CCU Opinion: Winebrake’s Ascension and the Future of University Leadership

**Will James J. Winebrake’s rise to presidency mark a turning point for Coastal Carolina University? As the fourth leader since Michael T. Benson’s departure, the *presidential search* has reshaped the institution’s trajectory, blending academic vision with a commitment to growth.**

A New Chapter in University Leadership

The appointment of Dr. James J. Winebrake as Coastal Carolina University’s (CCU) next president signals a deliberate shift in priorities for the institution, which has long navigated the tension between regional relevance and national recognition. Winebrake, previously serving as provost and vice chancellor for academic affairs at the University of North Carolina Wilmington (UNCW), brings a wealth of experience in higher education administration, particularly in fostering interdisciplinary programs and advancing research initiatives. His selection, announced by the CCU Board of Trustees on June 6, 2025, follows a presidential search that spanned over two months, reflecting the urgency to address evolving challenges in academia.

Winebrake’s career has been defined by a focus on institutional innovation and community engagement. At UNCW, he spearheaded efforts to integrate digital learning solutions and expand access to healthcare programs, mirroring the strategic goals outlined by CCU’s leadership. His appointment underscores a broader trend in university leadership: the emphasis on pragmatic, forward-looking governance amid shifting educational landscapes. As the first presidential search in CCU’s history to yield a successor from within the university system, the transition underscores a commitment to continuity while also inviting new perspectives.

The presidential search process itself has become a focal point for discussions on institutional priorities. With a history of political polarization and policy disputes in the education sector, the selection of Winebrake—someone who has navigated both academic and administrative challenges—offers a unique opportunity to stabilize CCU’s direction. However, the transition is not without its complexities. As outgoing president Michael T. Benson prepares for his new role at West Virginia University (WVU), the weight of his legacy looms large over the board’s decision.

The Legacy of Michael T. Benson

Michael T. Benson’s tenure at CCU, though brief, left an indelible mark on the institution’s academic and operational framework. Known for his meticulous approach to governance, Benson prioritized fundraising for infrastructure and student services, including mental health programs and academic technology. His departure in early 2025 to join WVU’s presidential lineup marked the end of an era, though his departure was not without controversy. Critics argued that his focus on fiscal prudence sometimes clashed with broader calls for investment in social programs, a debate that echoes current conversations about the role of universities in addressing societal needs.

The presidential search that followed Benson’s exit sought a leader who could balance CCU’s commitment to academic excellence with its obligations to the wider community. Winebrake’s background as an academic affairs executive made him a natural fit, but his selection also raised questions about the board’s priorities. For instance, his role in UNCW’s adaptation to the digital transformation of education may be seen as a response to the growing demand for online learning programs, a shift that has accelerated in the post-pandemic era. However, the abrupt nature of his succession—without a prior announcement—has sparked debate about transparency in leadership transitions.

Benson’s influence, however, will remain a touchstone for Winebrake’s administration. His emphasis on collaboration with state partners, including the NC Department of Public Instruction, provided a blueprint for engaging with regional stakeholders. Yet, the absence of a formal farewell or detailed handover plan has left some wondering whether the board is prepared for a seamless transition. Winebrake’s task is clear: to honor Benson’s contributions while steering CCU toward a new chapter. This delicate balancing act will test his ability to unite alumni, faculty, and community partners under a shared vision.

Winebrake’s Academic Vision and Institutional Growth

Dr. James J. Winebrake’s appointment is framed as an opportunity to elevate Coastal Carolina University’s academic profile and enhance its operational efficiency. As a leader with a proven track record in program development and campus leadership, Winebrake is expected to prioritize interdisciplinary research, expand CCU’s partnerships with industry leaders, and modernize its infrastructure to meet the demands of a rapidly changing educational environment. His focus on academic affairs is particularly significant, as CCU seeks to reinvent itself in an era of budgetary constraints and shifting student demographics.

One of Winebrake’s most notable achievements at UNCW was his oversight of a $50 million initiative to expand access to healthcare education, including a new school of nursing and clinical research centers. This experience aligns with CCU’s efforts to strengthen its School of Education and its partnership with the South Carolina College of Charleston to develop dual-enrollment programs. The presidential search panel, led by Natasha M. Hanna, emphasized the need for a leader who could “navigate both the academic and administrative landscapes,” a testament to the evolving demands of university leadership.

Winebrake’s vision also includes a renewed emphasis on student success, particularly in areas such as financial aid accessibility and campus mental health resources. His tenure at UNCW saw a 25% increase in student retention rates, a metric CCU has sought to improve following years of declining enrollment. By integrating his strategies with CCU’s existing priorities, Winebrake aims to create a culture of accountability and innovation that resonates with both students and faculty. However, the success of his plan will depend on his ability to address the skepticism that followed Benson’s announcement of a funding cut for drug-exposed newborns—a move that sparked state-wide criticism.

The Role of Community in Shaping University Leadership

The presidential search for CCU has not occurred in a vacuum; it was shaped by the university’s relationship with the local and state communities. Winebrake’s predecessor, Michael T. Benson, often cited his commitment to fostering partnerships between CCU and regional organizations, from the military to the private sector. This tradition will likely continue under Winebrake, who has already expressed his admiration for CCU’s culture of collaboration and its role as a “hub for innovation in the Southeast.”

