11.8 Response to President Raymond’s 11_6 Response to Revised Demands

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1B: Perhaps using a structure similar to Padin scholarship -- location based scholarships
(or any other work around

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CDO:

Wendy’s response (2A): As of 11/6, President Raymond stepped down as CDO
Wendy’s response (2B): President Raymond will convene by December 1 a CDO
Advisory Group of students, faculty, and staff to recommend the best way forward for a
CDO structure for Haverford. This will include budget and organizational support, and
how to fill that role at Haverford, with the goal of appointing a new CDO or instituting a
model that does not include a CDO (e.g., DEI Council) effective no later than July 1,
2021. Note: making an employment decision based on race violates anti-discrimination
law, although a crucial component of the job description and qualifications for hiring will
be experience and expertise working with BIPOC and LGBTQ+ students.
→ Timeline: CDO Advisory Group by Dec. 1, 2020; CDO to be in place by July 1,
2021
→ Budget: CDO Advisory Group will recommend an ongoing budget commitment
sufficient to support the CDO's work. $10,000 will be immediately allocated from
the '3126/2631 Fund' to the Interim CDO, and, once named, to the Interim
Co-CDO in the Dean’s office, for use toward BIPOC/FGLI initiatives, with
BIPOC/FGLI student input.
Wendy’s response (2C): No, We need an interim CDO to continue institutional progress.
Provost Linda Strong-Leek will serve as interim CDO for about one month, with a plan to
move to an interim co-CDO structure, that is two people sharing the CDO responsibility,
as of December 1. The second person will be a staff member of color currently in the
Dean’s Office, with the intentional design of having these individuals in academics and
student life. White individuals have seen demonstrated success serving as CDOs;
President Raymond's interim service does not merit an apology.
→ Timeline: November 6: Linda Strong-Leek appointed interim CDO; December 1:
appointment of a POC within the Dean's Office as co-CDO; leadership council of
faculty, staff, students named Dec.15, with BIPOC and FGLI student input and
participation.
→ Budget: $25,000 annual operating budget
Wendy’s response (2D): Students would be in any CDO search committee. Specific
structures and individuals selected will be recommended by the CDO Advisory Group
which will include students.
→ Timeline: To be determined by CDO Advisory Group per above
→ Budget: The position will be funded in the comprehensive salary budget for FY
2021-22. Incremental costs for this year will be included in the same budget
components for FY 2020-21 funded out of the hiring freeze savings.

Our comments:
We acknowledge this demand as met, with qualifications.

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2B: At which date will the ‘3126/2631 Fund’ be available? When will the $10,000 be
available?
2D: Have the co-CDO solely be for students and chosen by the students.
2D: Any committee with student involvement should not simply be an advisory group,
but should include compensation for student labor.

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Academic Leniency for BIPOC/FGLI Students:
Wendy’s response (4A): EPC has agreed to the P/F model from the spring for all students
for the fall. Deans and faculty will consider impacts while teaching and guiding students.
→ Timeline: Done
Wendy’s response (4B): CSSP met on Nov. 6, 2020 and drafted a letter to the community
that will be sent Nov 7 acknowledging that CSSP is part of the problem and needs
reform. By Nov. 20, we will clarify all procedures used by CSSP in all 2020-21 student
reviews and outline a series of reforms to CSSP that will happen during the 2020-21
academic year. For Fall 2020, we will have full transparency in our processes. CSSP is
working to reform the outdated language related to academic warnings, such as that
academic warning will be replaced by "academic support" or similar term.
→ Timeline: Immediate, ongoing
Wendy’s response (4C): Right now, CSSP has only one of three students appointed to the
committee, so CSSP is reluctant to make substantial changes without the full student
perspective throughout the process. CSSP is willing to speak with other students about
this.
→ Timeline: Awaiting student appointments to CSSP

Our comments:
We acknowledge this demand as NOT met.
- 4: Full transparency throughout CSSP’s processes should be the norm, and all changes
made in semesters moving forward should be completely transparent.
- 4B: Academic Warnings should be reevaluated by the student committee before being
officially approved.
- 4C: Students should be appointed to the committee as soon as possible before these
changes are permanently instituted.
- 4C: Get in contact with the elections coordinator
- 4C: While we appreciate that the CSSP would be “willing to speak with other students”
we would like to confirm that the CSSP will engage in campus-wide outreach for the
inclusion of student perspectives rather than wait on students to reach out to them. Just
because something is available doesn’t make it accessible, CSSP should commit to doing
this campus-wide outreach and capturing feedback that is reflective of the student body
with special attention to the perspectives of students from underrepresented and/or
marginalized communities.
- Group of students that work with FAPC, seeing through the structural changes that need
to be implemented.

