Faculty and Staff News

Meet the �鶹��Ƶ Nation: John Forgy

lclarkg — Tue, 24 Mar 2026 14:35:49 +0000

Meet the �鶹��Ƶ Nation: John Forgy lclarkg Tue, 03/24/2026 - 10:35

Name: John Forgy

Job: Environmental Graphic Designer and Sign Program Manager, Campus Planning, Facilities and Campus Operations

Imagine exploring a new location—an unfamiliar city, shopping center, sports stadium, or even a college campus—and not finding any signage to help you get around.

We rely on a countless number of signs each day, whether we are driving, walking through a neighborhood, shopping at the grocery store, or going from building to building on campus. John Forgy, environmental graphic designer and sign program manager at �鶹��Ƶ, creates the wayfinding systems that guide students, faculty, staff, and visitors across the university’s campuses and sites.

All roads lead to George �鶹��Ƶ: John Forgy's work on university signage helps students, faculty, staff, and visitors find their way around the campuses. Photo by Evan Cantwell/Office of University Branding

Enter here: After graduating from George �鶹��Ƶ, Forgy, BA Studio Art ’89, started working at an environmental graphic design firm in Washington, D.C. He worked on projects in experiential design, which merges graphic, architectural, interior, and landscape design to enhance how people interact with built environments.

Points of interest: “I was fortunate enough to work on a wide variety of projects like higher education, museums, sports facilities, concert halls, hospitals, commercial buildings, and campus wayfinding programs,” Forgy said. He always enjoyed higher education projects, which prepared him to start working at George �鶹��Ƶ in 2012.

Brand builder: Forgy’s main responsibility is to integrate the university brand into the built environment. He manages the development, implementation, and maintenance of interior and exterior wayfinding signs, code-required signs, recognition signs, and more. “I also document all of the sign systems in use and plan for the future growth of signage and graphics programs at George �鶹��Ƶ,” Forgy said.

John Forgy is responsible for designing campus signage that translates the university's brand into the built environment. Photo by Evan Cantwell/Office of University Branding

Different directions: Across multiple campuses and sites, there are a lot of signs to design, create, and manage. Signs are fabricated in the university’s sign shop located on the Fairfax Campus or by contractors off-site.

“George �鶹��Ƶ is like a small city, which means I get to work on a wide range of projects for a variety of clients,” Forgy said. “Every day is different, and I’m never bored.”

Caution ahead: Because signage is a long-lasting investment for the university, Forgy must balance his focus between present needs and planning for the future. “Much of what I do sets the standard for the future,” he said. “Sometimes that means taking extra time to think way ahead when a project comes to me without a previous precedent.”

Place-making: Some of Forgy’s most memorable projects include a collaboration with the City of Fairfax to apply “We Are �鶹��Ƶ” decals on several streets in the city and on the campuses, as well as an exterior wayfinding sign refresh taking shape this year. “Anytime you see your work come to life, it’s exciting,” Forgy said. “Getting positive feedback from the George �鶹��Ƶ community, especially from the students, is very satisfying.”

Taking a detour: Outside work, Forgy enjoys history, restoring his ’77 Bronco, and music. He spent more than 23 years working part-time in radio as air talent. Forgy got his start in radio during college at George �鶹��Ƶ’s WGMU, where he worked as a DJ and a production director. “I might have switched majors if I wasn't so far along pursuing my art degree,” Forgy said.

The “On Air” sign takes on extra meaning, in this case.

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Alumni athletic trainers give back to George �鶹��Ƶ

Katarina Benson — Fri, 20 Mar 2026 19:12:09 +0000

Alumni athletic trainers give back to George �鶹��Ƶ Katarina Benson Fri, 03/20/2026 - 15:12

For athletic trainers, every day begins with a simple mission: protect the health and safety of the athletes in their care. It is a role that demands clinical expertise, trust, communication, and an unwavering commitment to student well-being.

At �鶹��Ƶ, two alumni of the College of Education and Human Development (CEHD) are living that mission every day. Cheryl Hairston, BS Athletic Training ’15, and Jaylen Simmons, BS Kinesiology ’21, MS Athletic Training ’23, now serve George �鶹��Ƶ student-athletes as athletic trainers. Their journeys into the profession began with personal curiosity, mentorship, and formative experiences that ultimately shaped their careers.

Cheryl Hairston. Photo by George �鶹��Ƶ Athletics

Hairston’s path to athletic training began while she was exploring health care careers in high school. “I thought I wanted to be an orthopedic surgeon,” she said. “But I didn’t want to be in school until I was 30. In my search for related professions, I found athletic training, and I thought it was really cool to be able to work directly with sports teams on the sidelines as a health care provider.”

Simmons’s inspiration came from firsthand experience with injury during his own athletic career. “What first drew me to athletic training was an injury I sustained while playing high school football,” he said. “During that time, I worked closely with my high school athletic trainer, which sparked my interest in the profession.”

