Legislating AIDS away

Legislating AIDS away (currently enjoyed by only three institutions, all in Melbourne the Hall, 1968; the Florey, 1973; and the Baker, 1982) will, one hopes, soon form the basic funding for other institutes. After the last round of assessments, in 1981/82,when nine institutes were inspected, the Baker received its first block-grant, and the Hall and Florey grants were renewed. It is now imperative that other institutes be favourably considered. Fenner's list shows there is a formidable number worthy of block grants in Victoria and in other states.' (Having been a member of the Baker Board of Management for 25 years, I have observed with growing excitement the tremendous advantages of the 1982 block grant: better planning, more efficient use of resources, greater attraction for staff "permanent" and visiting and a rise in morale. In other words, better work.) In turn, research institutes and their staff should exercise restraint in raising unwarranted hopes, some of which border on dishonesty. Prevention of disease of course; cure where possible; but so often we can only aim at postponing the issue of the inevitable warrant (especially for the young, the productive, the creative) of "this fell sergeant, death, [... ) swift in his arrest", and make more comfortable and useful the "space between". With regard to organization: many fine models exist in Australian medical research institutes. Lord Florey, when he resigned in 1956 as adviser to the Australian National University Council on the John Curtin School of Medical Research, emphasized the need for the granting of "essential powers" to the director.' He complained of the erosion of his powers, obviously a situation he did not relish, which dissuaded him from becoming, de jure instead of defacto, Foundation Director of the new school. Florey's credo in the sole authority of the director to select all staff belongs clearly to the past, but even a contemporary institute director should have a clear picture of policyand, within financial limits, a dominant role in staff appointments. Management by a board, with or without the benefit of separate acts of parliament