Roosevelt Institute Campus Network - Growing Up

Growing Up

The fledgling network grew quickly and organically. Chapters experimented with both policy ideas and organizational structures and shared their best practices online. Students were excited to collaborate with other schools and small envoys began traveling between campuses. As the national infrastructure evolved, a team of logistical staff emerged to help coordinate inter-chapter operations and leading student policy wonks helped their peers shape raw arguments into meaningful proposals.

The Franklin and Eleanor Roosevelt Institute (FERI) awarded the Roosevelt Institution its first major endorsement and a blessing from the Roosevelt family. "We’ve been waiting for you for fifty years,” they told the young social entrepreneurs. This relationship opened many doors and the Roosevelt Institution's advisory board swelled with enthusiastic leaders in politics, business, and academia. Gradually, the press took notice of this unusual student groundswell and coverage from major media outlets helped drive waves of new chapters.

Emboldened, students planned the network's most ambitious projects to date: publishing a world-class student policy journal, and gathering all the chapters face-to-face for a first national conference. However, these endeavors would require resources far beyond the organization's existing capacity. So they officially incorporated, learned how to fundraise, hired a few full-time staff, and opened an office. Within months the Roosevelt Review was heading to print and FERI had agreed to host the conference on FDR's family estate in Hyde Park, NY. The Roosevelt Review became the first tangible proof that the organization could fulfill its central promise, and the pilgrimage to Hyde Park became the cornerstone of Roosevelt's annual traditions.

Though Roosevelt's policy model initially favored extended in-depth research, it soon evolved to include more succinct legislative proposals that cater to busy politicians and staffers. In 2006 Roosevelt even experimented with narrowing the scope of its agenda by voting on three annual "Roosevelt Challenges": improving socio-economic diversity in higher education, making America works for working families, and increasing energy independence. Students' strategies to address these challenges were published in the 25 Ideas series.

In 2007, the Roosevelt Institution marked a critical milestone by merging with the Franklin and Eleanor Roosevelt Institute. Student leaders recognized that their organization had outgrown college dorm rooms and deserved support from a professional staff with greater experience and resources. Although students would continue to lead the campus network, FERI would provide invaluable institutional support and learned guidance. This devoted partnership is still realizing its full potential and has helped insure the Roosevelt Institution's longevity.