Table 4-44 indicate that 100% of the respondents proposed that Maseno University library needs to establish collaboration networks with potential donors and librarians need to be trained on fundraising skills. In addition, 75% of the respondents suggested that the university need to establish effective and efficient fundraising structures and policy and the library needs to aggressively market its fundraising programmes. Furthermore, 50% of the respondents recommended that Maseno University needs to provide seed money to support library fundraising programmes, establish library fundraising lobby and advocacy groups to spearhead fundraising activities and the library needs to initiate income generating activities. Besides, 25% of the respondents suggested that Kenya Library Association (KLA) needs to provide leadership and support in library fundraising, the library needs to be run like a corporate business entity, fundraising topics needs to be integrated into Library and Information Science (LIS) school curricula, donor funds need to be accounted for transparently and library staff demonstrating exceptional skills in fundraising need to be motivated.

4.11 SUMMARY

Chapter four presented the results of data collected during the study and gave its analysis and interpretation in accordance with the research objectives and questions. Specifically, data was presented, analyzed and interpreted on the following thematic areas about public university libraries in Kenya: - research participants, library funding requirements, library funding policy, library funding sources, library funding trends, library funding adequacy levels, fundraising as a supplementary source of funding, fundraising challenges and measures needed for successful fundraising activities.

CHAPTER FIVE

SUMMARY AND DISCUSSION OF STUDY FINDINGS

5.1 INTRODUCTION

This chapter discusses the major findings of the study that were presented, analyzed and interpreted in chapter four. As part of the discussion process, the researcher compares the major findings of the study with those of similar studies reviewed in chapter two in order to determine and explain their points of convergence and divergence.

5.2 MAJOR FINDINGS OF THE STUDY

The discussion of the major findings of this study is based on seven thematic areas as captured in the objectives and research questions in chapter one. The seven thematic areas are:

Funding requirements of public university libraries in Kenya.

Funding policies of public university libraries in Kenya.

Sources of funding for public university libraries in Kenya.

Adequacy of funding allocated to public university libraries in Kenya.

Fundraising as a supplementary source of funding for public university libraries in Kenya.

Fundraising challenges faced by public university libraries in Kenya.

Measures needed to undertake successful fundraising activities in public university libraries in Kenya.

5.2.1 Funding Requirements of Public University Libraries in Kenya

The responses on the funding requirements of public university libraries in Kenya are presented in Section 4.4, Sub-Sections 4.4.1 to 4.4.7. The specific data on funding requirements collected from University of Nairobi, JKUAT, Kenyatta University, Egerton University, Moi University, MMUST and Maseno University libraries are presented in Table 4-5, Table 4-6, Table 4-7, Table 4-8, Table 4-9, Table 4-10 and Table 4-11 respectively.

This research revealed that public university libraries in Kenya required funding in order to carry out their mandated activities and in so doing achieve their goals and objectives. This would enable them to justify their value in the university system. The respondents from across the seven public university libraries surveyed in this study said that funding was required to carry out the following activities:

Purchasing and/or subscribing to information resources.

Purchasing library equipment and furniture.

Purchasing office stationery.

Maintaining and repairing library buildings, furniture, machines and equipment.

Designing new library services and enhancing existing ones.

Carrying out research.

Purchasing processing materials.

Supporting information literacy and/or training programmes.

Running library and information science diploma programme.

Purchasing computer software.

Meeting expenses for trainings, travelling and accommodation.

Purchasing photographic and photocopying materials

Purchasing binding materials.

Purchasing cleaning materials.

Purchasing dust clothes for staff.

Recruiting staff.

Meeting the cost of staff meetings.

Supporting library projects.

This study revealed that some funding requirements were unique to specific public university libraries. The University of Nairobi library was the only library as at the time of carrying out this research that required funding for purchasing photographic materials needed for preparing staff and student IDs, supporting research activities and supporting the Library and Information Studies diploma programme that it was offering. On the other hand, Egerton university library was the only library that indicated it required funding for supporting its outreach project for community information services.

The above finding is consistent with a number of studies reviewed in this study. First, it is consistent with the findings of Boadi (2006) which observed that adequate and continuous funding was needed by university libraries for acquisition of quality information resources. Second, it is consistent with the findings of Hunt (2003), Morgan (1997) and Wiemers (1993), all of whom points out that university libraries required annual financial investment in order to retain their value and achieve their goals. Third, it supports the findings of Akphorhonor (2005) who said that libraries require funding in order to meet their objectives. Fourth, it agrees with the findings of Simui and Kanyengo (2004) who said that the important role of purchasing new books, subscribing to journals and acquiring new facilities and ICTs played by university libraries was being threatened by inadequate funding allocated to them.

5.2.2 Funding Policies of Public University Libraries in Kenya

The responses on funding policies of public university libraries in Kenya are presented in Section 4.5, Sub-Sections 4.5.1 to 4.5.7. The specific data on funding policies collected from all the seven public university libraries surveyed in this study are presented in Figure 4-1.

This research revealed that except for Moi University, the other six public universities surveyed in this study did not have a policy for allocating funds to the library. Although a few respondents at University of Nairobi, Kenyatta University, Egerton University and MMUST claimed there was a library funding policy in their respective universities, a closer analysis of their responses revealed that the kind of policies they referred to did not have specific guidelines that could be used to determine an exact amount of funding to be allocated to the library. Moi University allocated funding to its library in two ways. First, it allocated the library a constant amount of approximately Kshs 6 Million per annum, as at the time of carrying out this study, from all the government funding received by the university. Further probing revealed that this amount was expected to increase in future subject to an increase in the government allocation. Second, the university allocated the library an amount equivalent to 3% of the total tuition fees collected from all Privately Sponsored Students Programmes (PSSPs). Further probing by the researcher revealed that this allocation was initially at 4% but it was scaled down to 3% so as to use the difference in meeting the cost of paying salaries to staff.

The six public universities that did not have a library funding policy used a variety of approaches to allocate funding to their libraries. Respondents from the University of Nairobi library indicated that the allocation was done based on the amount of funds received by the university, size of the library, new projects undertaken by the library, previous budget allocation to the library and previous spending trends of the library. However, further probing by the researcher indicated that the University of Nairobi had documented a funding policy in the Kibera Reports which was yet to be implemented. It was not possible for the researcher to verify guidelines of the policy in the Kibera Reports as the documents were not yet officially released for public scrutiny. The modes of allocation at JKUAT, Kenyatta University, MMUST and Maseno University were largely needs-based. However, in all these universities, the library needs were often accorded a lower priority in comparison with those of the other departments. For example, one of the respondents from Kenyatta University could not understand the criterion that was used to scale down a budget request of Kshs. 150 Million to 32 Million during the 2008/2009 financial year. The respondent could only speculate that a higher priority must have been given to the needs of other areas of the university. Two respondents from Egerton University indicated that the allocation of funds to the library was guided by the performance contract requirements. However, in both cases, the respondents could not specify the exact guidelines in the performance contract stating the formula of determining the amount to allocate to the library. It is evident that the modes of allocation discussed above, do not have formulas for calculating the exact amount of funding to be allocated to the library. They are therefore not reliable methods to use if an adequate and consistent library funding is to be ensured.

While carrying out this survey, the researcher was also interested in establishing whether there were guidelines other than the institutional policy frameworks which could influence the funding of public university libraries in Kenya. This research revealed that there exist the Commission for Higher Education (CHE) standards and guidelines for university libraries in Kenya. The standards on the section of the library budget require that at least ten percent (10%) of the total institutional operational budget shall be provided annually for acquisition of information resources excluding personal emoluments and capital development. However, the study findings revealed that none of the seven public universities surveyed in this study complied with CUE’s library standards and guidelines. Further probing showed that these standards and guidelines were interpreted to apply more to private universities rather than public universities. Furthermore, a respondent from JKUAT indicated without giving details that UNESCO and Inter-University Council of East Africa had formulated guidelines and standards for enhancing funding of university libraries. The UNESCO guidelines requires that a library’s budget need to be sufficient so to provide resources that meet the reasonable expectations of library users when balanced against other institutional needs. However, this too was not complied with by any of the seven public universities surveyed during the study.

As part of the effort to establish the funding policy framework in Kenya’s public university libraries, the researcher sought to determine the role that the University Academic Staff Union (UASU) and University Non-Teaching Staff Union (UNTESU) may have played in formulation and implementation of university library funding policies. The research findings revealed that neither UASU nor UNTESU had played any significant role in policy formulation and implementation in any of the seven public universities. However, some respondents indicated that UASU had in some instances pointed out the need to improve equipment and infrastructure in public universities. What emerged from the interviews is that the two unions focused a lot on improving the remuneration of their respective members. This finding contradicts that of Akphorhonor (2005) and Okiy (2005) in which the Academic Staff Union of the Universities in Nigeria brokered an agreement with the Federal Government of Nigeria to have public universities pay 10 percent of their respective annual budget. Under this agreement, the National Universities Commission directed that a separate account be opened for each university library.

5.2.3 Sources of Funding for Public University Libraries in Kenya

The responses on sources of funding for public university libraries in Kenya are presented in Section 4.6, Sub-Sections 4.6.1 to 4.6.7. The specific data on sources of funding collected from University of Nairobi, JKUAT, Kenyatta University, Egerton University, Moi University, MMUST and Maseno University are presented in Tables 4-12, 4-13, 4-14, 4-15, 4-16, 4-17 and 4-18 respectively.

This study revealed that the main sources of funding in public university libraries were Government of Kenya (GOK), donors and Privately Sponsored Students Programme (PSSP) especially for Moi University and MMUST. The GOK allocated an annual budget to all public universities for recurrent and development expenditure. The amount of funds paid to each university was based on the number of employees, regular (state-sponsored) students and development projects. The money was released from treasury and paid to individual universities via the Ministry of Higher Education. When the money was received at the university, it was shared out among university departments following guidelines set out by each university. The library was one of the departments that benefited from this money. The money collected as fees from PSSP was shared out among the departments that offered direct services to the programme. The public university library was one of the direct service providers to the self-sponsored students. The study findings indicated that every university used its own methods to apportion the PSSP funds. Moi University was the only one that had a policy with a formula on how to apportion PSSP funds. In the policy the library was entitled to 3% of the total tuition fees collected from all Privately Sponsored Students Programmes (PSSPs). This research indicated that University of Nairobi seemed to have documented some form of policy in the Kibera Reports for sharing PSSP and other internally generated funds but the policy was yet to be implemented. The rest of the public universities did not have policies for apportioning PSSP funds to the library.

Respondents from all the seven public universities indicated that their libraries received supplementary funding from bindery services, photocopying services, library charges, Kenya Library and Information Science Consortium (KLISC), research grants and exchange programmes. Respondents from University of Nairobi said that the library received 35% of the tuition fees collected from the Library and Information Studies (LIS) programme that the library was offering, funding from income generating projects through University of Nairobi Enterprises (UNES) and income from attachment fees. Respondents from Moi University said that the library collected funds from rentals, printing services and fee levied on all students attached to the library. Some public universities raised funds from income generation projects which trickled down to the library indirectly through the budget process. University of Nairobi, Moi University, JKUAT, MMUST, Maseno University and Egerton University received income from farming activities. Maseno University, Egerton University and Kenyatta University received income through hotel service activities.

The above findings on sources of funding for public university libraries in Kenya correspond with the research findings of Okojie (2010) , Sullivan (2007) Kavulya (2006), Akphorhonor (2005), Okiy (2005), Schmidt and Peachey (2003), Rosenberg (1997), Ekoja (1996) and Alemna (1994).

