Education Research Journal 3(5); pp. 106- 120, May 2013 Available online at http://www.resjournals.com/ERJ ISSN: 2026 – 6332 ©2013 International Research Journals

Full Length Research Paper

A study on the role of strategic policy on resource mobilization and the influencing factors: A case of chartered private universities within Nakuru town,

Kenya

Liu Zhimin1, *Simon Kibet Kipchumba 1, 2 and Robert Kiprop Chelagat3

1Higher Educational Institute, Nanjing Agricultural University, No.1WeiGang, Nanjing, 210095, P.R.China.

2Egerton University, Nakuru, Kenya,

3Kabarak University,Kenya

*Corresponding Author’s Email: kipchumba7@gmail.com, Tel +86-13809043479/+254722591457,

1Email:

Liuzhimin@njau.edu.cn, Tel./Fax +86-25-84396653, 3robertchelagat@yahoo.com,+254720259227

ABSTRACT

The purpose of this study is to review and examine the role of strategic policy on resource mobilization and identify the influencing factors of resource mobilization in chartered private universities. The study employed a survey research design. Purposeful sampling technique was used to select 63 respondents (staff) from three private universities within Nakuru town. Data was collected by use of questionnaires, coded and analyzed descriptively by use of Statistical Package for Social Scientists (SPSS) computer programme. Study findings showed that most of the institutions did not have officers, offices or committees in charge of resource mobilization; private universities lacked a clear policy, coordinated and systematic efforts and were yet to fully incorporate resource mobilization in their overall organization strategic plans; lack of established linkages with donors, limited involvement of top management and limited involvement of centres/campuses in resource mobilization were the most notable factors. The researcher recommends the review of the institutional strategic plan and policies to effectively address resource mobilization and application of resource mobilization strategies and techniques in order to address the influencing factors and enhance resource mobilization in private universities. Key words; Resource Mobilization, Resources, Fundraising, In- Cash Resources, In- Kind Resources and None- Financial Resources, Private Universities, Kenya.

INTRODUCTION Private educational institutions, despite their significance to the society, do not receive direct government funding and with the rising demand for education coupled with economic pressures and scarcity of resources, they call for the need to raise adequate resources in order to enhance growth and sustainability. Most private universities, often non-profit making institutions, rely heavily on student tuition fees to meet both recurrent and

capital expenditure, finance scholarships and work study programs to the needy and other deserving students based on the universities education policy. These rising demands call for more resources which is a real challenge. Attempts to bridge the gap could be seen through seeking for both short and long term loans and reduction on the number of scholarship beneficiaries. Other bridging alternatives include; start of income

generating units (I.G.U’s) e.g. farming and lease of catering and accommodation facilities during the holidays. Despite all these attempts to bridge the deficit, resources are still not adequate to meet both the planned and desired objectives. Furthermore, the challenges affecting full realization of resource mobilization are yet to be fully understood. Therefore this study attempts to analyze the resource deficit, the challenges of resource mobilization and the way forward in private universities (Simiyu, 2004)

According to a resource mobilization workshop held in Uloan, Mongolia (2001), resource mobilization was defined as the alternative word for fundraising. In fact, fundraising is only one part of resource mobilization, which is the process of getting a broad range of resources for an organization. Money is one of the key resources that any institution needs in order to be able to function and carry out its work. Apart from money, there are equally other useful resources such as personnel, equipment and consultancy services among others. However, there are numerous challenges that stand in the way to accessing these resources, hence the need to identify them and strategize on how to access the varied resources as this enables the institutions attain their planned objectives.

Where an institution cannot raise adequate resources, it therefore means it cannot fulfil its mission, and that it is up to the leadership to ensure in some way or another that those resources are available (Kiiru, 2010). Consequently, much attention should be given to establishing a secure and sustainable funding base as to the design and delivery of effective services. Broadening the fundraising base by generating other sources of income, apart from fees can go a long way in enhancing the sustainability of the institution. But the question remains: how can this and other similar institutions, generate and mobilize their own resources, survive and thrive in the face and midst of an increasingly competitive, difficult and harsh socio-economic environment? There is a need for studies to conceptualize resource mobilization and resource mobilization challenges as well as the mechanism/strategy used in the acquisition of resources and providers of resources in private universities. The study aims a examining the role of strategic policy on resource mobilization and to identify the influencing factors on resource mobilization in private universities. RESEARCH QUESTIONS The study attempts to answer the following questions: What is the level of awareness of resource mobilization among staff in private universities? What is the role of strategic policy on resource