Those early experiences eventually led both of them to George �鶹��Ƶ’s Master of Science in Athletic Training (MSAT) Program within CEHD, where they developed the skills and mindset required to thrive in high-pressure athletic environments.

Hairston credits the program’s rigorous clinical experiences for preparing her to work in the high-pressure Division I athletics environment. “The experience in a variety of clinical settings prepared me well for the realities of working in DI athletics,” she said.

She recalls learning early on that the work of athletic trainers often requires creativity and adaptability. “I feel like the perception of DI athletics is that we have unlimited resources,” Hairston said. “Though we are fortunate to have many resources, we still have to be innovative and resourceful, especially when we’re on the road.”

Jaylen Simmons. Photo by George �鶹��Ƶ Athletics

Simmons agrees that the program demanded resilience and adaptability. “My experience in CEHD’s MSAT program taught me how to be more selfless than I had previously been,” said Simmons, who competed on George �鶹��Ƶ’s men’s track and field team while a student. “The faculty mentored and guided me through a challenging program while I was still competing as a Division I athlete myself. That experience prepared me to be flexible, adaptable, and ready to adjust to whatever environment I entered professionally.”

Today, their work supporting George �鶹��Ƶ athletes is both demanding and deeply rewarding. Athletic trainers provide care that spans injury evaluation, rehabilitation, prevention programs, emergency response, and coordination with physicians and specialists.

Hairston describes her days as a constant balance of responsibilities. “I spend the majority of my weekdays on patient care,” she said, “assessing injuries, treating and rehabbing injuries, creating preventative programs, responding to urgent situations, sitting in on doctor’s appointments, and documenting patient interactions. When we’re traveling, we might be at the track for 12 hours or more.”

But the profession is about far more than physical care.

“I try to get to know student-athletes as people, not just athletes,” Hairston said. “I see these athletes more than they see their family when they’re on campus, and I become part of that support system away from home.”

Simmons shares a similar philosophy.

“Honesty and showing athletes that you genuinely care goes a long way,” he said. “When athletes know you are honest with them and truly invested in their well-being, it helps build strong trust and lasting relationships.”

The role of athletic trainers is especially visible during the competitive season. Simmons works with the men’s soccer and wrestling teams. He begins his day preparing George �鶹��Ƶ’s men’s soccer team for practice, including “treatment, rehabilitation exercises, taping, stretching, and hydration,” he said. In the afternoon, he transitions to working with George �鶹��Ƶ’s men’s wrestling team, where he often manages more intensive post-operative care and wound management.

“Athletic trainers are truly the frontline of collegiate athletics,” Simmons said. “Our training allows us to recognize, evaluate, and treat injuries and guide athletes safely through the return-to-play process.”

For Hairston, the impact of athletic trainers extends across nearly every aspect of student-athlete health.

“We serve so many roles in the collegiate athletic space because of our varied skillset and proximity to our patients,” she said. “On any given day, we’re evaluating injuries, creating prevention programs, and responding to urgent situations.”

Despite the demanding schedule, both alumni say the relationships they build with student-athletes make the profession incredibly meaningful.

Working at George �鶹��Ƶ has added another layer of meaning to their careers. “Working at George �鶹��Ƶ was always my dream as an athletic trainer,” Hairston said. “My first clinical experience as a student was with George �鶹��Ƶ track and field, and now I’m the athletic trainer for that program. It’s really full circle for me.”

Simmons describes a similar sense of gratitude for his long affiliation with George �鶹��Ƶ. “This is my ninth year at �鶹��Ƶ, from being a student-athlete, to an MSAT student, and now a full-time professional.”

As National Athletic Training Month highlights the profession’s critical role in athlete health and safety, both alumni encourage students interested in the field to embrace the learning process.

“Learn the foundational stuff really well before you try to add glitter to what you’re doing,” Hairston said. “A great foundation will set you up for success and confidence.”

Together, their stories illustrate the powerful impact of CEHD’s Athletic Training Education Program, and the dedication required to support the health, safety, and success of student-athletes.

As Hairston reflects on her journey, one thing remains clear. “To be part of the student-athlete experience at George �鶹��Ƶ,” she said, “is everything.”

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University Day Service Awards honor faculty and staff service

lclarkg — Thu, 19 Mar 2026 17:48:38 +0000

University Day Service Awards honor faculty and staff service lclarkg Thu, 03/19/2026 - 13:48

�鶹��Ƶ honored faculty and staff with significant service anniversaries at the University Day Service Awards ceremony on Monday on the Fairfax Campus.

Honorees were recognized for years of state service ranging from 5–55 years.

President Gregory Washington and Evan Cantwell, senior photographer in the Office of University Branding. Photo by Ron Aira/Office of University Branding

President Gregory Washington thanked the honorees for their contributions to the university and its students’ success.