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Support Student Participation in Direct Action:
Wendy’s response (5A): The College supports students in living out their values with
integrity. I want Haverford to be a place that encourages and supports students to act on
their values in service of a more just world, and that includes through direct action.
→ Timeline: Immediate, ongoing
Wendy’s response (5B): As a charitable organization, the College does not provide direct
philanthropic support, either in the form of funding or direct donation of resources, to
individuals or other organizations. The College supports students, faculty, and staff who
engage with communities as part of the College's mission (e.g. relating to student
curricular or co-curricular learning). Such initiatives receive financial support and access
to resources from standing departments and centers, as well as discretionary funding. See
centrally CPGC funding possibilities. The CPGC has recently piloted programs that
invest directly into communities through remunerating community-based educators,
leaders, activists, and nonprofits. CPGC will develop a report on the ways in which their
funding supports community organizations and students and to identify new opportunities
to advance social justice, consistent with the values articulated in the demands. The
CPGC will reach out to you to share the report in development directly by November 10
at 9 pm, in the hope of further clarifying your interests and goals, while also offering
some specific opportunities and lessons learned through recent pilot programming.
→ Timeline: Immediate, ongoing. CPGC will contact you about the report by
November 10 at 9 pm
→ Budget: To address the disparate nature of the support and to track actual
amounts and increases or commitments, we will conduct a new internal study that
outlines and publicly reports on the College's resources (time, dollars, facilities,
programs, etc.) that is of service to (or provided to or supports) various local
entities, jurisdictions, and nonprofits. Such a focused 'economic impact study'
would be aligned with making and marking a positive impact on the community
while reporting on the resources, broadly defined, applied in service of doing so.
Wendy’s response (5C): As Dean Bylander and colleagues previously communicated, the
College has been providing—and will continue to provide—necessary health-supporting
measures for students who engage in protest, including COVID-19 testing and campus
isolation spaces. There will be no disciplinary consequences from the College for
students engaging in protests provided they meet the College’s health and safety
guidelines, including the Travel Policy.
→ Timeline: Immediate, ongoing
→ Budget: The College has paid (and will continue to pay) for the costs of all
on-campus testing for COVID for all students, faculty, and staff for the entirety of
the Fall 2020 semester. Funds have been allocated to do so.

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Wendy’s response (5E): The Board of Managers affirms the commitments above from the
president and realized relevant campus departments
→ Timeline: Immediate, ongoing
→ Budget: See I16

Our comments:
We acknowledge this demand as NOT met.
- 5: This response makes this responsibility of social justice work fall under one singular
organization (CPGC), rather than making it an institutional priority. This work cannot be
treated as optional, but rather incorporated across departments, offices, etc.
- The College should incorporate community oriented work in classes beyond
health studies and anthropology but also in STEM fields.
- 5: CPGC has a clear reputation of white saviorism and voluntourism, and needs to
increase the hiring of folks who are already involved with community organizing.
- 5B: Based on the current CPGC structure of funding, money goes directly to students and
their expenses. This is not a place where organizations and mutual aid networks can
benefit from the economic capital.
- 5B: CPGC should restructure guidelines for student funding to allow student or faculty
initiatives such as mutual aid networks the ability to utilize these funds.
- 5B: According to our vision, CPGC should be restructured to only fund students working
within their own communities or students directly filling a need an organization has
requested.
- Ex: The model Thriving Earth Exchange uses

