How has the GW women’s basketball team performed in recent seasons. What notable accomplishments have players and coaches achieved. What challenges does the team face in the competitive A-10 conference. How is GW working to improve its women’s basketball program.
GW Women’s Basketball: A Legacy of Excellence
George Washington University’s women’s basketball program has long been a source of pride for the institution. With a rich history spanning decades, the team has consistently demonstrated its ability to compete at the highest levels of collegiate athletics. Recent seasons have seen a mix of triumphs and challenges, reflecting the ever-evolving nature of college sports.
Recent Season Highlights
The 2022-2023 season proved to be a rollercoaster for the GW women’s basketball team. Despite facing stiff competition in the Atlantic 10 Conference, the team showed resilience and determination throughout the year. One of the most notable achievements came in March 2023, when the team advanced to the A-10 Quarterfinals with a thrilling 71-68 victory. This win showcased the team’s ability to perform under pressure and highlighted their potential for future success.
Individual Accolades
GW’s women’s basketball program has consistently produced standout athletes who have garnered recognition for their exceptional performances. In February 2023, Nya Robertson was named the A-10 Sixth Woman of the Year, a testament to her invaluable contributions coming off the bench. This award not only recognizes Robertson’s individual talent but also underscores the depth and quality of the GW roster.
Navigating the Competitive A-10 Conference
The Atlantic 10 Conference is known for its high level of competition in women’s basketball. How does GW stack up against its conference rivals? While the team has shown flashes of brilliance, consistency has been a challenge. Games against powerhouse programs like UMass and Dayton have proven particularly difficult, with GW suffering losses in recent matchups.
However, the team has also demonstrated its ability to compete with the best. A notable 71-57 victory over perennial A-10 power Dayton in January 2023 serves as a prime example of GW’s potential when firing on all cylinders. These performances against top-tier opponents provide valuable experience and motivation for the team moving forward.
Building for the Future: Recruitment and Player Development
Success in college basketball often hinges on a program’s ability to recruit top talent and develop players effectively. GW has shown a commitment to both aspects in recent years. The addition of graduate transfer Maren Durant in April 2023 exemplifies the program’s efforts to bring in experienced players who can make an immediate impact.
Focus on Youth
While experienced transfers can provide immediate help, GW has also prioritized nurturing young talent. The emergence of Nya Robertson as the A-10 Sixth Woman of the Year is a prime example of the program’s success in developing young players. Robertson’s rapid progress bodes well for the future of GW women’s basketball.
- Recruitment of top high school prospects
- Development of young players through rigorous training programs
- Balance of youth and experience on the roster
The Importance of Home Court Advantage
How significant is the home court advantage for GW women’s basketball? The team’s performance at the Charles E. Smith Center suggests that playing in front of a supportive home crowd can make a substantial difference. In the 2022-2023 season, GW posted several impressive home victories, including a 58-52 win over Duquesne and a 61-50 triumph against Loyola Chicago on Senior Day.
These home wins not only boost the team’s record but also help create a positive atmosphere around the program. Strong home performances can attract more fans, generate enthusiasm among the student body, and create a formidable environment for visiting teams.
Overcoming Adversity: Lessons from Tough Losses
While victories are celebrated, losses often provide valuable learning experiences for teams. GW’s women’s basketball program has faced its share of setbacks in recent seasons. How does the team use these challenges as opportunities for growth?
Learning from Defeat
Tough losses, such as the 84-61 defeat against UMass in the 2022-2023 regular season finale, can expose areas needing improvement. These experiences allow coaches and players to identify weaknesses, adjust strategies, and refocus their efforts in practice. The ability to bounce back from such defeats often separates good teams from great ones.
Mental Toughness
Dealing with adversity also helps build mental toughness, a crucial attribute in competitive sports. GW’s ability to regroup after losses and perform well in subsequent games demonstrates the team’s resilience and character. This mental fortitude will be essential as the program aims to climb the ranks of the A-10 Conference.
The Impact of Coaching on Team Success
Behind every successful basketball program stands a dedicated coaching staff. How has GW’s coaching influenced the team’s performance and culture? While specific details about the current coaching staff are not provided in the given information, it’s clear that coaching plays a crucial role in the team’s development and success.
Strategic Game Planning
Effective coaching involves developing game plans tailored to each opponent’s strengths and weaknesses. GW’s ability to compete against top A-10 teams suggests that the coaching staff is adept at strategic planning and in-game adjustments.
