THE OPPORTUNITY

The George Washington University was created in 1821 through an Act of the Congress, fulfilling George Washington’s vision of an institution in the nation’s capital dedicated to educating and preparing future leaders. Building on the visionary promise of its namesake, George Washington University (GW) is an ambitious, forward-looking institution committed to fostering and maintaining a commitment to service, engagement, belonging, and respect, and improving the experience of every GW community member. With ten schools and colleges on three campuses, GW’s approximately 12,000 undergraduate and 16,000 graduate students are high-achieving, entrepreneurial, and engaged, seeking outlets for their aspirations, passions, and talents. Through GW’s vast network of world-class academic opportunities, access, partnerships and policy-research initiatives, GW puts its knowledge to work for immediate impact.

The Position

ROLE OF THE CHIEF OF POLICE FOR GEORGE WASHINGTON UNIVERSITY

Reporting to the associate vice president for safety and security, the chief of police (chief) provides leadership and direction for the George Washington Police Department (GWPD), an unarmed police force of more than 100 uniformed personnel, all of whom are Special Police Officers commissioned by, or security officers licensed by the DC government. GWPD provides security, crime prevention, and patrol services by car, Segways®, bicycle, and foot on a daily basis, 24 hours a day. The chief serves as the public face of GWPD internally and externally and provides day-to-day, strategic management and oversight of the University’s security programs. The chief establishes and communicates a departmental vision and provides strong, energetic leadership and direction to GWPD staff in the implementation of that vision. Nurturing a strong sense of teamwork, the chief is expected to attract and retain a workforce that reflects the diversity of the University and the Washington, D.C. area community while creating and maintaining an environment that promotes a workplace climate based on respect and trust, where individuals feel comfortable reporting incidents of discrimination or harassment.

Specifically, areas of responsibility include:

  • Oversees departmental management activities such as recruitment and hiring, performance reviews, training, professional development, promotions, transfers, and scheduling of professional and support staff.
  • Participates in the collective bargaining process as a member of the University team, as well as working with the union on a day-to-day basis.
  • Receives union grievances, represents the department in arbitration process, and works with Human Resources and the Office of General Counsel to determine the appropriate action.
  • Ensures that professional discipline and adherence to appropriate departmental and University policies and procedures are maintained.
  • Oversees the investigations of complaints against the department and recommends appropriate action, ensuring that all incidents and arrest activities are properly documented, including reviewing written reports, communicating with staff, and completing administrative follow-up as needed.
  • Develops, allocates, and oversees an annual operating budget consistent with applicable policies, procedures, and regulations; presents budget estimates and controls expenditures of departmental appropriations.
  • Maintains personal and departmental currency on Incident Command Systems (ICS); the requirements of the Clery Act; Violence Against Women Act; the Higher Education Opportunity Act; Title IX as it relates to police, public safety, security, and emergency-related services; and other legislation as necessary.
  • Monitors criminal/non-criminal case loads and ensures the implementation of proper investigative and interview techniques, including processing of crime scenes, rules of evidence, court system/courtroom procedures, and search and seizure laws.
  • Ensures all required policies and procedures to operate a campus police department are developed, maintained, and implemented based on industry best practices.
  • Works closely with the other offices and units within the Division of Safety and Security.
  • Works collaboratively with other University departments to maintain safety and security at University events during emergency situations and on a day-to-day basis.
  • Collaborates with the Metropolitan Police Department (MPD), the Loudoun County Sheriff’s Office, and other local and federal law enforcement agencies as appropriate.

HISTORY OF THE POSITION

After a period of high turnover at the chief of police position, it was determined in 2017 to eliminate the chief’s position and use a superintendent role in its place. The then-senior associate vice president for safety and security assumed the superintendent position. With a change in university leadership in late 2018, it became apparent that the GWPD needed significant attention and leadership. At this time the chief’s role was reinstated and an interim chief was put in place who has been working to strengthen the department. Currently, the institution is conducting a national search to find their next chief to enhance and rebuild the department.