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Surveillance and Policing:
Wendy’s response (6A): The College is committed to ensuring that its own processes are
free from, and have zero tolerance for, bias and will investigate and follow up on any
specific concerns and/or issues raised about surveillance or policing of the campus
BIPOC community. Students may submit concerns or suggestions via their dean or, if
they wish to remain anonymous, through the web-based tip line:
https://forms.haverford.edu/view.php?id=732323. I have asked my colleagues in the
Operations Planning Group to evaluate and revise our monitoring and response systems
around student health and safety so we will be better able to understand the extent and
nature of any patterns of bias and then address them. Based on this work, the OPG will
produce a detailed report that will be made available to the entire campus.
→ Timeline: Report progress and plans by Dec. 18, 2020
→ Budget:Professional development and training takes various forms, particularly in
a COVID environment (on-campus training; virtual sessions) as well as
conferences and events post-COVID. The College is pledging to spend no less
than $75,000 over the coming two years, campus-wide, on professional
development and training for these specific initiatives and topics, including
Campus Safety-centered programs.
Wendy’s response (6B): This data will be anonymized to protect the identities of
individuals.
→ Timeline: Report by Nov. 20
Wendy’s response (6C): Racial profiling of any kind - of members of our campus
community or otherwise - is and has been unacceptable and against current policy. This
explicit message is and will be conveyed during on-boarding of new officers and
reinforced through continuing education programming annually in January.
→ Timeline: Immediate, ongoing
Wendy’s response (6D): The College will convene a group of students, faculty, and staff
to review procedures regarding asking students for identification. Campus Safety will
develop a mechanism whereby incidents of asking for ID will be compiled. This data will
inform efforts to guard against racial profiling.
→ Timeline: Review group to be convened by February 1, 2021. Accountability
mechanism to be developed by December 1, 2020.

Our comments:
We acknowledge this demand as met, with qualifications.
- How many campus safety officers are former cops?
- 6A: The College needs to be transparent about the details of Campus Safety training.
What specifically does ‘zero tolerance’ mean? Can you commit to holding officers who

9

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are reported accountable? What are accountability measures for Campus Safety officers
(retraining, paid time-off, termination of contract)?
6D: How exactly will the “data inform efforts to guard against racial profiling”?
- Data itself is a construct rife with racism and prejudice. “Data informed policing”
is not objective.
- The accountability mechanisms that are developed must not rely on campus safety
to police their own actions, but involve an outside administrative body that can
make decisions independent from campus safety.

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Crediting the Work of Black Women: strike organizers to capture all they are doing via
social media outlets and transfer those records to us at the end of the strike for the digital
archive.
→ Timeline: Project timeline finalized by Dec 18, 2020. Progress report by May 1,
2021.

Our comments:
We acknowledge this demand as met.

11
Accountability for Problematic Professors:
Wendy’s response (8A): FAPC is willing to commit to the students' timeline of
1/29/2021. FAPC will be developing a statement to that effect and seeking faculty
feedback on it immediately, and will bring it to the floor of the emergency faculty
meeting scheduled for Wednesday, November 11, 2020.
→ Timeline: Initial Progress Report by March 1, 2021
Wendy’s response (8A.2): Please see details above. Faculty are working with FAPC on a
process that will make more transparent and update methods for engaging with
"problematic faculty." Please see the information above regarding FAPC's timeline,
which includes discussion at the Wednesday, November 11, 2020 Faculty Meeting.
→ Timeline: We will meet the timeline requested
Wendy’s response (8B): The Provost commits to providing support for both tenure-track
and contingent faculty of color. The Provost will meet with tenure-track and contingent
faculty of color collectively and individually to understand their specific needs as they
navigate the reappointment and promotion process.
→ Timeline: immediate, ongoing
Wendy’s response (8B.2): Academic Council will continue discussions about
reevaluating the tenure and promotion criteria to include all "shadow work" and other
non-traditional forms of scholarship. This work must take place within faculty
governance as only faculty can alter the tenure and promotion processes. The Provost
commits to working with the faculty to investigate best practices and other methods for
evaluating faculty that include attention to non-traditional scholarship no later than Fall
of 2021.
→ Timeline: May 15, 2021 for a proposal to the faculty from Academic Council;
consideration by the full faculty by November 30, 2021
Our comments:
We acknowledge this demand as met, with qualifications.
- 8A: FAPC must work closely with the student organizers of the strike in achieving this
goal.
- 8A.2: The structure of support for faculty should not solely rely on the provost as this
role is constantly changing and support is contingent on the individual holding the
position. This should be formalized into the structure of the provost position as a whole.