Player Development
The emergence of standout players like Nya Robertson indicates that GW’s coaches are skilled at nurturing talent and helping players reach their full potential. This ability to develop players is crucial for long-term program success.
Community Engagement and Support
A successful college basketball program extends beyond the court, engaging with the wider university community and local supporters. How does GW women’s basketball connect with its fan base and the Washington, D.C. community?
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Special Event Games
GW hosts several special event games throughout the season to engage fans and promote important causes. The annual Pink Game, held in January 2023 against Duquesne, is a prime example. These events not only raise awareness for important issues but also help create a strong bond between the team and its supporters.
Alumni Connections
Maintaining strong ties with program alumni is crucial for building tradition and support. The induction of former players into the GW Athletics Hall of Fame, as seen in February 2023, helps celebrate the program’s history and inspire current players.
Looking Ahead: Prospects for Future Success
As GW women’s basketball continues to evolve, what are the key factors that will determine the program’s future success? While predicting outcomes in sports is always challenging, several elements will likely play crucial roles in shaping the team’s trajectory.
Continued Recruitment Success
Attracting top talent will remain a priority for GW. The program’s ability to compete for highly sought-after recruits and transfers will significantly impact its competitiveness in the A-10 Conference.
Player Development
Maximizing the potential of each player on the roster will be crucial. GW’s coaching staff must continue to refine their player development strategies to ensure that young talents like Nya Robertson continue to emerge and thrive.
Consistency in Conference Play
To climb the ranks of the A-10, GW will need to find more consistency in its performances against conference opponents. Reducing the gap between the team’s best and worst outings will be key to improving its overall standing.
As George Washington University’s women’s basketball program looks to the future, it does so with a strong foundation of recent successes and valuable lessons learned from challenges. The team’s ability to adapt, grow, and compete at the highest levels of the Atlantic 10 Conference will undoubtedly make for exciting seasons ahead. Fans and supporters of GW women’s basketball have much to look forward to as the program continues its pursuit of excellence both on and off the court.
George Washington University
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| June 09, 2023 | Buford Joins 2023-24 Women’s Basketball Roster | Women’s Basketball |
| May 23, 2023 | A-10 Women’s Basketball Championship Site Announced | Women’s Basketball |
| May 08, 2023 | How I Got the Job: From Court to Corporate | Women’s Basketball |
| May 02, 2023 | 2023 Georgey Awards Celebrate the Best and Brightest in GW Athletics | Cross Country |
| April 17, 2023 | Women’s Basketball Welcomes Grad Transfer Maren Durant | Women’s Basketball |
| March 03, 2023 | Women’s Basketball Valiant in A-10 Quarters Loss, 68-56 | Women’s Basketball |
| March 02, 2023 | Women’s Basketball Advances to A-10 Quarterfinals, 71-68 | Women’s Basketball |
| February 28, 2023 | Women’s Basketball Begins March Madness Thursday | Women’s Basketball |
| February 28, 2023 | Robertson Named A-10 Sixth Woman of the Year | Women’s Basketball |
| February 25, 2023 | Women’s Basketball Undone by UMass, 84-61, in Regular Season Finale | Women’s Basketball |
| February 24, 2023 | Women’s Basketball Faces Final Regular-Season Test at UMass | Women’s Basketball |
| February 22, 2023 | Women’s Basketball Misses Opportunity vs. Davidson, 66-59 | Women’s Basketball |
| February 21, 2023 | Women’s Basketball Hosts Davidson for Home Finale | Women’s Basketball |
| February 18, 2023 | Women’s Basketball Topples Loyola Chicago on Senior Day, 61-50 | Women’s Basketball |
| February 16, 2023 | Women’s Basketball Celebrates Senior Day Against Loyola Chicago | Women’s Basketball |
| February 11, 2023 | Women’s Basketball Undone by Saint Louis, 76-64 | Women’s Basketball |
| February 10, 2023 | Women’s Basketball Travels to Saint Louis | Women’s Basketball |
| February 08, 2023 | Women’s Basketball Drops Road Test to Rhode Island, 64-47 | Women’s Basketball |
| February 08, 2023 | Women’s Basketball Looks to Push Win Streak to Six Against Conference-Leading Rhode Island | Women’s Basketball |
| February 05, 2023 | Women’s Basketball Throttles Mason, 58-39 | Women’s Basketball |
| February 04, 2023 | GW Athletics Inducts Hall of Fame Class of 2022 | General |
| February 03, 2023 | Women’s Basketball Looks to Push Win Streak to Five Against George Mason | Women’s Basketball |
| February 01, 2023 | Women’s Basketball Holds Off Duquesne at Home, 58-52 | Women’s Basketball |