OPPORTUNITIES AND CHALLENGES

The new chief will encounter the following opportunities and challenges:

  • Develop a Public Safety team that embodies safety as a top priority and inspires confidence in the campus community.
  • GWPD has great potential with a dedicated staff. This next chief can make a dramatic impact on the department and institution, as change is needed and expected.
  • Create thorough training practices and improve all aspects of departmental training, utilizing current techniques to ensure officers are well-versed in best practices and University protocols.
  • Learning and fully embracing the values and behaviors of the OUR GW culture initiative.
  • Very supportive senior administration expecting positive, effective changes within the department.
  • Continue to break down a previously-siloed environment and make GWPD a truly collaborative campus partner.
  • The new chief must be aware of student activism efforts and have a vision to positively and successfully honor and work with students, faculty, and staff in exercising their right to free speech and expression in concert with considerations for campus safety
  • Overcoming the turnover issues, instability, low morale, and complaints that once characterized the department.
  • Shape a new, positive culture and reputation for the department on campus and within the community while also enhancing the efficacy and credibility of the department.
  • Build an environment of trust, respect, and positivity within the GWPD.
  • Exciting time to be at GW with new leadership, a renewed sense of positive energy, and a highly supportive campus community.
  • Rebuild GWPD to be an elite law enforcement agency in higher education; one that other institutions look to for innovation, guidance, and benchmarking.
  • Development and documentation of comprehensive operating procedures and policies reflecting national current best practices for higher education safety and security.
  • Responsive to sexual assault/harassment issues to both educate and increase awareness of resources.
  • Work to instill the culture change initiative underway at GW fully into the department.
  • Enhance departmental visibility on campus through active engagement and involvement in the campus and surrounding community.
  • Design methods of communication to both effectively educate the campus community and increase involvement with the department through the creative use of social media and other outlets.

MEASURES OF SUCCESS

At an appropriate interval after joining GW, the following items will initially define success for the chief:

  • The chief has gained the trust of the University community by being involved, visible, and engaged in all aspects of campus life. A better sense of connection and community exists.
  • Honest communication is prevalent throughout the department.
  • The chief has made significant improvements to the technology needs of the department.
  • The morale within the department has improved and the staff feel empowered, supported, and appreciated by the campus community.
  • The number of grievances and complaints has decreased.
  • The GW community understand the purpose, mission, and services of the GWPD and the department is viewed as a valued partner.
  • The chief has established a formalized training plan to ensure all staff are consistently and properly trained, certified, and current on all safety and security techniques and departmental and institutional policies and procedures.
  • The department and the union maintain a positive working relationship.
  • The chief has established strong relationships with key stakeholders across campus to elevate the collaborative work around public safety.
  • The chief has reviewed organizational strengths, weaknesses, policies, and procedures and has developed a vision for managing short-term change and long-term development for the department.
  • The GWPD is operating with a high level of professionalism and competence.
  • Through consistent, confident leadership the chief has enhanced the respect and credibility of the department and is readily regarded as an active partner in supporting the values and educational mission of the University.
  • The chief has successfully engaged with and built trust within the department and diverse campus communities.
  • The chief has formed meaningful working relationships with local law enforcement agencies and with community associations and partners.

QUALIFICATIONS AND CHARACTERISTICS

The successful candidate will have a bachelor’s degree in an appropriate area of specialization plus ten years of relevant professional experience or a master’s degree or higher in a relevant area of study plus eight years of relevant professional experience. Degree requirements may be substituted with an equivalent combination of education, training, and experience. Candidates must possess a District of Columbia Special Police Commission or have the ability to obtain a DC Commission within 120 days of employment. The new chief will have the ability to work with faculty, staff, and professionals in multiple settings and locations; the ability to promote diversity in the workforce; an appreciation for the data that will be required to make meaningful management decisions; demonstrated comfort with loose matrix organizational structures; and recognition that being effective and results-oriented is paramount.

