As director of children's services, I'm being asked to find 25 per cent savings as part of our cuts. We've taken out all the non-statutory stuff - and now there's only social care to go. I don't think I can do it. It feels wrong.
So many colleagues face this dilemma. But your feelings aren't much of an argument – evidence is. Look critically at demands on services and whether there is any movement possible. It's unlikely you can do nothing so do what you can.
Beyond that, set out the case based on demand, numbers of children, trends in referrals and assessments and "push the envelope" on caseloads then go through it with your chief executive and lead member. Convince them of the merits of your case.
If you're still pushed to put children at greater risk, your way is clear. Your primary responsibility is to children. If you have to, give notice that as the statutory chief officer you will report the risk to the Secretary of State's office. It could be a career-changing move. Ultimately, you have to decide to live with the risk to the most vulnerable children, or do your duty.
Peter Lewis is a freelance providing interim local authority children's services leadership, and a former DCS in Haringey
Email questions, marked "Experts", to cypnow@markallengroup.com
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