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Protection for Strike Participants:
Wendy’s response (10): No, Many faculty are working to accommodate students, and
EPC has agreed to a pass/fail model for Fall 2020 that mirrors that process for Spring
2020. Students may take a pass/fail in any class this fall with the option to uncover the
grade, which should alleviate the worry of grades or retaliation. Individual faculty do
have final authority over whether or not they forgive or provide alternate assignments for
striking students as a consequence of their decision to strike.
→ Timeline: Fall 2020

Our Comments:
We acknowledge this demand as NOT met.
- 10: Although we recognize the need to allow professors to make decisions about their
own classes, President Raymond should make a public statement encouraging academic
leniency for all students who participated in or were affected by the strike. Professors will
determine for themselves how leniency would best work in their specific courses.
- 10: Will the CSSP be able to uncover these grades like they did in the Spring semester,
against the wishes of many faculty and students?
- 10: As president and as the provost/CDO, you need to leverage your roles to at the very
least make a strong, positive, and public recommendation to faculty that they do not
punish students for their involvement in the strike. This is not limited to the P/F model,
but also includes ensuring that professors do not schedule mandatory makeup sessions
through the Thanksgiving or winter breaks or otherwise any future scheduled time off.

13
Stop Violence Against Disabled Students:
Wendy’s response (11): Access & Disability Services (ADS), Facilities, Counseling and
Psychological Services (CAPS), and other departments will be key partners in making
tangible change in support of disabled students. ADS and Facilities conducted an
accessibility deficiency survey of our campus and have been making annual investments
in accessibility based on the survey’s recommendations. There is more work to be done.
Facilities and ADS will coordinate to make additional priority improvements to the
physical accessibility of campus next year.
→ Timeline: Ongoing, annual work tied to budget cycle. By March 1 each year,
Facilities and ADS will solicit suggested improvements in addition to the work
outlined in the deficiency survey.
→ Budget: The College will re-assess the campus for shortcomings in access and
will commit to spend no less than $200,000 over the next three years on
accessibility improvements to buildings and facilities.
Wendy’s response (11A): CAPS will foreground the priority of reflecting our diverse
student body in its current search for a senior CAPS staff member and in its ongoing
selection of trainees.
→ Timeline: Next therapist to be hired as early as possible, pending a suitable
candidate, for Spring 2021
Wendy’s response (11A.2): CAPS will convene conversations with students about the
changes they are seeking and how best to pursue them in order to co-create an optimal
approach.
→ Timeline: Immediate
→ Budget: TBD based on conversations
Wendy’s response (11A.3): Students will be invited to serve on search committees in
CAPS but will not be compensated for this voluntary role. Student reps on the committee
will be able to share relevant (non-confidential) information about the hiring process.
→ Timeline: Beginning with the next search in CAPS and ongoing thereafter.
→ Budget: The CAPS counseling (staffing) budget can be adjusted/increased as
needed in order to include this expertise and experience.
Wendy’s response (11B): No, Pennsylvania licensing laws require CAPS staff to be
'mandated reporters' for issues involving child and elder abuse. CAPS also must report
information if there is clear and present danger to self and/or others. Within these
structures, CAPS will only report when absolutely necessary and, whenever possible,
with students’ consent.
Wendy’s response (11B.2): Information about mandated reporting will be made available
through a variety of channels and formats.
→ Timeline: Jan 29, 2021
Wendy’s response (11C): No, ADS considers each student’s history, experience, and
accommodation request. While students are a vital source of information, some