107 mobilization in private universities? What are the influencing factors on resource mobilization in private universities? LITERATURE REVIEW Though they may seem synonymous and are often used interchangeably, it is important to make a distinction between resource mobilization and fundraising. Fundraising suggests that someone else has funds – and that approaches need to be made to access those funds. However, resource mobilization goes beyond that to include two other concepts: first that non-financial resource are also important; and second that certain resources can be generated by the organization rather than accessed from other sources. According to Kiiru (2010); resource mobilization is offering people the opportunity to give. It is not an end in itself but rather the process whereby resources are transferred from those who are able to give to those who have the need to receive. Resource mobilization facilitates this process. It is the enabler of the activity that not only satisfies the need, but also satisfies the giver that the resources have been wisely and effectively used. It is all about building relationships with donors – whether individuals or major corporations. Dillon,(1993) states in his book “People Raising”: Our whole system of giving has been based on concept of charity that elevates the donor and downgrades the recipient . The giver is the gracious benefactor, and the receiver is the unfortunate victim of circumstances. Dillon (1993) argues that, this is not the Christian way to look at stewardship, more so in the West, where more than 60% of all giving comes from individuals. Resource mobilization is a people business. People do not give to organizations, or to abstract concepts. Rather, they give to help people or to do something to create a better world. . This being the case, serious attention needs to be paid to the development of personal relationships between donors and recipients. Resource Mobilization Strategies: Close friends; Identifying some close friends who have ties with institutions, both locally and overseas, encouraging sale of services and products which meet the needs of the congregations and the local community are some strategies that can be explored (Kiiru, 2011). Resource mobilization strategies also extend to establishing income generating activities and viable investment projects. Wills or Legacy fundraising;

108 Giving through Wills or Legacy fundraising is another long-term fundraising strategy, worth considering. Michael Downes, an Australian fundraising consultant reveals that in his country, legacy fundraising is the number one income generator for nonprofit organizations (Dhillon, 1993). A small measure of success has been achieved in African countries, but it is still an untapped potential as many Africans die interstate (without a will). Traditionally, most Africans are averse to writing of wills, which in the minds of many is tantamount to the speeding up of one’s death (Kiiru, 2010). Moreover, there is much ignorance in this area. Though slowly but steadily, the younger generation, more so the elite are becoming open to the writing of wills. In the West, it is common for committed Christians to include Christian ministries and institutions among the beneficiaries of their wills. With proper education, the will could be a good strategy of raising resources for the church and Christian ministries and institutions. The church has a critical role to play in this education process by preaching the need to leave behind a legacy for the work of God and the benefit of future generations (Kiiru, 2010). A will is nothing more or less than a piece of paper, legally recorded and witnessed, which testifies to the owner’s desires (Crawford, 1967). Crawford highlights the sense of loss and rivalry emanating from the death and subsequent sharing of resources of the deceased. The intriguing case of Gerishon Kirima, one of the richest Kenyans who ever lived and who until his death early (in 2011) was an elder with AIC, is pertinent in this respect. Developing a comprehensive Resource Mobilization Plan: Organizations should make adequate preparations for resource mobilization to be effective and to ensure they are maximizing all opportunities. According to Kiiru (2010), an organization’s resource mobilization plan should be tightly integrated with their organizational strategic and communication plan. If an organization is well-managed and conveys its key messages effectively to its target audiences, it will be more successful in raising resources, and this, in turn, will contribute to the organization’s continued growth. Hence, the two strategic plans must go hand in hand. A resource mobilization plan must follow closely the vision, mission, and goals of the organization or be aligned with specific objectives for raising those resources. Another reason why the resource mobilization plan must be closely linked to the strategic plan of an organization is that the management team must be fully involved in the resource mobilization planning (Kiiru, 2010).

Donors/philanthropist: At the very outset before starting to mobilize resources, one should lay the foundation to have a compelling reason for donors to give. A plan that weighs the options can help save time and effort and have a better chance of success. Kiiru (2010) points out some of the key elements that will strengthen resource mobilization efforts which include; having a clear sense and commitment to the organization’s vision and mission, effective management and leadership that ensures among others that there is accountability and transparency in the organization, solid reputation, credibility and positive image, the ability to attract, create and sustain new resources. Each institution has to have a unique set of assets upon which to build its future. Financial and Non Financial strategies; Another fundraising strategy is to identify and inventory the range of financial and nonfinancial resources of the individuals, community and local institutions. Non financial resources include skills, talents and capacities. Mapping can help an organization to consider alternate and efficient resources for any proposed project (McCarthy and Zald, 2001). Organizations creativity/restructuring; Developing key strategies is the only sure way of raising and sustaining resources in an institution. According to Buechler, 1993), fundraising strategies will require the establishment of a marketing and fundraising department for the church or ministry to coordinate the effort of mobilizing resources. Trinity International University, one of the leading Christian Universities in the USA, has benefited enormously from donations by alumni. Take the case of Glen and Ruth for instance, who both graduated from Trinity in the early 1950s. Thereafter, they established a machine tool business but their interest in Trinity continued to grow through the years. One of Trinity’s biggest recent accomplishments has been the establishment of a new student life centre worth 12million US dollars (more than one billion Kenya shillings). Glen and Ruth were among the leading donors towards this project (Kiiru, 2011). “Because Trinity is so centered on the Bible and how God works in people’s lives, it helps students to understand that our whole lives are wrapped up in serving the Lord,” Glen says: “We serve the Lord full-time – whether in the machine tool industry, teaching, or wherever. I want to see the same interest implanted in the students who come to Trinity. We get an education so that we can better serve the Lord.” (Trinity Magazine, spring 2007, page 12)

Theories of Resource Mobilization: Resource mobilization is a major sociological theory in the study of social movements which emerged in the 1970s. It stresses the ability of movement's members to: acquire resources and to mobilize people towards accomplishing the movement's goals (Buechler, 1995) In contrast to the traditional collective behavior theory that views social movements as deviant and irrational, resource mobilization sees them as rational social institutions, created and populated by social actors with a goal of taking a political action.