The preferred qualifications include experience serving in a higher education environment and knowledge of federal and state laws, rules, and regulations that affect a multi-faceted institution of higher education. The chief will be expected to have strong communication and interpersonal skills with the ability to work collegially with all levels of the organization toward common objectives; the ability to motivate and lead others in the accomplishment of tasks, objectives, and missions; to take the initiative in influencing events and policy decisions; and will have the ability to plan, direct, and coordinate program and administrative decisions and to solve problems of a complex and conceptual nature based on evidence at hand.

  • Commitment to GW values;
  • Intellectual, professional, and a person of integrity;
  • Honest, with the highest ethical standards;
  • Passionate, collaborative, strategic, and smart, with a hands-on, roll-up-the-sleeves orientation;
  • Ability to work independently;
  • A self-starter, hard worker, shows initiative, and has very high energy;
  • Personally accountable; assumes ownership, control; and accountability for all areas and responsibility and commitments made to others;
  • Sincere, open, and direct communicator with the capacity to put organization interests above self-interests and is comfortable expressing candid opinions;
  • Highest level of responsiveness;
  • Combination of strong intellect with a practical and realistic common sense understanding of how to get things done;
  • Ability to demonstrate initiative with a strong desire to succeed and exert the extraordinary effort often required;
  • Ability to work in a fast-paced, high growth, entrepreneurial environment;
  • Ability to work with faculty and staff in a respectful way;
  • Establish trust and credibility with institutional leadership across the University;
  • Seeks “win-win” solutions to help foster continued integration and collaborations;
  • Flexible and reception to change; and
  • A positive “can-do” attitude.

In addition to the above-stated qualifications and characteristics, GW stakeholders identified the following characteristics as important to the chief (in no particular order):

  • Leadership style that is confident, approachable, collaborative, and transparent, with the ability to be firm, clear, and direct with staff;
  • Ability to provide stability, direction, and inspiration to a department that has experienced a good amount of change over the past five years;
  • Genuine willingness to work with and for students by actively engaging students through community policing practices;
  • Experience rebuilding an organization and a demonstrated track record of effective change management strategies;
  • Understanding of policing within an urban campus setting;
  • A sincere desire and commitment to be at GW and work with GWPD;
  • Deep knowledge and appreciation of current technology and how to leverage technology to enhance safety;
  • Highly committed to both professional and personal growth and development as a manager, leader, and public safety expert; deeply committed to the professional development and training of staff;
  • Solid emergency management knowledge and experience;
  • The ability to infuse a community policing approach throughout all levels of the department;
  • Commitment to the collection and use of data to inform all decisions;
  • Demonstrate an ability to advocate for staff, ensuring their needs and concerns are adequately addressed;
  • Comfortably and effectively serve as the public face of GWPD;
  • Commitment to customer service and the desire to build excellent personal connections across campus and the community;
  • Understanding of the overall role of police within the university community and ability to support the strategic plan, mission, and goals of the university; this includes the unique characteristics of policing in an academic environment and serving as educators;
  • Possess a strong desire to serve as an advocate for the GWPD, the staff, and their services;
  • Have experience working with, and directing multiple diverse stakeholders and committed constituents;
  • A strong sense of vision and an ability to translate big-picture thinking into operational directives and policy formation;
  • Ability to establish and maintain productive relationships with a full range of on and off campus constituents, including students, faculty, staff, alumni, parents, and local agencies;
  • Strong supervisor capable of both challenging and appreciating individuals while effectively holding staff accountable;
  • Display leadership in emergency and crisis response, working closely with the administration;
  • Maintain a high degree of visibility and engagement throughout the GW and broader GW community;
  • The ability to make timely decisions, execute, and move forward complex processes involving multiple stakeholders;
  • Expertise in related compliance requirements and best practices, including Clery Act, Title IX, responses to alcohol/drug issues, bias incidents and hate crimes, mental health, etc.; and
  • Project a high degree of personal energy and enthusiasm for the work.

