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...first thing Leonard did after he discovered he had 15 days to resolve Harvard's affirmative-action problem, he recalls three years later, was to get a cab and take a ride down to HEW's Boston Office of Civil Rights. "They were polite and they were kind," Leonard says of the HEW bureaucrats who had the responsibility for passing on the fitness of Harvard's affirmative action plans, "but they were also unyielding." Considering that it took Leonard nearly two and a half years to get an action program approved, there's little wonder that he now thinks...
Leonard knows that on the face of it, the University's performance in developing an affirmative action plan gives administration critics good reason to be skeptical of Harvard's commitment to progressive hiring policies. He agrees with his critics that the plan finally approved by HEW does not move fast enough in bringing the number of minority-group members and women to an equitable level, and he admits quite freely that he is "not very happy with the numbers" cited in the plan. Yet Leonard continues to staunchly defend the plan and because of the context in which...
...also talks about departmental resistance to the central administration's affirmative action program. Leonard says that the failure of the departments to provide him with adequate employment data was the major reason for HEW's rejection of Harvard's plan in May 1973. He points out that the administration did not get full cooperation from the individual departments in the Faculty of Arts and Sciences until Bok began to hold up as many as 50 departmental appointments...
...clear how this "new ethos" manifests itself if not in vast increases in minority and female hiring. And the vast increases just aren't there, nor are they projected in the action plan approved by HEW. If the central administration really believed that this new spirit does now exist and if its commitment to af- firmative action as strong as Leonard suggests, one might guess that the administration might use the opportunity to rewrite and strengthen its plan. But neither Bok nor Leonard thinks there is much value in the Currier House Woman's Group suggestion that the plan undergo...
John Bynoe, the director of the regional office for HEW, had always said that it was possible for an institution to lay down acceptable statistical analyses and target figures, act in good faith and "still end up with no more women or minority group members." The law itself is not very strong, so plans must be strong to give it any impact at all. After reviewing an earlier version of the accepted proposal, he emphasized "We have to make them [Harvard] tighten up their programs as much as possible...