According to resource mobilization theory, a core professional group in a social movement organization works towards bringing money, supporters, attention of the media, alliances with those in power, and refining the organizational structure. Social movements need the above resources to be effective because dissent and grievances alone will not generate social change (Buechler, 1999).This theory assumes that individuals are rational. Individuals thus weigh the costs and benefits of movement participation and act only if benefits outweigh costs. When movement goals take the form of public goods, the free rider dilemma has to be taken into consideration (Jenkins, 1983). Social movements are goal-oriented, but organization is more important than resources. Organization means the interactions and relations between social movement organizations (SMOs) and other organizations (other SMOs, businesses, governments, etc.). Efficiency of the organization infrastructure is a key resource in itself.

Resource mobilization theory can be divided into two camps namely: John McCarthy and Mayer Zald are the originators and major advocates of the classic entrepreneurial (economic) version of this theory (McCarthy and Zald, 2001), while Charles Tilly and Doug McAdam are proponents of the political version of resource mobilization (McCarthy and Zald, 2001).

The

entrepreneurial model explains collective action as a result of economics factors and organization theory. It argues that grievances are not sufficient to explain creation of social movements. Instead access to and control over resources is the crucial factor. The laws of supply and demand explain the flow of resources to and from the movements, and that individual actions (or lack thereof) is accounted for by rational choice theory (McCarthy and Zald, 2001).

The political model focuses

on the political struggle instead of economic factors. In

the 1980s, other theories of social movements challenged the resource mobilization framework:

social

constructionist and new social movement theory (Kendall, 2005). Importance of Resource Mobilization: Without adequate resources, such an organization cannot fulfil its mission, and it is up to the leadership to

109 make sure that those resources are available. This means that as much attention should be given to establishing a secure and sustainable funding base as to the design and delivery of effective services (Buechler, 1993).

Many organizations are funded with one or perhaps several major donors providing most of the funds that are needed. This can put an organization into a state of dependency. If one of the grants is withdrawn, this could create a financial crisis. The worse scenario is when the organization continues to be dictated to by the agenda of its major funding source or sources- It remains dependent on outside forces and is sometimes sidetracked from its mission. Broadening the fundraising base by bringing in other donors and by generating other sources of money can reduce this dependency (Norton, 1996). Developing a plan or strategy for resource mobilization can lead to creative efforts in using local resources to gain support for one’s organization. Multiple sources of funding can increase the organization’s independence and flexibility to implement programs and reduce reliance on external funding. In view of the above, Private universities in particular have been forced to come up with alternative ways and means of income generation in order to sustain their operations and activities (Simiyu, 2004).

Resource mobilization can facilitate the flow of resources from various sources and catalyze the flow of additional resources from official and private institutions. For projects and programs that are too large to be handled by one funding agency, mobilizing co-financing from various funding sources can help meet these large resource requirements. Resources can be in any form such as finances, technology, manpower both skilled and labour, knowledge, information (Khawaja, 1994). The in-cash resources include financial contributions from communities, grants from local authorities and governments, donations from individuals and bank loans. The in-kind resources comprise of community’s contribution in terms of labour, in kind material donations by community and other donors, such as building material, machinery, and in kind intellectual services such as know-how, monitoring, impact assessments, and space such as office space (Cuthbert, 2011). Challenges to Resource Mobilization Resource mobilization is not an easy task, more so in the so-called developing world, particularly Africa, which is not as well-developed as it is in the West (McCarthy and Zald, 1993). Thus one of the biggest challenges in this area is the process of developing the relevant culture and practice as well as appropriate methods and techniques that work well in the local context. Unlike in the west, there is critical lack of experience, good practice, published case studies, and practical training and support

110 services. There is need for more training in resource mobilization and financial management to enable national ministries to grow (Downes, 1991).

Downes (1991) further observes that new organizations, full of energy and enthusiasm are continually being formed to meet many of the needs that organizations are addressing. And the exist ‘competitors’ are each struggling to show that they are ‘the best’. Buechler (1993), an entrepreneurial approach is increasingly becoming an instrumental factor in resource mobilization. However, the reality is that most non profits have relied too much and for so long on grants such that this tendency has discouraged an entrepreneurial approach. A very definite change in approach and change in perception is needed by leaders of non profits organizations if they are going to consider seriously the variety of possible income generating possibilities. Organizations can no longer be casual about this activity and only those that apply a deliberate, planned, proactive approach to the task will succeed. This will entail re-examining and overcoming prejudices and entrenched beliefs and embracing a business-minded mindset and approach, something that most leaders of non profits – whose background is academia, social work and the church - are not experienced in.