THE INSTITUTION DIVISION/DEPARTMENT: AN OVERVIEW

The Division of Safety & Security and the George Washington University Police Department

Safety and security at the George Washington University is the comprehensive effort to provide a safe and secure campus for all university students, faculty and staff.

The Department of Safety & Security reports directly to the executive vice president and chief financial officer. The following units serve the university under the Division’s leadership:

  • GW Police Department (GWPD)
    • Patrol Operations
    • Investigations
    • Threat Assessment
  • Health and Safety
    • Environmental Health & Safety
    • Emergency Management
    • EMeRG Emergency Medical Services
    • Office of Advocacy & Support

The George Washington Police Department (GWPD) provides residential hall security and patrol services to the Foggy Bottom and Mount Vernon campuses and oversees security at the VSTC campus. The Department also coordinates safety & security for a variety of on-campus special events, including

Commencement, Colonial Weekend, and visits by dignitaries. In addition to those roles and responsibilities, GWPD provides crime prevention education to the GW community.

Mission

The mission of the Division of Safety and Security is to provide a safe and secure campus environment for all members of the university community. This mission is achieved through active participation of all university members and partnerships with local law enforcement and community partners.

Vision

The George Washington University Division of Safety and Security aims to be the nation’s premier provider of safety and security preparedness for an institution of higher education.

The George Washington University Police Department

The George Washington University Police Department (GWPD) protects and serves the university by providing professional law enforcement services while actively promoting community involvement through progressive community policing strategies and a commitment to education. GWPD is a District of Columbia commissioned police force, and a member of the International Association of Campus Law Enforcement Agencies (IACLEA).

GWPD is responsible for providing police and security services for the Foggy Bottom and Mount Vernon campuses. There are more than 100 uniformed personnel, all of whom are Special Police Officers commissioned by, or security officers licensed by the DC government. GWPD provides patrol service by car, Segways®, bicycle, and foot on a daily basis, 24 hours a day, and GW officers have the authority to make arrests on all GW-owned, leased, or controlled property. Additionally, coverage is provided on the Foggy Bottom and Mount Vernon campuses by staffing fixed posts throughout the campus.

A private contract security guard service provides access control security for the Virginia Science and Technology Campus. GWPD also hires students to work as Student Access Monitors (SAMs) in high-traffic residence halls and academic buildings on the Foggy Bottom Campus and the Mount Vernon Campus. These students are responsible for checking IDs and providing additional access control support.

Working Relationships

The George Washington University Police Department maintains a close working relationship with the Metropolitan Police Department (MPD), DC’s municipal police force. GWPD occasionally works with other law enforcement agencies in the District of Columbia, including the FBI, Washington Metropolitan Area Transit Authority Police, U.S. Park Police, U.S. Capitol Police, and the U.S. Secret Service. The officers of GWPD and MPD communicate regularly on the scene of incidents occurring in and around the campus area. GW Police Detectives work closely with the investigative staff at MPD when incidents arise that require joint investigative efforts, resources, crime related reports, and exchanges of information. Memoranda of Understanding between GWPD and MPD are in place to outline the relationship between our agencies.

Services

The GWPD provides a range of services as follows to the GW community that play an important role in our community policing efforts:

The Emergency Medical Response Group (EMeRG) is a student-based volunteer organization that provides emergency medical services (EMS) to the Foggy Bottom and Mount Vernon campuses. All members are certified Emergency Medical Technicians, and patients incur no charge for services rendered by EMeRG.

GWPD provides a wide array of services for victims, witnesses, and any other affected parties of crimes. These services are coordinated by the Office of Advocacy & Support. Any GW student, faculty or staff member who has experienced being the victim of a crime in any form (physical, economical, or psychological) is encouraged to take advantage of this resource.