“Thank you for the work you do, the care you show our students, and the role you play in making the university one of the most important opportunity engines not just in the region, but in the country,” said Washington.

Robinson Professor James Trefil celebrated 55 years of service. Photo by Ron Aira/Office of University Branding

Robinson Professor James Trefil is the first George �鶹��Ƶ faculty member to reach the milestone of 55 years of service. Trefil taught at the University of Virginia for more than a decade before joining George �鶹��Ƶ’s then brand-new Robinson Professor Program in 1987. Learn more about Trefil and his contributions to the university.

40-year service awardees. Photo by Ron Aira/Office of University Branding

The event served as a special catch‑up ceremony, recognizing employees who reached service milestones between July 1, 2025, and December 31, 2025. Staring this fall, George �鶹��Ƶ will transition to a calendar-year service recognition timeline, meaning that employees will be celebrated in the same calendar year in which they reach their milestones.

Learn more about the ceremony and view the program for a complete list of honorees.

35-year service awardees. Photo by Ron Aira/Office of University Branding

30-year service awardees. Photo by Ron Aira/Office of University Branding

25-year service awardees. Photo by Ron Aira/Office of University Branding

20-year service awardees. Photo by Ron Aira/Office of University Branding

15-year service awardees. Photo by Ron Aira/Office of University Branding

10-year service awardees. Photo by Ron Aira/Office of University Branding

5-year service awardees. Photo by Ron Aira/Office of University Branding

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Off the Clock: Physicist Paul So boosts the momentum of visual artists

lclarkg — Wed, 18 Mar 2026 13:55:06 +0000

Off the Clock: Physicist Paul So boosts the momentum of visual artists lclarkg Wed, 03/18/2026 - 09:55

As a professor in �鶹��Ƶ’s Department of Physics and Astronomy, Paul So is a theoretical physicist who specializes in dynamical systems analysis and its application to neuroscience. Alongside colleagues and students, he studies the behaviors that emerge from large populations of neurons, or nerve cells, which carry electrical and chemical signals through the brain and body.

Outside his role as a physics professor, So is an artist. An avid painter, he also supports developing artists as a co-founder of Hamiltonian Artists, a 501(c)(3) nonprofit art incubator based in Washington, D.C.

Paul So, professor in �鶹��Ƶ's Department of Physics and Astronomy, supports developing artists through his work with the nonprofit organization Hamiltonian Artists. Photo by Hamiltonian Artists

While there are major differences between the study of physics and neuroscience and the creation of visual art, there are also similarities. Both practices turn abstract concepts into something more concrete. Neurons receive sensory input and process complex information for the nervous system. Neurons are hard at work whenever art affects human emotions and provokes a response.

We asked So to tell us about his experiences as an artist, scientist, and how his nonprofit has helped support individuals building careers in the visual arts field.

Please share a bit about Hamiltonian Artists, its mission, and the fellowship program.

Hamiltonian Artists is a 501(c)(3) nonprofit art incubator with a mission to nurture community and increase access to space, opportunity, and resources for emerging artists through impactful programs and exhibitions.

The Hamiltonian Fellowship Program is anchored around a large exhibition space in Washington, D.C. Over the course of our two-year program, the Hamiltonian Fellows are provided with exhibition opportunities and access to a network of mentors: local professional artists, gallerists, museum professionals, academics, and art collectors.

How did you first get started as an artist? What inspired you to create a nonprofit that supports visual artists?

I began painting as a teenager. While pursuing my BS in physics and mathematics at Harvey Mudd College, I took studio art classes through a consortium available with other Claremont Colleges. I completed all of the coursework required for a BA in Studio Art at Scripps College. However, because Harvey Mudd did not offer a degree in studio art, I was not able to receive an additional BA in that field.

I continued painting while working toward my PhD in physics and during my career as a professor at George �鶹��Ƶ. When my first study leave opportunity arose, I began thinking about how I might reconnect my artistic interests with my scientific career. Reflecting on my own academic journey, I realized how greatly I had benefited from the mentorship and guidance I received during my doctoral and postdoctoral years. As an artist, I recognized the lack of a comparable career-development support structure for visual artists.

This led me to consider the idea of creating a “postdoc in art” model for emerging artists. In 2007, with faculty members in George �鶹��Ƶ’s College of Visual and Performing Arts and several other like-minded artists and arts leaders in Washington, D.C., we founded Hamiltonian Artists.

Hamiltonian Artists serves as an incubator for the professional development of emerging visual artists in Washington, D.C. Photo by Hannah Chen/Hamiltonian Artists

As a professor of physics, do you see any overlap between your work in that field and your work as an artist?

Creativity is one of the most important elements in approaching both a physics question and an artistic pursuit. Although the practices themselves may differ, a good artist researches their subject and approaches their craft with as much rigor as a good researcher in physics.

