The Miami Herald, Inc.; Thursday, July 10, 1997
Herald Staff
Though sometimes fractious, Dade's AIDS social-service agencies agree that they are working, if not at cross purposes, then in each other's shadow, duplicating efforts that are costly to administer.
Such rare consensus alone demands that the state Department of Health and Dade County move forward with plans to bring housing, health, and other services under one administrative roof. But there are other, solid reasons, too.
The AIDS service-delivery system not only has grown fat, it has sprouted tentacles. Dade alone has three consulting firms, at least four advisory boards, five separate pots of funds, six government entities, and a host of subcommittees.
What results is a time-consuming process in which hospitals, clinics, and other service providers must negotiate separate contracts with each federal, state, county, and municipal government that controls funding.
That anything at all is accomplished for AIDS patients is a testament to the commitment that administrators bring to their tasks and to the watchful eye of vocal AIDS activists. Their willingness to merge service functions speaks well, too, of how they view their mission.
That said, a merger must result in more-efficient, streamlined outcomes -- and broader outreach. Greater Miami has the nation's second-highest rate of AIDS; New York City is No. 1.
Consolidation should save money, too. For instance, it costs the city of Miami $250,000 to administer less than $9 million in housing funds for people with HIV and AIDS. Miami is just one of the governments disbursing funds.
The process of merging AIDS-service functions into one office has no room for infighting or one-upmanship between agencies or the people who run them. Indeed, it is one in which the Department of Health itself should rule with a firm, guiding hand.
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