GWPD collects found items from all of our campuses for safekeeping.

The Threat Assessment Team is a cross-functional team comprised of a variety of University offices that addresses concerns about threatening behavior that could result in violence directed towards the students, faculty, and staff of the George Washington University. The goal of the Threat Assessment Team is to evaluate behavior that individuals perceive as warning signs for future violent or self-destructive actions. The team can be rapidly convened in order to assess situations whenever they arise. Concerning and threatening behavior can occur in a variety of ways, and all threats should be taken seriously.

Current GWPD Leadership

Leadership of the Division of Safety & Security

Scott Burnotes – Associate Vice President, Division of Safety & Security

Scott Burnotes is the associate vice president for the Division of Safety & Security, with almost two decades of safety, security, and crisis management experience. Mr. Burnotes holds a Bachelor of Science in Finance from Florida State University and a Master of Science in Engineering Management with a focus on Crisis, Emergency, and Risk Management from The George Washington University. He previously served as the associate vice president of university operations at St. Edward’s University in Austin, Texas, where he was responsible for the overall management of the facilities and campus safety departments to maintain a high performing, efficient, and secure learning environment.

Mr. Burnotes served as a Volunteer for the United States Peace Corps in North Macedonia before attending George Washington University for his master’s degree while working for the George Washington University Police Department as a Special Police Officer. He credits his graduate experience at GW as the primary source of motivation in keeping the public safe during times of crisis. Mr. Burnotes has devoted over twelve years to higher education campus security and supported numerous United States Department of Education safety initiatives. He is proud to return home to his alma mater and lead the department that started his successful career path.

Organizational Chart for the Division of Safety & Security

An Overview of the Finance Division

Mission

The Finance Division provides timely and accurate financial information to key stakeholders while protecting university assets, both real and intangible, and ensuring university compliance with federal, state, and local tax laws from a financial and fiduciary vantage point. Serving as an indispensable partner on topics requiring economic, financial, and fiduciary inputs and expertise, the Finance Division manages Accounting and Financial Reporting, Tax, Payroll, Benefits Administration, Treasury, Procurement, Risk Management, Grants and Contracts, Student Accounts, Business Management and Analysis Group (BMAG) and its internal and external audit partners.

Vision

“To excel in providing accurate and timely data, demonstrate integrity in relationships, and foster a keen focus on providing insight to our customers”

In order to achieve this vision, the Finance Division must support all university units to ensure the activities proposed and resources requested reflect sound business judgment and support the overall goals and mission of the university. The Finance staff work closely with all areas of the university to carry out its core mission.

Leadership of the Finance Division

Mark Diaz – Executive Vice President and Chief Financial Officer

Mark Diaz began his role as executive vice president and chief financial officer on August 1, 2018.

Mr. Diaz served as a member of Dr. LeBlanc’s leadership team at the University of Miami, first as associate vice president for budget and planning from 2005-2012 and then as vice president for budget and planning from 2012-2017. Mr. Diaz shepherded the strategic development of the university’s operating and capital budgets as well as organizational and business development within the university’s academic and administrative units.

“Mark was a true partner at the University of Miami in ensuring that our resources and aspirations were aligned. He is a change agent who excels in reshaping processes to drive and sustain academic excellence. I am looking forward to Mark bringing this dedication and vision to the George Washington University as our community works together to achieve preeminence as a comprehensive global research university,” said Dr. LeBlanc.

At the same time, he served from 2013-2016 as interim CFO of the University of Miami’s Miller School of Medicine and UHealth, the university’s health system, which includes three hospitals, more than 30 outpatient facilities, and more than 1,200 physicians and scientists. He was also a key leader in Miami’s culture transformation initiative, which sought to improve both constituent service as well as employee morale through the development of a common purpose statement, shared values, and organizational expectations.