Kiiru (2010) supports the fact that the realm of resource mobilization is very competitive. There are numerous organizations and institutions out there which are competing for funding from a limited number of donors, who regularly receive requests for support. Obviously, they cannot all be supported, no matter how worthwhile their requests may be. Yet, funds have to be raised somehow, hence the necessity of an entrepreneurial approach. The use of marketing and selling techniques to generate income will need new skills and approaches. In the very first place, a complete overhaul of attitudes and preconceptions and a new look at the organizations vision, mission and strategy will be required. The risks inherent in these changes in attitude and new approaches may find some members of staff unprepared and even unwilling to accept it. A different kind of staff will need to be hired if the organization is serious about developing income generating activities.

Looking for and developing alternative sources of funds is not an easy task. Based on Simiyu (2004), it is easy to slip back into previous deeply entrenched attitudes and ways of doing things. It would therefore be wise to undertake a serious strategic planning exercise before initiating alternative resource mobilization. But even after income generating activities have been initiated, there are still other hurdles to be overcome. One major hurdle is the lack of a clear legal framework and guidelines on how Non-profits can legitimately engage in income generating and profit making activities (Thompson, 2002). By definition, Non Profits do not exist to make profits!

Many of them disagree with the traditional ‘bottom-line’ thinking of the for-profits world. No wonder, many Non-profits are wary of engaging in such activities lest they be accused of breaking the law. Further, they may fall into the danger of losing their tax-exempt status and privileges on donated income. Furthermore, many such organizations are sensitive to and would want to avoid the negative perception that they are actually profit making ventures working under the cover of Non-profit (Khawaja, 1994). METHODOLOGY Research Design A descriptive survey design was used in this study. The design was appropriate because it is useful in establishing the nature of existing situation and current conditions and also in analyzing such situations and conditions. It enabled the researcher to secure evidence Population and Sampling Procedure The total population for survey comprised all the management staff of the private chartered universities within Nakuru town. Purposeful sampling technique was used to select 63 management staff respondents (staff), owing to their ability to understand issues of resource mobilization. There were total of 30 management staff in University (I), 23 in University (II) and 10 in University (III). Data Collection Procedures The study employed the use of a structured questionnaire to collect primary data from the study respondents. The questionnaire was administered to the selected study respondents (management staff). The researcher proceeded to collect data from the selected respondents after obtaining permission from the University, and other relevant authorities and applied the drop and pick system. Secondary data was collected from documented information including government offices and libraries (books, journals, periodicals, and other publications) to supplement the primary data. After data collection, “data cleaning” was done to ensure that questionnaires were accurately completed. The questionnaires were pilot-tested in order to check their reliability and validity. Borg and Gall (1996) recommends pre-testing of research instruments before use in research. In this study a reliability co-efficient (Cronbachi alpha value) was found 0.7 and above was acceptable for this study.

111

Table 1. Respondents’ Awareness of Institution's Strategic Plan

Response University Total

University 1 University II University III

Yes 11 4 11 26

61.1% 36.4% 40.7% 46.4%

No 3 6 9 18

16.7% 54.5% 33.3% 32.1%

Not sure 4 1 7 12

22.2% 9.1% 25.9% 21.4%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Data Analysis The survey data was analyzed descriptively to facilitate answering of the research objectives and questions. The data was coded, organized and analyzed, with the aid of SPSS computer programme. The study employed descriptive analysis to analyze the nature of resource needs for private universities in the study area and results presented in terms of frequencies and percentages. Similarly, the study employed descriptive analysis to analyze the various resource mobilization strategies (awareness, training and capacity-building, strategy policy) used in private universities in the study area and results presented in terms of frequencies and percentages. The study also used descriptive analysis to analyze the various challenges facing resource mobilization in private universities and results presented in terms of percentage frequencies and percentages. Since the data that was collected is mainly descriptive, statistical procedures which include use of descriptive statistics such as percentages and pie charts to illustrate the challenges facing private institutions in their efforts to mobilize resources was applied. Secondary data and information was used to explain the empirical findings of the study.

