Exploring Funding Models and Funding Architecture on the Effective Administration of University Education in Enugu State

EXPLORING FUNDING MODELS AND FUNDING ARCHITECTURE

ON THE EFFECTIVE ADMINISTRATION OF UNIVERSITY

EDUCATION IN ENUGU STATE

By

ETIKUO, Nancy Chidimma

e-mail: [email protected]

&

Rev. Fr. OKPUISI, Richard

e-mail: [email protected]

                                                                  ABSTRACT

The research explored the funding models and funding architecture on the effective administration of university education in Enugu State. The study was guided by two research questions and two hypotheses. A descriptive survey research design was employed, and the study was conducted in Enugu State. The population for the study consisted of 106 respondents, comprising 54 management staff and 52 finance officers. Data were collected using a researcher-structured questionnaire titled “Funding Models and Funding Architecture for University Education Questionnaire (FMFAUEQ).” To establish the validity of the instrument, the questionnaire was reviewed by two experts in Educational Management and one expert in Measurement and Evaluation from the Faculty of Education at Enugu State University of Science and Technology. The reliability of the instrument was determined using Cronbach’s alpha, resulting in reliability coefficients of 0.79 and 0.81 for clusters 1 and 2 respectively. The overall reliability index was 0.80. The researchers, assisted by two research assistants, administered the questionnaire to the participants. The research questions were answered using mean with standard deviation, while the hypotheses were tested using the t-test statistic at a significance level of 0.05. The study findings indicated that funding models and funding architecture are critical for effective administration of University Education. In view of the findings, the study recommended that there should be collaboration among the government, private sectors and universities in order to foster funding initiatives.

KEYWORDS: Funding Models, Funding Architecture, University Education, Financial Sustainability, Resource Allocation, Quality Education

Introduction

The education system in every country serves as a potent tool for socio-economic progress. Without it, both individuals and nations would struggle to achieve professional and economic growth (Ololube and Ololube, 2016). Education is essentially about developing the emotional, intellectual, and physical capabilities of individuals to enable them to carry out complex tasks and activities. It has long been recognized as a crucial instrument for effective family, community, and national development (Federal Republic of Nigeria (FRN, 2013). Education begins at a young age, with primary and secondary schooling establishing a solid foundation of knowledge and skills. These early years of education provide the basis for more advanced learning at the university level. According to Idikwu (2014), a university is a well defined and structured establishment known all over the world as the highest educational institution for the recognition of academic excellence.

University education refers to the formal education provided at universities and other institutions of higher learning. It typically involves academic programs that offer a wide range of subjects and disciplines at an advanced level. According to the Federal Republic of Nigeria (FRN) (2013), university education is highly praised as an ongoing effective means to develop essential skills and human capital, leading to enhanced productivity in the workforce. Universities are institutions of higher learning that encompass teaching and research facilities, including graduate schools and professional schools granting master’s and doctoral degrees, as well as an undergraduate division offering bachelor’s degrees. FRN (2013), emphasized that university education aims to make the maximum contribution to national development by:

1. Intensifying and diversifying its programmes for the development of high level manpower within the context of the needs of the nation;
2. making professional course contents reflects our national requirements;
3. making all students part of a general programme of all round improvement in university education, to offer general study courses such as history of ideas, philosophy of knowledge, nationalism, and Information Technology; and
4. making entrepreneurial skills acquisition a requirement for all Nigerian Universities.

As a result of adhering to the objectives outlined in the National Policy on Education by the FRN (2013), a considerable number of individuals and families in Nigeria strive diligently to attain university education. Consequently, there has been a rising demand for university education in the country. University education plays a crucial role in developing the knowledge, skills, and attitudes necessary for effective administration in various fields and industries.

Administration is a social process that revolves around recognizing, motivating, controlling, and unifying both formally and informally organized human and material resources within a cohesive system designed to achieve specific objectives. Unachukwu and Okorji (2014) describe administration as this social process, tailored to accomplish predetermined goals through the management of resources. Another perspective, presented by Aguba in Okenwa and Igbo (2013), defines administration as the process of collaborating with others to efficiently achieve organizational goals.

Educational administration, on the other hand, entails skilful resource management and a high level of accountability among organizational members. In broader terms, it encompasses the operation of educational institutions, requiring effective guidance, leadership, and coordination of individuals to attain the institution’s objectives. According to Urwick (2014), effective administration involves planning activities that work towards fulfilling the goals of a particular organization. To successfully reach predetermined goals, an organization such as a school system must have competent leadership responsible for planning, organizing, coordinating, controlling, budgeting, and reporting the efforts of others within the secondary school. University administrations play a central role in managing the financial resources and securing funding to support the various activities and functions of the university.

Funding is the provision of money to an organization for the achievement of organizational goals. It is referred to as the act of providing money for a project (United Nations Educational, Scientific and Cultural Organisation (UNESCO, 2013). Funding refers to the financial support provided to individuals, organizations, or projects to help them carry out specific activities, achieve their goals, or pursue their objectives. As stated by Haruna and Inikpi (2019), funding refers to the allocation of monetary resources to support a program or project. Funding can come from various sources, such as government agencies, private investors, philanthropic organizations, venture capitalists, crowd funding platforms, or even personal contributions.