At GW, Mr. Diaz will provide leadership for finance and budget, human resources, information technology, facilities and operations, risk management, and safety and security. As a member of the president’s leadership team, he will work closely with the president, provost, vice presidents, and deans, as well as with the university’s Board of Trustees, to develop and implement strategic plans to meet the university’s current and future budget, financial, and operational needs and objectives.

“The opportunity to join the George Washington University and once again operationalize Tom LeBlanc’s vision was one I could not pass up,” said Mr. Diaz. “My passion is organizational assessment and making things better, and I look forward to assisting the university in any way I can to achieve its aspirations.”

Mr. Diaz joined Miami’s administration in 1999 as executive director of medical finance operations and budget at the Miller School of Medicine.  Prior to Miami, Mr. Diaz was a manager at KPMG focusing on health care.

He is a double alumnus of the University of Miami, earning a bachelor’s degree in accounting and master’s degree in professional accounting. He and his wife, Marlena, have four children: Monika, 24; Melissa, 21; Max, 11; and Marco, 9.

Institution & Location

INSTITUTION: AN OVERVIEW

Institutional Background/History

The George Washington University was founded in 1821 in response to a vision that the nation’s foremost founder spelled out in his last will and testament. He dreamed of a university that would educate the citizen leaders of the new nation he had done so much to create.

Today the university that bears his name is different in many ways from what George Washington could have imagined.

He could not have imagined the sheer size of its enrollment, now 26,000 students, including women as well as men from all 50 states and more than 100 countries. Nor could he have envisioned a university with multiple campuses and 14 schools; with more than 120 departments and 95 centers and institutes; with a half-million-square foot science and engineering building; with a school of public health, located on a circle that bears his name; or with a museum housing a world-class collection of textiles and the history of the great capital city he had only begun to plan.

George Washington did imagine a university with a culture of service and ongoing commitment to the education of citizens. In those respects, GW has remained faithful to its founding vision for nearly 200 years.

Fact sheet on George Washington University

About Washington, D.C.

Washington, D.C., formally the District of Columbia and commonly referred to as Washington or D.C., is the capital of the United States. Founded after the American Revolution as the seat of government of the newly independent country, Washington was named after George Washington, the first president of the United States and a Founding Father. As the seat of the United States federal government and several international organizations, Washington is an important world political capital. The city is also one of the most visited cities in the world, with more than 20 million tourists annually.

The signing of the Residence Act on July 16, 1790, approved the creation of a capital district located along the Potomac River on the country’s East Coast. The U.S. Constitution provided for a federal district under the exclusive jurisdiction of the U.S. Congress, and the District is therefore not a part of any state. The states of Maryland and Virginia each donated land to form the federal district, which included the pre-existing settlements of Georgetown and Alexandria. The City of Washington was founded in 1791 to serve as the new national capital. In 1846, Congress returned the land originally ceded by Virginia; in 1871, it created a single municipal government for the remaining portion of the District.

Washington had an estimated population of 702,455 as of July 2018, making it the 20th most populous city in the United States. Commuters from the surrounding Maryland and Virginia suburbs raise the city’s daytime population to more than one million during the workweek. Washington’s metropolitan area, the country’s sixth largest, had a 2017 estimated population of 6.2 million residents.

All three branches of the U.S. federal government are centered in the District: Congress (legislative), presidential (executive), and the U.S. Supreme Court (judicial).

Washington is home to many national monuments and museums, primarily situated on or around the National Mall. The city hosts 177 foreign embassies as well as the headquarters of many international organizations, trade unions, non-profits, lobbying groups, and professional associations, including the World Bank Group, the International Monetary Fund (IMF), the Organization of American States, AARP, the National Geographic Society, the Human Rights Campaign, the International Finance Corporation, and the American Red Cross.