| January 31, 2023 | Women’s Basketball Hosts Duquesne for Annual Pink Game | Women’s Basketball |
| January 28, 2023 | Women’s Basketball Routs Perennial A-10 Power Dayton, 71-57 | Women’s Basketball |
| January 27, 2023 | Women’s Basketball Welcomes in Dayton for Saturday Clash | Women’s Basketball |
| January 25, 2023 | Women’s Basketball Downs Loyola Chicago, 76-61 | Women’s Basketball |
| January 24, 2023 | Women’s Basketball Visits A-10 Newcomer Loyola Chicago | Women’s Basketball |
| January 22, 2023 | Women’s Basketball Outlasts VCU, 69-61 | Women’s Basketball |
| January 20, 2023 | Women’s Basketball Returns Home to Face VCU | Women’s Basketball |
| January 16, 2023 | Robertson Named A-10 Rookie of the Week | Women’s Basketball |
| January 16, 2023 | Women’s Basketball’s Comeback Falls Short at George Mason, 67-57 | Women’s Basketball |
Global Women’s Institute | The George Washington University
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Latest News and Research
GWI’s 10-Year Anniversary Celebration
In 2022, GWI celebrated a decade of bridging research and action! The Institute’s Anniversary Celebration was hosted on March 9, 2023, at the Jack Morton Auditorium on the campus of the George Washington University. This celebration featured remarks from GWI Executive Director Dr. Mary Ellsberg, GW President Mark Wrighton, Congresswoman Pramila Jayapal, and NBC News Now Reporter Zinhle Essamuah. In addition to celebrating GWI’s impact over the past 10 years, the Institute also awarded three Champions for Justice Awards. More here.
The WEAVE Collective
The WEAVE Collective (Women Engaged Against Violence Everywhere) is a newly formed group investing in a shared commitment to feminist movements that address violence against women and girls while uplifting and weaving together the crucial stories emerging from the margins.
GenderPro at GW
The GenderPro Capacity Building & Credentialing Programme, hosted at the George Washington University in partnership with UNICEF, the George Washington University Elliott School of International Affairs and the George Washington University College of Professional Studies, is professionalizing the gender and development field and equipping development and humanitarian professionals with the skills they need to meaningfully address gender in their work.
The GenderPro Capacity Building Programme is a first-of-its-kind course designed to educate international development professionals on the skills and knowledge they need to integrate gender into their existing programs and the best approaches to improve the lives of women and girls around the world. The course consists of about an hour and a half of work per week over about four months and an applied practicum focused on a work deliverable. Two 16-week cohorts are administered per year.
Eligible participants are mid- to senior-level global development, gender, and/or humanitarian professionals who are interested in deepening their skills in integrating gender into development programming.
You can learn more information about the GenderPro Capacity Building Programme and apply online.
Building GBV Evidence
GWI believes that the best evidence-generation is led by those who work in and know the field best. To that end, we are excited to share GWI’s Building GBV Evidence program, which aims to build GBV global capacity through the local development and implementation of evidence-building activities including standalone research and improved M&E systems among refugee populations.Through this program, we hope that humanitarian agencies working in GBV programming can conduct their own GBV research and develop their M&E systems to improve their GBV programming. The Building GBV Evidence program has three major components: the Building GBV Evidence Course, a no-cost individualized, in-kind technical advising and support for humanitarian agencies seeking to conduct GBV research or improve their M&E systems, and GWI is directly supporting humanitarian agencies and academics in the global south.
For more information, visit our website.
“When the whole world is silent, even one voice becomes powerful.”
Malala Yousafzai
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Oldest in the New World
Pioneers of Church Quarries
On October 28, 1636, the authorities of Massachusetts, one of the first English colonies in North America, made an important decision: to build a school for the education of future generations of colonists. It happened 16 years after the historic landing on the American coast of the first pilgrims from the Old World, who arrived on the legendary Mayflower sailing ship. The village of Newtown, which had just celebrated its sixth anniversary, was chosen as the place for the school. There were few colonists, and the first “teaching staff” was approved in the amount of one teacher – more and was not required for the first nine students recruited into the school. The following year, the board of trustees purchased for the school a small house with an acre of land (now this area is called Harvard Yard, Harvard Yard).