At the same time, the two disciplines differ in how they engage with and interpret the world. The strength of the natural sciences lies in their evidence-based approach to understanding the natural world. While insight and creativity play important roles in scientific discovery, the process ultimately relies on the scientific method and experimental verifications.

While logic and structure are also important in the arts, the creation of an enduring and impactful work of art—its cultural resonance and relevance over time—often depends on intuition and emotional understanding.

What has been the most meaningful experience you’ve had with Hamiltonian Artists?

One of the most meaningful and satisfying aspects has been seeing many of our Hamiltonian Artists alumni return as mentors, board members, and supporters. Their continued commitment has helped sustain the organization and guide its journey into the next decade and beyond.

Have you learned any lessons through your experiences as an artist, or as a founder of Hamiltonian Artists?

After seeing so many Hamiltonian Fellows pass through our program over the past 20 years, I have come to realize that they are far better artists than I am. I often joke that if I were to apply to the Hamiltonian Fellowship myself as an artist, I would most likely not be selected.

At the same time, I have developed a deep appreciation for the dedication required to sustain a professional artistic practice. Making a living as an artist is not easy. Many successful, practicing artists hold two jobs: one to support themselves, and another devoted to maintaining their creative practice. The latter often involves producing new work, connecting with other artists, promoting one’s work, attending exhibitions and openings, and participating in the broader artistic community.

Beyond providing the practical tools of professional development to our fellows, I have come to recognize that Hamiltonian also serves another important purpose. It offers emerging artists—many of whom have just completed their MFA or BFA—a supportive space in which to try to build a professional career… [and] a community they can rely on as they continue their artistic journeys.

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Strengthening trust and resilience: How George �鶹��Ƶ’s new CRO is advancing enterprise risk management

ckearney — Mon, 16 Mar 2026 13:15:10 +0000

Strengthening trust and resilience: How George �鶹��Ƶ’s new CRO is advancing enterprise risk management ckearney Mon, 03/16/2026 - 09:15

Aurali Dade was recently named vice president for enterprise risk management and chief risk officer at �鶹��Ƶ. Learn more about her and her role.

Aurali Dade. Photo by Ron Aira/Office of University Branding

Tell us about yourself and what brought you back to George �鶹��Ƶ?

My journey with George �鶹��Ƶ started in 2012. In my first decade here, I served in a series of leadership roles in Research Integrity and Assurance, then Research and Innovation Initiatives, followed by serving as interim vice president for research, innovation, and economic impact. I then spent more than three years at the National Science Foundation funding nationally impactful research and education programs as an Intergovernmental Personnel Act appointee.

What ultimately brought me back was George �鶹��Ƶ’s sense of purpose and momentum. Stepping into the role—first as interim and now permanently—of vice president for enterprise risk management and chief risk officer (CRO) felt like a meaningful way to contribute to an institution that has been such a major part of my professional life. It brings together everything I care about: building strong governance, supporting strategic decision‑making, and creating systems that protect and enable the university’s mission. It felt like a natural homecoming to return and continue serving a community I believe in.

For someone who might not be familiar with enterprise risk management, explain what it is and how it protects our university?

Enterprise risk management (ERM) is an institution‑wide approach to identifying, assessing, and managing potential risks that could affect operations, people, finances, reputation, or mission. Rather than working in silos, ERM looks at the entire organization to understand what could go wrong, how likely it is, and what actions can reduce the impact. This helps leadership make informed decisions, prioritize resources, and respond to challenges proactively rather than reactively.

For a university, ERM acts as a safeguard that helps protect students, faculty, staff, and the institution’s long‑term stability. It helps ensure risks are spotted early around everything from safety and compliance to cybersecurity and financial stability. ERM also supports strategic planning by aligning risk awareness with the university’s goals, so innovations or new initiatives move forward with a clear understanding of potential challenges. In short, ERM helps the university operate responsibly, stay resilient, and maintain the trust of its community.

How has the ERM program evolved at George �鶹��Ƶ?

As George �鶹��Ƶ has grown, so has ERM. Our approach has matured to reflect and support George �鶹��Ƶ’s rapid expansion in size, complexity, and ambition. We’ve been intentional about building on the strong foundation that [Dr.] Julie Zobel established—she had a clear vision for how ERM could move beyond traditional risk mitigation and become a true strategic decision‑making and prioritization tool. One of the biggest shifts has been ensuring ERM stands on its own as an independent, university‑wide function, which has allowed us to take a broader, more holistic view of risk and its connection to institutional goals.

Today, ERM serves as the organizing concept for a wide range of efforts that address institutional risks. The unit encompasses work focused on policy management including policy standardization, maintenance, and strengthening our approach to governance at every level. Most importantly, ERM helps ensure every risk mitigation strategy intentionally ties back to George �鶹��Ƶ’s strategic priorities, helping the university invest its resources wisely and advance its mission with clarity and confidence.

