The harsh coverage of the incident surprised many within the school, who did not see the exchange as a basis for such extreme conclusions. Mason said he thought that the initial Crimson coverage had blown the agreement out of proportion.

“There was no research, no confirmation, nothing,” Mason said. “It was bad journalism, plain and simple."

Richard E. Cavanagh, Executive Dean of the Kennedy School at the time, remembered many feeling the same way as Mason. "People thought that it was unfair for the story to be spun in this way. It took on a life of its own," he said.

Those who saw the Kennedy School as having been unfairly maligned remembered the original exchange itself as seemingly innocuous. “It had much more to do with making it possible for someone to access Widener Library, not issuing University positions,” said emeritus professor Marvin Kalb.

But as the story gained steam outside of the University, the faculty of the Kennedy School became increasingly defensive.

DAMAGE CONTROL

Despire their disagreement with the scandal's coverage, those within the Kennedy School felt the pressure exerted by the media scrutiny. "My mom asked why I would work at a place like that," Cavanagh remembered.

University leaders came under fire for the alleged misconduct, prompting Allison and University President Derek C. Bok to issue statements condemning the exchange.

In his only public statement, Allison did not defend the validity of his method of soliciting donations. "It is clear that the handling of this case does not meet my own standards or the standards of the University," Allison said at the time.

Bok took this line of reasoning one step further in his speech. "The issue is clear cut," he said. "No one should receive such a position at this University by virtue of a donation to Harvard, but only because of superior qualifications to perform the responsibilities of the post."

Bok also announced that the University would launch a full-scale review of its schools' fundraising practices and stated that the investigation into the Kennedy School deal would continue.

But some Kennedy School employees felt that these statements only reaffirmed the mistaken perspective that had cast the encounter in a negative light.

“Bok had to take the high road, saying that the University never gave donors privileges,” Mason said. “That wasn’t true at all, but then again, Allison didn’t do anything wrong.”

THE FUNDRAISING GAME

After an extensive investigation of University policy regarding large gifts, the Kennedy School adminis-tration created the Gifts Proposal Advisory Committee, which oversees the process by which restricted financial gifts are received and approved. Today, GPAC assesses these proposals from legal and ethical frameworks, while the school’s Faculty Committee on Projects and Proposals reviews proposals from an academic lens.

Though the scandal surrounding the story quickly died away after the initial media explosion, those under its shadow continue to debate practical and ethical concerns over the place of fundraising on campus.

Some Kennedy School affiliates said that while the means by which the University acquires donations are not always ideal, they are still necessary. “When you try to get money to help a very important part of the University, you negotiate—you’re involved in the exchange of ideas,” Kalb said.

“That’s what people don’t understand. Fundraising is an important part of all institutes of higher learning, state or private,” Kalb added. “There’s always a give and take—that’s the nature of the beast.”

—Staff writer Charlotte D. Smith can be reached charlottesmith@college. harvard.edu.