This story has been updated to reflect the fact that former CSCU Chancellor Terrence Chang was the one who misused $25,000 in state funds, not the new interim chancellor.
On June 30, Terrence Cheng stepped down as chancellor of Connecticut State Colleges and Universities (CSCU) after admitting to misusing $25,000 in state funds, discovered during a state audit. (Cheng charged meals, alcohol and travel, including chauffeurs to and from his New York home, on a state credit card, despite a contract affording him a housing allowance and a vehicle stipend in Hartford and a rule prohibiting alcohol purchases with state funds.)
Nevertheless, a day later, Cheng became a “strategic adviser” to The Connecticut Board of Regents for Higher Education (BOR) – the same board that had declined to renew his contract as chancellor. Gov. Ned Lamont – who is responsible for appointing nine of the 15 regents, including the chair – indicated that Cheng’s accomplishments outweighed his malfeasance, citing his consolidation of the state’s 12 community colleges and an uptick in enrollment and graduation rates.
In a Feb. 11 hearing of the General Assembly Higher Education and Employment Advancement Committee in the state Legislative Office Building, Cheng apologized for his misuse of public funds. He has already begun reimbursing the state $300 a week for overpayment of his housing allowance. The funds are expected to be paid in full by July 9, 2026.
With a search for a new chancellor underway, The Connecticut Board of Regents for Higher Education (BOR) has appointed O. John Maduko, M.D., as interim chancellor of the CSCU system. Maduko served as president of Connecticut State Community College (CT State), the largest community college in the Northeast, a post he will return to after a year. Christina Royal, Ed.D., began her tenure as interim president of CT State on Aug. 1. (See related story.)
As interim head, Maduko is tasked with providing strategic leadership for CSCU, which includes six public institutions — Central Connecticut State University, Eastern Connecticut State University, Southern Connecticut State University, Western Connecticut State University and Charter Oak State College as well as CT State. In turn CT State consists of 12 main campuses and multiple satellite locations across Connecticut, making it the largest institution in the Nutmeg State, with nearly 70,000 students or almost 25% of all college students. In all, Maduko is responsible for more than 100,000 learners; nearly 10,000 faculty, staff and administrators; a footprint of more than 17 million square feet and an operating budget of about $1.2 billion.
“President Maduko has a proven record of accomplishment of leading institutions through periods of change,” Board of Regents chair Marty Guay said in a statement. “As CT State’s inaugural president, he led a team that built one, unified community college that is rooted in access, opportunity and community.”
Among his achievements are:
Growing enrollment at CT State, increasing it by 3.8% in fall 2024 compared to the previous year and by 6% this past spring semester over spring 2024;
More than 5,200 graduates from 165 Connecticut towns receiving 6,084 associate degrees and certificates during the 2024-2025 academic year. Additionally, more than 3,000 noncredit and workforce development awards were granted, with 60% of awards in health-care careers, 20% in advanced manufacturing and 20% spanning IT, business, hospitality and engineering technology pathways;
Nearly 20,000 students receiving debt-free tuition during the 2024-25 academic year through the Mary Ann Handley Award, advancing CT State’s mission of accessibility and affordability;
Expansion of the CT State’s advanced manufacturing training footprint statewide, including the recent opening of CT State Tunxis’ new Advanced Manufacturing Technology Center;
CT State being given the 2024 Higher Education Excellence in Diversity (HEED) Award for its demonstrated commitment to diversity and inclusion through initiatives, programs and outreach to improve student success and hiring practices for faculty and staff;
CT State adding $3 billion in income to Connecticut’s economy, supporting 30,000 jobs;
CT State leading Connecticut in workforce development, producing more trained registered nurses, allied health professionals and skilled professionals in advanced manufacturing and IT.
“Under Dr. Maduko’s leadership, CT State has become an engine of opportunity,” said Juanita James, vice chair of the BOR. “He brings that same transformational leadership to CSCU, along with the experience, collaboration and vision needed to address systemic challenges and position CSCU’s six public institutions for growth and impact.”
Prior to his appointment at CT State, Maduko was the vice president for academic and student affairs at Minnesota State Community and Technical College (M State), Minnesota’s fifth-largest community college, and a member of the Minnesota State Colleges and Universities System (Minnesota State), which includes 33 institutions and 380,000 students. Maduko has served as faculty, dean, vice president and vice chancellor for four- and two-year institutions.
A first-generation Nigerian American who grew up in the Greater Los Angeles area, Maduko earned his M.D. in allopathic medicine from St. Matthew’s University School of Medicine in the Cayman Islands and a bachelor’s degree in biology from California State Polytechnic University Pomona. He serves on state and national nonprofit boards, including the Urban League of Greater Hartford, the MetroHartford Alliance, the Presidents Forum, the College Board Community College Advisory Panel and the Association of Community College Trustees Advisory Committee of Presidents. He, his wife and three children make their home in Connecticut.
“CSCU’s public colleges and universities stand at a pivotal moment — one filled with both challenge and tremendous opportunity,” Maduko said in a statement. “Over the past three years, it has been a privilege to serve as president of CT State, working alongside dedicated and world- class colleagues to center our mission on student success and community impact. I am deeply committed to collaborating with The Board of Regents, our institutional presidents, faculty and staff, the system office, state and municipal government officials and our communities to chart a bold and unified path forward — one that places our students and the communities we serve at the heart of every decision. Higher education must be a bridge to opportunity, equity and lifelong transformation – and together, we must ensure those doors remain wide open to all.”