You've updated the university's policy on policies, why is that important?

One of the important developments in the ERM and governance work over the past year has been the recent update to Policy 1101, our policy on policies. Partnering with Melissa Brockelman‑Post, assistant provost of academic affairs, we modernized the policy to create a stronger, more transparent framework for how policies are developed, reviewed, approved, and maintained going forward. This update wasn’t just procedural—it was designed to build consistency, strengthen accountability, and treat policy management as an essential component of institutional risk mitigation.

We also expanded and formalized our broader Policy Management Group, chartered by the provost and the chief operating officer. Bringing in more diverse campus perspectives— instructional, research, operational, academic, compliance, legal, student‑facing, and more—helps us anticipate issues early and avoid unintended consequences. This ensures that policies not only meet compliance requirements but work effectively in practice, support our strategic direction, and minimize downstream risk. It’s a great example of how ERM is strengthening our structures to help prevent or mitigate risks before they emerge.

What’s next for ERM at George �鶹��Ƶ?

This is an exciting new era where ERM does not just identify risks, it connects the dots across the institution and helps the university “see around corners.” As George �鶹��Ƶ continues to grow in size and complexity, ERM is becoming an even more strategic partner, helping leadership make informed decisions and anticipate challenges before they arise.

Looking ahead, we’re focused on leveraging new tools and technology to strengthen how we gather data, monitor risks, and identify trends. We continue to foster partnerships across campus, deepening our engagement and broadening our network. The next phase of ERM at George �鶹��Ƶ is about continuing to expand our impact, modernize our approach, and ensure we’re supporting the institution in a holistic and forward‑thinking way.

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Karen Drenkard announced as Acting Divisional Dean of the �鶹��Ƶ School of Nursing

Taylor Thomas — Fri, 06 Mar 2026 16:59:44 +0000

Karen Drenkard announced as Acting Divisional Dean of the �鶹��Ƶ School of Nursing Taylor Thomas Fri, 03/06/2026 - 11:59

In This Story

Melissa J. Perry, Sc.D., MHS, MBA

Key Takeaways:

Karen Drenkard has been announced as the �鶹��Ƶ School of Nursing Acting Divisional Dean.
Drenkard, a George �鶹��Ƶ School of Nursing alumna (PhD '06), boasts an impressive career as a leader in nursing education and health care innovation across academic, clinical, and organizational settings.
As Acting Divisional Dean, Drenkard's expertise will further the School of Nursing's mission to produce nursing leaders who will contribute to the health of all populations through innovative and impactful research, practice, and service.

Karen Drenkard. Photo provided.

The College of Public Health welcomes Karen Drenkard, PhD, RN, NEA-BC, FAAN as its new Acting Divisional Dean of the School of Nursing. A George �鶹��Ƶ alum (PhD ’06), Drenkard brings exceptional leadership, national recognition, and deep expertise across academic nursing, clinical practice, health care innovation, and strategic program development. As President of Drenkard Healthcare Consulting, LLC, she has guided large integrated health care systems, schools of nursing, technology companies, and national organizations in strategic planning, academic–practice partnership development, quality management, and leadership advancement.

"Dr. Drenkard's distinguished career and transformative leadership in nursing education and health care innovation will help advance key initiatives in the School of Nursing. We welcome her vast expertise and visionary approach, which are well-aligned with our mission to advance health and well-being through education and innovation,” said Dean of the College of Public Health Melissa Perry.

Most recently, Drenkard served as professor and associate dean of clinical practice and community engagement at The George Washington University School of Nursing, where she led major clinical initiatives, including the school’s COVID-19 response efforts. Her prior leadership includes a decade as Chief Nurse at Inova Health System, as well as executive roles at GetWell and the American Nurses Credentialing Center, where she served as Executive Director of the Magnet Recognition® Program.

Drenkard is recognized nationally for her transformative leadership and service. She currently chairs the Inova Alexandria Hospital Board Quality and Safety Committee and serves on the boards of the American Organization for Nurse Leaders, the Northern Virginia Workforce Investment Board, and the Watson Caring Science Institute. She is also a member of the Dean’s Advisory Councils for the Indiana University School of Nursing and Russell Sage College, and serves as visiting faculty at the UCSF School of Nursing.

Her thought leadership extends across the country through hundreds of keynote presentations and her extensive faculty work with the UCSF Leadership Institute, where she teaches executive sessions on strategic planning, succession planning, and the integration of human caring into leadership practice. She has also developed comprehensive leadership modules for major health care organizations, spanning executive presence, business planning, financial management, career mapping, and media engagement.

A Fellow of the American Academy of Nursing and the National Academies of Practice, Drenkard earned her PhD in nursing administration, policy, and ethics from �鶹��Ƶ and is both a Wharton Nurse Executive Fellow and a Robert Wood Johnson Executive Nurse Fellow.