5.2.4 Adequacy of Funding Allocated to Public University Libraries in Kenya

The responses on adequacy of funding for public university libraries in Kenya are presented in Section 4.7, Sub-Sections 4.7.1 to 4.7.7. The specific data on funding trends from 2004/2005 financial year to 2008/2009 financial year collected from University of Nairobi, Moi University, Kenyatta University, Egerton University, JKUAT, Maseno University and MMUST are presented in Figures 4-2, 4-3, 4-4, 4-5, 4-6, 4-7 and 4-8 respectively.

The study findings revealed that from 2004/2005 financial year to 2008/2009 financial year, University of Nairobi, Moi University, Kenyatta University, Egerton University, JKUAT and Maseno university libraries did not only receive less funding than they had requested for but also less than their university administrations had approved. It is apparent from the above finding that these libraries were allocated inadequate funding. This was also confirmed by the respondents when they were asked to give their opinions on whether the funding allocated to their libraries was adequate. It was not possible for the researcher to establish whether MMUST received less funding or not during the period under study because the data for funding requested and funding approved by MMUST administration was not available. However, MMUST respondents said that the library allocation was not adequate in their opinion.

The researcher sought the opinions of the respondents from across the seven public universities surveyed in this study as to why inadequate funding was allocated to their respective libraries. The respondents believed that the decision to allocate inadequate funding to their libraries may have been informed by a variety of reasons. The overriding reason that emerged in every interview was the allocation of less funding to the universities by its main sponsor, the Government. Every respondent said that his or her university received less funding than it had requested from the government. This led the management in the respective universities to adopt a priority and budget cut policy. Unfortunately, according to most of the respondents, the library department is not among the top competitors in the university’s funding priority list despite its perceived central role in its academic activities. Asked where the priority in spending lies, most of the respondents indicated that salaries took a huge proportion of the income received from the government. The second reason cited by the respondents was poor perception of the library by the administration which they thought was worsened by the inability of the library to market itself. The third reason was lack of library funding standards and policies in public universities in Kenya leading to poor management and coordination of financial resources in these institutions. Other notable reasons mentioned by the respondents were the increased funding requirements in the university due to increased student population, general poor economic conditions which had made the government’s allocation to reduce or remain constant, inadequate supplementary sources for the universities and the heavy financial burden on the side of the government.

The researcher sought to find out from the respondents how the practice of allocating inadequate library funding in their respective universities had affected library operations. The research findings revealed that all the seven public university libraries surveyed in this study experienced almost similar effects. First, the respondents said that the facilities in their libraries had become overstretched due to overcrowding. This was attributed to shortage of library space brought about by increasing number of library users and failure of the university to expand the existing library buildings or construct new ones. Second, public university libraries were no longer frequently purchasing and/or subscribing to information resources leading to shortage of print information materials, poor provision of information services and poor accessibility to electronic resources. Third, public university libraries in Kenya were not hiring staff to keep pace with increasing number of clients. This had led to shortage of staff, overworking of the existing staff, delayed promotions and eventually high staff turnover. The other effects which were cited by the respondents were delayed payments for suppliers, slowed and/or stalled library projects like the automation project at JKUAT, suspended services, strained relationship between the library and the academic department that kept blaming the library for non purchase of books and continued use of manual systems even though these libraries are operating in an era of technological advancement.

The study findings discussed above correspond to those of Ndirangu and Udoto (2011), Okojie (2010), Mwiria et al (2007), Ahemba (2006), Boadi (2006), Kavulya (2006), Simui and Kanyengo (2004), Kaijage (2003), Enwegbara (2002), Rader (2000) and Rosenberg (1997).

5.2.5 Fundraising as a Supplementary Source of Funding for Public University Libraries in Kenya

The responses on fundraising as a supplementary source of funding for public university libraries in Kenya are presented in Section 4.8, Sub-Sections 4.8.1 to 4.8.7. There were five main issues investigated in these sections in relation to public university libraries in Kenya. These are: (i) fundraising activities (ii) fundraising strategies (iii) fundraising and/or development offices (iv) motivational strategies used to attract and retain donors and (v) viability of fundraising as a supplementary source of funding.

In relation to the first issue, the study sought to determine the respondents’ opinion on whether public university libraries in Kenya carried out fundraising activities. The research findings indicated that all the seven public universities surveyed in this study carried out fundraising activities as a source of supplementary funding. However, as the respondents pointed out during the interviews, most of the fundraising activities undertaken were minor in scale. They attributed this practice to the fact that their libraries were not proactive in strategizing and coordinating creative forms of fundraising. The study findings confirmed that public university libraries in Kenya normally reacted to fundraising initiatives of their donors. Asked why these libraries were not proactive in planning for innovative fundraising activities, the respondents cited insufficient facilitation and lack of recognition for staff that had demonstrated exceptional effort and skills towards fundraising activities. These findings support those of Reid (2010), Okojie (2010), Hung (2006), Kavulya (2006) and Hannah (1997) all of whom encouraged the need for libraries to be innovative and engage in fundraising as a supplementary source of funding.

With regard to the second issue, the study sought to determine the respondents’ opinion on the type of fundraising strategies used by public university libraries in Kenya. The study findings revealed that public university libraries in Kenya used a variety of fundraising strategies namely:

Establishing linkages with donors - This strategy was used to attract library gifts and donations from trusts and foundations. For example, through the personal contact of the Special Student Advisor of University of Nairobi, a linkage was established between public university libraries in Kenya and Sir Michael Blundell Trust that worked in conjunction with Rattansi Foundation. Through this linkage, these libraries benefited from an annual book donation worth millions of shillings. For instance, during 2008/09 academic year, University of Nairobi Main Campus Library received books worth Kshs 10 Million, Moi University Library received books worth Kshs 4 Million, University of Nairobi Kenya Science Campus received books worth Kshs 1 Million, Kenya Polytechnic University College received books worth Kshs 1 Million and Mombasa Polytechnic University College received books worth Kshs 1 million. This study finding corresponds to that of Murray (2011) which emphasized the importance of establishing linkages in fundraising.

Partnering with international and corporate organizations – Through this strategy, Book AID International donated books to University of Nairobi, JKUAT, Moi University, MMUST, Maseno University and Egerton university libraries. Similarly, Food and Agriculture Organization (FAO) donated books to Egerton University library while Zain (Now Airtel) through its Zain Africa Challenge Competition television programme donated funds, books and computer equipment to University of Nairobi, JKUAT, Kenyatta University and Egerton University part of which benefited their libraries. This study finding corresponds to that of Murray (2011) which emphasized the role of partnership in fundraising.

Participating in consortium initiatives and Proposal and grant writing strategies – Through Kenya Library and Information Science Consortium (KLISC) which works in partnership with International Network for Accessibility of Scientific Publications (INASP), public university libraries in Kenya received cost subsidy towards subscription to electronic information resources from leading academic journal publishers. Through proposal and grant writing to INASP, these libraries received funding for training on use of electronic information resources. As at the time of carrying out this study, INASP had provided a one year funding support amounting to USD 15,000 to University of Nairobi Library for an electronic resources project. JKUAT library wrote a funding proposal jointly with the Dean of Faculty of Agriculture seeking funding from Rockefeller Foundation to support the use of The Essential Electronic Agricultural Library (TEEAL) and attracted Kshs 500,000/=. This research finding supports that of Murray (2011), Sullivan (2007) and Maxymuk (2001) which encouraged the use of proposal and grant writing techniques to solicit for funding from donors.

Friends of the University and/or Library - The respondents reported to have received occasional assistance in form of book donations and sometimes equipment from Individuals and/or organizations identifying themselves as friends of the university and/or the library. At University of Nairobi, a lecturer approached the library and donated 100 volumes of rare books. Moi University through a friendly partnership with Indiana University received book donation, four computer servers and 30 pieces of computer workstations. Moi University also received Information and Communication Technology (ICT) support through a friendly linkage with The Flemish Interuniversity Council (Vlaamse Interuniversitaire Raad/VLIR). A Friend of Moi University Library influenced the support of the late former British Prime Minister Margaret Thatcher to support the erection of an Ultra Modern Library through a donation of 10 Million Sterling Pounds. The Library was later named after Margaret Thatcher. A Friend of Egerton University Library and a former Professor of the university had written a will to have the entire collection of his books donated to the library. Through this will Egerton University library inherited the entire collection of his books in Psychology and Philosophy. At the time of carrying out this study, the books were being kept at the Faculty of Arts and Social Sciences (FASS) Library of Egetron University as Late Prof. Olela collection. MMUST Library had received donation of books and computer equipment from retiring professors and visiting scholars who were teaching in the university either on a sabbatical leave or an exchange programme. MMUST Library had also received assistance from friends of the library through a British Library called Runsfurby and from Canada through Commonwealth of Learning. Maseno Library had received funding support from friends of the library through the E-link Library Trunks initiative and Support Africa programme that donated an X-ray Unit to the University. This finding corresponds to that Okojie (2010), Keresztury (2009) and Maxymuk (2001) which encouraged the need for libraries to establish friends’ groups that will lobby and advocate for funding from donors.

Alumni support – A few public university libraries had taken advantage of this highly potential fundraising strategy. Kenyatta University, Egerton University and University of Nairobi libraries reported to have received support from part of their Alumni constituency. The study revealed that Kenyatta University, which had an established alumni office, had received significant alumni support as compared to Egerton University and University of Nairobi. Through the personal initiative and influence of Kenyatta University Vice Chancellor, the library received books worth Kshs. 50 Million from alumni in United States of America in 2009. The study also revealed that some Kenyatta University alumni who were engaged in publishing books had donated copies of their books to the library. The study showed that University of Nairobi alumni had as part of their future plans to support the establishment of a graduate library. At Egerton University, an alumnus who experienced problems due to lack of core textbooks in his former academic department, had been motivated to buy and donate 33 textbooks when he was employed. Egerton University library had also received a donation of 70 titles of books from an alumnus through the director of medicine.

Income generation and staff volunteers – This strategy was used by public university libraries to generate supplementary funding through different initiatives. University of Nairobi library generated income from the Library and Information Studies (LIS) programme that it was offering. Through this strategy, the library received 35% of the total tuition fees collected from the programme. The University of Nairobi library also used volunteer students on attachment to bridge the gap left due to understaffing. Moi University, JKUAT, Egerton, MMUST and Maseno University libraries indicated that they generated supplementary funding from photocopying, bindery and printing services. However, the respondents regretted that the funds collected through these income generating activities were not only minimal in comparison to the budget requirements but were also not ploughed back directly towards library use. Egerton University Library had introduced a parallel teaching programme on library and information science at certificate and degree level and was expected to receive 20% of its income to support the library. As at the time of carrying out this study, the respondents reported that the certificate programme was generating substantial income for the library department. Moi University Library collected supplementary funding through renting its conference facilities and charging a fee on all students who applied to be attached to the library. Maseno university library on the other hand charged Internet fees to postgraduate students. This study finding supports those of Akphorhonour (2005), Okiy (2005) and Schmidt and Peachey (2003) all of whom encouraged libraries to use income generating activities to obtain supplementary funding.

Depository agreements with donors and legal deposits by publishers - University of Nairobi Library used this strategy to receive copies of all published materials in Kenya, on Kenya and by Kenyans through a legal deposit agreement between the publishers and the Government of Kenya. Kenyatta University, Moi University and Egerton University Libraries received donation of World Bank materials through a depository agreement with World Bank. Kenyatta University and Moi University had similar depository agreements with East African Community (EAC) and United Nations respectively.