Maduko expanded on this in an interview with Westfair’s Fairfield County Business Journal:
Dr. Maduko, thank you for your time. You’ve assumed the post of interim chancellor at a time when your predecessor has stepped sideways into an advisory role after admitting to misappropriating $25,000. At the time of the Feb. 11 hearing on this, several lawmakers spoke about shattered trust. What will you do to restore trust in your position and the CSCU system?
“Expectations for CSCU – from within our system and from the communities we serve – have never been higher. I recognize that trust is not given; it has to be earned. Rebuilding that trust starts with me – through my words, my actions and how I lead.
“In the months ahead, I will continue listening, learning and working closely with our college and university presidents, faculty leaders, The Board of Regents, lawmakers and other key partners. We’ll identify a path forward together – one that puts our students and our state at the forefront. We each have an important role to play in providing stability for the more than 100,000 learners and 10,000 colleagues who make up our system.”
A search is on for a new chancellor. Would you like to have the job permanently?
“Right now, my top priority is to be an effective interim leader during this transitional period and to provide our colleges and universities with stability. The start of the 2025-2026 academic year marks a new chapter for CSCU’s colleges and universities as preliminary numbers show our total student enrollment across the system is up 4.4%. We also welcomed new leaders at Western Connecticut State University, Southern Connecticut State University and CT State Community College. I’m excited to continue working with our colleges and universities on meeting the needs of our students, employees and the state of Connecticut.”
It’s fascinating that you are a medical doctor who has devoted his career to general education. Why did you choose that career path?
“I did not always see higher education as a career path. I was faced with a family health matter that required taking a break from medicine. During that period, I embarked on teaching as an adjunct faculty for a local college and through the wisdom and encouragement of faculty and administrator mentors on applying the transferable skills from medicine — navigating complex systems, beneficence and nonmaleficence, people-centered care, communication and shared decision-making to higher education. It clicked for me. I found the mission-driven and student-centered work to be fulfilling, and my career in education took off from there.”
What has the study of medicine taught you about being an educational administrator?
“There are parallels between higher education and the effectiveness of a physician. A great physician not only treats the entire body but also educates patients and their support systems about the immediate and long-term matters related to their care. I have taken this approach and applied it to my roles in higher education. You have to keep the student at the center of your work and strive to adopt holistic supports and resources.
“Just as a physician triages patients — addressing urgent needs, diagnosing by system, treating the condition and planning for long-term wellness — I approach higher education with the same discipline of balancing crisis response with preventive strategies. In doing so, I ensure that our institutions not only meet immediate challenges but also thrive through intentional planning that sustains long-term student and community success.
“And just like in health care, outcomes matter. It’s not about how many processes you build; it’s about the impact on the individual. Are we expanding accessibility? Are we driving completion? Are we preparing students for meaningful careers and lifelong talent development? Are we meeting the needs of Connecticut’s communities and industries? That’s the standard we’re holding ourselves to.”
As interim chancellor, what are your priorities and what initiatives will you institute?
“Today’s students are diverse – working adults, parents, traditional students, career changers – and they all need an education that meets them where they are.
“Our colleges and universities have done a remarkable job of offering flexible, affordable academic pathways. From degree programs to certificates and microcredentials to liberal arts and humanities, we provide learners at every stage with a well-rounded education.
“To stay responsive to the needs of both learners and employers, we are launching the CSCU Workforce and Economic Development Advisory Council, which will help strengthen our role as Connecticut’s workforce engine.
“We’re also focused on expanding access and retention. Programs like the Connecticut Automatic Admission Program (CAAP), which enables eligible graduating Connecticut high school seniors to be automatically admitted to our participating colleges and universities, and the Mary Ann Handley Award, which provides debt-free community college tuition for eligible students, are already opening doors to higher education for so many students. We will continue to build on the success of these programs to ensure our colleges and universities remain accessible and affordable for all.”
You have presided successfully over a community college that is actually a network of schools with their own campus presidents. Tell us how the network actually functions.
“Each CT State campus is strategic in the type of degree and certificate programs it offers, as it is tailored to the economic needs of the region – whether it’s university transfer degrees, manufacturing, health care, engineering or tech – while also being responsive to the needs of the entire state.
“We meet students where they are in their lives and provide them with multiple entry and exit points that allow learners to build skills over time or stack credentials toward a degree.
“As one unified and statewide community college, CT State has expanded access, opportunity and student mobility. Students can now enroll in courses across campuses, access programs via a single portal and have streamlined processes for financial aid, admissions and registration.
“In just a short time, CT State has made powerful strides as we’ve seen three-year-graduation rates increase from 15% to 24% and full-time retention rates improve from 61% to 68%. That tops all New England community colleges.”
How have the federal government’s policies affected the state school system and how will you navigate the current educational climate?
“We stand at a consequential moment in public higher education — a moment shaped by fiscal challenges and major shifts in federal support for financial aid, student services and research funding.
“We have heard from faculty, staff and administrators who have voiced concerns over how best to move forward during this time of uncertainty and how we can ensure that we have the right policies in place and the institutional capacity to meet the new accountability measures.
“Despite these challenges, our teams in financial aid, enrollment management, sponsored programs and research have done an incredible job at maximizing resources and supporting our students. In order to effectively address this significant policy shift, we are forming an H.R.1 Working Group with experts from across our institutions to assess the (“One Big Beautiful Bill Act’s”) impact and identify any needed resources.
“We will continue to work closely with our state and federal partners, as well as national higher education associations to understand and address the evolving federal landscape for our CSCU community.”