Furthermore, funding model refers to the way in which an organization, project, or initiative receives financial support to sustain its operations or achieve its objectives. It outlines the sources of funding and the distribution of financial resources to cover expenses, investments, and other financial needs. Funding models in universities play a crucial role in shaping their financial stability, academic programs, research activities, and overall functioning.

Funding architecture typically refers to the way a project or organization is financially supported and structured to achieve its goals. It encompasses various aspects related to funding sources, financial planning, and resource allocation. Funding architecture is a strategic approach to managing financial resources for a project or organization. It involves thoughtful planning, diversification of funding sources, transparency, and adaptability to ensure long-term sustainability and success.

The University management staff refers to individuals who effectively address the concerns, questions, suggestions, complaints, and input from students, academic staff, and non-academic staff promptly. In this study, the term “University management” encompasses employees responsible for decision-making in Nigerian universities, often referred to as management, principal officers, or stakeholders. On the other hand, the finance officer operates under the overall supervision of the Vice-Chancellor and is responsible for handling the University’s financial matters, including overseeing the funds. Financial officers collaborate closely with Budget Executives from the respective colleges, campuses, or administrative divisions they serve.

Historically, public universities in Enugu State have been heavily dependent on government funding. Fluctuations in government budgets, bureaucratic processes, and political considerations often lead to inconsistent funding, hindering long-term planning and development. Tuition fees in Enugu State’s public universities have traditionally been relatively low, rendering them inadequate to cover the growing expenses of quality education and infrastructure. While some private universities exist in the state, there remains untapped potential for increased collaboration between universities and the private sector, including industries, businesses, and philanthropic organizations.

Meanwhile, the administration of university education in Enugu State has faced numerous challenges due to financial constraints. Adequate funding is crucial to maintain and improve the quality of education, infrastructure, and research capabilities of universities. The current funding models and architecture may not be sufficient to meet the growing demands and aspirations of educational institutions in the state. The effective administration of university education in Enugu State heavily relies on sustainable funding models that transcend the limitations of traditional sources. By exploring innovative funding solutions and fostering strong partnerships between academia, government, and the private sector, Enugu State can ensure a brighter future for its educational institutions, staff, and students alike. It is based on the background that this study explored the funding models and funding architecture on the effective administration of university education in Enugu State.

Statement of the Problem

The existing funding sources for universities in Enugu State may not be sufficient to meet the escalating costs of educational resources, staff salaries, research initiatives, and infrastructural development. As a consequence, universities are facing challenges in maintaining their standards and delivering quality education to their students. The limited availability of funds has led to intense competition among universities, potentially resulting in disparities in the quality of education and infrastructure across different institutions. Moreover, the current funding architecture may not be adequately aligned with the modern educational landscape, which includes emerging technologies, evolving pedagogical methods, and global educational trends. As the educational environment rapidly evolves, there is a pressing need to assess and update the funding architecture to cater to these developments and ensure that universities can meet the demands of the 21st-century education.

The central problem revolves around the lack of adequate funding, hindering the ability of universities in Enugu State to provide optimal education. There is an urgent requirement for a comprehensive funding model and architecture that can address these funding challenges and enhance the administration of university education in the state. By devising a more robust funding system, universities can secure the necessary resources to maintain high standards of education, foster research excellence, and keep pace with modern educational advancements, ultimately benefiting students and the entire educational ecosystem in Enugu State. Therefore, this study explored the funding models and funding architecture on the effective administration of university education in Enugu State.

Purpose of the Study

The purpose of this study was to explore the funding models and funding architecture on the effective administration of university education in Enugu State. Specifically, the study sought to:

1. ascertain the funding models needed for the effective administration of university education in Enugu State;
2. determine the funding architecture needed for the effective administration of university education in Enugu State.

Research Questions

The following research questions guided the study:

1. What are the funding models for effective administration of university education in Enugu State?
2. What are funding architecture for effective administration of university education in Enugu State?

Hypotheses

The following hypotheses were tested at .05 level of significance:

H_O1: There is no significant difference between the mean scores of management staff and finance officers on the funding models for effective administration of university education in Enugu State.

H_O2: There is no significant difference between the mean scores of management staff and finance officers on the funding architecture for effective administration of university education in Enugu State.

Research Method

A descriptive survey research design was employed, and the study was conducted in Enugu State. Meanwhile, descriptive survey research design is defined as one in which a group of people or items is studied by collecting, describing and analyzing data from only a few people considered to be representative of the entire group (Nworgu, 2015). The population for the study consisted of 106 respondents, comprising 54 management staff and 52 finance officers. Data were collected using a researcher-structured questionnaire titled “Funding Models and Funding Architecture for University Education Questionnaire (FMFAUEQ).” To establish the validity of the instrument, the questionnaire was reviewed by two experts in Educational Management and one expert in Measurement and Evaluation from the Faculty of Education at Enugu State University of Science and Technology. The reliability of the instrument was determined using Cronbach’s alpha, resulting in reliability coefficients of 0.79 and 0.81 for clusters 1 and 2 respectively. The overall reliability index was 0.80.