Establishing an endowment fund and commercializing university services – The study revealed that Egerton University had established at the administrative level, an endowment fund which was to be contributed to jointly by the University and willing donors. As at the time of carrying out this research, the university had found a donor that had committed to match up Kshs 7 million towards the fund. The university planned to invest the fund in the market in form of high yielding fixed deposit accounts. The interest earned will be used to support university projects including library services. Egerton University had also in its plan to commercialise some of the university services as away of fundraising. The university had plans to establish modern schools of law, business and medicine in Nakuru Town where it would charge market rated fees. This finding correspond to those of Ercolano (2007), Boadi (2006), Foley (2005), Maxymuk (2001), Rader (2000) and Potts and Raper (1995) all of whom found out that endowment and commercialization of university and library services were useful fundraising strategies.

Concerning the third issue, the study sought to determine the respondents’ opinion on whether public universities in Kenya had established fundraising and/or development offices. The study revealed that six out of the seven public universities in Kenya did not have a well structured system for undertaking fundraising activities both at the administrative and library levels. The research findings showed that University of Nairobi, Moi University, Kenyatta University, JKUAT, MMUST and Maseno University did not have an established fundraising office and/or development office. Asked whether there existed a fundraising and/or development office at their universities, some of the respondents claimed there was no fundraising office while some thought fundraising was a function of some university offices. At University of Nairobi, the Student Advisory Office, Office of the Vice-Chancellor, Office of the Deputy Vice Chancellor in charge of Administration & Finance (DVC-A&F), University of Nairobi Alumni Association (UONAA) Office and International Links Office were mentioned. At Moi University, the offices mentioned were Moi University Holdings, Office of the Deputy Vice Chancellor (Research and Extension), Office of the Deputy Vice Chancellor (Planning and Development) and Office of the Vice Chancellor. Kenyatta University respondents mentioned Vice-Chancellor’s Office, Advancement Office, Centre for fundraising, Grant Writing, Resource Mobilization Office, Income Generating Office, Alumni Office, Research Office, Administration, Orphans and Vulnerable Students Office, Communication Officer’s Office, Community and programmes Office, AIDS Control Unit and Financial Aid Office. At JKUAT, Office of the Deputy Vice Chancellor (Academic Affairs), Office of the Deputy Vice Chancellor (Administration, Planning and Development), Office of the Deputy Vice Chancellor (Research, Production and Extension), Alumni Office and Jomo Kenyatta University of Agriculture and Technology Enterprises (JKUATES) were cited. MMUST respondents cited Office of the Deputy Vice-Chancellor (Planning and Extension). Maseno University respondents speculated on the Public Relations and Inter-Link offices. As at the time of carrying out this research, Egerton University was going on with the process of establishing a fundraising office which was named Resource Mobilization Office. By the time of conducting interviews, a Resource Mobilization Director and Officer had just been employed and their offices were being set up. These findings correlate with those of Maxymuk (2001) and Rader (2000) who underscored the importance of a fundraising and/or development office in carrying out successful fundraising activities in libraries.

With reference to the fourth issue, the study sought to determine the respondents’ opinion on which motivational strategies public university libraries in Kenya used to attract and retain donors. The study findings indicated that all the seven public university libraries surveyed in this study used almost similar motivational strategies to attract and retain donors. In order to retain the support of the existing donors, the libraries used a number of approaches. First, they prepared and sent acknowledgement letters to the donors. Second, they prepared and sent reports accounting on how donated gifts and funds were utilized. Third, they stamped donated materials with the donors’ names. Fourth, they sent souvenirs to donors. Fifth, they prepared and sent reports detailing the achievements, impact and challenges of donor projects. Sixth, they invited donors to attend major functions and ceremonies at the cost of the university. Seventh, they fulfilled the terms and conditions of donors. Eighth, some prepared plaques inscribed with the names of donors. Ninth, some organized for interactive meetings of donors with the Vice Chancellor. Tenth, they observed good management practices meant to sustain donor projects. Eleventh, they listed the donors’ names in a web directory. Twelfth, they took visiting donors on a site-seeing tour and allowed donors to access and use library services freely.

As a way of attracting potential donors public university libraries in Kenya used a number of motivational strategies. First, they sought to establish links with international organizations interested in library development like International Federation of Library organizations (IFLA) and International Network for Availability of Scientific Publications (INASP). Second, they considered sending funding proposals to potential donors. Third, they considered organizing for breakfast meetings during which potential donors were wooed to partner with the library. Fourth, they reached out to willing partners and carried out an aggressive marketing through the use of the Internet.

Pertaining to the fifth issue, the study sought to determine the respondents’ opinion on whether fundraising was a viable supplementary source of funding for public university libraries in Kenya. The research indicated that the majority of respondents thought that fundraising was viable. Except for two respondents, the rest of the respondents expressed optimism that fundraising, if well planned and coordinated, can attract more funding than primary sources could. The respondents gave varying justifications as to why they thought fundraising was a viable supplementary source of funding. Some thought that modern Information and Communication Technology (ICT’s) has made fundraising to be more feasible than ever before. One respondent said:

“With the use of more innovative strategies like the web for marketing the library programmes and projects, appealing for funds and approaching corporate organizations, it is now possible for public university libraries to attract major funding unlike ever before. The only undoing is that librarians have not been aggressive enough to take advantage of this opportunity.”

The above observation is true in that, with the help of the Internet, it is now easier to identify donors willing to fund specific projects, prepare funding proposal according to donors’ requirements and above all to communicate with donors. Some thought that fundraising is an option in these times of economic hardship. This was evidenced by the following comment by one of the respondents:

“Fundraising is the thing to do in these times of economic hardship among public universities. However, libraries need to market themselves aggressively.”

Some thought that the tradition of public universities relying heavily on the government has denied them the advantage of fundraising opportunities unlike in Europe and America. One of the respondents at the University of Nairobi observed:

“Fundraising is a very critical and viable supplementary source of funding to a university and by extension its library. For instance in the USA, top ranked universities have the bulk of their finances generated from fundraising in form of donations. However, this is not the case in Kenya as our universities rely heavily on the government for funding. But due to the change in government policy to reduce funding for universities, there is no option other than to identify other funding sources. It is in this context that fundraising comes in handy as a viable supplementary source of funding. However, the whole idea of fundraising is not yet developed and understood in Kenya as it is in the west and especially in the USA. We have just started and I hope we will get to embrace and fully benefit from its potential.”

Some respondents justified the viability of fundraising for public university libraries by narrating success stories of fundraising efforts. At JKUAT two respondents quoted the following success stories:

SS1: “When I was working for my previous employer, I, in conjunction with another member of staff, initiated an outreach project for the surrounding community whose purpose was to enhance readership through supply of reading materials especially textbooks. The project raised Kshs 54 million in total from external donors. It is in this context, that I think fundraising is viable.”

SS2: “Yes, it is a viable option for generating supplementary funds to meet library needs. For instance, USIU and Strathmore libraries were built through funding raised from various funding sources. It is an option we can take advantage of.”

However, while admitting the viability of fundraising as a supplementary source of funding for public university libraries, some respondents were quick to point out the need to observe a number of prerequisites. The first prerequisite is the need for proper planning. One respondent from Kenyatta University and another from Egerton University said:

RKU: “Fundraising is a feasible undertaking which, if well planned, has the potential to attract major funding to support library projects.”

REU: “It is a viable venture only if it is planned for and all stakeholders called upon to participate.”

The second prerequisite is the need for librarians to train in proposal writing and to market themselves well to potential donors. Another respondent from Kenyatta University observed:

“There is no time when funding from the university will be enough. Therefore fundraising is a very viable option to attract supplementary funding. Librarians therefore need to be trained in proposal writing. They also need to be outgoing and must market themselves well.”

The third prerequisite is the need for a fundraising policy. A respondent from Egerton University said:

“Yes, it is viable but there need for a fundraising policy.”

The fourth prerequisite is the need to identify creative ways of attracting funding. One respondent from Egerton University and another from Moi University had this to say:

REU: “Yes, fundraising in Public University Libraries is viable only if we can identify creative ways of attracting funding like aggressively marketing the image of the library using web technology.”

RMU: “No funding is enough for a large library and especially in a less developed country. The cost of books, maintenance and training is high and keep soaring each time. Fundraising therefore is a viable option but use of the creative and innovative approaches to fundraising become necessary. For instance at Moi University we would hike attachment fees and provide quality training to students on attachment, teach a library and information science course, introduce a printing press or collect diverse artefacts and charge a fee for their exhibition and use.”

The fifth prerequisite is the need for public university libraries to own the idea of fundraising, be proactive and pool their financial resources together. Two respondents from Maseno University observed:

R1: “Yes it is viable, but it is important for public university libraries to form a consortium in order to help them pool their financial resources.”

R2: “Yes, it is viable but public university libraries need to own the idea failure to which it will not be successful. In addition, they need to be proactive in approach and consider ways of sustaining the funding programmes.”

These findings supports those of Reid (2010), Okojie (2010), Hung (2006), Kavulya (2006) and Hannah (1997) all of whom believed that fundraising is a viable supplementary source of funding for libraries.

5.2.6 Fundraising Challenges Faced by Public University Libraries in Kenya

The responses on fundraising challenges faced by public university libraries in Kenya are presented in Section 4.9, Sub-Sections 4.9.1 to 4.9.7. The specific responses from University of Nairobi, JKUAT, Kenyatta University, Egerton University, Moi University, MMUST and Maseno University are presented in Table 4-31, 4-32, 4-33, 4-34, 4-35, 4-36 and 4-37 respectively. The research findings indicated that all the seven public university libraries surveyed in this study faced challenges while carrying out fundraising activities. The most common challenges faced by these libraries are discussed in the paragraphs below.

The study findings revealed that most public university librarians in Kenya lacked the willingness, ability and confidence to approach and convince potential donors to support library projects. Asked what could have contributed to this lack of willingness, ability and confidence among public university librarians, the respondents cited a number of reasons. First, public university librarians were not willing to participate in fundraising activities because fundraising as an activity was not embedded in their job descriptions as a core duty. Consequently, the librarians perceived fundraising as an additional role which was not only too demanding in terms of planning, coordination and implementation but also attracting no additional remuneration. Furthermore the librarians were not willing to undertake fundraising activities because they felt that the library services were not valued. Second, public university librarians lacked the ability to approach and convince donors because they did not have requisite fundraising skills essential for justifying the need for funding. Third, the librarians lacked the confidence to undertake fundraising activities because they were not proactive and did not have facilitation in form of seed money from the university management. Due to these factors, senior public university librarians in Kenya have failed to initiate major fundraising ideas, influence strategic lobby and advocacy groups to support library fundraising programmes, persuade the university community to support fundraising ideas and attract donor community to support and develop major library fundraising projects. These research findings support that of Weidner (2008), Ercolano (2007), Rooks (2006) and Bennett (2005).

The researcher found out that the culture of giving for the sake of posterity is a challenge to fundraising in Kenya. It is not common in Kenya to find many people who are willing to commit part of their wealth towards advancing a charitable course just like it is a common feature in Europe or North America. Asked why the culture of giving for posterity is a challenge in Kenya, the respondents said that Kenyans are yet to understand and appreciate fundraising in its wider philanthropic context. Most Kenyans perceive fundraising to be synonymous with the concept of Harambee which is one of the strategies of fundraising. However, the concept of Harambee has largely been abused in Kenya’s public domain. There have been numerous cases of public funds which were initially collected through Harambee to support public projects but reported to have been misappropriated by some public officers. Such experiences have tended to demoralise Kenyans over time from making contributions towards noble public projects like a university library.