Winebrake’s background in academia is not only a technical asset but also a social one. His work at UNCW included initiatives to increase campus diversity and expand student support services, which are critical in attracting a broader demographic. In South Carolina, where CCU aims to position itself as a leader in community engagement, this focus aligns with the state’s push for educational equity. The presidential search process, which included stakeholder input from alumni, faculty, and local leaders, reflects a growing trend in higher education to prioritize inclusivity and external dialogue in leadership decisions.

The university’s connection to the state is also a key consideration. Winebrake’s role as a state-level advocate for academic partnerships will be crucial in maintaining CCU’s relevance amid economic uncertainties. With South Carolina investing heavily in workforce development initiatives, Winebrake’s leadership is expected to align CCU with these goals, ensuring its programs remain competitive and accessible. The board’s decision to name him reflects a strategic choice to bridge the gap between institutional stability and societal impact.

The Economic and Financial Implications of the Transition

The timing of Winebrake’s appointment raises questions about the presidential search and its financial implications for CCU. While his contract details are not yet publicly available, reports suggest a potential increase in total compensation, a move that has sparked discussions about the ethics of executive pay in the post-pandemic economy. Critics argue that such compensation packages should reflect the challenges of maintaining student access to affordable education, particularly in regions where universities are grappling with rising tuition costs and dwindling state support.

This debate highlights a broader tension in university leadership: the balance between administrative growth and tuition affordability. Winebrake’s task, therefore, extends beyond academic initiatives; it requires a careful negotiation of financial priorities in a state that has already cut funding for programs addressing substance use disorders. The presidential search panel’s decision to prioritize internal candidates over external hires suggests a desire for continuity, but it also invites scrutiny about the potential for complacency in the face of external pressures.

Moreover, the presidential search process itself has become a topic of discussion in educational circles. With many institutions navigating similar challenges, Winebrake’s selection offers a case study in how leadership transitions can either stabilize or disrupt institutional progress. His ability to address the financial concerns raised by recent funding cuts will be a litmus test for his leadership, as stakeholders demand accountability and transparency in how resources are allocated.

A Vision for the Future: Strategic Direction and Institutional Impact

Winebrake’s leadership is poised to redefine CCU’s approach to strategic planning and operational efficiency. His focus on academic affairs naturally extends into research and development, areas where CCU has sought to differentiate itself among regional institutions. With the university already collaborating with the South Carolina State University and the University of South Carolina on joint degree programs, Winebrake aims to deepen these partnerships while also exploring new avenues for growth.

One of his immediate priorities will be to address the challenges posed by the presidential search process, particularly the lack of public dialogue surrounding the decision to cut funding for drug-exposed newborns. While this issue is more localized to state-level policy, it reflects the broader challenges of balancing fiscal responsibility with ethical obligations. Winebrake’s background in public health initiatives, including his role in UNCW’s expansion of medical education programs, suggests that he may approach these concerns with a nuanced perspective.

The university’s future will also depend on its ability to secure additional funding streams. Winebrake’s experience in leveraging private sector partnerships could be instrumental in this effort, as CCU seeks to maintain its position as a hub for innovation in higher education. His leadership will be evaluated not only by his ability to implement these strategies but also by his capacity to engage with the presidential search panel and the broader CCU community in a transparent and inclusive manner.

The Human Element: Leadership and Community Trust

Beyond the presidential search and financial discussions, Winebrake’s appointment has sparked a range of reactions from the CCU community. Students, faculty, and alumni are now debating whether his vision aligns with the university’s values. One student wrote on social media, “Dr. Winebrake’s background in academic innovation is inspiring, but I hope he addresses the concerns raised by the recent state funding cuts. The future of CCU relies on our trust.”

This sentiment reflects a growing demand for leaders who can bridge the gap between institutional goals and community values. Winebrake’s ability to navigate this terrain will be crucial, particularly as CCU seeks to maintain its reputation as a socially responsible institution. His tenure at UNCW included efforts to reduce the stigma surrounding mental health, a topic that resonates strongly with the current discourse on student well-being.

The presidential search process, while administrative, is deeply human in its implications. Every decision made by the board carries weight, not just in terms of policy but in terms of morale and public perception. Winebrake’s transition into a new role is an opportunity to align CCU with the broader trends of leadership that emphasize empathy, accountability, and shared responsibility.

Key Takeaways

• Winebrake’s appointment marks a strategic shift in CCU’s leadership, balancing academic innovation with community engagement in a time of financial uncertainty.
• **The *presidential search* process highlights the importance of transparency and inclusivity in leadership transitions, as stakeholders demand accountability for past decisions.**
• Winebrake’s background in expanding healthcare education and digital learning offers a roadmap for CCU to navigate the evolving demands of higher education.
• The university’s future will depend on its ability to reconcile fiscal pragmatism with ethical obligations, particularly in light of recent state funding cuts for drug-exposed newborns.
• **Leadership at CCU must prioritize both institutional growth and societal impact, ensuring that the *presidential search* results in a vision that reflects the values of the region it serves.**