Recent coverage of North Carolina Central University (NCCU) has raised questions about the direction of our institution. I welcome questions. Public universities should be accountable to the people they serve, and honest conversations about governance, finances and strategy are part of that responsibility.
But a headline does not always capture the full picture.
The full picture is this: North Carolina Central University is stronger today than it was two years ago.
When I arrived at NCCU in 2024, our administration committed to restoring fiscal discipline, strengthening accountability, improving student success and positioning the university for sustainable growth. That work has not always been easy. It has required careful planning, difficult decisions and a willingness to confront challenges directly.
Today, the results are becoming clear.
One of the strongest indicators of NCCU’s momentum is enrollment. In fall 2025, NCCU surpassed 9,000 students for the first time in the university’s 115-year history, reaching a record enrollment of 9,281 students. That represented an 8.2% increase over the previous year and continued a trend that placed NCCU among the fastest-growing institutions in the University of North Carolina System.
Growth occurred across multiple areas, including graduate education, online learning and student retention. That matters. Enrollment growth reflects confidence. Students and families choose institutions they believe will prepare them for successful futures. More students are choosing NCCU because they see the value of an Eagle education and the opportunities available here.
For example, NCCU’s nursing program delivered a 96% passage rate on the NCLEX professional exam for 2025, ahead of all other HBCU nursing programs in NC. Further, NCCU Athletics was recognized by the MEAC after achieving the university’s highest-ever Division I Academic Progress Rate score of 992 for 2024-2025 and has nine programs that earned perfect scores of 1000 during that period.
Our financial progress is equally important.
In 2025, Moody’s Investors Service affirmed NCCU’s A3 credit rating with a stable outlook, reflecting confidence in the university’s financial direction. In December 2025, NCCU received a clean audit from the North Carolina State Auditor for the first time since 2022.
Internally, we have implemented stronger financial controls, improved oversight processes and embraced a culture of accountability. These efforts are producing results. This year, the university is positioned to place approximately $2.8 million into institutional reserves, strengthening our financial foundation and improving our ability to navigate future challenges while investing strategically in student success. Consider this: NCCU has grown enrollment by more than 1,300 students over the past two years without receiving $7.8 million in enrollment growth funding, yet we have built up our financial reserves.
That achievement did not happen by accident. It is the result of disciplined leadership and a commitment to ensuring that every dollar entrusted to the university is managed responsibly.
The UNC System has recognized the progress underway. When the system released its Composite Financial Index report, UNC System President Peter Hans noted NCCU’s “consistent improvement over the past two years under Chancellor Dixon’s leadership” and the system’s sustained work with the university to identify issues and explore remedies.
That is the work we do every day.
From the outset of my administration, we have remained focused on execution. We have launched our five-year strategic plan, Vision 2030: Soaring to New Heights; strengthened relationships with alumni and donors; advanced strategic investments in academic excellence; expanded student support services; and positioned NCCU for continued growth.
Are there challenges ahead? Of course.
Every institution of higher education faces headwinds, including inflationary pressures, changing demographics, deferred maintenance needs and uncertainty surrounding funding. NCCU is not immune from those realities.
But challenges should not be confused with decline.
The true measure of a university is not whether difficult conversations occur. Effective governance requires candid discussion. Transparency and accountability are central to my leadership because they are essential to long-term progress.
The true measure is whether an institution is moving forward.
At NCCU, the evidence is clear: record enrollment growth, improved financial management, a stable A3 credit rating, strengthened reserves, increased accountability and a strategic vision for the future.
These accomplishments belong to our students, faculty, staff, alumni, trustees and supporters across North Carolina who believe in the transformative power of this university. They also reflect the resilience that has defined NCCU for more than a century.
Today, we are pairing that resilience with disciplined leadership, sound financial management and a bold vision for the future.
The conversation about NCCU should not be defined by a single meeting or a single headline. It should be defined by the trajectory of an institution that is growing, improving and preparing the next generation of leaders.
The facts tell the story.
And the story is one of progress.