RESULTS The data were gathered from a sample of 63 respondents from three (3) private universities located within Nakuru town. Out of the total 63 respondents, 56 respondents responded hence giving the study 80% response rate. Strategic Policy/Plan on Resource Mobilization among Private Universities The purpose of the study was to examine the role of

strategic policy/plan on resource mobilization in private universities. Resource mobilization is significantly influenced by the extent to which it is in agreement with the organization’s strategic plan. In this regard, the study sought information on: Respondents’ Awareness of Institution's Strategic Plan; inclusion of resource mobilization in the strategic plan; Availability of staff training/awareness programme on resource mobilization in the plan; clear mechanism and techniques to enhance resource mobilization; Consistency of resource mobilization with their vision and mission; nature of systems of raising resources and coordination of resource mobilization. The results of data analysis and discussion are as follows: Respondents’ Awareness of Institution's Strategic Plan According to study findings (Table 1) 46.4% of the respondents were aware of the institution's strategic plan, 32.1% were not aware whereas 21.4% were not sure. This findings indicate that a significant proportion of respondents in the private universities were not aware of their institution’s strategic plan. Whether Resource Mobilization was Covered/Featured in the Strategic Plan The respondents were asked whether resource mobilization was covered or featured in the strategic plans of their respective institutions. Study findings (Table 2) illustrates that 50% of the respondents agreed, 7.1% disagreed whereas 42.9% were not aware. A closer examination of results reveals that a significant proportion

112

Table 2. Resource Mobilization Covered/Featured in Strategic Plan

Response University Total

University I University II University III

Yes 9 8 11 28

50.0% 72.7% 40.7% 50.0%

No 2 0 2 4

11.1% .0% 7.4% 7.1%

Not sure 7 3 14 24

38.9% 27.3% 51.9% 42.9%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Table 3. Availability of Staff Training on Resource Mobilization

Response University Total

University I University II University III

Yes 0 1 10 11

.0% 9.1% 37.0% 19.6%

No 13 5 1 19

72.2% 45.5% 3.7% 33.9%

Not aware 5 5 16 26

27.8% 45.5% 59.3% 46.4%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Table 4. Clarity of Mechanism and Techniques to Enhance Resource Mobilization

Response University Total

University I University II University III

Yes 2 6 14 22

11.1% 54.5% 51.9% 39.3%

No 7 1 2 10

38.9% 9.1% 7.4% 17.9%

Not sure 9 4 11 24

50.0% 36.4% 40.7% 42.9%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012 was not aware of whether resource mobilization was covered in their strategic plans. Staff Training Programme on Resource Mobilization in the Strategic Plan On the basis of the survey findings (Table 3), 19.6% of the respondents agreed that the staff training was incorporated in the strategic plan, 33.9% disagreed while 46.4% were not aware. These findings show that staff

training/awareness was generally lacking in the institutions’ strategic plans. Clarity of Mechanisms and Techniques to Enhance Resource Mobilization The respondents were asked on clarity of mechanisms and techniques to enhance resource mobilization and responses summarized in Table 4. According to the

113

Table 5. Whether Institution's Approach to Resource Mobilization is Strategic

Response University Total

University I University II University III

Yes 1 7 15 23

5.6% 63.6% 55.6% 41.1%

No 11 0 0 11

61.1% .0% .0% 19.6%

Not sure 6 4 12 22

33.4% 36.4% 44.4% 39.3%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Table 6. Consistency of Resource Mobilization with Institutions’ Vision and Mission

Response University Total

University I University II University III

Not at all 4 1 0 5

22.2% 9.1% .0% 8.9%

Very less extent 5 0 3 8

27.8% .0% 11.1% 14.3%

Less extent 5 0 6 11

27.8% .0% 22.2% 19.6%

Great extent 2 9 14 25

11.1% 81.8% 51.9% 44.6%

Very great extent 2 1 4 7

11.1% 9.1% 14.8% 12.5%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012 findings, 39.3% of the respondents agreed that there were clear mechanisms and techniques to enhance resource mobilization, 17.9% disagreed, whereas 42.9% were not sure. These findings imply that a significant proportion of private universities lacked clear mechanisms and techniques to enhance resource mobilization within their respective strategic plans. Whether Institution's Approach to Resource Mobilization is Strategic The study investigated the respondents’ view on whether institution's approach to resource mobilization was strategic and responses presented in Table 5. According to the study findings, 41.1% of respondents reported that their institution’s approach to resource

mobilization was strategic, 19.6% disagreed whereas 39.3% were not sure. It is evident that a significant proportion of institutions, resource mobilization approach was considered less strategic. Consistency of Resource Mobilization with their Vision and Mission According to study findings (Table 6), 12.5% of the study respondents reported resource mobilization was consistent with organizational mission and vision to a very great extent, 44.6% (great extent), 19.6% (less extent), 14.3% (very less extent) and 8.9% reporting not at all. These findings imply that resource mobilization was consistent with vision and mission generally to a great extent.

