you can't save everyone
Physical wellbeing: these might sound daft but you'd be amazed how many people skip these.
- Prioritise sleep
- Exercise regularly
- Eat well
- Take sick leave when needed
When to Seek Additional Support
Don't Wait Until Crisis
Seek help if you're experiencing:
- Persistent anxiety about cases
- Intrusive thoughts about safeguarding concerns
- Difficulty sleeping due to work worries
- Physical symptoms of stress
- Feeling overwhelmed or unable to cope
- Loss of confidence in decision-making
Support options include:
- Occupational health services
- Employee assistance programmes
- Professional counselling
- GP consultation
- Peer support networks
- Safeguarding consultant guidance
Succession Planning
Developing Future DSLs
Organisations should:
- Identify potential future DSLs early
- Provide development opportunities
- Support deputy DSLs to build competence
- Create pathways into the role
- Ensure knowledge transfer
- Maintain continuity during transitions
The DSL role shouldn't be a solo marathon—it's a relay race.
Measuring DSL Wellbeing
Regular Check-Ins Should Ask
- How manageable is your workload?
- What support would help most?
- Are you getting adequate supervision?
- How are you managing emotionally?
- What barriers prevent you doing your job well?
- What would improve your experience of the role?
Act on the answers—don't just ask and ignore.
Conclusion
Supporting your DSL isn't optional—it's essential for effective safeguarding. Burned-out DSLs make mistakes, miss concerns, and ultimately leave the role, creating instability and risk.
Invest in your DSL through adequate time, proper supervision, technological support, BUDGET and genuine recognition of the demands they face. Create structures that share responsibility, reduce administrative burden, and prioritise wellbeing.
A supported, sustainable DSL is better equipped to protect children, support staff, and maintain the excellence your organisation needs.
Reduce your DSL's administrative burden. Discover how our digital platform frees DSLs to focus on children, not paperwork.