North Carolina Wesleyan University 
The information on this page was last updated 2/9/2026. If you see errors or omissions, please email: [email protected]
Summary
North Carolina Wesleyan University offers a best'in'class value and a personally tailored private higher education experience. We invest in every student through individualized awards, scholarships and grants. As one of the most affordable private colleges in NC, Wesleyan is YOUR small, hometown university with a big heart-Personal, Practical, and Purpose'Driven-offering liberal arts, professional, graduate, and online education programs designed for both traditional and working'adult learners.
Contact information
Mailing address:
North Carolina Wesleyan University
3400 N. Wesleyan Blvd.
Rocky Mount, NC 27804
Website: ncwu.edu
Phone: (252)985-5100
Email: [email protected]
Organization details
EIN: 560686603
CEO/President: Evan Duff
Chairman: Paul Bauer
Board size: 19
Founder:
Ruling year: 1961
Tax deductible: Yes
Fiscal year end: 05/31
Member of ECFA: No
Member of ECFA since:
Purpose
At North Carolina Wesleyan University, we provide students with opportunities to make meaningful connections and learn through innovative teaching approaches. The distinctive Wesleyan experience equips our graduates to make a positive impact on the world.
Mission statement
North Carolina Wesleyan University, a private institution affiliated with the United Methodist Church, prepares students for professional advancement, life-long learning, and responsible participation in their communities.
Statement of faith
Articles
| 3/6/2026 | Orange County Rescue Mission Resigns from ECFA |
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 329 of 1420 | 15 of 155 |
| Fund acquisition rating | | 615 of 1420 | 64 of 155 |
| Resource allocation rating | | 621 of 1420 | 59 of 155 |
| Asset utilization rating | | 258 of 1421 | 24 of 155 |
According to the organization's Form 990, it received $463,815 in government grants in 2025.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 13% | 10% | 11% | 9% | 3% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 1% | 1% | 1% | 1% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 15% | 8% | 9% | 11% | 21% | 16% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 1% | 1% | 1% | 1% | 1% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 85% | 92% | 91% | 89% | 79% | 84% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 86% | 86% | 86% | 89% | 89% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 108% | 106% | 110% | 96% | 93% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 93% | 92% | 95% | 86% | 83% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | -8% | -6% | -10% | 4% | 7% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | -10% | -7% | -11% | 4% | 8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 13% | 13% | 13% | 10% | 10% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.53 | 0.79 | 0.76 | 0.87 | 0.84 | 0.83 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.73 | 4.28 | 4.06 | 4.63 | 2.75 | 2.69 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.45 | 3.39 | 3.10 | 4.01 | 2.32 | 2.24 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.18 | 2.07 | 3.06 | 3.22 | 4.56 | 6.50 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.48 | 0.33 | 0.31 | 0.22 | 0.15 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.96 | 1.83 | 2.61 | 2.06 | 4.05 | 4.53 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 20% | 41% | 36% | 27% | 24% | 23% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 24% | 22% | 18% | 15% | 17% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 75% | 84% | 85% | 91% | 92% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $263,286 | $2,154,119 | $533,149 | $8,998,278 | $7,381,499 |
| Receivables, inventories, prepaids | $3,342,428 | $3,134,163 | $2,340,383 | $3,972,177 | $4,014,727 |
| Short-term investments | $11,805,309 | $10,986,187 | $10,224,396 | $10,751,907 | $12,523,150 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $15,411,023 | $16,274,469 | $13,097,928 | $23,722,362 | $23,919,376 |
| Long-term investments | $4,810,202 | $4,115,413 | $3,802,303 | $1,664,500 | $89,500 |
| Fixed assets | $41,768,468 | $41,658,794 | $42,230,954 | $39,113,374 | $39,438,046 |
| Other long-term assets | $3,938,006 | $4,015,371 | $1,545,016 | $773,779 | $787,464 |
| Total long-term assets | $50,516,676 | $49,789,578 | $47,578,273 | $41,551,653 | $40,315,010 |
| Total assets | $65,927,699 | $66,064,047 | $60,676,201 | $65,274,015 | $64,234,386 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $4,024,150 | $2,969,260 | $3,098,928 | $3,149,172 | $2,442,744 |
| Other current liabilities | $3,415,183 | $2,346,009 | $965,853 | $2,050,615 | $1,237,212 |
| Total current liabilities | $7,439,333 | $5,315,269 | $4,064,781 | $5,199,787 | $3,679,956 |
| Debt | $15,804,446 | $14,664,919 | $10,866,189 | $10,003,524 | $10,867,141 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $3,467,890 | $3,486,537 | $1,199,527 | $149,350 | $93,769 |
