March 20, 2026
Dear NCCU Community,
Entering this academic year, our strategic plan, Vision 2030: Soaring to New Heights, set a bold and necessary framework to guide our decision-making, strengthen our advocacy, and shape the experience we provide as a university community. At its core, this plan calls us to align our efforts, challenge the status quo, and reset expectations so that we are positioned not just to move forward, but to truly soar into the future before us.
As we approach the close of the first year of this strategic plan, we have much to celebrate, which is clear evidence of what is possible when alignment is strong across our institution.
Since the launch of Vision 2030, we have achieved a clean state audit—the first in three years. This milestone reflects a renewed, aligned commitment to accountability and responsible stewardship of our institutional resources. While there is still work ahead, this achievement affirms that we are moving in the right direction, together.
This semester, we also engaged in a zero-based budgeting process, now standard across the UNC System. This approach requires deeper analysis and intentional alignment of resources with priorities. Through this work, we have identified key opportunities for investment, divestment, and reallocation, ensuring that our financial decisions align with our strategic goals and institutional impact.
My Cabinet has worked diligently to identify and prioritize areas of concern consistently raised across our campus community. As a result, we are making targeted, aligned investments in critical areas, including enhancing campus-wide Wi-Fi capabilities and upgrading long-overdue classroom technology. Additionally, long-standing, federally funded projects such as the WNCU radio station renovation and the completion of the CLRC building are now realized, with ribbon cuttings forthcoming. Additional investments to repair building systems and support space renovations will take place this summer, prior to the beginning of the next academic year, and will enhance the working and learning experience.
Our commitment to alignment is also evident in our approach to student housing. A comprehensive housing study completed this fall positions us to advocate for the renovation of Richmond Hall, bringing it back online after years of closure and expanding our housing capacity. While this is a long-term effort, we are simultaneously addressing immediate needs. Members of my Cabinet have actively engaged local housing partners to advocate for more affordable options and to secure additional opportunities for our students near campus.
Beyond campus, our role as a committed community partner continues to grow stronger through intentional alignment. We are increasing our visibility at community meetings, deepening engagement in local initiatives, and assessing where our faculty and staff are already making an impact. This allows us to better align our collective efforts for greater, more meaningful outcomes.
Academically, our faculty continue to lead in their respective disciplines as noted in the recent $1,097,158 NCInnovation partnership grant awarded to the University and led by TinChung Leung, Ph.D, associate professor of biological and biomedical science, who is serving as the principal investigator on a project supported by North Carolina State University and Orion Integrated Biosciences.
Additionally, our nursing program is the top HBCU Nursing NCLEX performer in the state of North Carolina and boasts a 96% NCLEX passing rate, including a 100% pass rate for the most recent accelerated student cohort.
Our student-athletes continue to distinguish themselves through excellence in competition, academic achievement, and overall performance. They earned a collective 3.3 GPA, with more than 30 student-athletes receiving All-Conference honors. Our tennis coach, Curtis Lawson, will be inducted into the Black Tennis Hall of Fame, and the men’s tennis team secured the HBCU National Championship this past fall.
Our students continue to inspire us – on the field, in the classroom, and throughout the community. Their excellence challenges us to think creatively and act boldly in addressing long-standing needs, particularly in scholarships and facilities. In response, we have expanded our outreach by traveling across the state, region, and soon the nation to share our story, strengthen alignment with our supporters, and invite deeper investment in our future.
Alignment remains central in our governance and partnerships as well. Our Board of Trustees has engaged closely with our associated entities—the NCCU Foundation, NCCU Alumni Association, and Rural Health Hub—to better understand their work and ensure alignment with institutional priorities. Since their presentations in December 2025, these conversations have continued, focused on strengthening collaboration and maximizing our collective impact. As a result, we are taking strong, measured steps to communicate the necessary compliance expectations and obligations that are required of our entities. This approach is necessary to ensure that our entities can fulfill their specific missions in support of the University we all know and love while also securing the University’s future.
To further strengthen our alignment and effectiveness, we will begin a series of benchmarking efforts in the coming months. Guided by external experts, this work will provide objective insight into our processes, practices, and outcomes and, ultimately, help us refine our approach and remain aligned with best practices and our strategic vision.
The work before us has not always been easy, and the decisions we make will continue to challenge us. But our path forward is clear: we must remain aligned, focused, and committed to our shared priorities. When we do, the results speak for themselves, and they affirm that NCCU will soar.
Thank you for your continued dedication and support. Let’s finish this semester strong!
In Truth and Service,
Dr. Karrie G. Dixon
Chancellor