114

Table 7. Whether Universities had Open Systems of Raising Resources

Response University Total

University I University II University III

Yes 2 7 14 23

11.1% 63.6% 51.9% 41.1%

No 8 2 2 12

44.4% 18.2% 7.4% 21.4%

Not sure 8 2 11 21

44.4% 18.2% 40.7% 37.5%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Table 8. Whether Universities’ Policy Supports Resource Mobilization

Response University Total

University I University II University III

Yes 3 7 11 21

16.7% 63.6% 40.7% 37.5%

No 2 1 3 6

11.1% 9.1% 11.1% 10.7%

Not sure 13 3 13 29

72.2% 27.3% 48.1% 51.8%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Openness of System of Raising Resources in the Strategic Plan The respondents were asked whether their universities had open systems of raising resources. According to findings (Table 7), 41.1% of the respondents had agreed that their respective universities had open systems of raising resources, 21.4% disagreed whereas 37.5% were not sure. These findings suggest that a significant proportion of private universities did not have an open policy to guide resource mobilization. Universities’ Policy in Support of Resource Mobilization The respondents were asked whether their universities had a policy in place that supported resource mobilization. According to study findings (Table 8), 37.5% of the respondents agreed, 10.7% disagreed whereas 51.8% were not sure. These findings imply that a

significant proportion of the universities did not have a clear policy that supported resource mobilization. Coordination of Resource Mobilization Efforts The study also investigated the coordination of resource mobilization efforts among private universities and responses summarized in Table 9. Study findings reveal that 44.6% of the respondents agreed that there were coordinated and systematic efforts in resource mobilization, 17.9% disagreed whereas 37.5% were not sure. These findings imply that a significant proportion of institutions still lacked coordinated and systematic efforts in resource mobilization.

The respondents were asked whether resource mobilization was incorporated in the overall organization strategic plan. According to the study findings (Table 10), 87.5% of the respondents reported that resource mobilization was not incorporated in the overall

115

Table 9. Coordinated and Systematic Efforts towards Resource Mobilization

Response University Total

University I University II University III

Yes 3 7 15 25

16.7% 63.6% 55.6% 44.6%

No 7 1 2 10

38.9% 9.1% 7.4% 17.9%

Not sure 8 3 10 21

44.4% 27.3% 37.0% 37.5%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Table 10. Incorporation of Resource Mobilization in Organization Strategic Plan

Response University Total

University I University II University III

No 15 9 25 49

83.3% 81.8% 92.6% 87.5%

Yes 3 2 2 7

16.7% 18.2% 7.4% 12.5%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Table 11. Whether University Faces any Challenges in Resource Mobilization

Response University Total

University I University II University III

Yes 15 3 13 31

83.3% 27.3% 48.1% 55.4%

No 0 1 3 4

.0% 9.1% 11.1% 7.1%

Not sure 3 7 11 21

16.7% 63.6% 40.7% 37.5%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

organization strategic plan whereas only 12.5% agreed. These findings imply that majority of the private universities were yet to fully incorporate resource mobilization in their overall organization strategic plans. FACTORS INFLUENCING RESOURCE MOBILIZATION AMONG PRIVATE UNIVERSITIES Whether University Faces Any Challenges in Resource Mobilization The respondents were asked whether their university faced any challenges in resource mobilization. Table 11

indicates that 55.4% of the respondents agreed, 7.1% disagreed whereas 37.5% were not sure. These findings suggest that a significant proportion of private universities faced challenges in resource mobilization. Establishment of Both Internal and External Linkages with Individual Donors The respondents were asked whether their institutions had established both internal and external linkages with individual donors. Study findings (Table 12) reveal that 7.1% agreed, 91.1% disagreed whereas 1.8% were not

116

Table 12. Establishing both Internal & External Linkages with Individual Donors

Response University Total

University I University II University III

Yes 1 1 2 4

5.6% 9.1% 7.4% 7.1%

No 17 10 24 51

94.4% 90.9% 88.9% 91.1%

Not sure 0 0 1 1

.0% .0% 3.7% 1.8%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Table 13. Extent of Involvement of Top Management in Resource Mobilization Efforts

Response University Total

University I University II University III

Not at all 12 1 7 20

66.7% 9.1% 25.9% 35.7%

Less extent 3 7 12 22

16.7% 63.6% 44.4% 39.3%

Great extent 2 0 1 3

11.1% .0% 3.7% 5.4%

Very great extent 1 3 7 11

5.6% 27.3% 25.9% 19.6%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

sure. These findings suggest that majority of the institutions did not have established linkages with donors. Extent of Involvement of Top Management in Resource Mobilization Efforts The respondents were asked about the extent of involvement of top management in resource mobilization efforts. According to study findings (Table 13), 35.7% of the respondents reported that top management were not involved at all in resource mobilization efforts, 39.3% were involved to less extent, 5.4% to great extent and 19.6% were involved to very great extent attended training in financial management whereas 25% had not. These findings imply that in majority of institutions’ top management was either not involved or only involved to less extent in resource mobilization efforts.