14
accommodations legally require documentation. If providing documentation is a financial
hardship, ADS works with the student to help fund testing, if testing is necessary, and/or
assist in finding a health care professional for an appointment/evaluation.
→ Timeline: Clarity regarding protocols for receiving funds for testing will be
published by no later than the beginning of the spring Semester.
Wendy’s response (11C.2): If providing documentation is a financial hardship, ADS
works with the student to help fund testing, if testing is necessary, and/or assist in finding
a health care professional for an appointment/evaluation.
→ Timeline: Clarity regarding protocols for receiving funds for testing will be
published by no later than the beginning of the spring Semester.
Wendy’s response (11C.3): This a wide array of new demands that individually need
more time and conversation. Some relate to other demands, for example about
accommodations. We wish to assess and partner with a wide variety of BIPOC and FGLI
students across all communities and identities, as well as offices and groups, to bring
more access, diverse programming, workshops to the campus.
→ Timeline: TBD
→ Budget: TBD
Wendy’s response (11D): Faculty are required to implement the accommodations
identified in a student’s accommodation letter. If a student opts not to implement
accommodations in a course, the student should notify the director of ADS immediately.
If a student prefers not to speak directly with a professor on their own, ADS can assist in
notifying professors of a student’s accommodations and/or meet with students and their
professor to discuss accommodations. The provost, in her review of faculty personnel
systems above (8 A 10/29), will ensure that there is accountability for faculty who
provide inadequate attention to this responsibility.
→ Timeline: Spring 2021
Wendy’s response (11D.2): The Provost's Office commits to providing training for
faculty-led by experts who embody the diversity of the disability community by Fall
semester 2021.
→ Timeline: Fall 2021
Wendy’s response (11E): CAPS will review the use of Campus Safety during mental
health emergencies and explore alternatives to ensure that students are able to access the
on-call counseling services they need, in a safe way.
→ Timeline: Preliminary review to be completed by January 29, 2021
Wendy’s response (11E.2): In consultation with CAPS, we commit to a review of policy
with an eye toward redesigning the response team structure, providing appropriate
training so that every first responder has the appropriate understanding of crisis
intervention that makes the handoff to the Counselor-on-Call better for students.
→ Timeline: Review to be completed by January 29, 2021

15

Our comments:
We acknowledge this demand as NOT met.
- 11: There needs to be more accountability and transparency for making this information
accessible: be more specific about what channels will be used, what formats you will use,
etc.
- 11C: ADS has a history of denying accommodations to various diagnoses that are not in
the traditional canon of disability. They should publish which accommodations they are
accepting/rejecting (keeping students anonymous). At the close of the window for
accommodation requests, the data on accepting/rejecting should be reviewed by an
outside party.
- 11C: Every single test and accommodation request should be fully covered by the school
- Should function like LIFTFAR, in where students on any range of financial aid
are able to apply for and receive full funding.
- 11C.3: We would like to reiterate that the suggestions in our initial response were not
“new demands”, but tangible solutions to our demands, as requested by the
administration.
- Doctor’s notes are not required by law to be an excused absence, the Provost should
direct faculty to stop requiring them.
- 11D: What is the accountability structure for holding professors who neglect
accommodations?
- 11D2: Where’s the budget for diversity training for ability and disability? Will this
training be annual/bi-annual?
- Hire a full-time psychiatrist to reduce wait time for students needing aid beyond therapy.
- Ensure the retention of these hires and LGBTQ and BIPOC faculty through
comprehensive benefits and packages
- 11E: What is the barrier for commiting to not using Campus Safety in a mental health
crisis unless student consent is given?
- 11E: Can CAPS commit to prioritizing responses by emergency medical services over
police for mental health emergencies?
- 11E: Prioritize calling the ambulance for mental health response instead of the police