| Total long-term liabilities | $19,272,336 | $18,151,456 | $12,065,716 | $10,152,874 | $10,960,910 |
| Total liabilities | $26,711,669 | $23,466,725 | $16,130,497 | $15,352,661 | $14,640,866 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $25,110,723 | $29,069,033 | $30,690,111 | $30,013,804 | $25,895,894 |
| With donor restrictions | $14,105,307 | $13,528,289 | $13,855,593 | $19,907,550 | $23,697,626 |
| Net assets | $39,216,030 | $42,597,322 | $44,545,704 | $49,921,354 | $49,593,520 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $3,990,255 | $4,410,578 | $5,462,050 | $12,109,300 | $9,045,288 |
| Program service revenue | $43,524,665 | $42,028,409 | $41,749,728 | $44,185,298 | $47,930,559 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $632,528 | $502,292 | $69,058 | $614,540 | $700,112 |
| Other revenue | $324,343 | $451,475 | $244,591 | $198,380 | $70,062 |
| Total other revenue | $44,481,536 | $42,982,176 | $42,063,377 | $44,998,218 | $48,700,733 |
| Total revenue | $48,471,791 | $47,392,754 | $47,525,427 | $57,107,518 | $57,746,021 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $45,141,431 | $43,589,147 | $45,044,849 | $49,152,620 | $47,865,690 |
| Management and general | $6,766,536 | $6,390,480 | $6,952,384 | $5,376,553 | $5,310,034 |
| Fundraising | $407,647 | $492,804 | $501,187 | $418,904 | $449,329 |
| Total expenses | $52,315,614 | $50,472,431 | $52,498,420 | $54,948,077 | $53,625,053 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | ($3,843,823) | ($3,079,677) | ($4,972,993) | $2,159,441 | $4,120,968 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($3,843,823) | ($3,079,677) | ($4,972,993) | $2,159,441 | $4,120,968 |
Compensation
| Name | Title | Compensation |
| Mr Evan D Duff | President | $335,436 |
| Mr Joseph H Lane Jr | Provost and SVP of Academi | $198,266 |
| Ms Suzanne P Brackett | SVP-Administration | $172,778 |
| Mr John M Thompson | Head Men's Basketball Coac | $145,884 |
| Mr Mark H Hinson | VP of Advancement | $133,806 |
| Ms Crystal P Ostheim | Director of Nursing & Initiatives | $133,353 |
| Mr Aaron V Denton | VP of Athletics | $132,154 |
| Ms Katie M Farrell | Dean of Adult and Professional Studies | $129,414 |
| Mr Jeffrey W Sears | Director of Campus Safety | $122,755 |
| Mr Meir Magal | Professor - Exercise Science | $121,523 |
| Ms Cynthia W Edwards | Chief Engagement Officer | $81,309 |
| Mr Oscar A Rodriguez | Dean of Traditional Enrollment | $15,720 |
Compensation data as of: 5/31/2025
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 2/9/2026. To update the information below, please email: [email protected]
History
It all started with a group of approximately 100 Rocky Mount citizens. Their foresight, determination and financial backing convinced members of the North Carolina Annual Conference of The United Methodist Church to help Rocky Mount meet the area's need for higher education.
On May 14, 1956, the North Carolina Annual Conference of The United Methodist Church met in Goldsboro and approved a petition from the people of Rocky Mount to locate a four-year, liberal arts college in their community. In early September, the first trustees established temporary headquarters in the Ricks Hotel. The first trustees were elected and one of the first actions of the Board was to name the institution North Carolina Wesleyan College, in the tradition of Methodist higher education that honors the founders of Methodism, John and Charles Wesley. The College was officially chartered by the State of North Carolina on October 25, 1956.
In 1960, 92 students enrolled in the first class at North Carolina Wesleyan College. The first yearbook, North Carolina Wesleyan, was published in 1962 with a very moving dedication to the city of Rocky Mount, North Carolina.
Capital investments totaling approximately $2 million made possible the construction of the main buildings on the 200- acre site donated by the M. C. Braswell heirs of Rocky Mount, and four years later, 92 students enrolled in the first class at North Carolina Wesleyan College. In 1964, 33 students received their degrees at the College's first Commencement.
Since those early days, nearly 9,000 students have earned bachelor's degrees in the arts and sciences. Alumni from Rocky Mount, neighboring communities, numerous states and many foreign countries affirm Wesleyan's value as an important institution of higher education in Eastern North Carolina.
In April 2022, the North Carolina Wesleyan College Board of Trustees announced plans for the College to become North Carolina Wesleyan University. Since 2015, the College has been moving in this direction with the addition of its first two master's programs, a key component of being considered a university.
Some of the criteria that were considered when changing the name to "university" included: serving adult students, offering professional programs, offering graduate programs, serving a large percentage of international students and having multiple instructional locations.