PROFESSIONAL AND CORPORATE RELATIONS

Important constituents, such as those professionals involved in public, private and governmental accounting, need accurate information about your program and your school--especially during periods of change in leadership, programs, enrollments, or admission policies. Even if you are not contemplating changes in the near future, constituents may be interested in your thoughts about 150-hour programs, the need for accounting education change, accounting accreditation, the CPA or CMA examinations, specialized tax programs, or any of a variety of topics. Moreover, the faculty members within your department or school also need to know how economic developments and changes in the accounting profession will affect the market for your graduates and programs.

Professional and corporate relations differ from alumni relations in several respects. Although many corporate personnel have no formal association with your school, there is a business relationship which includes an effort to support local educational institutions. National accounting firms support accounting units, but corporations are apt to support several disciplines within a university, if not the general university. Also, position and role are often more important in corporations; the relationship often is assigned, less spontaneous. However, there is some overlap with alumni relations, and some of the items covered in that section will be relevant in thinking about professional and corporate relations.

The Starting Point

Many chairs or deans like to focus on a set of key individuals or a select set of firms, both corporate and public practice, that have a strong interest in their programs, college, or university. Further, you probably have some distinguished alumni that are active in the business community. Such opinion leaders and supporters should have the opportunity to learn about your objectives and any programmatic changes under consideration. They should also have the opportunity to react to proposed changes.

High on your list of priorities should be the identification and contact of the ten or so most distinguished alumni, friends, or other important contributors to your accounting program. One cannot afford to lose the support of such individuals due to poor communication or inattention. Your most important friends, alumni, and contributors should receive continuing attention through frequent and diversified communications.

• If you have been at your institution or in the geographic area for a reasonably long period of time, it is much easier to make this identification. If you are new to the university or the area, this process can be more difficult. You should rely on the past chair or dean if that person is still on the faculty and/or others in the college or university. In any event, it is important to make this identification early on and develop significant relationships with these key individuals.
• Many departments and schools have established advisory boards to organize the input from the public and private accounting profession. Even if you do not have your own board, you should attempt to have at least one or two key individuals on the school of business or university board.

The Communications Process

Generally, communications with public practice and corporate firms overlap and complement other communications processes discussed in several other sections of the guidebook. The objective is to plan the communications process to meet your professional and corporate relations objectives. Such objectives might include, among others, financial support, student recruitment and placement, access to information for research purposes or case writing, opportunities for faculty experience and exposure to issues impacting the profession and business world, and speakers. Although professional and corporate relations involve multiple objectives, the following discussion is organized around some specific activities.

Donors have already invested in your program.

Changes in your programs and other developments create an excellent opportunity to generate renewed or enhanced interest in you programs, as well as increased corporate participation and financial support. By generating confidence in proposed changes and improvements, an avenue is created for development because you have additional reasons to improve relationships and make new contacts.

When making professional and corporate contacts, you should consider including some of your faculty.

Professionals want to meet the faculty. Many senior faculty members have excellent contacts in the business community; you should take advantage of these. You might consider forming an external relations committee to formally recognize the effort and activity involved in working with the professional community. If possible, your faculty's participation should be included as part of the service component of their workload.

Professionals are used to planning, executing, and evaluating results.

They want to know what you plan to do, how you plan to accomplish specific objectives, what you need to accomplish these objectives, and what you want of them. In this regard, you might consider developing a 3-5 year business plan for your department or school. In any event, be prepared to deal with these issues when you make a visit to your key professional and corporate supporters. The first visit can be a general introduction and exploration, but the second visit should have some specific or stated purpose. Companies expect to be asked for philanthropic support or assistance. Not all can or will give cash, but nearly all can assist in some important way.

Different people and organizations tend to prefer different formats.

The number of ways available to interact with business men and women is limited only by your imagination. Dinners on campus, at a firm's office, or elsewhere are common. Public accountants often like receptions during which their partners and staff can gather at day's end and still get home at a reasonable hour. Corporate supporters may prefer morning coffee and rolls at their offices. This saves time and expense, but they still have an opportunity to show their facilities and people. Events before and after athletic and cultural activities can be effective at low cost. Some of the best ideas in this area come from practitioners; let them help with the planning.

A good set of brochures and other publications can help in this area.

See the section on students for a more complete discussion of the use of printed matter.

The Chair's Role

The discussion above focused upon identifying and communicating with key supporters from the professional and corporate world. In most schools the chair or dean is the lead contact person unless someone else is explicitly assigned that task. However, whether or not maintaining and developing these relationships is your particular forte, the chair is the most sought after contact. Identify the environment in which you are most confident; small groups, one-on-one meetings, large events, and use the opportunity to generate enthusiasm for your program. Use other individuals in your program to augment areas you do not enjoy participating in.

Recruiters--Problem or Opportunity

Recruiters require special comment. To be successful, recruiters need to keep the faculty, staff, placement directors, and students happy. Because recruiters want a successful relationship they will work hard to help you and your faculty. However, depending upon the circumstances, local recruiters may do a poor job of providing direct feedback, pointing out problems, or even communicating national policy. You can provide a non-threatening arena for local recruiters to provide you with important comparative feedback about your program.

Consider organizing and/or hosting a meeting of all the local recruiters and other chairs or deans from universities within you local area.

Discuss problems related to student recruiting, and, if possible, attempt to develop student recruiting guidelines.

A good professional and corporate relations program will facilitate placement, as well as financial support.

Some placement offices and directors are better than others in developing job opportunities for students. Moreover, accounting students often have better opportunities than do many other students. As a result, accounting is not always a high priority when it comes to the job development and placement efforts of university placement directors. Nevertheless, some of your students will need placement assistance.

Recruiters should be among the first to learn of program changes.

They are likely to be among the earliest and most affected by curriculum changes or any other change that will impact the pool of graduates. Decide whether or not to involve them directly and/or whether to elicit from them which leaders from their firms should be involved or informed of your programmatic changes. Early and frequent communications with this key group will be important during a period of change.

Summary

Because the Big Six and other national accounting firms have been very supportive over the years, it is easy to rely on their help and assistance. But to continue to do so may limit the opportunities of both your students and faculty. Corporations, regional CPA firms, and local practitioners can make important contributions to your programs. A good communications program will enhance the image of your accounting program. Sometimes the benefits will be intangible or slow to develop, but that should not deter your efforts in this important area. Develop a plan that includes the major players and put it into practice.

Alumni	Regulatory and Legislative Bodies
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