The study also showed that lack of proper fundraising structures had denied public university libraries in Kenya the opportunity to tap financial resources available out there from philanthropic individuals and organizations. The respondents cited such forms of fundraising structures as strategic plans, fundraising policies and fundraising and/or development offices as lacking in most public university libraries. Due to lack of strategic plans in most of these libraries, noble fundraising ideas often come up but disappeared so soon because they are not captured in the strategic plan. The researcher established that public university libraries in Kenya had failed to initiate and run successful fundraising programmes due to lack of fundraising policies. The study revealed that even where donors had initiated fundraising programmes for these libraries, the gifts were often tempered with by the administration because of lack of fundraising policies. For instance, the respondents reported in one of the seven public universities that a donor’s gift originally meant for the library was misdirected to some teaching departments. The donor had given a gift of computers and servers to be placed and used in the library for establishing an institutional repository. Due to lack of fundraising and/or development offices equipped with qualified personnel, public university libraries in Kenya could not engage in successful fundraising activities. The librarians who are relied upon to plan and execute fundraising programmes, often perceived this undertaking as an additional responsibility that did not attract any additional remuneration. This research finding corresponds with that of Reid (2000) who recommended the need to establish clear fundraising goals and priorities tied to strategic planning.

The study revealed that public university libraries in Kenya did not undertake successful fundraising because they did not have the ability to market themselves aggressively. Because of using poor or lacking marketing strategies, these libraries failed to position themselves well in the highly competitive marketplace. This resulted in poor attraction of donor support. The challenge of poor or lack of marketing was worsened by the habit of most donor agencies not focussing on funding library projects. However, even where there could be donors willing to fund library projects the competition for funding by both public and private universities throughout the world becomes a challenge that Kenyan libraries have to contend with. In addition, the research established that economic recession was one challenge that tended to limit the capacity of donors to respond to funding proposals. This research finding correlated with that of Okojie (2010).

The research established that some donors often attached difficult conditions to their support. This made it a challenge for public university libraries in Kenya to attract and retain funding. For example a respondent at JKUAT library claimed that the library had failed previously to meet a fundraising commitment in which it was required to match up a major donation. The respondents said that donor conditions sometimes led to donation of irrelevant materials and incurrence of hidden but major costs in form of shipping and custom clearing expenses. Some donors demanded to be furnished with transparent audited reports of their funding support. Where there is lack of transparency and accountability by the concerned university authorities, the donor often withdrew its funding support. This research finding echoes that of Ercolano (2007) who observed that many times, gifts from donors come with strings attached.

The other fundraising challenges faced by public university libraries in Kenya cited by the respondents include inability to sustain donor projects once the donor contracts expire due to poor facilitation, lack of operational autonomy of the library due to failure to remit funds to the library collected in its name, scarcity of donors, lack of identification mechanism for potential donors, political interference in running of the universities, failure of Kenya Library Association to provide needed leadership in library management, lack of cooperation among librarians on fundraising issues and inability to apply research findings by librarians. These research findings correspond to that of Okojie (2010) and Bennett (2005) who observed that library revenue is not remitted to the library and failure of the library to tap the support of the alumni constituency respectively.

5.2.7 Measures Needed to Undertake Successful Fundraising Activities in Public University Libraries in Kenya

The responses on measures needed to undertake successful fundraising activities in public university libraries in Kenya are presented in Section 4.10, Sub-Sections 4.10.1 to 4.10.7. The specific responses from University of Nairobi, JKUAT, Kenyatta University, Egerton University, Moi University, MMUST and Maseno University are presented in Table 4-38, 4-39, 4-40, 4-41, 4-42, 4-43 and 4-44 respectively. The respondents contacted from all the seven public university libraries surveyed in this study suggested a number of measures which they believed were necessary for their libraries and/or their parent institutions to take in order to undertake successful fundraising activities. The measures suggested by the respondents are discussed in the paragraphs below.

First, the respondents were of the opinion that public university libraries in Kenya in conjunction with their parent institutions needed to establish fundraising structures and policies. The fundraising structures would take the form of establishing a centralised fundraising department charged with the role of coordinating fundraising programmes and equipped with qualified fundraising staff and effective organizational strategies. The centralised fundraising departments in Kenya’s public universities would facilitate the transfer of fundraising ideas upwards from the smallest departmental units to the highest administrative levels and vice versa. Through the fundraising department, public universities in Kenya together with their libraries would integrate the concept of fundraising as a major goal with specific objectives in their strategic plans. This would ensure that fundraising activities are planned for, budgeted for, worked for and achieved within a specific time frame. The respondents also suggested that public universities in Kenya needed to facilitate their libraries to formulate fundraising policies which would provide guidelines on how to undertake library fundraising activities. In addition, the respondents suggested that Public universities in Kenya needed to constitute a standing fundraising committee in which the university library is a designate member. This would ensure automatic participation of the public university library in planning, organizing, coordinating and executing fundraising programmes at the university’s administrative level.

Second, the respondents felt that public universities in Kenya needed to provide support and an enabling environment for their libraries to undertake fundraising activities. The respondents said that for public university authorities to achieve this, they needed to take the following measures: establish collaboration networks with potential donors, sensitise the Kenyan communities to learn to give for the sake of posterity, train librarians to acquire fundraising skills, motivate librarians demonstrating exceptional fundraising abilities, vice-chancellors to play a leading role in library fundraising just like in the case of Kenyatta University, provide seed money for initiating library fundraising programmes, remit all library funds to the library, create fundraising units in their libraries, embed fundraising as a core duty of university librarians, design strategies for sustaining donor-funded projects once the donors pull out, transparently account for donor funds, establish motivational strategies for attracting potential donors and establish library fundraising lobby and advocate groups made up of people and organizations identifying themselves as friends of public university libraries in support of their fundraising programmes.

Third, the respondents were of the opinion that public university libraries in Kenya needed to aggressively market their fundraising programmes and services to the university community and other potential donors. In doing this, Kenyan public university libraries would project a positive image before potential donors and position themselves well in the fundraising marketplace. As part of their marketing efforts, Kenyan public university libraries can open up their information services and products to all groups of stakeholders and especially to the local community and the corporate sector. If these stakeholders have a chance to benefit from the public university library services and products, they will find it easier to respond to a call for a fundraising support when they are approached. The other marketing strategy suggested for public university libraries in Kenya to adopt was that of organizing special library events like a library open day, home-coming, marathon races, and breakfast meetings among other fundraising events. Through such fundraising events, potential supporters will be invited to attend and in the process lured to support fundraising initiatives. The respondents also said that public university libraries needed to proactively initiate attractive fundraising programmes and market them out to potential donors. The respondents further suggested that public university libraries needed to actively participate in the organizational politics of the university as a way of marketing themselves. Through this participation, public university libraries in Kenya would find a way of influencing the university community and other potential donors to support library fundraising initiatives.

Fourth, the respondents recommended that fundraising topics needed to be integrated in Library and Information Science training programmes both at undergraduate and postgraduate levels. This would enable aspiring librarians to acquire fundraising skills during their formal training. The respondents further suggested that training in fundraising skills could also be offered through workshops and seminars facilitated by fundraising consultants and professional bodies like Kenya Library Association. These suggestions are evident in the following verbatim statements: A respondent from University of Nairobi commented:

“It is in my opinion that the library training programmes in Kenya should integrate in their curricula, the aspect of fundraising in which proposal writing would be one of the teaching units. This unit should be taught preferably at the Masters and PhD level.”

Another respondent from Kenyatta University said this in relation to the need for training:

“There is need for Librarians to learn fundraising skills. This can be done in two ways, namely: - For librarians who are already working, fundraising consultants can be approached and contracted to facilitate workshops and seminars on fundraising for libraries. For trainees in Library and Information Science schools, the trainers need to include fundraising units in their academic programmes especially at Masters and PhD. Levels.”

Another respondent from Egerton University suggested that:

“The Kenya Library Association (KLA) needs to provide refresher short courses on fundraising and influence all library schools in Kenya to teach fundraising skills within their curricula.”

Fifth, the respondents were of the opinion that public university libraries in Kenya needed to be run like private business enterprises. In this way, there would be need for these libraries to set work plans and targets that should be achieved within a specified time frame. Fundraising would then be identified as an annual activity that needs to be realised. In this regard, public university libraries need to form a group of influential strategists to facilitate and spearhead fundraising programmes on behalf of the library. This approach to managing public university libraries would enable them to create an environment conducive to initiating partnership with corporate organizations which are potential supporters of fundraising programmes. In doing this, public university libraries needed to be proactive in approach and use innovative fundraising strategies. Some of the creative fundraising strategies suggested by the respondents include breakfast meetings, alumni meetings and social networking in the Internet with potential friends of public universities.

Sixth, the respondents suggested that public university libraries in Kenya needed to establish collaboration and a close working relationship with members of the academic and research departments in the university. The respondents claimed that most senior members of the academic and research departments had international reputation and linkages which public university libraries could take advantage of to influence and network with potential donors for the benefit of library fundraising programmes. In addition, the respondents said that there was need for public university libraries to forge a strong working relationship in terms of fundraising with the University Academic Staff Union (UASU) and the University Non-Teaching Staff Union (UNTESU). These two groups could play an influential role in library fundraising programmes if they were incorporated into the library’s fundraising strategic team. They would also play a leading role in lobbying and advocating for support of library fundraising initiatives from potential donors.

Seventh, the respondents felt that public university libraries needed to take advantage of the new Information and Communication Technologies (ICTs) and especially Internet related technologies in carrying out fundraising activities. The respondents were of the opinion that the Internet, text messaging popularly known as SMS, email and social networking technologies like face-book and twitter had greater potential than most traditional types of fundraising strategies.

The other suggestions brought forward by the respondents for undertaking successful fundraising in Public university libraries in Kenya were: The need for public university libraries to commercialise their services and products and provide consultancy services, the need for Kenya Library Association (KLA) to provide leadership and support in library fundraising and the need for public university libraries to introduce income generating activities.

5.3 SUMMARY

Chapter five discussed the research findings of the study based on the data presentation, analysis and interpretation as given in chapter four. The chapter integrated the findings of the study and correlated them to the observations and/or conclusions made in the literature reviewed. The chapter also linked the study findings to the research questions and assumptions with an intention of pointing out the answers to the questions and approving or disapproving the assumptions.

CHAPTER SIX

CONCLUSION AND RECOMMENDATIONS

6.1 INTRODUCTION

This chapter draws conclusions and makes recommendations based on the findings of this study. The recommendations are aimed at suggesting the improvement of funding levels, fundraising and by extension, the library services in public university libraries in Kenya. Finally, the chapter ends by suggesting two topics for further research in order to gain additional insights into the research problem of this study.

6.2 AN OVERVIEW OF THE STUDY

The aim of this study was to examine fundraising as a viable supplementary source of funding for public university libraries in Kenya. In order to realize this aim, the researcher formulated and sought to achieve seven research objectives which were to:

Determine the funding requirements of public university libraries in Kenya.

Establish the funding policies of public university libraries in Kenya.

Identify the sources of funding for public university libraries in Kenya.

Assess the adequacy of funding allocated to public university libraries in Kenya.

Examine the possibility of fundraising as a supplementary source of funding in public university libraries in Kenya.

Determine fundraising challenges faced by public university libraries in Kenya.

Suggest measures needed to undertake successful fundraising activities in public university libraries in Kenya.

In order to achieve the above stated objectives, this study sought to answer the following research questions:

What are the funding requirements of public university libraries in Kenya?

