Privately Sponsored Students and Other Income-Generating Activities at the University of Nairob

Abstract

Beginning in the 1994-1995 academic year, the government sharply cut university funds from the Kenyan exchequer, challenging the University of Nairobi to diver sify its revenue sources. In response, the university adopted the concept of the "entrepreneurial university" and created a wholly owned, independent, profit-mak ing holding company, the University of Nairobi Enterprises and Services Limited (UNESL). Those involved in the planning determined that the university should concentrate on its core competence, which was adding value to knowledge. The most fruitful—and radical—development was the addition of the Module II (or parallel) programs that accept privately sponsored students, thus embracing tuition fees and the concept of cost-sharing at least for these students but for the benefit of the entire university. Overcoming initial resistance, Model II and other income generating activities have allowed the university to greatly enhance its financial base and increase access to its educational programs. Résumé Au début de l'année académique 1994-1995, le gouvernement avait brutalement supprimé les fonds universitaires en provenance du ministère kenyan des Finances, mettant ainsi l'Université de Nairobi au défi de diversifier ses sources de revenus. En réaction à cela, l'Université a aussitôt adopté le concept de « l'université entrepreneuriale », en mettant en place une société holding indépendante et rent