Escalation Steps

Case Manager Handbook

Escalation Steps

Escalation is not failure – it is part of doing this work safely and with integrity. These steps show you when to ask for backup, who to involve, and how to hand over a case without dropping the people in it.

If you are unsure whether to escalate, it is usually safer to escalate and ask for guidance than to handle a heavy case alone.

1. When to Escalate

You should not keep a case at your level if any of the following are true:

  • There are allegations of violence, serious harm, or discrimination.
  • There may be legal or regulatory consequences for the business or HCC.
  • The case involves sensitive religious questions beyond your training.
  • The business is unresponsive after clear deadlines and reminders.
  • You feel personally overwhelmed, distressed, or biased.

In these situations, document what you know so far and move the case into the appropriate escalation path.

2. Levels of Escalation

Think of escalation in layers. Not every case jumps straight to the highest level.

Level 1 – Peer Check If you are uncertain about tone, fairness, or next steps, ask another Case Manager to skim the case and give a quick second opinion.
Level 2 – Case Lead / Coordinator For patterns, tricky dynamics, or stalled communication, involve the designated case lead. They can approve next steps or reassign the case.
Level 3 – Council / Board Committee For high-impact cases (public risk, repeated serious complaints, or possible sanctions against a business), escalate to the relevant HCC committee as defined in our governance documents.
Level 4 – External Advisors For sensitive religious questions or legal exposure, the council may consult qualified scholars or legal professionals. This decision is not made by individual Case Managers.
Emergency Referral If someone is in immediate danger, call emergency services (such as 911) or encourage them to do so. HCC cannot act as an emergency response service.

3. How to Escalate a Case

Escalation is not just saying “help.” It is handing off the case in a way that respects everyone’s time.

  • Write a short summary: who is involved, what happened, and what has been done so far.
  • Highlight key dates, deadlines, and any missed responses.
  • Attach relevant evidence or point to where it is stored in the system.
  • State clearly what you are asking for: advice, approval, or full reassignment.

Once escalated, avoid making new promises directly to the parties unless agreed with the person or group now handling the case.

4. Urgent vs. Important

Not every emotionally intense message is an emergency. Use this quick check:

  • Urgent: safety risk, threat of harm, severe harassment, or time-limited legal risk.
  • Important but not urgent: serious complaint, pattern of issues, or possible sanctions.
  • Routine: misunderstanding, single billing issue, or communication breakdown.

Urgent matters should be escalated faster (and sometimes outside the normal case structure) while routine issues can follow normal timelines.

5. After Escalation

Your responsibility does not always end the moment you escalate.

  • Stay available to answer questions about what you saw or heard.
  • Avoid side conversations with the parties that could confuse the process.
  • When the case is resolved, review the outcome and note any lessons learned.

If you were heavily involved in a difficult case, consider a short debrief with another team member for your own wellbeing.

Escalation protects you, the council, and the people we serve. When a case feels heavy, you are allowed to say, “I need help with this one.” That is part of doing the work with ihsān, not a sign of weakness.
Return to Case Manager