What are the funding policies of public university libraries in Kenya?

What are the sources of funding for public university libraries in Kenya?

How adequate is the funding allocated to public university libraries in Kenya?

What is the viability of fundraising as a supplementary source of funding in public university libraries in Kenya?

What are the fundraising challenges faced by public university libraries in Kenya?

What are the measures needed to undertake successful fundraising activities in public university libraries in Kenya?

In order to fully investigate the research problem, realise the research objectives and obtain answers to the research questions, the researcher carried out an exhaustive literature review on related issues. The outcome of the literature review shed light on the pertinent issues to address while seeking solutions to the research problem in this study.

The researcher collected data from a total of 102 research participants comprising of 84 Librarians and 18 Informants using a face-to-face interview and secondary data analysis methods. Four sets of semi-structured interview schedules were used to gather data from the research participants. The research instruments were pre-tested using 10 people drawn from the target population. The instruments were piloted in order to check for clarity, relevance, logical flow and comprehensibility of the questions.

6.3 CONCLUSIONS FROM THE MAJOR FINDINGS

The researcher made conclusions from the major findings of this study. The conclusions are presented in the paragraphs below corresponding to the seven thematic areas derived from the objectives and research questions of the study.

6.3.1 Funding Requirements of Public University Libraries in Kenya

Public university libraries in Kenya require adequate and consistent funding in order to meet their funding requirements. The funding requirements mentioned by the respondents include the need to purchase print information resources, subscribe to electronic information resources, acquire library equipment, purchase library furniture, acquire library management systems, train library staff, purchase office equipment and stationery, maintain and renovate library buildings, provide information and photocopy services, establish and equip libraries in new campuses, purchase library staff uniforms, buy cleaning materials, purchase binding materials, purchase photographic materials, carry out research activities, run Library and Information Science diploma programme, support library projects and build new library buildings. It is important to point out that without sufficient and reliable funding, public university libraries will not be able to realise their stated visions, missions, goals and objectives. Therefore, there is need to allocate enough funding to public university libraries if they are to contribute effectively and efficiently towards the attainment of the overall visions, missions, goals and objectives of their parent institutions.

6.3.2 Funding Policies of Public University Libraries in Kenya

Except for Moi University which allocated Kshs 6 Million per annum from all government funding received and 3 % of the total tuition fees collected from all Privately Sponsored Students Programmes (PSSPs) to its library, all the other public universities in Kenya did not have a library funding policy. This implies that the majority of public universities in Kenya allocated funding to their libraries using methods which could not guarantee adequate and consistent funding. This means that public university libraries in Kenya were generally under-funded and as a result, they were not able to meet their funding requirements. Although, there existed a library funding policy formulated by the Commission for Higher Education (CHE) requiring 10% of the total institutional operational budget for acquisition of information resources, none of the seven public universities in Kenya complied with it. This further aggravated the funding situation in public university libraries in the country. The Academic Staff Union (UASU) and University Non-Teaching Staff Union (UNTESU) had not played any significant role in influencing the formulation and enactment of a library funding policy in any of the seven public universities in Kenya.

6.3.3 Sources of Funding for Public University Libraries in Kenya

The main sources of funding for public university libraries in Kenya were the Government of Kenya (GOK), tuition fees collected from the Privately Sponsored Students Programmes (PSSPs) and donations. However, these libraries obtained funding from a number of supplementary sources namely: Bindery and photocopying services, library charges, consortium subsidies, research grants and exchange programmes, training programmes, income generating projects, attachment fees, rentals, printing services, farming activities, and hotel services.

6.3.4 Adequacy of Funding Allocated to Public University Libraries in Kenya

From 2004/2005 financial year to 2008/2009 financial year, all the seven public university libraries in Kenya were allocated inadequate funding. This practice was attributed to a number of factors namely: Universities received inadequate funding from the government, low priority accorded to library funding requirements, inability of the library to market itself and justify funding requests, lack of library funding standards and policies, increased demands for the university, deteriorating economic conditions, inadequate supplementary sources and the heavy financial burden on the side of the government. Inadequate funding of public university libraries in Kenya has negatively affected its operations. The effects experienced in these libraries are overstretching of existing facilities due to overcrowding, shortage of print information materials, poor provision of information services, poor accessibility to electronic information resources, shortage of staff leading to increased workload, delayed promotions and high staff turnover, delayed payments for suppliers, slowed and/or stalled library projects, suspended services, strained relationship between the library and the academic department and continued use of manual systems even in this era of technological advancement.

6.3.5 Fundraising as a Supplementary Source of Funding for Public University Libraries in Kenya

Public university libraries in Kenya carried out fundraising activities as a source of supplementary funding. However, most of the fundraising activities undertaken were minor in scale. This was attributed to the lack of proactiveness by public university libraries to strategize and coordinate for creative forms of fundraising. These libraries normally tended to react to fundraising initiatives of the donors. Lack of proactiveness among librarians in planning for innovative fundraising activities was attributed to insufficient facilitation and lack of recognition for staff that had demonstrated exceptional effort and skills towards fundraising activities by the employer. Public university libraries carried out minor fundraising activities using a mixture of fundraising strategies namely: Personal contacts and linkage with donors, partnering with international and corporate organizations, participating in consortium initiatives, proposal and grant writing, friends of the university and/or the library, alumni support, income generation, staff volunteers, depository agreements with donors, legal deposits by publishers, establishing an endowment fund and commercializing university and library services through consultancy. Except for Egerton University that was in the process of establishing a fundraising office and had recruited a Resource Mobilization Director and fundraising Officer, all the other public universities in Kenya did not have a well structured system for undertaking fundraising activities. There were no well known specific fundraising and/or development offices in these universities.

Public university libraries in Kenya used a number of motivational strategies to attract and retain donors namely acknowledgement letters, audited reports accounting how donated gifts and funds were utilized, stamping donated materials with names of donors, souvenirs, progress reports detailing the achievements, impact and challenges of donor projects, sponsoring donors to attend major university functions and ceremonies, fulfilling the terms and conditions of donors, erecting plaques inscribed with the names of donors, organizing for interactive meetings of donors with the Vice Chancellors, sustaining donor projects, listing the donors in a web directory, taking visiting donors on site-seeing tours and allowing donors to access and use library services freely. The motivational strategies used to attract the support of potential donors are establishing links with international organizations interested in library development, sending funding proposals to potential donors, organizing for breakfast meetings, reaching out to willing partners and carrying out an aggressive marketing campaign through the use of the Internet.

Fundraising is a viable source of supplementary funding for public universities in Kenya. If fundraising is well planned and coordinated, it can attract more funding than primary sources of funding could. Modern Information and Communication Technologies (ICT’s) have made fundraising more feasible than ever before. With the help of the Internet, it is now easier to identify donors willing to fund specific library projects, prepare funding proposals according to donors’ requirements and above all to communicate with donors.

6.3.6 Fundraising Challenges Faced by Public University Libraries in Kenya

Public university libraries in Kenya faced a number of fundraising challenges namely lack of fundraising skills, lack of appreciation and value for library services, lack of proactiveness by librarians in fundraising activities, lack of enthusiasm by librarians for fundraising activities, lack of facilitation in form of seed money by the university management, resistance to new ideas by librarians, poor culture of giving for the sake of posterity among Kenyans, lack of proper fundraising structures, poor marketing, difficult donor conditions, inability to sustain donor projects, failure to remit library funds to the library, scarcity of donors, lack of identification mechanism for potential donors, political interference in running public universities, failure of Kenya Library Association to provide needed leadership in library fundraising, lack of cooperation among librarians on fundraising issues and inability to apply research findings undertaken by librarians.

6.3.7 Measures Needed to Undertake Successful Fundraising Activities in Public University Libraries in Kenya

In order for public university libraries in Kenya to undertake successful fundraising activities a number of measures need to be taken. These are establishment and implementation of fundraising structures and policies, provision of support and an enabling environment for undertaking fundraising activities, establishing collaboration networks with potential donors, sensitising Kenyan communities to learn to give for the sake of posterity, training librarians to acquire fundraising skills, motivating librarians who demonstrate exceptional fundraising abilities, vice-chancellors need to play a leading role in library fundraising, provision of seed money for initiating library fundraising programmes, remitting all library funds to the library, creating fundraising units in public university libraries, embedding fundraising as a core duty of university librarians, designing strategies for sustaining donor-funded projects, transparently accounting for donor funds, establishing motivational strategies for attracting potential donors, establishing library fundraising lobby and advocate groups, marketing library fundraising programmes aggressively, opening up library information services and products to potential donors, organizing for special library events, integrating fundraising topics in Library and Information Science training programmes, running libraries like private business enterprises, establishing collaboration and a close working relationship with members of the academic and research departments in the university, taking advantage of the new Information and Communication Technologies (ICTs) and especially Internet related technologies in carrying out fundraising activities, commercialise library services and products, provide consultancy services, introduce income generating activities and the need for Kenya Library Association (KLA) to provide leadership and support in library fundraising.

6.4 RECOMMENDATIONS OF THE STUDY

Based on the major findings of this study, the researcher makes recommendations listed below which are aimed at suggesting improvement of funding levels, fundraising and by extension, the services in public university libraries in Kenya. The recommendations address pertinent issues raised throughout the study. These recommendations are addressed to two main components of the public university system in Kenya namely, the university management and the library management.

6.4.1 Recommendations Addressed to Public University Management in Kenya

The researcher makes the following specific recommendations to the management of each of the seven public universities surveyed in this study.

6.4.1.1 Need to Integrate Fundraising in the University’s Strategic Plan

It emerged from the findings of this study that most of the public universities surveyed did not have fundraising as one of the strategic issues and objectives in their strategic plans. This implies that fundraising as an activity was not budgeted for and hence this became a hindrance for the departments to plan and execute fundraising programmes. The researcher therefore recommends that the management in each of the seven public universities surveyed in this study takes steps to integrate fundraising in the university’s strategic plan. Fundraising needs to be captured as one of the Key Result Areas in the strategic plan with specific strategic issues, goals, strategies and activities in order to realise it. If this is done it becomes easier to generate fundraising ideas, plan for them and implement fundraising initiatives.

6.4.1.2 Need for Fundraising and Library Funding Policies

The research findings revealed that none of the seven public universities surveyed in this study had a fundraising policy. The findings also showed that six of these universities did not have a library funding policy. Lack of a fundraising policy in these universities hindered the departments including the library from initiating, planning and discharging successfully major fundraising activities. On the other hand, lack of a library funding policy resulted in inconsistent and inadequate funding of the library. The researcher therefore recommends that public universities in Kenya need to formulate and implement a fundraising policy for use in facilitating fundraising activities within the departments. The researcher also recommends that these universities need to formulate and implement a library funding policy in order to ensure that the library department receives a consistent and adequate funding. In addition these universities need to comply with the CUE (formerly CHE) library funding policy and standard.

6.4.1.3 Need for Financial Support to Facilitate Library Fundraising Activities

It emerged from the study findings that there was no adequate facilitation provided by the management in each of the seven public universities surveyed in this study to financially support library fundraising activities. The researcher therefore recommends that the management in each of these universities need to provide adequate budget support to facilitate the undertaking of library fundraising activities.

6.4.1.4 Need for University Management to Appreciate the Role of the Library

This research indicated that the management in each of the seven public universities surveyed in this study seemed not to appreciate the central role played by the library in contributing towards the academic activities of the university. This was evident through its poor prioritisation in funding of library operations. The researcher therefore recommends that the management in each of the seven public universities need to appreciate the central role played by the library in contributing towards the academic activities of the university by giving priority to library funding requirements.

