Why the existing communication model in co-management needs to evolve

Professionals involved in case work have traditionally relied on a “request–response” approach when communicating on co-managed cases. This often takes the form of emails, text messages, or other systems (e.g. CaseConnect) that essentially replicate the same pattern. Under this model, a professional documents their case notes within their own internal system, and separately spends time crafting a communication memo to update other stakeholders. While this method has been serviceable in the past, it has clear limitations in contemporary case management, particularly for cases that involve co-management, multidisciplinary teams, or ongoing coordination across agencies.

The limitations of the request–response model include the following:

• Unnecessary administrative time and delays

  • Drafting communication memos, especially in systems separate from where case notes are recorded, requires additional effort. Even short updates demand sufficient context for the recipient to understand the situation, which means recounting background details, explaining decisions, and sequencing events. This often stretches what might seem like a “quick update” into a 30- to 60-minute task. As a result, writing up a memo is often de-prioritised in favour of more immediate work, such as client conversations, crisis management, or preparing appeals. This delay slows down information flow and can leave other professionals without updates they need to move forward.

• Filtered context

  • Because communication memos require summarisation, they risk filtering out important contextual details. The act of compressing multiple interactions into a single message inevitably involves interpretation—some events are highlighted, others excluded. This makes it difficult for other professionals to follow the original sequence, tone, and nuance of interactions with the client or their ecosystem. Over time, these selective summaries can distort the shared understanding of the case.

• Opaque communications

  • In complex cases, seemingly minor details can later become relevant, and communications from months earlier can inform current decision-making. The request–response model often keeps these communications siloed: messages sit in individual inboxes, stored chat threads, or isolated case systems. New professionals entering the case may have little access to earlier exchanges between other agencies. This creates an opaque communication environment, where important information exists but is not easily discoverable or consistently shared.

A more effective approach is to use shared case notes as the primary medium of communication. Shared case notes address many of the limitations described above for several reasons:

• They are already a standard part of professional practice.

  • Case notes form the backbone of documentation across social and health services. Using them as the channel of communication builds on existing habits rather than introducing additional layers of work.

• They reduce the risk of losing context.

  • Progress notes naturally capture events in chronological order, including details that may not feel “memo-worthy” but are important for continuity. Other professionals reading shared notes have direct access to the original, unfiltered account.

• They allow professionals to enter and exit the case timeline with ease.

  • A shared notes environment makes it straightforward for workers to trace developments over time, even if they join midway or return after a long gap. This supports continuity regardless of staff turnover or changes in responsibility.

This model is not new. In healthcare, shared case notes have been foundational to multi-disciplinary team communication for decades. Across hospitals worldwide, doctors, nurses, medical social workers, psychologists, and allied health professionals communicate primarily through shared progress notes. They use them to document work done, coordinate treatment, etc. without needing to draft separate communication memos solely for internal updates. They still use emails and text messages but mainly as supplements for urgent notifications, clarifications, or logistical coordination.

However, the skill of documenting shared case notes may not come naturally to every professional. The following change management will be required:

• Professionals may need guidance or training to document shared case notes effectively, especially if their prior systems emphasised internal-only notes or informal messaging. Clear, concise, and objective note-writing is a skill that improves with practice.

• Shared notes require discipline and shared norms. Teams need to agree on expectations for timeliness, clarity, and readability.

Cases are increasing in complexity, as are the systems and policies surrounding them. As a profession and as a social-healthcare system, we must evolve, especially in the way we communicate and coordinate care. Social360 represents a step in that evolution, drawing on the demonstrated value of Care360. If you would like to explore this further, please feel free to reach out.