Role Played by Centre or Campus in Resource Mobilization The study sought to examine the role played by centre or campus in resource mobilization and the responses were summarized in Table 14. On the basis of the findings 16.1% of the respondents reported that the centres/campus did not play any role at all, 48.2% reported little role, 19.6% reported big role while 16.1% reported very big role. These findings suggest that in majority of the institutions, centres/campuses played little or no role in resource mobilization. Resources Mobilized by University Centre/Campus The study sought to find out the resources mobilized by university centre/campus and responses summarized in

117

Table 14. Role Played by Centre or Campus in Resource Mobilization

Response University Total

University I University II University III

Not at all 6 0 3 9

33.3% .0% 11.1% 16.1%

Little role 6 8 13 27

33.3% 72.7% 48.1% 48.2%

Big role 6 2 3 11

33.3% 18.2% 11.1% 19.6%

Very big role 0 1 8 9

.0% 9.1% 29.6% 16.1%

Total 18(100.0%) 11(100.0%) 27(100.0%) 56(100.0%)

Source; Research data, 2012

Table 15. Resources Mobilized by University Centre/Campus

Resource Percentage Response (%)

Yes No Total

Tuition 28.6 71.4 100.0

Grants 23.2 76.8 100.0

Donation in-kind 23.2 76.8 100.0

Human Resources 33.9 66.1 100.0

Other 21.4 78.6 100.0

None 10.7 89.3 100.0

Source; Research data, 2012

Table 15. According to the findings, the resources mobilized by university centre/campus in order of magnitude were as follows:, Human resources (33.9%), Tuition (28.6%), grants (23.2%), Donations in-kind (23.2%), Others (21.4%) and None (10.7%). These findings show that the centres/campuses of the universities were only able to mobilize resources such as human resources and tuition fees but to a limited extent. The percentage of resource mobilization through the campus resources were further analysed in figure 1 above and the findings were as follows; Human resources 5.65%, tuition 4.766%, Grants 3.868%, donations in kind 3.868%, others 3,566% and non 1.783%. In aggregate campus mobilization strength is at 23.501%. The findings shows that the campuses has a very low ability to mobilize resources and that they mainly rely on human resources and tuition.

Limitations of The Study There are many private universities in Kenya. Nevertheless, this study was confined to the chartered

private universities located within Nakuru town. In order to get information for generation of knowledge on issues that were raised in the study, the study targeted randomly and purposively selected senior level staff within the institutions. The study is mainly a cross-sectional survey; It focusing on the private universities located within Nakuru town and does not cover other private universities in the country.

FINDINGS, IMPLICATIONS AND RECOMMENDATIONS This study sought to examine the role of strategic policy/plan on resource mobilization and identify the factors influencing resource mobilization in private universities. The study sought to provide valuable insight to awareness, strategic policy issues and challenges of resource mobilization among private universities. Based on the study objectives and the research methodology, the summary findings were as follows: Strategic Policy/Plan on Resource Mobilization among Private Universities

118

Figure 1. Resources mobilized by university centre/campus.

Figure 2. Strategic Policy on Resource Mobilization

According to study findings, figure 2, a significant proportion of respondents (53.5%) in the private universities were not aware of their institution’s strategic plan while 50% were not aware of whether resource mobilization was covered in their strategic plans. Furthermore, staff training/awareness was generally lacking in 80.3% of the institutions’ strategic plans, 60%

lacked clear of mechanisms and techniques to enhance resource mobilization within their respective strategic plans. Study findings also showed that resource mobilization approach was considered less strategic in 58.9% of the institutions, was consistent with vision and mission generally to a great extent in 67.1% of the institutions, 58.9% did not have an open policy to guide

119

Figure 3. Strategic Policy on Resource Mobilization

resource mobilization. It was also evident that 62.5% of the universities did not have a clear policy that supported resource mobilization, 55.4% still lacked coordinated and systematic efforts in resource mobilization while majority of the private universities (87.5%) were yet to fully incorporate resource mobilization their overall organization strategic plans. Influencing factors of Resource Mobilization among Private Universities On the basis of study findings, shown in figure 3(55.4%) of private universities faced challenges in resource mobilization with majority of the institutions (91.1%) lacking established linkages with donors. In addition, majority of institutions (75%), top management was either not involved or involved to less extent in resource mobilization efforts. Furthermore, in majority of the institutions (74.3%), centres/campuses played little or no role in resource mobilization. Finally, in a significant proportion of universities (62.5%), the centres/campuses were only able to mobilize resources such as human resources and tuition fees but to a limited extent. CONCLUSION The study findings are useful in providing clear

understanding of the resource mobilization efforts in the private universities in the study area and in other parts of the country. On the basis of the survey findings, the study arrived at several conclusions: With respect to role of strategic policy/plan on resource mobilization in private universities, the study concluded that there was still a significant proportion of staff in the private universities who were not aware of their institution’s strategic plan as well as unaware of whether resource mobilization was covered in their strategic plans. It was also evident that a significant proportion of private universities generally lacked staff training/awareness in the institutions’ strategic plans, clear of mechanisms and techniques to enhance resource mobilization within their respective strategic plans. Furthermore, although resource mobilization was consistent with vision and mission, resource mobilization approach was considered less strategic in most institutions. In addition, significant proportions of private universities lacked a clear policy, coordinated and systematic efforts and were yet to fully incorporate resource mobilization in their overall organization strategic plans. Finally, the study appreciates that a significant proportion of private universities faced challenges in resource mobilization. The most notable factors included: lack of established linkages with donors, limited involvement of top management in resource mobilization efforts, limited involvement of centres/campuses in resource mobile-zation and centres/campuses resource mobilization

120 limited to only human resources and tuition fees. RECOMMENDATIONS Based on the findings of the study, the researcher recommends the following:

Elaborate and specify policy recommendation to address the challenges of resource mobilization.