16
More Support for Queer and Trans Students of Color:
Wendy’s response (12): A Task Force on Retention and Persistence, with leadership from
Associate Director of Institutional Research Kevin Iglesias and Professors Matt
McKeever and Ben Le, is in the midst of a detailed study of student experiences,
including BIPOC and LGBTQ+ students, in order to identify causes of student attrition
and ways Haverford can better support thriving.
→ Timeline: Focus groups to take place before conclusion of Fall semester,
preliminary report of findings by March 1, 2021
→ Budget: $4000, allocated from President's Discretionary Fund
Wendy’s response (12A): Consistent with (11 A 10/29) above, CAPS will prioritize the
identification of candidates with demonstrated successes in support of LGBTQ+ clients
in its current and future hiring processes in order to better reflect the needs of the student
body.
→ Timeline: Next therapist to be hired as early as possible, pending a suitable
candidate, for Spring 2021
→ Budget: See I41
Wendy’s response (12B): CAPS will explore the recommendation to reserve specific
hours for LGBTQ+ identified students and other strategies to ensure that CAPS meets
LGBTQ+ students’ needs. Additionally, we will immediately provide new, ongoing
financial support to enable BIPOC and LGBTQ+ students to access therapeutic practices
off campus with diverse professionals.
→ Timeline: CAPS will implement a new pilot strategy to address this by November
20.
→ Budget: See I41, with increased hours.
Wendy’s response (12B.2): CAPS will explore the recommendation to reserve specific
hours for LGBTQ+ identified students and other strategies to ensure that CAPS meets
LGBTQ+ students’ needs. Additionally, we will immediately provide new, ongoing
financial support to enable BIPOC and LGBTQ+ students to access therapeutic practices
off campus with diverse professionals.
→ Timeline: The Director of CAPS has reached out to students to engage in
dialogue that will allow students and CAPS an opportunity to articulate and
understand resources and needs. CAPS will implement a new pilot strategy to
address this by November 20.
Wendy’s response (12B.3): CAPS offers a list of practices and their specialties, which
includes LGBTQ+ clients, to help students identify therapists that meet their criteria.
Students will not be limited to practitioners on the list if they wish to utilize a different
therapist.
→ Timeline: The details of this will be outlined and implemented by no later than
February 1, 2021.

17
Wendy’s response (12C): The College will support students working through trauma. In
cases when an accommodation is legally documented, it will fall under the framework
discussed in (11 C 10/29) above. In other cases, the work described in (4 A 10/29) above
about mechanisms to support students’ academic work under extenuating circumstances
will apply.
→ Timeline: Immediate, ongoing
Wendy’s response (12C.2): The Dean of the College will work with and CSSP, who will
work more closely with FAPC to create a proposal to effect pedagogical change
→ Timeline: A preliminary plan by December 15
Wendy’s response (12D): This summer, our new BiCo Title IX Coordinator developed
and implemented a new comprehensive Sexual Misconduct Policy
(https://www.haverford.edu/sexual-misconduct/policy-procedures/sexual-misconduct-res
olution-process) that applies to students, faculty, and staff. This policy and the
accompanying procedures provide multiple options for addressing and resolving
complaints, including an alternative resolution option. The College is committed to
equitable treatment for any community member who has experienced sexual misconduct
or gender-based discrimination. Our BiCo Title IX Coordinator is available to meet with
students to further understand concerns about policing, and will facilitate a Zoom session
with the Director of Campus Safety early in the spring semester on the topic of concerns
about policing with regards to Title IX, policing, and BIPOC/LGTBQ+ students.
→ Timeline: The alternative resolution option has already been implemented, and
the session will be held early in the spring semester.
Wendy’s response (12E): CAPS will administer an annual survey at the end of the fall
semester to solicit student feedback and evaluate student satisfaction, effectiveness of
resources, and ease of access. The survey will not only include those who access CAPS,
but also those students who do not, in order to ensure that all students are aware of
available services and to identify any obstacles to student access.
→ Timeline: Survey process to conclude by Dec 18, 2020

Our comments:
We acknowledge this demand as NOT met.
- 12: Following the failure of CODEI, and countless other committees and task forces, to
implement any meaningful changes, we request that CAPS and the College respond to
these persistent issues of BIPOC and LGBTQ+ student attrition through more creative
responses and models than just more task forces and committees. If these task forces and
committees must be implemented and are universally agreed to and encouraged, what
measures and structures will be provided to ensure that these groups and their impact
don’t just fall in line with the already troubled and unstable histories of such groups?
- 12A: In regard to your response to 12A, we ask that CAPS prioritize the hiring of

18

-

-

-

therapists who not only work with LGBTQ+ clients but are also certified and have
experience in working with clients who suffer from trauma and PTSD considering the
extensive overlap between the two. We also ask for the inclusion of student input in the
hiring process aforementioned in 12A. As we’ve stated earlier, any student input into
hiring positions at the college must be compensated, especially when the call is for a
specific group of marginalized students.
12B.2: We need commitment to CAPS specific hours for LGBTQ+ identified students
instead of merely just exploring the recommendation. We understand that the president
can not mandate what CAPS does and does not do, however, we ask that you loop them
into this conversation and that they commit to this demand. We are open to a meeting or
discussion with them on this front.
12B.2: Outline the exact financial support and budget for therapeutic practices
off-campus.
12C: References the work in 4A. 4A includes a temporary solution for this semester by
moving to P/F and “considering impact” for the long term solution. Faculty discretion on
what is trauma and how it should be treated is one of the issues we are trying to resolve.
There needs to be a formal petition for students to receive academic leniency during
times of trauma.
12E: What is the action taken when a therapist is found to be harmful?

