I had been on the job for five years and still didn't have my own office at Child Protective Services. I didn't really want or need one. Seventy-five to eighty percent of my work was, after all, in the field. The rest of it was writing reports of what I'd done. The supervisors got the offices, and as far as I was concerned, they could have them. Supervisors worried about closing cases and about numbers and about following established procedures. I cared about saving kids' lives. There tended to be a difference in approach.

After negotiating the gauntlet of homeless persons camped on the surrounding streets, I would arrive at the Otis Street building every morning somewhere around eight o'clock, check in for any possible true emergency calls, then most days pick up my daily allotment of "normal" cases. Every one of these was an emergency of some kind, although too often not designated as such by the bureaucracy.

To get an emergency declaration and hence the immediate attention of a caseworker or team of them, the home situation of the child had to be defined as life-threatening in the near term. Say, a woman holding her three-year-old by the heels out of a six-story window would be an emergency. Day-to-day problems were of a lesser nature and included chronic starvation or suspected physical abuse or a parent in some drug-induced or otherwise psychically impaired state. Or an uncle in a suspected carnal relationship with his eight-year-old niece.