6.4.1.5 Need to Establish a Central Fundraising Department

It was revealed from the findings of this study that none of the seven public universities surveyed in this study had an independent fundraising department as at the time of carrying out this research. The lack of a fundraising department meant that the university management and the rest of the university departments lacked a centre for planning and coordinating fundraising activities. The researcher therefore recommends that each of the seven public universities surveyed in this study needs to establish a central fundraising department. The fundraising department would be mandated to plan and coordinate fundraising activities and programmes in liaison with the departments originating fundraising ideas. The fundraising department need not only be equipped with state of the art Information and Communication Technology (ICT) facilities but also with staff trained in fundraising and resource mobilization. With the existence of a well equipped fundraising department, it would be easier to cascade upwards feasible fundraising ideas from the departments and vice-versa. The fundraising office ought to have an effective and efficient administrative structure that would nurture and facilitate fundraising initiatives among the various university departments. The researcher suggests that the fundraising department be headed by a Director who reports directly to the Vice-Chancellor. This is so because communications on fundraising issues ought to occur at the highest level of leadership that is between the Vice-Chancellor and the donors. The Fundraising Director will be assisted by qualified officers who are in-charge of various fundraising units. Figure 6.1 below suggests a structure for a fundraising department in a public university.

Figure 6.1: Proposed Structure for a Fundraising Department

Source: Author

Apart from working directly with the Vice-Chancellor’s office to develop fundraising projects, the fundraising department will collaborate with other university departments and committees in order to successfully carry out its fundraising activities. The researcher suggests the procedure illustrated in Figure 6.2 on page 293 for possible adoption in developing fundraising projects. The procedure describes the stages to be involved in developing fundraising initiatives from preparing a fundraising proposal, assessing the fundraising proposal, approving the fundraising proposal, approving fundraising resources, planning for the fundraising project, marketing the fundraising project to potential donors to evaluation of the fundraising project.

Figure 6.2: Proposed Procedure for Developing a Fundraising Project

Source: Author

KEY:

The numbers 1 to 7 indicates the stages to be involved in developing a fundraising project namely:

Conception of a fundraising idea and preparation of a fundraising proposal by the Originating Department.

Assessment of the fundraising proposal by the Fundraising Department.

Approval of the fundraising proposal by the University Management

Approval of the required fundraising resources by the University Council.

Planning for the fundraising project by the Fundraising Committee.

Marketing of the fundraising project to potential donors by Fundraising Lobby Groups.

Evaluation of the fundraising project by the Project Evaluation Unit.

6.4.1.5.1 Interpretation of the Fundraising Project Stages shown in Figure 6.2

Figure 6.2 on page 293 indicates seven phases to be involved in developing a fundraising project. These phases are interpreted below:

6.4.1.5.1.1 Phase One

Phase one represents the conception of a fundraising idea and subsequent preparation of a fundraising proposal by a university department. A university department say the University Library will conceive a project idea that it will desire to carry out in furtherance of its objectives, goals, mission and vision. This project idea will need funding beyond what the university provides for in its recurrent expenditure budget. The department will then prepare a detailed fundraising proposal for the project idea indicating its rationale, cost implication, fundraising need, fundraising strategies and potential donors. The department will directly or indirectly identify potential donors. Indirectly, the department will identify potential donors through the University Council, University Management, Fundraising Department, Fundraising Committee and Fundraising Lobby Groups (Friends of the University). The department will eventually forward the fundraising proposal to the Fundraising Department for assessment and expert advice. The proposal might go through a series of refinement stages before the fundraising department endorses it for submission to the University Management for approval and adoption.

6.4.1.5.1.2 Phase Two

Phase two represents the assessment of the fundraising proposal by the Fundraising Department. The Fundraising Department, upon receiving a detailed fundraising proposal from the originating department, will subject it to an assessment process with a view to offering the originating department an expert advice. This process involves determining whether the proposal meets the required funding standards. The fundraising department may, as part of assessing the proposal, scrutinize the donor list and fundraising strategies with a view to expanding on them. In addition to providing assessment and expert advice, the Fundraising Department will help the originating department to formulate a work-plan indicating how fundraising activities will be coordinated in order to raise the required funding for the proposed project. The main coordinating activities that the Fundraising Department will help the originating department to carry out in the later stages include contacting and influencing members of the University Council and Management Board to support the fundraising project, facilitating and participating in fundraising committee meetings, contacting, influencing and accounting to donors and updating the originating department on the progress of fundraising activities for its proposed project. Once the Fundraising Department is satisfied that the fundraising proposal meets the required standards and the coordination plan is in place then it will recommend it to the University Management Board for approval and implementation.

6.4.1.5.1.3 Phase Three

Phase three represents the approval of the fundraising proposal by the University Management Board. The successful planning, coordination and implementation of a fundraising project will depend on the level of acceptance and facilitation provided by the University Management. The University Management will be expected to buy and own the fundraising idea fully from the originating department through the recommendation made to it by the Fundraising Department. The University Management can buy and own the project idea by approving and implementing the fundraising proposal as recommended by the Fundraising Department; selling the fundraising idea to the University Council and other decision-making and support units of the university; recommending to the University Council to approve and deploy resources for successful undertaking of fundraising activities; assisting the University Council to appoint highly influential people into the Fundraising Committees and Lobby Groups; identifying, contacting and motivating donors and assisting the Fundraising Department and the Originating Department to identify, contact and facilitate Fundraising Lobby Groups.

6.4.1.5.1.4 Phase Four

Phase four represents the approval of the required fundraising resources by the University Council. The successful planning, coordination and implementation of the fundraising project will depend on the amount of available resources. These resources will include human, financial and time. The University Council will be instrumental, through the recommendation of the University Management Board, in approving and providing facilitation for the required resources to undertake planned fundraising activities. In general the role of the University Council in relation to fundraising initiatives will be to approve resources for fundraising projects recommended by the University Management; identify, contact and motivate donors and identify, contact and appoint influential people into the Fundraising committees and Lobby Groups

6.4.1.5.1.5 Phase Five

Phase five represents the planning for the fundraising project by the Fundraising Committee. The successful undertaking of the fundraising project will require proper planning. The act of planning for a fundraising project will be carried out by the Fundraising Committee. The Fundraising Committee will comprise of representatives drawn from the University Council, University Management, Fundraising Department, Originating Department and co-opted members from Friends of the University and experts. The members of the fundraising committee should be highly influential and famous people who have a deep interest and expertise in the fundraising project to be carried out by the university. The committee members should also have direct personal contacts with the targeted donors.

6.4.1.5.1.6 Phase Six

Phase six represents marketing of the fundraising project to potential donors by Fundraising Lobby Groups. The role of marketing a fundraising project will be carried out chiefly by the Fundraising Lobby Groups made up of individuals or organizations that consider themselves as Friends of the University and/or the originating department. However, marketing of the fundraising project will also be carried out by members of the University Council, University Management, Fundraising Committee, Fundraising Department and the Originating department. Like in Phase 5, the members of the Fundraising Lobby Groups should be highly influential and famous people who have deep interest and expertise in the fundraising project to be carried out by the university. They should also have direct personal contacts with the targeted donors. Once convinced through the marketing campaigns carried out by the Fundraising Lobby Groups, the donor community will accept to support the fundraising initiatives of the university. The donor community will be motivated to support the fundraising initiatives of the university if it shares the same goals with the university as encompassed in its fundraising project and if the university can demonstrate a track record of utilizing well and accounting for the donations previously received from donor agencies.

6.4.1.5.1.7 Phase Seven

Phase seven represents the evaluation of the fundraising project by the Project Evaluation Unit of the university. Once the fundraising project is completed, it will be a good idea to audit all the processes and activities involved as well as the outcome of the project so as to get an understanding of what worked, what did not work and why they did not work. This evaluation process will be useful in that it will lay a foundation for improvement in undertaking future fundraising projects. The role of evaluating the completed fundraising project should be jointly undertaken by the Originating Department, Fundraising Department and the Evaluation Department. This recommendation therefore calls for public universities in Kenya to establish Independent Evaluation Departments or Units headed by staff with qualifications in Monitoring and Evaluation and Project Management disciplines.

6.4.1.6 Need to Remit Library Funds towards Library Use

It became evident from the findings of this study that public university libraries in Kenya did not receive all the library funds collected by the university as fees or penalties. This was explained to happen because all the funds collected by the university were deposited in the general account that serviced all the departments. The library could not therefore access and use all the library funds collected by the university. It is against this background that the researcher recommends the need for the management in each of the seven public universities in Kenya to facilitate the opening of a library account in which to deposit all funds raised in the name of the library. This account should have the Vice-Chancellor, Deputy Vice-Chancellor in charge of Academic Affairs, Finance Officer and University Librarian as signatories. With the existence of such an account, it will become easier for the university management to ensure consistent development of the library in terms of its facilities and information resources. It would also enable the university management to ensure that all the funds collected for library purposes are utilized by the library.

6.4.1.7 Need to Establish Strategic Fundraising Lobby Groups

This study revealed that part of the reasons why public university libraries in Kenya did not undertake major fundraising initiatives was because of lack of strategic and highly influential groups to lobby on its behalf for funding from donors. The researcher therefore recommends to the management in each of the seven public universities surveyed in this study to establish a group or groups of strategists to lobby on behalf of the library for funding from potential donors. This group or groups of strategists would comprise of highly influential people and organizations identifying themselves as friends of the university and in particular the library. The aim of the fundraising lobby groups will be to support fundraising initiatives of the library and other departments of the university. The researcher further recommends that among this group of strategists should be the senior members of the university management who by virtue of their job positions and professional status have international reputation which they could take advantage of to influence the support of potential donors for the benefit of the university library.

6.4.1.8 Need to Establish and Adopt Fundraising Models

This study revealed that there was no formal fundraising model that had been adopted by the seven public universities surveyed in this study. This was so because none of the seven public universities had an operational fundraising office and/or department as at the time of carrying out this research. The researcher therefore recommends that the fundraising models shown in Figure 6.3 below be considered for possible adoption as is or with adjustments by the seven public universities.

Figure 6.3: Proposed Fundraising Models for Public Universities in Kenya

Source: Author

KEY:

The number 1 to 7 indicates the possible fundraising models that public universities surveyed in this study could adopt namely:

Major Gift Model.

Foundation Model.

Alumni Model.

Annual Gift Model.

Collaboration Model.

Business Model.

Celebrity Model.

6.4.1.8.1 Interpretation of the Fundraising Models

Figure 6.3 on page 300 shows seven possible fundraising models that public universities in Kenya can use to attract project funding from diverse sources. The interpretation of how these models can be used to attract funding is discussed in the sub-sections below:

6.4.1.8.1.1 The Major Gift Model

Public universities in Kenya can use this model to carry out fundraising activities which are targeted towards attracting big donations from the rich members of society. These wealthy individuals and business people can afford to donate large gifts either in form of cash, endowment, inheritance or in honour of the living or departed members of their families. Kenyan public universities can contact these wealthy people directly or through their philanthropic agencies that they may have established alongside their business entities. The Major Gift fundraising model will enable public universities to attract huge donations that can support long-term and expensive capital projects. In order for Kenya’s public universities to benefit from this fundraising model, they need to identify potential prosperous individuals whose priorities are similar to those of the university. In addition, the universities need to establish and maintain a close working relationship with the potential donors. The universities can motivate these well-off individuals to donate by recognizing their areas of success and inviting them to participate in university functions and projects. To achieve greater success using this model, the university’s top leadership represented by the University Management and Council ought to spearhead the process of contacting, establishing and maintaining cordial relationship with potential wealthy donors.