19
Police and Prison Abolition:
Wendy’s response (13A): The College does not maintain a relationship with the
Philadelphia Police Department.
Wendy’s response (13A.2): No. By law, local police have jurisdiction over Haverford's
campus. Relationships allow the College to advocate that law enforcement agencies, over
which it has no control, provide services in a manner that is as supportive as possible of
Haverford's community and educational mission.
Wendy’s response (13B): The College can and in some cases already does support this
work when it is within faculty scholarship or students' curricular, co-curricular, and
extra-curricular opportunities. Through the CPG, students, faculty, and staff are engaged
in this work.
→ Timeline: immediate and ongoing
→ Budget: see I16
Wendy’s response (13C): The College is not aware of any such partnerships. The
endowment has no direct or indirect exposure to prison companies based in the U.S.
Underlying holdings of an international equity index fund, which is meant to provide
broad exposure to all international equities and holds approximately 4,000 companies,
results in effectively zero, or about 0.001%, exposure to internationally-based prison
companies in the endowment.
→ Timeline: Endowment exposure reported and ongoing; Endowment DEI/ESG
survey results to be reported in annual letter by November 30th, discussed by
Investment Committee by December 15th

Our Comments:
We acknowledge this demand as NOT met.
- 13: Cease the hiring of ex-police officers
- 13A.2: The Director of Campus Safety needs to explain the history of and provide
transparency about the College’s both formal and informal relationships with Haverford
and Lower Merion police departments
- See comments to “Support Student Participation in Direct Action”
- 13A.2: “Haverford Campus Safety officers are non-sworn and are not authorized
to make arrests. The Campus Safety Department’s jurisdiction is limited to the
property that is under the control of Haverford College. The Campus Safety
Department maintains an excellent working relationship with the Haverford
Township and Lower Merion Township Police Departments (although we do not
have a written Memorandum of Understanding with either department).”
https://www.haverford.edu/sites/default/files/Office/Safety/Annual-Security-Repo
rt-Haverford-College-2019.pdf

20
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13C: Although the specifics of Haverford’s Endowment are not available to the
public, their lack of exposure to the prison industrial complex should be further
explored, as the retirement funding options for Haverford are exposed. The
TIAA-CREF retirement plans for Haverford College employees includes the
TIAA-CREF Social Choice Fund, which in its various iterations and allocations
has assets connected to the prison industry, incarceration and detention facilities
(Prison Free Funds/Morningstar). In addition, the TIAA-CREF Stock Account
available has holdings in CoreCivic, a private prison firm(SEC Form N-Q).
Haverford should examine and present all financial holdings and benefactors, not
only in connection to the endowment, to ensure that the Corporation does not
profit, benefit, or provide options that do either, in relation to the prison industrial
complex.

21
Physical Spaces:
Wendy’s response (14A): The College invites collaboration on the vision for this space.
→ Timeline: Near-term projects (improvements to the current space) will start by
December 30, 2020. Long-term planning will start during the Spring semester
2021 and planning will be concluded by December 30, 2021.
→ Budget: The College will make improvements this academic year to the Ira DeA.
Reid House, of the nature and scope already submitted by students, with a
budgeted cost of $75,000.
Wendy’s response (14B): We have publicly made a commitment to establish a LatinX
Center. Conversations with ALAS have included the possibility of new construction, with
other options also under consideration in those conversations.
→ Timeline: Consistent with recent conversations with students, the College will
continue to partner with ALAS on long-term planning, which will be completed
by December 2021.
→ Budget: Initial planning assumptions have been made and will be incorporated
into the planning discussions with students. Residential and non-residential
models will be analyzed and contemplated.