The researchers, assisted by two research assistants, administered the questionnaire to the participants. The data were collated and analyzed using Statistical Package for Social Sciences (SPSS) 23.0. Mean scores and standard deviations were used to answer the research questions. The response ratings of “agree or disagree” were determined by finding the mean of the values that were assigned to the options. The decision rule for the research questions was based on real limit of numbers: Strongly Agree (SA) = 3.50-4.00; Agree (A) = 2.50-3.49; Disagree (D) = 1.50-2.49; Strongly Disagree (SD) = 0.00-1.49. t-test statistic was used to test the null hypotheses at .05 level of significant. Alpha (α) was set at .05 level of significance. Significant associations were observed for any p value less than .05. The decision rule for the hypotheses was that hypothesis would not be rejected when the p value is more than the significant value of .05, but rejected when the p value is less than the significant value.

Data Analysis and Results

Research Question 1: What are the funding models for effective administration of university education in Enugu State? 

Table 1: Mean scores and standard deviation of management staff and finance officers on the funding models for effective administration of university education

The analysis of the data in Table 1 indicates that the average scores for management staff ranged from 2.55 to 2.79, while the average scores for finance officers ranged from 2.51 to 2.77. The respondents had average scores of 2.62 and 2.60 respectively, with standard deviations of .83 and .82 for both groups. Overall, the respondents’ average scores ranged from 2.54 to 2.78, with a cluster mean of 2.62 and a standard deviation of .83. The findings from Table 1 suggest that the respondents agreed that funding models are critical for effective administration of university education in Enugu State.

H_O1: There is no significant difference between the mean scores of management staff and finance officers on the funding models for effective administration of university education in Enugu State.

Table 2: Summary of t-test analysis of mean scores of management staff and finance officers on the funding models for effective administration of university education

Data on Table 2 show that at 104 degree of freedom, the p-value was .104. The outcome of the p-value is greater than 0.05 level of significance set for this study. This signifies that the null hypothesis was not rejected, therefore, there was no significant difference between the mean scores of management staff and finance officers on the funding models for effective administration of university education in Enugu State.

Research Question 2: What are funding architecture for effective administration of university education in Enugu State?

Table 3: Mean scores and standard deviation of management staff and finance officers on the funding architecture for effective administration of university education

The analysis of the data in Table 3 indicates that the average scores for management staff ranged from 2.50 to 3.01, while the average scores for finance officers ranged from 2.51 to 3.03. The respondents had average scores of 2.72 and 2.76 respectively, with standard deviations of .82 and .82 for both groups. Overall, the respondents’ average scores ranged from 2.51 to 3.02, with a cluster mean of 2.72 and a standard deviation of .82. The findings from Table 3 suggest that the respondents agreed that funding architecture are significant for effective administration of university education in Enugu State.

H_O2: There is no significant difference between the mean scores of management staff and finance officers on the funding architecture needed for the effective administration of university education in Enugu State.

Table 4: Summary of t-test analysis of mean scores of management staff and finance officers on the funding architecture for effective administration of university education

Data on Table 2 show that at 104 degree of freedom, the p-value was .089. The outcome of the p-value is greater than 0.05 level of significance set for this study. This signifies that the null hypothesis was not rejected, therefore, there was no significant difference between the mean scores of management staff and finance officers on the funding architecture for effective administration of university education in Enugu State.

Discussion of Findings

The finding of the study showed that funding models are critical for effective administration of university education in Enugu State. Further finding showed that there was no significant difference between the mean scores of management staff and finance officers on the funding models for effective administration of university education in Enugu State.

The finding of the study showed that funding architecture are critical for effective administration of university education in Enugu State. Further finding showed that there was no significant difference between the mean scores of management staff and finance officers on the funding architecture for effective administration of university education in Enugu State.

Conclusion

The study “Exploring Funding Models and Funding Architecture on the Effective Administration of University Education in Enugu State” underscores the undeniable significance of funding in the success and quality of university education in Enugu State. Adequate funding emerges as a pivotal factor in creating a conducive and enriching learning environment, enabling universities to invest in modern infrastructure and cutting-edge technologies that enhance the educational experience for students and staff alike. Moreover, a robust funding architecture is instrumental in fostering a culture of innovation and research excellence within universities. Financial support for research projects enables universities to address societal challenges, contribute to knowledge creation, and drive economic growth. The findings of this study emphasize the importance of strategic and sustained financial backing to facilitate the growth and development of the university education in Enugu State.

Recommendations

Based on the findings, the following recommendations were proffered:

1. There should be collaboration among the government, private sectors and universities in order to foster funding initiatives.
2. Endowment funds should be established for universities, where donations from alumni, philanthropists, and businesses are invested to generate sustainable income for the institutions. These funds can support various initiatives, scholarships, and research activities.

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