If Hernandez-Gravelle's programs were featured prominently in students newspapers and magazines the undergraduate population might be more aware of their existence. But when these events are poorly publicized and poorly attended, they aren't newsworthy, and are not covered in campus publications. An event that raises interest, galvanizes students and attracts crowds warrants news coverage. So far, Hernandez-Gravelle's programs have done none of these.

But more importantly, too many students interviewed for The Crimson series said they had never heard of Hernandez-Gravelle or her office. One student who is currently involved with the Foundation said he found a swastika in his bathroom, but did not know which administrative channels to pursue. That degree of anonymity is unacceptable. Hernandez-Gravelle is supposed to be the administrator to hear concerns about race relations. Her job is not only to be available but, more importantly, to be known. Her relative anonymity renders her all but ineffective.

A SINGLE OFFICE with a clearly stated mandate would eliminate the competitive and counterproductive nonsense that hinders the well-intentioned work of the administration. But an office alone is not sufficient. There needs to be an effective, charismatic leader who will tackle these tough issues seriously, maturely and even with a little flair.

There is no one solution to the many problems and challenges raised in the Crimson study. Some say that a mandatory meeting for all first-years, a la plagiarism, would be of help. Others say that mandatory activities of any kind breed only resentment. Some say that more discussions, and fewer speeches, are needed. Others retort that there is already plenty of discussion on campus. We do not know which of these solutions can best address the concerns of our diverse community. Nobody is even sure exactly what questions we should be asking. But a popular and effective administrator with a clear mandate from the administration would be able to diagnose the problems, as well as propose, implement and gauge the effectiveness of any new programs.

Director of Dining Services Michael Berry demonstrated that energy, creativity and charisma can do wonders in solving tough institutional problems. The mission of a "diversity czar" would clearly be more weighty than that of the Mealtime Messiah.

But while not everyone knows who Hernandez-Gravelle is, everyone knows who Michael Berry is. Students go to him with their concerns, and he responds. A similarly high-profile administrator to whom students know they can turn and have their problems addressed will do wonders for the administration's ability to diagnose and deal with racial and ethnic problems.

Harvard seems to understand that something needs to be done to better address the needs of our diverse community. Creating a single office and appointing (and empowering) a dynamic administrator is a good place to start.