University Business - July 2010 - (Page 26)

VIEWPOINT Student Ambassador Programs: A Hidden Resource Saving money, earning reputations By David Ruderman and Karen Niparko N TODAY’S DIFFICULT ECON omy, colleges and universities are suffering like they never have before. Fundraising levels have dropped dramatically, and the amount donated annually by supporters is roughly half of what it was a few years ago. Endowments are suffering, which impacts schools’ ability to support students and programs. In addition, with federal and state budget cuts also running rampant, faculty and staff are being laid off, regardless of their credentials and ability. From a constituent standpoint, alumni support, often calculated through levels of volunteerism and mentoring, has also dropped, and fewer and fewer graduates are getting or remaining engaged with the schools to which they owe their success. Placement rates are at all-time lows and the challenge of creating a culture of alumni support, particularly among new graduates, is more daunting than ever. Everyone is facing serious challenges. In the midst of the above dynamic, there is an often-overlooked initiative that academic institutions have at their disposal—that of student ambassador programs. Too often, institutional leaders are either unaware of the benefits these programs provide, do not acknowledge their significance, or lack the drive to create and nurture them. Today, because the most pressing dictate is to simply “get money in the door,” schools maintain a myopic focus on the short term, not acknowledging the long-term benefits that student ambassador clubs provide. From our experience in starting a number of ambassador programs, we would like to share observations on the 26 | July/August 2010 I These programs are an often-overlooked initiative that academic institutions have at their disposal. benefits of doing so. Contrary to popular belief, ambassador programs are relatively inexpensive, cost effective, and provide win-win scenarios for all parties involved with running them. Read on to learn what ambassador programs are, how they work, the benefits to be gained by the schools that create them, and the rewards to students who are involved with them. WHAT ARE STUDENT AMBASSADOR PROGRAMS? Student ambassador groups are usually created as a student club, either within a small college or university setting or within a specific division (business school, law school, etc.) of a larger academic institution. At their heart, they are designed to support the operational aspects of the division or school in which they are formed. Historically, their scope has included, but has not been limited to, assisting with alumni relations and stewardship, supporting academic initiatives, promoting new programs, and engaging members of the local business community. The more successful examples have also included a programming and development component for the benefit of student members. The rationale behind forming a formal student club is this: as part of a school’s recognized student group infrastructure, it will receive official recognition and necessary financial support. However, depending upon a school’s needs and funding channels, ambassador clubs can also be developed and operated under the control of functional departments such as an alumni and/or development office. Functionally, creation of an ambassador group begins with selection of executive officers, usually three to five, depending upon the desired scope for the program. Student officers should display leadership qualities, bring relevant management and business experience, and have a demonstrated desire to forge the group’s mission and sustainability. Officer candidates are typically reviewed and selected by an appointed advisor or set of advisors (faculty and/or staff based). Upon appointment, a formal constitution or set of bylaws should be established by the student executives, under the guidance of the advisors. These usually include verbiage on member selection, voting, participation requirements, fundraising, David Ruderman is an instructor of management at the University of Colorado, Denver Business School. Karen Niparko is the director of the university’s Graduate Career Connections Oﬃce and principal of Corporate Solutions Consulting, a human resources and operations consulting practice. ey can be reached via e-mail at david.ruderman@ucdenver.edu and karen.niparko@ucdenver.edu. universitybusiness.com http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - July 2010

Univertsity Business - July 2010
Contents
Editor’s Note
College Index
Company Index
Advisory Board
Behind the News
Sense of Place
Community Colleges
Viewpoint
Money Matters
Annual Directory of Higher Education Consultants
Human Resources
Models of Efficiency
Lecture Capture: Policy and Strategy
Projecting New AV
Land Mines Ahead
End Note

University Business - July 2010