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Paul Bazzano is March Employee of the Month

Katarina Benson — Mon, 02 Mar 2026 14:28:24 +0000

Paul Bazzano is March Employee of the Month Katarina Benson Mon, 03/02/2026 - 09:28

Paul Bazzano has worked for �鶹��Ƶ Recreation for more than 30 years. He started as a student worker while pursuing his bachelor’s degree in communication at �鶹��Ƶ and is now assistant director of competitive sports and athletic training.

March Employee of the Month Paul Bazzano with President Gregory Washington. Photo by Ron Aira/Office of University Branding

Colleagues have applauded Bazzano for his outstanding leadership, innovation, and dedication to advancing �鶹��Ƶ Recreation’s mission. He has made numerous contributions that have strengthened �鶹��Ƶ Recreation’s programs, elevated its visibility across campus and beyond, and deepened the university’s commitment to inclusive and adaptive recreation. For these reasons, Bazzano was selected as the March Employee of the Month.

In their nominations, many of Bazzano’s colleagues talked about how he went above and beyond in coordinating two major university events that brought together campus and community partners in meaningful ways.

The first event was the National Beep Baseball All-Star Tournament, which brought more than 70 blind and visually impaired athletes, coaches, and volunteers from across the country to George �鶹��Ƶ. In addition to the tournament, Bazzano organized a Learn-to-Play Clinic, giving about 25 visually impaired students and community members the opportunity to experience Beep Baseball for the first time.

“Paul has continued to elevate the profile of our department and the awareness of a wonderful adaptive sport,” said Sheldon Tate, executive director of �鶹��Ƶ Recreation. “He has poured himself fully into the Beep Baseball movement and is quickly becoming the quintessential ally for individuals with disabilities. We are proud to follow his lead, and there are dozens of colleagues across campus who would absolutely agree that Paul is raising the bar.”

“Through his leadership, Paul has strengthened partnerships with organizations such as Game One, MindsEye, Lighthouse for the Blind, and the Metro Washington Association of Blind Athletes,” said Ethan Carter, associate director of programs, well-being, and assessment. “He also began discussions with the Junior Tennis Champions Center to host a wheelchair tennis event in Spring 2026, expanding George �鶹��Ƶ’s reach and reputation in adaptive sports.”

In addition to forging new opportunities for differently abled athletes, Bazzano supports all the students who participate in �鶹��Ƶ Recreation’s programs, said Jennifer Tolson, head athletic trainer at �鶹��Ƶ Recreation

“Paul works day and night to help our club teams and intramurals succeed both on and off the field,” said Tolson. “He’s always finding ways to make things happen—even when it seems impossible. A great example of this is when our football team had an opponent forfeit. Paul immediately searched for another team to play, ensuring our athletes still got the experience they deserved. That’s who Paul is—he never gives up on our teams and always fights to give them the best opportunities possible.”

How did you come to �鶹��Ƶ:

I started at George �鶹��Ƶ in 1995 as an undergraduate student and never really left. I worked in athletics and recreation as a student, and after graduation I was offered the chance to continue doing work I loved. �鶹��Ƶ has been home ever since.

Best day on the job:

It is hard to narrow it down to one day. March 2006 during the Final Four run stands out. I was responsible for supervising the student bus to Dayton, Ohio, for the first round, and what was supposed to be a quick trip turned into something much bigger. The pride on campus during that stretch is something I have never seen before and have not seen since.

What do you like best about working at �鶹��Ƶ:

Watching students grow and move on to do great things. What means the most is when they come back and reconnect. Knowing you played even a small role in their experience stays with you.

What do you like to do when you’re not working:

I enjoy staying active. Whether it is playing a sport or just finding ways to stay healthy, that has always been an important part of my life. I have also taken up sports photography, which has been a fun creative outlet and another way to give back to our students.

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SciTech Townhomes offer space and affordability, while staying connected to it all

lclarkg — Wed, 25 Feb 2026 20:27:47 +0000

SciTech Townhomes offer space and affordability, while staying connected to it all lclarkg Wed, 02/25/2026 - 15:27

As the anchor for Northern Virginia’s first Innovation District, �鶹��Ƶ’s Science and Technology Campus is going through a major growth spurt. The campus is powering new developments in high-tech industry sectors like life sciences, aerospace, and defense. A new, walkable Innovation Town Center is under construction near the front door of campus.

And George �鶹��Ƶ employees now have the option to live in the center of it all.

The SciTech Townhomes are part of a new residential community that is directly connected to �鶹��Ƶ's Science and Technology Campus. Photo by Stanley Martin

The SciTech Townhomes , a new residential development directly connected to the SciTech Campus, presents an opportunity for George �鶹��Ƶ to offer affordable, high-quality housing to faculty and staff. The university has purchased units with the sole purpose of renting them out to employees at affordable, below-market rates.