6.4.1.8.1.2 The Foundation Model

This model involves the undertaking of fundraising activities which target donations from large foundations. These foundations could be sponsored by individuals or corporations. Public universities in Kenya can easily attract funding using this model because most foundations have predetermined formal procedures, rules and criteria which determine eligibility for funding support. The universities can use this model to attract grants for projects in areas of common interest e.g. research, human development, equipment and infrastructure. The successful use of this model will depend on identification of common areas of interest between the university and the various potential foundations. It will be important for universities to actively seek for information on common areas of interest.

6.4.1.8.1.3 The Alumni Model

This model involves the undertaking of fundraising activities which target donations from the public universities’ alumni constituency. Public universities in Kenya can use this model to attract donations however small from their former graduates whose numbers keep increasing every year. Statistically, if each university succeeds to reach out to most of its alumni and influence them to contribute small donations towards a project, the cumulative effect will be substantial. The use of this model will be more flexible to enable universities cater for their general needs since the alumni in most cases will not require their former universities to meet predetermined conditions for eligibility. The successful use of this model will require the university to have a well established, staffed and equipped Alumni Department that ought to work in close collaboration with the Fundraising Department. It will also be important for the university to establish and maintain a good relationship with the members of the alumni.

6.4.1.8.1.4 The Annual Gift Model

This model involves the undertaking of fundraising activities usually on an annual basis. Public universities in Kenya can do this by establishing annual fund programmes which are tailored towards supporting budgeted expenses in their annual financial plans. The universities could also use this fundraising model to solicit for gifts towards designated projects. In using this model, Kenya’s public universities will be free to attract funding from a diverse group of donors. This fundraising model is appropriate for capturing donations for short-term projects.

6.4.1.8.1.5 The Collaboration Model

This model entails fundraising activities geared towards projects which are being undertaken jointly by two or more parties. Public universities in Kenya can collaborate with other learning institutions or corporate organizations in carrying out projects with common goals. The areas of collaborations could include research, training programmes, adoption of innovations and industrial linkages. In this approach to fundraising, the collaborating organizations will be willing to act as sources of philanthropic funds. This fundraising model is most appropriate where both the university and the collaborating organizations stand to benefit from the project. It therefore requires that Kenyan public universities will enter into symbiotic relationships with interested collaborators.

6.4.1.8.1.6 The Business Model

The Business Model of fundraising will use the entrepreneurial approach to obtain supplementary funding from business projects or income generating activities. In using this approach, public universities in Kenya can start business projects which are meant to generate substantial income to support their annual budgetary expenses. Some of the business projects that the universities can engage in to generate additional income include farming, health services, hotel and accommodation services, training and consultancy services, patents and offering of commercialized academic programmes. In order to carry out successful fundraising activities using this model, public universities need to ensure effective management of businesses or income generating activities. They also need to ensure that the managers running the university enterprises are people of high integrity.

6.4.1.8.1.7 The Celebrity Model

The Celebrity Model concerns fundraising activities targeting donations from or through famous people. These individuals may include legendary sportspersons, models, musicians, academicians, entertainers, performers, media personalities and distinguished politicians. Public universities can establish good relationship with this group of people and work in partnership to support fundraising projects. Since these personalities are wealthy in their own right, they can make individual donations in form of cash or bequests towards specific projects of their interest. Since they are also renowned individuals, they can use their fame on behalf of the university to solicit for funding support towards university projects. This second approach requires the universities to appoint celebrities as their ambassadors in campaigning for support towards university projects.

6.4.2 Recommendations Addressed to the Public University Library

This study revealed a number of hindrances that have prevented public university libraries in Kenya from undertaking successful fundraising activities. The researcher therefore makes the following specific recommendations to public university libraries in Kenya:

6.4.2.1 Need for Public University Libraries to Aggressively Market Themselves

One of the problems that emerged from the study findings that have impeded Kenya’s public university libraries from initiating and successfully undertaking fundraising activities in the past has been their lack of aggressive marketing campaigns. The researcher therefore recommends to these libraries the need to design and launch fundraising marketing programmes that would help to project their images and fundraising initiatives well before potential partners and friends of the university. A mixture of marketing approaches can be used to achieve this objective. Some of the techniques that may be used to market these libraries are:

Networking whereby they go to where their potential donors are and interact with them. By doing this, they will establish and maintain contact with people and organizations bearing opportunities for supporting their fundraising programmes.

Speaking about your fundraising needs at seminars, workshops, conferences and participating in the professional development activities where potential donors are present.

Creating publicity in the media which will raise their libraries’ profile and credibility. These media may include newspapers, advertising in trade or professional journals, magazines and the Internet.

Having a website that is not only interactive, user-friendly but also regularly updated and maintained.

Listing their libraries in directories e.g. the Kenya Education Directory.

Preparing promotional literature such as brochures, fliers, advertising materials and exhibition and demonstration materials.

Using direct mail, preferably e-mail, to create awareness of and interest in their library services.

Being members of professional associations where they need to be active in their meetings and functions.

Participating in Corporate Social Responsibility (CSR) activities. It may be necessary for public university libraries to donate some of their time and commitment to a worthwhile course as a gesture of goodwill e.g. promoting literacy and study activities in their local neighbourhood.

There are many opportunities for public university libraries to offer their services if they participate in teaching for a university or community college. This will enable librarians to market their services to both the student and the teaching fraternity who are among the potential partners in library fundraising programmes.

They can seek for free media exposure where possible which can provide them with credibility and develops public awareness of fundraising endeavours.

Giving and participating in public lectures. Many organizations and associations need speakers for breakfast, luncheon or dinner meetings. This can be an avenue for public university libraries to talk about themselves and their fundraising programmes.

Participating in radio and television talk shows where they can be given some airtime to say who they are, what they are and the kind of fundraising projects that they are undertaking and need support for.

Writing articles featuring fundraising programmes for publishing in professional journals.

Writing and publishing books is another avenue to reach out to potential donors in the academic and publishing arenas.

Allowing potential partners access to use library services.

Organizing for special library events like a library open day which would create a forum for luring potential partners.

6.4.2.2 Need for Training of Public University Librarians on Fundraising

Successful undertaking of fundraising activities requires specialised skills. It emerged from the study findings that public university librarians do not have fundamental skills on how to plan for, coordinate and execute fundraising programmes. The researcher therefore recommends that public university librarians need to acquire requisite fundraising skills. These skills can be attained through the following training approaches:

By entrenching fundraising units in the formal curricula for Library and Information Science training programmes offered by some universities and colleges in Kenya. The researcher recommends for basic fundraising units to be taught at the university undergraduate level and advanced fundraising units at the postgraduate level. In fact it would be advisable to have fundraising for libraries as an area of specialization at the postgraduate level mainly at the Masters and Ph.D level.

Through informal courses in form of workshops, seminars, conferences and symposia.

Through professional meetings

6.4.2.3 Need for Public University Libraries to be Proactive and Creative in Fundraising

It emerged from the study findings that public university libraries in Kenya were not proactive and creative in fundraising. They were operating in a state in which their mother institutions were expected to meet all their financial requirements. As valid as this view may be, it is true that today’s financial environment is challenging and calls for a concerted effort of all the concerned parties. The researcher therefore recommends that public university libraries need to step out of their current financial comfort zones and begin to proactively and creatively forge partnership with potential donors who may be willing to fund viable library projects. As part of this proactiveness and creativity, public university libraries need to design an effective and efficient strategic plan showing clearly the areas of partnerships and the strategic objectives and goals to be realised under those areas.

6.4.2.4 Need for Public University Libraries to Establish Fundraising Units

One of the reasons why public university libraries in Kenya had not made any in-roads into the area of fundraising was that none had a fundraising unit or section. The researcher therefore recommends for each public university library in Kenya to establish a fundraising unit or section. The library fundraising unit will be responsible for conceiving, strategizing for, coordinating and executing in liaison with the fundraising department all fundraising initiatives for the library. This unit will also represent the library at the fundraising committee meetings and at events organized by the library fundraising lobby groups.

6.4.2.5 Need for Public University Libraries to Establish Fundraising Policies

The study findings revealed that none of the seven public university libraries had a fundraising policy to help in governing the undertaking of library fundraising activities. The researcher therefore recommends that each of the seven public university libraries need to establish a library fundraising policy. This policy need to be harmonized with that to be formulated with the fundraising department so as to avoid any clash between the two policies.

6.4.2.6 Need to Embrace New Information and Communication Technologies (ICTs) in Fundraising

The study findings revealed that none of the seven public university libraries had adopted new Information and Communication Technologies (ICTs) to advance fundraising ideas. The researcher therefore strongly recommends that these libraries explore into this approach to fundraising as it possesses a lot of potential. The emerging Information and Communication Technologies like the use of Short Message Service (SMS), Electronic Mail (E-mail) and Social Internet Technologies like face-book and twitter can be very useful in marketing fundraising ideas and making contacts with potential donors.

6.4.2.7 Need for Public University Libraries to Establish a Close Working Relationship with university Departments Undertaking Fundraising Activities

This research indicated that Public University Libraries in Kenya did not portray a close working relationship with university departments carrying out fundraising activities. Such departments include the Alumni, Public Relations, International links and Research and Extension. The researcher therefore recommends that public university libraries need to establish a close working relationship with these and other like-minded departments. It may also be useful for these libraries to forge a close working relationship with the University Academic Staff Union (UASU) and University Non-Teaching Staff Union (UNTESU) which can play the role of library fundraising lobby and advocacy groups.

6.4.2.8 Need to Appoint Public University Librarians on the Strength of their Ability to Fundraise

This study established that, unlike in Europe and North America where University librarians are appointed on the strength of their ability to fundraise, public university librarians in Kenya are not appointed on this basis. This explains why very little has been achieved in the area of fundraising in these institutions. The researcher therefore recommends that future university librarians in public university libraries be appointed on the basis of their abilities to undertake fundraising activities. This calls for the need to entrench fundraising as a core responsibility of university librarians in their job descriptions. The success of future university librarians in public universities in Kenya will therefore be measured more by the amount of financial resources they help to raise as opposed to the successful execution of library services which will be left to the librarians and library assistants manning various sections of the library.

6.4.2.9 Need to Operate Public University Libraries like Private Business Enterprises

This study established that part of the reason why Public University Libraries were not making in-roads into fundraising was that they were operated purely as service providers as opposed to entities that ought to generate sustainable income. The researcher therefore recommends that Public University Libraries in Kenya be operated more of like private business enterprises where they are expected to figure out where to obtain financial resources that they need to offer information services. This approach would enable public university libraries in Kenya to consider developing interest in fundraising activities.

6.5 SUGGESTIONS FOR FURTHER RESEARCH

Having reviewed the data presentation, analysis and interpretation and discussion of the findings in chapter four and five respectively and having drawn conclusions and recommendations from the findings this study in this chapter, the researcher proposes the following suggestions for further research.

6.5.1 Fundraising for Private University Libraries in Kenya

This study revealed that public university libraries in Kenya do not carry out major fundraising activities just like their parent institutions. However, a quick survey of private universities would reveal that a lot of fundraising activities are undertaken in these institutions. The researcher therefore suggests that a comparative study ought to be carried out on fundraising activities in Private University Libraries in Kenya. Such a study would be able to unearth the secrets behind the successful undertaking of large scale fundraising activities in these institutions.

