M ental I llness C oncerns A ll	Whilst power was being rearranged, nobody took charge of what they should have been doing. All the services in place for mental health were left to go their own way without anyone examining whether what was being done was appropriate for what was the the point of it all, appropriate attention to people losing and regaining and sustaining mental health. Historical psychiatric leadership saw their authority undermined as mental health social work removed to their own offices and ceased to provide social background and social support, and as mental health nursing left in-patient team supervision, for a relatively unsupervised community work, where they could be unscrutinised and unaccountable because unobserved, and where there was no real understanding of the overall planning of resource or any revising of the tactical application and deployment of limited resource and skills. Sometimes they came unstuck under too many family doctor referrals, which they did not contain nor refute. Power removed and dispersed became unaccountable and unscrutinised. There was no accounting to anyone for the value of what they were giving. No one wants the lead responsibility - there to be blamed. The Inquiry Lingham; Sinclair p19 and the earlier one Barlow Taylor put the responsibility clearly and correctly on management. If they take over the roleof leadership that prior to re-organisation into business methods, rested clearly with the responsible clinincal lead - the Consultant psychiatrist in charge of the patient, the they must satisfy themselves that the separation they have created between psychiatric medical satff, psychiatric nursing, and psychiatric social workeres, by creating 'line management' accountability, then they must see toit that all three cores have a regular meeing together, frequently enough with representatives of the hierarchies present high enough to make decsions. They do this be being at the front line themselves as far as they can. For example, they can attend the weekly locality meetings of the three cores to see they all arrive on time; and check that it is recorded and made available to management, who is present, what in some outline is discussed, and whether there were issues raised which needed addressing and were addressed. Inquiry Galbraith; R & Y	E-mail reaction is welcome mica@didgy.freeserve.co.uk