To date, George �鶹��Ƶ has committed to purchasing 20 units in the community developed by Stanley Martin. The Board of Visitors approved the purchase of the condominiums in May 2025.

Affordable housing for faculty and staff is a priority for George �鶹��Ƶ.

"The new residential community near the SciTech Campus presents a strategic opportunity for the university to invest in faculty and staff success,” said Julie Zobel, senior vice president and chief operating officer. “Affordable, high-quality housing for faculty and staff will help George �鶹��Ƶ attract and retain a talented workforce to serve our students. "

Faculty and staff are eligible to rent spacious two- or three-bedroom, two-and-a-half bathroom units with private garages. A key benefit for faculty and staff renters? The affordability. Monthly rents start at $2,200. The most expensive units, at $2,800, include three bedrooms and private rooftop terraces.

Some units in the SciTech Townhomes include a rooftop terrace. Photo by Stanley Martin

The cost of living in the Northern Virginia region has long been a challenge when it comes to recruiting and retaining talented faculty and staff. Long commuting distances from more affordable areas can strain the well-being of employees and increase the university’s carbon footprint.

The availability of affordable housing near campus can be a key selling point for faculty and staff, particularly those who are early in their careers or relocating from another area. Cat Forst, administrative coordinator in the Psychology Department, came to George �鶹��Ƶ last April as a recent master’s graduate from Longwood University. Her role at George �鶹��Ƶ is her first full-time job.

“When deciding where to live, the SciTech Townhomes stood out because of their affordability, quality, and location,” said Forst. “Finding something affordable in Northern Virginia was a major priority. This opportunity allowed us to live in a beautiful, high-quality home at a great price, which felt too good to pass up.”

The SciTech Townhomes offer an affordable, high-quality housing option for George �鶹��Ƶ faculty and staff. Photo by Stanley Martin

Another resident of the SciTech Townhomes, who wished to stay anonymous, was drawn to the space and affordability of the units.

“We were living in a one-bedroom apartment before, and things were getting pretty tight with space,” she said. “The opportunity arose to tour the SciTech homes, and we fell in love. I like the area and feel it is a safe place to live and walk my dog.”

The townhomes are a strong option for those who work at the SciTech Campus, as well as those who work at other George �鶹��Ƶ locations. George �鶹��Ƶ Shuttles travel between the SciTech Campus and the Fairfax Campus, offering a free transit option for faculty, staff, and students. Riders can take the shuttle to the Fairfax Campus and connect from there to the Vienna Metro, �鶹��Ƶ Square, and beyond.

The SciTech Townhomes community will include a pool, clubhouse, playground, and pickleball courts. The Freedom Aquatic & Fitness Center and nearby trails offer recreation options within walking distance.

Other local attractions include the Hylton Performing Arts Center, restaurants and shopping in Old Town Manassas, public parks, breweries, and more. The homes are located within the boundaries of Prince William County Schools, including Ellis Elementary School, Marsteller Middle School, and Unity Reed High School.

The SciTech Townhomes are not the university’s first real estate investment to support campus housing for faculty and staff. �鶹��Ƶvale, located on the Fairfax Campus, offers 157 rental units with one-, two-, and three-bedroom floorplans. �鶹��Ƶvale units are available for rent by George �鶹��Ƶ employees or graduate students. Both communities are managed by Willow Bridge Property Company.

The SciTech Townhomes provide a vital opportunity for residents to live close to a world-class research university at a critical time, as the university anchors the new Innovation District.

“The Innovation District builds connections across research and industry sectors, supporting an innovative workforce,” said Amy Adams, executive director of the Innovation District and George �鶹��Ƶ’s Institute for Biohealth Innovation. “The new residential development supports the innovation district's trajectory, providing opportunities for employees and students to live, work, and learn in a dynamic, innovative community.”

To learn more about the SciTech Townhomes, contact the property manager and visit scitechtownhomes.com.

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President’s town hall sessions scheduled for the spring 2026 semester

lclarkg — Fri, 20 Feb 2026 20:27:24 +0000

President’s town hall sessions scheduled for the spring 2026 semester lclarkg Fri, 02/20/2026 - 15:27

�鶹��Ƶ President Gregory Washington will host two 90-minute town hall sessions to discuss the state of the university and to engage with faculty and staff.

President Gregory Washington. Photo by Ron Aira/Office of University Branding

The first town hall, for George �鶹��Ƶ employees working in non-academic units, will take place on Thursday, March 19, from 9–10:30 a.m. on the Fairfax Campus in The Hub ballroom.

Update: The second town hall, for George �鶹��Ƶ employees working in academic units, was previously scheduled for March 19, but has been postponed until a later date.