A year later, a young priest from Charleston, a graduate of the British Cambridge, John Harvard, died, who bequeathed his entire library and half of his fortune to a school in Massachusetts. And in 1643, the English aristocrat Anne Radcliffe established the first fund to support scientific research. In America, it is customary to perpetuate the names of philanthropists: since 1639the school was renamed Harvard College, and more than two centuries later, a special college for girls was founded, which was named after Radcliffe. By that time, Newtown managed to change its name to Cambridge, becoming one of the suburbs of Boston, and the college changed its status to a university one. And in the center of the sprawling campus, a bronze monument to John Harvard was erected. In a pamphlet issued in 1643, the main task of the college is indicated as follows: “The development of knowledge and its transmission to future generations in order to eradicate such a terrible phenomenon as an illiterate minister of the church.
” Most of Harvard’s early graduates did make careers in New England Puritan congregations. For the first 70 years, only priests were elected presidents. Although Harvard has never formally associated itself with a particular denomination.
In 1708, the first secular person took the presidency – the scientist John Leverett. Since then, Harvard has finally distanced itself from the church, directing its efforts to protect intellectual freedoms.
The first mention of the university “liberties and privileges” of Harvard is contained in the materials of the meeting of the constitutional council of Massachusetts. On September 1, 1779, the council met in the premises of one of the Cambridge churches to adopt their own constitution for the state, which was one of the first to decide to secede from the British crown. The author of the draft of the historical document was John Adams, a Harvard graduate and future president of the United States. He devoted an entire paragraph to his alma mater, guaranteeing “forever all Harvard rights, freedoms, the electoral system, benefits and privileges.
”
The Constitution went into effect on January 1, 1780, and since then Harvard College has become a full university. At the beginning of the next century, its status was strengthened by two schools that joined it, opened in the neighborhood: medical (Medical School) and law (Law School). Subsequently, these faculties of Harvard glorified him throughout the world. At first, only the title of the oldest institution of higher education on the continent attracted the scions of America’s best families to Harvard. It was fashionable to study there. Over time, the inexhaustible influx of those who wanted to become his students and the thick wallets of their parents allowed the board of trustees to subscribe from other colonies and from the Old World the best teachers, literature and educational equipment. Nevertheless, for a long time the university was engaged in anything but the education of intellectuals. As the 19th-century Harvard graduate, prominent American writer and historian Henry Brooks Adams, recalled, “we were let out into the world with a supply of everything necessary to become a respected member of society, and they also stuffed our heads with some useful information for a future career.
Leaders nations were not prepared at Harvard at that time, the main task of the educational process was the running of a future member of society, and not at all the creation of a personality.
General Forge
Harvard’s heyday as the nation’s intellectual forge came in the early 20th century, when Charles Eliot took the presidency. In his inaugural speech, he proclaimed his “new course”: “Endless debate about what is better for shaping the mentality – language, philosophy, mathematics or science, whether general education should be based on the liberal arts or on the natural sciences, is of no practical use to us. In At our university, we do not see any antagonism between literature and science and do not agree with the alternatives of ”mathematics or classical literature”, ”science or metaphysics”. We must develop all these disciplines at their best.” Under Eliot, the number of students tripled from 1,000 to 3,000, teachers almost halved (to 274), and donations tripled (to $22.
5 million). Since then, the university’s emblem, a heraldic burgundy-gray shield with three open books inscribed with the Latin veritas (“truth”), broken into syllables, has become a symbol of the best education that can be received in America. 38 Harvard professors have won the Nobel Prize, and 20 more awards went to its graduates.
The structure of the current Harvard University, as well as a typical American one in general, is complex and intricate compared to Russian ones. The structure of what is called Harvard University includes two general education colleges: male (Harvard College) and female (Radcliff College), as well as nine faculties, traditionally called “schools” (schools). The most prestigious of them are the world famous schools of business, law and medicine. Plus two more separate faculties related to medicine (dentistry and health care), as well as theological, public administration, architectural and pedagogical. Total 11. But that’s not all. A wide range of disciplines (there are 51 in total at Harvard) are taught at another school, which is like a university within a university, the Harvard School of Arts and Sciences.
All of these divisions are also referred to as colleges for simplicity. Harvard differs from most American universities in its commitment to the idea of a truly universal education. Many higher education institutions in the United States, calling themselves universities, are not, in fact, universities, at least in the traditional sense of the word. They are aimed at graduating narrow specialists who are “pumped up” with the disciplines necessary for a future career, and even, perhaps, sports.
