Professor Terhemba Wuam of Kaduna State University has stressed the need for vice-chancellors of Nigerian universities to prioritise fundraising as a core responsibility essential to the growth and sustainability of higher institutions.
In an opinion published on Friday, Wuam noted that vice-chancellors, as chief executive officers of their institutions, have direct oversight of academic and administrative operations, including ensuring that adequate resources are mobilised for the fulfilment of their universities’ missions. He said competence in fundraising is one of the most critical skills required of individuals seeking to occupy the office.
He cited the example of Moses Orshio Adasu University (formerly Benue State University), which recently advertised for a new vice-chancellor with a specific requirement for expertise in multi-sector fundraising and the ability to grow and sustain the institution’s endowment fund. According to him, such competence is vital for universities aiming to achieve strategic goals such as improved global visibility, enhanced research output, expanded student access, and upgraded infrastructure.
Despite the recognition of these needs by university councils, Wuam observed that many vice-chancellors still focus primarily on managing statutory allocations and internal revenues rather than actively pursuing additional funding from private and philanthropic sources. He described this as a missed opportunity, especially given the financial challenges facing public universities, where government subventions and tuition remain insufficient.
Wuam stated that Nigerian universities have yet to fully explore the potential of endowment funds, contrasting this with institutions abroad—particularly in the United States—where five-year capital campaigns are common. He argued that Nigerian vice-chancellors must assume their rightful role as chief fundraisers by working closely with Advancement and Development Offices and alumni bodies to implement sustained fundraising initiatives.
He said universities must develop clear fundraising blueprints and long-term visions that potential donors can support. This includes setting ambitious targets, establishing strong institutional systems and structures, and employing skilled personnel to drive fundraising programmes throughout the year.
According to Wuam, the ability of a university to attract external funding beyond statutory allocations depends largely on the leadership of the vice-chancellor. He emphasised the need for vice-chancellors to set benchmarks for generating a portion of the institution’s operating budget from philanthropic sources and to measure success based on these targets.
While acknowledging that maintaining academic excellence remains central to the role of vice-chancellors, Wuam insisted that effective leadership in fundraising is equally essential and cannot be neglected. He called on university governing councils to begin evaluating vice-chancellors with clear guidelines on fundraising performance, both for those seeking appointment and those already in office.
He concluded that the current low level of vice-chancellors’ involvement in fundraising must change, urging Nigerian university leaders to adopt a more proactive and ambitious approach to securing additional resources and strengthening the tertiary education system.