Note: President Washington will address the faculty at the General Faculty meeting on Wednesday, March 18, from 3–4:15 p.m. in Merten Hall, Room 1204, on the Fairfax Campus.

Virtual participation in non-academic town hall
For those unable to attend the non-academic town hall in person, the session will be livestreamed on Zoom; the session will not be recorded. Please contact your respective unit leadership for Zoom link and password. While questions will be taken at the conclusion of the town hall, please note that the Zoom chat function will not be enabled. Should virtual attendees have any questions, please provide them to your designated unit contact so they can be shared in-person during the town hall session.

Captioning will be available on the livestream. If you are in need of sign language interpreters for this event, please reach out directly to the Office of Disability Services. If United Language Group (ULG) services are needed, please reach out directly to the Office of Human Resources.

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Meet the �鶹��Ƶ Nation: Gregg Black

lclarkg — Tue, 10 Feb 2026 15:20:27 +0000

Meet the �鶹��Ƶ Nation: Gregg Black lclarkg Tue, 02/10/2026 - 10:20

Gregg Black

Job: Director of Emergency Management and Fire Safety, Risk, Safety, and Resilience

As director of emergency management and fire safety in the Office of Risk, Safety, and Resilience, Gregg Black helps George �鶹��Ƶ prepare for the unexpected. Photo by Ron Aira/Office of University Branding

When an emergency happens, preparation is key. Fire drills, earthquake drills, emergency preparedness training—all these actions help the community prepare to take quick action in a crisis.

For most people, planning for an emergency might only come to mind every now and then. But some �鶹��Ƶ employees spend each day preparing for emergencies and planning how to protect the �鶹��Ƶ Nation in a crisis.

As director of emergency management and fire safety in the Office of Risk, Safety, and Resilience, Gregg Black, MPA’13, helps the university plan for the unexpected.

Learning on the Job: Black first arrived at George �鶹��Ƶ as a graduate student in 2010. Hoping to find a part-time job on campus, he sent his resume to David Farris, MBA ’07, PhD Education ’16, now the associate vice president of Risk, Safety, and Resilience. Black was hired and eventually got a full-time job in the Fire Safety Office while still working toward his MPA.

Not a Drill: In fire safety, Black managed compliance and ensured that the program was keeping records of inspections and repairing any deficiencies. Black continued his education by pursuing certifications in the fire safety industry.

“I am particularly proud of how far the Fire Safety program has come,” Black said. “When I started, everything was paper-based, and most inspections were completed by contractors.”

Today, the program has a completely digitized records management system, and most inspections are performed in-house.

Making the Save: George �鶹��Ƶ’s Fire Safety program is regularly one of the highest-regarded programs in the commonwealth. “This was all done while saving money,” Black said. “University leaders are to credit with the investment and trust in employees to improve programs.”

Best Laid Plans: Black’s role expanded to include both Fire Safety and Emergency Management in 2019. The timing was critical—it happened right before the university needed to respond to the crisis of a generation.

“Just as I was getting both programs to a steady level, COVID happened and dramatically changed everything,” Black said.

For the next couple years, he spent most of his time and effort on the university’s COVID response.

Shifting gears: “I did a lot of planning and logistical support for bringing students back to campus, then quickly shifted to planning and logistical support for the COVID test sites, and then transitioned to the COVID vaccine operation,” Black said.

Protecting Patriots: George �鶹��Ƶ’s response to managing the COVID pandemic gained national recognition. Establishing an in-house surveillance testing program, the university administered more than 270,000 COVID tests to students, faculty, and staff between fall 2020 and spring 2022. This helped the university quickly identify and isolate positive COVID cases, mitigating outbreaks in the campus community.

When the COVID vaccine became available, more than 120,000 vaccinations were administered on campus to students, employees, and community members in partnership with the local health department.

Never a Dull Moment: The university’s response to COVID was an all-hands endeavor. Working with a range of people across campuses is what Black likes best about his job. In a single day, Black can go from discussing and coordinating security for an event, to partnering with Facilities and Campus Operations on strategies to repair fire safety systems, to planning how George �鶹��Ƶ would be a part of a statewide sheltering plan, to coordinating the response to the next snowstorm.

“The �鶹��Ƶ Nation is filled with talented and passionate people, and exposure to all of them has taught me so many things.”

Tomorrow’s Problem: One of the greatest challenges of his job, according to Black, is the unknown of the future. In addition to natural disasters, global conflicts and unrest can also affect the lives of George �鶹��Ƶ students, faculty, and staff, and campus operations. “Despite these unexpected events, we have built a strong foundation of emergency plans and relationships that have allowed us to respond effectively,” Black said.

Safe and Secure: All that preparation grants him a chance to rest easier. Outside work, Black leads his son’s Trail Life troop, volunteers at church, supports his daughter in gymnastics, and enjoys local Virginia wine with his wife. He also tends to their flock of chickens and two golden retrievers.

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