A locally-elected mayor and a 13 member council have governed the District since 1973. However, Congress maintains supreme authority over the city and may overturn local laws. D.C. residents elect a non-voting, at-large congressional delegate to the House of Representatives, but the District has no representation in the Senate. The District receives three electoral votes in presidential elections as permitted by the Twenty-third Amendment to the United States Constitution, ratified in 1961.

Mission Statement

The mission of the George Washington University is to educate individuals in liberal arts, languages, sciences, learned professions, and other courses and subjects of study, and to conduct scholarly research and publish the findings of such research.

Approved by the Board of Trustees on February 8, 2019 

GW Values

  • Integrity

We are honest and fair in our words and actions.

  • Collaboration

We achieve more together by engaging others in shared processes and decision-making.

  • Courage

We encourage risk-taking, learning from failure, and perseverance in our pursuit of excellence.

  • Respect

We value people as individuals and treat them with fairness, compassion, and care.

  • Excellence

We achieve distinction through knowledge, creativity, and innovation.

  • Diversity

We value and include people from different cultures, backgrounds, and perspectives in the pursuit of our common goals.

  • Openness

We are accessible, receptive and share information freely.

GW Service Priorities

  • Safety
    • I keep areas clean, well-maintained, and inviting.
    • I remain aware of my surroundings and possible hazards.
    • I take action to safeguard my physical well-being and that of others.
    • I stay informed on emergency policies, procedures, and resources.
    • I identify, correct and immediately report safety concerns.
    • I avoid shortcuts that do not put safety first.
    • I ask, “Is there a safer way?”
  • Care
    • I support a caring environment by greeting, welcoming, and thanking others.
    • I embrace and support a diverse and inclusive environment.
    • I am responsive and attentive to others, helping to solve challenges.
    • I frequently and readily show appreciation for others.
    • I am approachable, courteous, and civil, assuming positive intention from others.
    • I respect others, making time to hear diverse opinions and approaches.
    • I follow a principled approach with sincerity, truth, and honesty.
    • I empathize with others and seek to build bridges of understanding.
  • Efficiency
    • I embrace change and am open to new ways of working.
    • I take ownership and personal responsibility to solve issues.
    • I use my time and resources wisely.
    • I seek continuous improvement and innovation.
    • I strive for preparedness, efficiency, and quality in all my work.
    • I provide accurate and timely information.
    • I look for ways to reduce hassles and solve challenges.
    • I honor my time commitments to others.

GW Leader Behaviors

  • I lead with positivity and confidence.
    • Model the OUR GW Common Purpose, Values, and Service Priorities.
    • Foster collaboration in my area and across the university
    • Create an environment of respect and trust.
    • Celebrate daily successes in a meaningful way.
  • I communicate with clarity and intention.
    • Directly convey expectations and goals.
    • Actively seek, listen, and respond to the views of others.
    • Explain the why and context for strategies and decisions.
    • Provide timely and regular feedback and coaching.
  • I recognize and hold faculty and staff accountable for demonstrating OUR GW Service Priorities.
    • Share with others how they contribute to our local and university-wide goals.
    • Acknowledge the ideas of others for continuous improvement.
    • Empower others to make service decisions.
  • I manage and strive to improve my area of operational responsibility.
    • Monitor, measure, and make balanced resource decisions to ensure an efficient operation.
    • Exercise sound judgement when making informed decisions.
    • Be available, visible, and able to assist in the operations as needed.
    • Remove barriers and implement continuous improvements in the operations.

Strategic Initiatives and the Strategic Planning Process

The five strategic initiatives that guide the university’s efforts over the next several years:

  • Student Experience

GW students experience the university in many ways—in classrooms, residence halls, and student space, through interactions with faculty and staff. Each experience should be positive and students’ GW careers, from enrollment to graduation, should be supported by a service-oriented community that cares about their success.

  • Research

The university will build on the research progress it has made, exploring ways to support research that continues to generate groundbreaking discoveries and innovative ideas.