Our comments:
We acknowledge this demand as NOT met.
- 14A: What is the distinction between near-term and long-term projects? What’s the
difference in budgeting and goals for each timeline? Further elaborate on these details.
- 14A: How will you make sure that the responsibility of drafting these models and plans
do not fall onto students? Will you commit to providing all models and iterations of
possible BCCs and LCs and “inviting” student feedback at that point?
- 14B: With the Latinx Center will the planning be concluded by December 2021? The
request for the building started on November 29th of 2018. If planning concludes
December 2021 that means it would take 3 years to even give a full commitment
(timeline, budget, and space)?
- Are we to assume that by the end of December 2021 there will be a donor, chosen
model, space on campus, explicit budget, and a timeline of the construction?

22

Additional Comments:
Wendy’s response (15A): We will create a new vendor policy, including commitments
from the College to prioritize the hiring of certified minority-owned businesses (and local
minority-owned businesses), as well as businesses that employ formerly incarcerated
individuals, businesses that comply with "ban the box" in their hiring practices, and
businesses with published non-discrimination policies. The College will plan routine,
intentional outreach to identify and pursue these relationships.
→ Timeline: Draft by March 1, 2021, and implementation by July 1, 2021
Wendy’s response (15B): The Corporation is actively working on significant changes to
its bylaws and membership processes, in order to more quickly diversify the composition
of the Corporation and the Board of Managers, to which it nominates many members.
→ Timeline: By-law change is legislated to be a multi-year process with multiple
interim steps; it could conclude by May 2022.
Wendy’s response (15C): A wholesale reorganization of the DEI work within the Dean's
Office is underway and will continue, designed to become a sustainable organizational
support structure both for ongoing work of value to the student body as well as many of
the changes/initiatives currently under discussion.
→ Timeline: Complete by May 1, 2021
Wendy’s response (15D): Staff and faculty anti-racism professional development via
21-Day Racial Equity Habit Building Challenge
→ Timeline: Begins in January 2021
→ Budget: $20,000
Wendy’s response (15E): Anti-racism professional development specific to the field of
Institutional Advancement conducted by Aspen Leadership Group
→ Timeline: Begins Nov. 19; ends Dec 18, 2020
→ Budget: $7,500
Wendy’s response (15F): The President's Office hired three Anti-Racism Project
Assistants for 2020-21 to support anti-racist learning and action across the institution
→ Timeline: Hired October 2020
→ Budget: $7,500

Our Comments:
- 15A: We appreciate and encourage these efforts. Will the drafts and progress be made
public for community-accountability?
- 15B: Diversification of the Corporation and the Board of Managers should not be
advertised as an “anti-racist” action in the College’s messaging to prospective students,
parents, alumni, donors, and peer institutions.

23
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-

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15C: We acknowledge and accept.
15D: We acknowledge this effort and encourage it, but frankly this education will not be
enough. The 21 day challenge appears to be a reading list with a $20,000 budget.
This needs to be in place with Demand 8 (framework to deal with problematic professors)
to protect BIPOC and FGLI students in the classroom.
We continue/expand the teach-in model and pays students and faculty contributors
15E: Similarly to 15B, Haverford’s consultation in the field of Institutional Advancement
is not something that should be advertised as anti-racist action, especially not from a
group led almost exclusively by white people for the aims of making Haverford more
palatable to donors who are uncomfortable with its racism.
15F: Will this student-worker position be permanently institutionalized in the president's
office? We want to be sure that this is not just a year long endeavor. Will students taking
up this position be provided with emotional/mental support?
(0: Accountability): Regarding the Board of Managers implementing “Anti-Racism
Inclusive Accountability Group,” can the structure of this group include regular public
update reports sent out to members of the community? We recommend these reports be
made on a monthly basis. We also recommend that this group holds publicly accessible
town-hall-style meetings at the release of every report so they can collect feedback from
the entire community. While we understand that this group will be convened by
December 1st, when can the Haverford Community expect to receive more information
about HOW this group will be convened? Lastly, recognizing that ridding the incision of
racist and colonial structures and practices is an ongoing process, will this group exist
indefinitely?