Review of the institutional strategic plan and policies to effectively incorporate clear policies, coordinated and systematic resource mobilization guidelines.

Application of resource mobilization strategies and techniques in order to address the challenges and enhance resource mobilization in private universities.

Further research be carried out to assess the quantitative aspects of the resource mobilization.

REFERENCES Buechler SM (1999). Social Movements in Advanced

Capitalism, Oxford University Press. Beuchler SM (1993). Beyond resource mobilization? Emerging

trends in Social Movement Theory. In: Social Movements: Perspectives and Issues. Ed. S. M. Buechler and F. K. Cylke. 1997. Mayfield Publishing Company, Mountain View, California. Pp 193 - 210.

Buechler SM (1995). New social movement theories. In: Social Movements: Perspectives and Issues. Ed. S. M. Buechler and F. K. Cylke. 1997. Mayfield Publishing Company, Mountain View, California. Pp. 295 - 319.

Cuthbert D (2011). Successful Fundraising: A strategic and Practical Guide, Evangel Publishing House.

Dillon W (1993). People Raising: A Practical Guide To Raising Support, Moody Press, Chicago.

Cole G (2002). Personnel and Human Resource Management (5

th Edition), Biddles Ltd, International HIV/AIDS work (A total

kit support NGO’s and CBO’s) – (2002). Janwel T Huang (1992). Fundraising For Academic Library:

Emeralds Group Publishing Ltd. Jenkins JC (1983). Resource Mobilization Theory and the Study

of Social Movements. Annual Review of Sociology, 9, 527–553.

Johnston H, E Larana, JR Gusfield (1997). Identities, Grievances, And New Social Movements. In: Social Movements: Perspectives And Issues. Ed. S. M. Buechler and F. K. Cylke. 1997. Mayfield Publishing Company, Mountain View, California. Pp 274 - 295.

Joyce K (2006). Introduction to Management Research, Jomo Kenyatta Foundation

Kendall Diana (2005). Sociology in Our Times, Thomson Wadsworth.

Kiiru M (2010). Mobilizing And Managing Resources:

Foundations, Principles and Strategies, Evangel Publishing House, Nairobi.

Kiiru M (2011). Successful Fundraising: A strategic and Practical Guide, Evangel Publishing House, Nairobi.

Khawaja M (1994). Resource Mobilization, Hardship, and Popular Collective Action in the West Bank. Social Forces, 73(1), 191–220.

Lester A (1997). Strategic Management, Concepts, Processes and Decisions (4

th Edition), Dame Publications.

Hunt SA, RD Benford, DA Snow (1994). In: New Social Movements: From Ideology to Identity. Ed. E. Larana, H. Johnston, and J. R. Gusfield. 1994. Temple University Press, Philadelphia. Pp 185 - 208.

McCarthy John D, Mayer N Zald (2001). The Enduring Vitality of the Resource Mobilization Theory of Social Movements in Jonathan H. Turner (ed.), Handbook of Sociological Theory, p.533-65.

Buechler SM (1993). Beyond Resource Mobilization? Emerging Trends In Social Movement Theory. The Sociological Quarterly, 34(2), 217–235.

McCarthy JD, MN Zald (1987). Resource Mobilization And Social Movements: A Partial Theory. In: Social Movements: Perspectives And Issues. Ed. S. M. Buechler and F. K. Cylke. 1997. Mayfield Publishing Company, Mountain View, California. Pp 149 - 172.

McCarthy JD, Zald MN (1977). Resource Mobilization and Social Movements: A Partial Theory. The American Journal of Sociology, 82(6), 1,212–1,241.

Mugenda O, A Mugenda (2003). Research Methods: Quantitative and Qualitative. Nairobi: Oxford University Press.

Norton M (1996). The world wide fundraiser’s Workbook, Directory of social change Publisher, London, UK.

Schwartz G (1993). It is Time to Get Serious about Breaking the Cycle of Dependence In Africa, Evangelical Missions Quarterly Vol.29, No.2

Simiyu M (2004). Role of Income Generating Activities in Universities, A Case Study of Egerton University, Nakuru.

Tice K (2002). Engaging Youth in Philanthropy. New Directions for Philanthropic Fundraising, No 38, winter 2002, Wiley Periodicals INC. Retrieved March 5

th, 2012

fromMedia.johnwiley.com.au. Thompson W (2000). The Complete Idiot’s Guide to Grant

Writing: Alpha. Managing library finances, volume 10, issue No. 3 9199 ),

Youth in Philanthropy Program (2010). An initiative of The Central Susquehanna Community Foundation, U.S. Retrieved March 5

th , 2012 from www.csgiving.org,

The life Application Study Bible (2006). New Living Translation, Tyndale House Publisher