  • Philanthropy & Constituent Engagement

The aspiration of GW is to be a preeminent comprehensive global research university. GW relies on the support of its alumni, parent, and friend communities to advance priorities and sustain the university mission. We are committed to strengthening these GW communities as partners in the success and growth of the university.

  • Medical Enterprise

With its clinical and academic partners, GW is committed to a strategic planning process and enhanced alignment in its joint pursuit of preeminence as an academic medical enterprise.

  • Institutional Culture

The university’s institutional culture affects the experience of each member of its community. GW’s culture should foster and maintain a commitment to service, engagement, belonging, and respect, creating a positive, warm, and welcoming environment for all.

Learn more about the strategic initiatives.

Learn more about the ongoing strategic planning process.

Leadership

Dr. Thomas J. LeBlanc – President

Prior to serving as the 17th president of the George Washington University, Thomas J. LeBlanc was the executive vice president and provost at the University of Miami. He was appointed to that position in 2005 and served as the chief academic officer and chief budget officer for the university responsible for overseeing and coordinating academic programs and enhancing the educational mission of the university. He served as a professor in the Departments of Computer Science and Electrical and Computer Engineering.

Previously, LeBlanc served as dean of the college faculty in the College of Arts, Sciences, and Engineering at the University of Rochester. His publications include writings on operating systems, parallel programming, and software engineering.

He holds a PhD and a master’s degree in computer science from the University of Wisconsin at Madison and a bachelor’s degree in computer science from State University of New York at Plattsburgh.

Dr. M. Brian Blake– Provost and Executive Vice President for Academic Affairs

The George Washington University’s next provost and executive vice president for academic affairs is an accomplished researcher and 20-year leader in higher education administration who has strengthened academic and research enterprises, faculty hiring and retention, student success, and diversity at top research universities across the country.

Brian Blake, currently provost and executive vice president for academic affairs at Drexel University in Philadelphia, will join GW in early November.

An electrical and software engineer by training, Dr. Blake has held faculty, dean, and vice provost roles during his career, focusing on interdisciplinary research and education at Georgetown University, the University of Notre Dame, and the University of Miami before becoming provost at Drexel.

The Student Body

  • 12,000 undergraduates and 16,000 graduate students (approx.) enrolled at all campuses
  • Students from all 50 states and 132 countries
  • Male undergraduates, 42.9%; female, 57.1%
  • 50% of undergraduate classes have less than 20 students
  • Over 1,800 military students, veterans, and their dependents enrolled
  • 475 student groups
  • 500 student-athletes participating in 27 intercollegiate sports
  • 72% of undergraduates receive financial aid

Ethnicity (2017)  

Asian: 10%

African American: 6%

Hispanic: 10%

Multi-race: 4%

White: 54%

Other: 16%

Academic Programs and Faculty

  • 10 schools and colleges
  • 75+ majors
  • 1,166 non-medical faculty
  • 1,197 medical faculty
  • 119 endowed faculty positions
  • 13:1 student-faculty ratio
  • 9 faculty members current are members of the National Academies
  • 15 honor societies
  • 69% of undergraduates have held internships or co-ops

Benefits Overview

As an employee of George Washington University, you have the following benefits, among others, available to you:

  • Health and welfare plans
  • Dental plans
  • Vision plans
  • Prescription drug plans
  • Health savings and flexible spending accounts
  • Life insurance
  • Disability insurance
  • Retirement plans
  • Tuition assistance
  • Leave plans
  • Discounts

Application & Nomination

Review of applications will begin immediately and will continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Heather J. Larabee at hjl@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the George Washington University website at www.gwu.edu.

The university is an Equal Employment Opportunity/Affirmative Action (EEO/AA) employer committed to maintaining a non-discriminatory, diverse work environment. The university does not unlawfully discriminate on the basis of race, color, religion, sex, national origin, age, disability, veteran status, sexual orientation, gender identity or expression, or on any other basis prohibited by applicable law in any of its programs or activities.