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David Blunkett has quickly discovered that the balance between preventive and crisis services is one of the most difficult questions facing both family policy and direct work with families on the ground.

Local authorities found this out for themselves when they were exhorted to "refocus" children's services by developing family support and placing less emphasis on child protection interventions. Of course, the reality was - and is - that you can't switch resources from one to the other. You have to fund both, otherwise you run unacceptable risks with people's lives while you wait for preventive measures to take effect.

In the short term, as Blunkett recognises, the problem is made more acute because preventive initiatives like Sure Start and Connexions identify levels of need which the acute services cannot cope with. And meanwhile, local authority children's services - including child protection - face a crisis in both financial and human resources.

While universal initiatives fan out among the general population, highlighting individuals and families in crisis, and sowing the seeds of long-term improvements, the threshold for triggering intensive protection and support is continually being raised.

Before the long-term improvements come about - in fact, before we even have research indicating whether or not they are likely - services for families in crisis will be in meltdown. In some areas, they already are.

Blunkett's vision of a return to community work will help in some ways. It could bridge the gap in services between the mainstream and those most in need, a bridge which is sorely needed.

Nevertheless, all services along the spectrum from universal and preventive to highly targeted and intensive must be adequately resourced. It's obvious really. But successive governments have shied away from the truth. Despite its excellent initiatives in social inclusion and prevention, the fragmentation of family policy among government departments has made New Labour appear even more likely to lose sight of the big picture. At least Blunkett is openly asking the right questions. 

- See interview page 26

Shape of things to come

T he government's decision to bring managers in from outside to run four failing NHS trusts may be a warning of things to come for social services departments. One small mercy is that they will be NHS managers, health secretary Alan Milburn having softened for the time being his initial pledge that the private sector would be invited to bid for these management franchises as well.

But the announcement was nevertheless swift and brutal. The four trusts were among eleven to be given zero-star ratings only last September, with an ultimatum to improve their performance or face the consequences. Social services departments will be given their first star ratings this summer, suggesting that, if the NHS's experience is anything to go by, the first social services management franchises could be open to bids early next year.

As a substitute for constructive measures to improve existing management hierarchies the policy is deeply flawed. Among other drawbacks, it is likely to create a gravy train for highly paid "super-managers" and drain successful trusts and departments of talent. But the trend appears to be unstoppable: last year's education white paper points in the same direction. The government is in no mood to compromise.

- See news page 6