Administration and Management of an Urban Forensic Psychiatry Clinic

  • Ronnie B. Harmon
Part of the Critical Issues in American Psychiatry and the Law book series (CIAP, volume 5)


In the criminal justice system, the small provider of technical services is often at a political disadvantage in relating to court and correctional agencies, which have their own needs and agendas. Their survival may depend on the maintenance of a sufficient base of power and influence. The small forensic facility must relate to the larger actors in the system in much the same way that a private company relates to its consumers: advertising its services, creating its own market niche, keeping track of market sensitivity through research, and striving to deliver a consistently competent service. Using the example of the Forensic Psychiatry Clinic for the Criminal and Supreme Courts of New York, this chapter will illustrate several administrative and managerial methods for accomplishing these strategies. These methods include assessing the needs of the client base, establishing well-defined limits, developing effective interdepartmental liaisons, and maintaining high standards of technical competence and professional skills.


Criminal Justice System Probation Officer Acad Psychiatry Forensic Psychiatry Supreme Court 
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    In fiscal year 1985, the City of New York committed approximately $2.3 million to the creation of a new program for prison mental health services. In fiscal 1988, the total budget for prison mental health services was over $10.5 million dollars. Most of this funding has gone to provide enhanced staffing for the direct programs (administered by the Department of Health) and the contract services operated by Montefiore Hospital.Google Scholar
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Copyright information

© Plenum Press, New York 1989

Authors and Affiliations

  • Ronnie B. Harmon
    • 1
  1. 1.New York City Department of Mental Health, Mental Retardation and Alcoholism ServicesForensic Psychiatry Clinic for the Criminal and Supreme CourtsNew YorkUSA

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