6.5.2 Funding Policies in Private University Libraries in Kenya

This study revealed that public university libraries in Kenya are inadequately funded because there were no funding policies used to ensure consistent funding. The researcher therefore suggests that a study be done to establish funding polices for private university libraries in Kenya. Such a study will be important in the sense that it will provide a benchmarking framework towards ensuring attainment of consistent funding of public university libraries.

6.6 SUMMARY

Chapter six drew conclusions based on the major findings of the study. Further, the chapter made recommendations based on the findings of this study and which were aimed at suggesting the improvement of funding levels, fundraising and by extension the library services in public university libraries in Kenya. Finally, the chapter ended by suggesting two topics for further research in order to gain additional insight into the research problem of this study.

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APPENDIX I

LETTER OF INTRODUCTION TO THE RESPONDENTS

I am a PhD student from Moi University, School of Information Sciences, Department of Library, Records Management and Information Studies based at Nairobi Campus.

I am currently carrying out a research programme as part of the doctoral degree requirements on the topic: Fundraising as a Supplementary Source of Funding for Public University Libraries in Kenya.

I will be grateful if you could assist in providing answers to the questions attached herein. Please be assured that any information you provide me will be treated with utmost confidentiality.

Thank you.

MR. FESTUS KIPKORIR NGETICH

IS/DPHIL/08/07

APPENDIX II

INTERVIEW SCHEDULE FOR STRATEGIC LEVEL LIBRARY MANAGERS

A. BACKGROUND INFORMATION

Your job position: [ ] University Librarian [ ] Deputy University Librarian [ ] College Librarian [ ] Campus Librarian

Your highest professional qualifications: [ ] Masters [ ] PhD [ ] Other(s)

What is your age bracket: [ ] 30-40 [ ] 40-49 [ ] 50-59 [ ] 60-69 [ ] 70 and Over

How long have you worked in this library?

Is there a strategic plan for your library? [ ] Yes [ ] No

If yes, is funding and fundraising a part of the strategic plan?

[ ] Yes [ ] No

B. LIBRARY FUNDING REQUIREMENTS

What are your library funding requirements?

What has been the trend in the funding of your library over the last five years as indicated in Table A-1 below?

TABLE A-1: LIBRARY FUNDING REQUIREMENTS

C. LIBRARY FUNDING POLICY

Is there a policy that is used by your university to determine the amount funding allocated to the library? [ ] Yes [ ] No

If yes, what are the funding guidelines stipulated in the policy?

If no, what is the rationale used by your university to determine the amount of funding allocated to the library?

Are you aware of any other funding guidelines originating from within or without the university which could influence the funding of your university library? [ ] Yes [ ] No

If yes, which are these guidelines and how do they influence the funding of your library?

Have stakeholder groups like the University Academic Staff Union (UASU) and University Non-Teaching Staff Union (UNTESU) played any role towards the formulation of a library funding policy in your university? [ ] Yes [ ] No

If yes, explain what role they have played?

D. LIBRARY FUNDING SOURCES AND THEIR LEVELS OF ADEQUACY

What are the sources of funding for your library?

Is the funding received from these sources adequate to meet your library needs? [ ] Yes [ ] No

If no, what are the reasons for inadequate funding of your library?

To what extent has the problem of inadequate funding affected your library operations?

How do you normally address the problem of inadequate funding in your library?

E. FUNDRASING AS A SUPPLEMENTARY SOURCE OF FUNDING

Do you carry out fundraising activities as a way of obtaining supplementary funding for the library? [ ] Yes [ ] No

If yes, what types of fundraising strategies do you use?

Is there a fundraising unit in the library and/or a fundraising/development office at the administrative level of the university? [ ] Yes [ ] No

If yes, is there a fundraising policy? [ ] Yes [ ] No

If yes, what are the guidelines stipulated in the policy?

What strategies do you use to attract potential or new donors?

What strategies do you use to motivate existing donors to continue giving?

Do you think fundraising is a viable source of supplementary funding for your library? [ ] Yes [ ] No.

If yes, please explain why.

If no, please explain why.

F. FUNDRAISING CHALLENGES

Do you experience any challenges while carrying out fundraising activities? [ ] Yes [ ] No

If yes, please state the challenges.

G. SUGGESTIONS, RECOMMENDATIONS OR COMMENTS

What measures would you suggest for public university libraries to take in order to engage in successful fundraising activities?

Do you have any other comment to make in relation to this research topic?

APPENDIX III

INTERVIEW SCHEDULE FOR TACTICAL LIBRARY MANAGERS (HEAD OF SECTIONS)

A. BACKGROUND INFORMATION

Your highest professional qualifications: [ ] Masters [ ] PhD [ ] Other(s)

What is your age bracket: [ ] 30-40 [ ] 40-49 [ ] 50-59 [ ] 60-69 [ ] 70 and Over

How long have you worked in this library?

B. LIBRARY FUNDING SOURCES AND THEIR LEVELS OF ADEQUACY

What are the sources of funding for your library?

Is the funding received from these sources adequate to meet your library needs? [ ] Yes [ ] No

If no, what are the reasons for inadequate funding of your library?

To what extent has the problem of inadequate funding affected your library operations?

How do you normally address the problem of inadequate funding in your library?

C. FUNDRASING AS A SUPPLEMENTARY SOURCE OF FUNDING

Do you carry out fundraising activities as a way of obtaining supplementary funding for the library? [ ] Yes [ ] No

If yes, what types of fundraising strategies do you use?

Is there a fundraising unit in the library and/or a fundraising/development office at the administrative level of the university? [ ] Yes [ ] No

If yes, is there a fundraising policy? [ ] Yes [ ] No

If yes, what are the guidelines stipulated in the policy?

What strategies do you use to attract potential or new donors?

What strategies do you use to motivate existing donors to continue giving?

Do you think fundraising is a viable source of supplementary funding for your library? [ ] Yes [ ] No.

If yes, please explain why.

If no, please explain why.

D. FUNDRAISING CHALLENGES

Do you experience any challenges while carrying out fundraising activities? [ ] Yes [ ] No

If yes, please state the challenges.

E. SUGGESTIONS, RECOMMENDATIONS OR COMMENTS

What measures would you suggest for public university libraries to take in order to engage in successful fundraising activities?

Do you have any other comment to make in relation to this research topic?

APPENDIX IV

INTERVIEW SCHEDULE FOR FINANCE OFFICERS

A. BACKGROUND INFORMATION

Your highest professional qualifications: [ ] Masters [ ] PhD [ ] Other(s)

Age bracket: [ ] 30-40 [ ] 40-49 [ ] 50-59 [ ] 60-69

How long have you worked in the finance department?

B. SUPPORT TO THE LIBRARY DEPARTMENT

What is the role of the finance department in supporting the university library?

What has been the level of financial support given to the library department over the last five years in relation to the overall university budget?

TABLE A-3: LIBRARY FUNDING REQUIREMENTS

C. UNIVERSITY FUNDING POLICIES

Are there policies that govern the funding of operations in the university? [ ] Yes [ ] No

If yes, state them?

Is there a specific policy that directly governs the funding of library operations? [ ] Yes [ ] No

If yes, state its guidelines?

If no, what is the rationale for determining the level of library funding?

Are the existing policies on library funding followed? [ ] Yes [ ] No

If no, please explain why.

D. UNIVERSITY FUNDING SOURCES AND THEIR LEVELS OF ADEQUACY

What are the sources of funding for the university?

Is the funding received from these sources adequate? [ ] Yes [ ] No

If no, how do you supplement the inadequate funding?

What are the main reasons for inadequate funding in public universities in Kenya?

E. FUNDRASING AS A SUPPLEMENTARY SOURCE OF FUNDING

Do you carry out fundraising activities as a way of obtaining supplementary funding for the library? [ ] Yes [ ] No

If yes, what types of fundraising strategies do you use?

Is there a fundraising unit in the library and/or a fundraising/development office at the administrative level of the university? [ ] Yes [ ] No

If yes, is there a fundraising policy? [ ] Yes [ ] No

If yes, what are the guidelines stipulated in the policy?

What strategies do you use to attract potential or new donors?

What strategies do you use to motivate existing donors to continue giving?

Do you think fundraising is a viable source of supplementary funding for your library? [ ] Yes [ ] No.

If yes, please explain why.

If no, please explain why.

F. FUNDRAISING CHALLENGES

Do you experience any challenges while carrying out fundraising activities? [ ] Yes [ ] No

If yes, please state the challenges.

G. SUGGESTIONS, RECOMMENDATIONS OR COMMENTS

What measures would you suggest for public university libraries to take in order to engage in successful fundraising activities?

Do you have any other comment to make in relation to this research topic?

APPENDIX V

INTERVIEW SCHEDULE FOR INFORMANTS

A. BACKGROUND INFORMATION

Your highest professional qualifications: [ ] Masters [ ] PhD [ ] Other(s)

Age bracket: [ ] 30-40 [ ] 40-49 [ ] 50-59 [ ] 60-69

How long have you worked in the finance department?

B. ROLE OF FUNDRAISING OFFICE

What is the role of the fundraising office?

What has been the amount of funding raised over the last five years and how much of it was meant for the library if any?

TABLE A-3: LIBRARY FUNDING REQUIREMENTS

C. FUNDRASING ACTIVITIES

What type of fundraising activities do you carry out?

Are there policies that govern fundraising activities in the university? [ ] Yes [ ] No

If yes, please state them?

Is there a specific fundraising policy that directly influences the funding of library operations? [ ] Yes [ ] No

If yes, state its guidelines?

D. FUNDRAISING CHALLENGES

Do you experience any challenges while carrying out fundraising activities? [ ] Yes [ ] No

If yes, please state the challenges.

E. SUGGESTIONS, RECOMMENDATIONS OR COMMENTS

What do you think are the measures that you need to take in order to engage in successful fundraising activities?

What is your future plan regarding fundraising programmes?

Please give any other comments you may have about fundraising.

APPENDIX VI

RESEARCH CLEARANCE PERMIT FROM NCST

APPENDIX VII

LETTER OF RESEARCH AUTHORIZATION FROM NCST

APPENDIX VIII

LETTER OF RESEARCH AUTHORIZATION FROM UNIVERSITY OF NAIROBI

APPENDIX IX

LETTER OF RESEARCH AUTHORIZATION FROM KENYATTA UNIVERSITY

APPENDIX X

LETTER OF RESEARCH AUTHORIZATION FROM JKUAT

APPENDIX XI

LETTER OF RESEARCH AUTHORIZATION FROM EGERTON UNIVERSITY

APPENDIX XII

LETTER OF RESEARCH AUTHORIZATION FROM MOI UNIVERSITY

APPENDIX XIII

LETTER OF RESEARCH AUTHORIZATION FROM MMUST

APPENDIX XIV

LETTER OF RESEARCH AUTHORIZATION FROM MASENO UNIVERSITY

Vice-Chancellor

Fundraising Director

Fundraising Officer

(Major Gift Unit)

Fundraising Officer

(Corporate Foundation Unit)

Fundraising Officer

(Alumni Contribution Unit)

Fundraising Officer

(Celebrity Support Unit)

1: Preparing

Fundraising Proposal

7: Evaluating Fundraising Project

6: Marketing Fundraising Project

5: Planning Fundraising Project

4: Approving Fundraising Resources

3: Approving Fundraising Proposal

2: Assessing Fundraising Proposal

7

Celebrity Model

6

Business Model

5

Collaboration Model

4

Annual Gift Model

3

Alumni Model

2

Foundation Model

1

Major Gift Model

Public University

FR Models