Harvard is different. Starting with the presidency of James Bryant Conant (1933-1953), a program of so-called general education was introduced in it: each graduate was required to pass exams, except for specialized disciplines, and several electives (by choice). And today it surprises no one there that, for example, a future physicist or manager has credit scores in such subjects as “Metaphor in Poetry of the 20th Century”, “Culture of Oceania” or “History of Religious Wars”. The university traditionally graduates not just specialists, but also well-educated people who are able to navigate in a rapidly changing world.
It is believed that a Harvard graduate is able to make not one career, but several at once, showing himself to be a highly qualified specialist in each.
Religious Fellowship
Another Harvard tradition was established by President Lawrence Lowell, who headed the university from 1909-1933. This is the so-called House Plan, and here the word House can be understood immediately as a “house”, and as a “college”, and even as a “religious brotherhood”. The point is the following. Each of the university’s 12 colleges (there is another 13th for students who do not live permanently at Harvard) should become not only a place of study for a freshman, but also a home in the full sense for the next four years. With the “head of the family” (dean), “mentors” (teachers), canteen, library, opportunities for sports, social and cultural activities.
The American campus as a whole is not like Russian universities, with their division into local and non-residential ones, for which the “dormitory” becomes a temporary surrogate for home.
In the USA, “out-of-towners” are the vast majority of students, which is no wonder in a country where it is not a problem to leave a place and go to the other end of it. For the typical American student, a university is more than classrooms, laboratories, and a library. They don’t spend time in it between classes, but live: they rent a room in a hostel or a whole house for several people, go in for sports, raise their cultural level, have fun, participate in social life (student fraternities, elections of a “president”, etc.). Most students also work part-time in their free time. Even very wealthy Americans usually pay for their children only their studies, and they earn money for small joys like beer or discotheques. Parents consider it a good school of social adaptation. Fortunately, the campus is also a huge labor market with widespread hourly pay in cafes and restaurants, gas stations and shops, in the service sector and small businesses. Harvard was one of the first to implement and test such a system in America.
The conditions for admission to the university are harsh: no more than 20% of applicants enter, despite the fact that instead of the entrance exams we are used to, there are tests and interviews. Today, getting into Harvard under patronage, not to mention a vulgar bribe, is almost impossible. At least, such cases are unknown. But others are known when the children of the main sponsors of the university were “ruined” at interviews. Only when the results of two or more applicants coincide, additional factors come into play, such as: indicators on additional tests, belonging to national minorities, living in small towns, sports achievements. And among other things – belonging to a family of former Harvard graduates or Harvard professors.
Doctors of Public Relations
In 1929, former Harvard graduate and future US President Franklin Delano Roosevelt, then governor of the state of New York, delivered a historic speech at the graduation ceremony: “Let me address you with a wish – you can call this is a plea.
Our nation has suffered for far too long from a cultured disdain for public affairs and cares, partly because of a snobbish attitude toward so-called politicians, and partly because large sections of the population have no tradition of asking the government hard questions. far more often we have witnessed a different trend: the authorities – local, state or federal – followed their own, only known to themselves course, without interfering with the business and other interests of the individual.I do not presume now to argue that public service should be your life goal or more or less a side job, but a permanent job, which should become the daily duty of every person, to a greater or lesser extent.
Harvard regularly supplied personnel for the political elite. I did not forget to strengthen ties with her in another way. As early as 1776, after an American army led by George Washington drove the British out of Boston, Harvard’s academic council and board of trustees voted to approve an honorary doctorate for the Liberator General.
On the same day he was awarded the corresponding diploma. 13 years later, Washington again visited Harvard, already as the first president of the North American States. The tradition of “honorary doctorates” has become something of a trademark of Harvard. That’s who was awarded the mantle of honor (the list, of course, selective). Firstly, these are 13 US presidents, including six Harvard graduates: two Adams – John and John Quincy, two Roosevelts – Theodore and Franklin, as well as gentlemen Hayes and Kennedy. Secondly, the leaders of other countries – Winston Churchill, Shah of Iran Mohammed Reza Pahlavi, King of Spain Juan Carlos I, Helmut Kohl, Vaclav Havel, Benazir Bhutto, Eduard Shevardnadze. Prominent American politicians George Marshall, Robert Kennedy, Al Gore, Madeleine Albright, Colin Powell. Further, public figures – from Benjamin Franklin to Mother Teresa. Scientists – Alexis Tocqueville, Albert Einstein, Stephen Hawking.
Writers – the whole color of national prose and poetry: Washington Irving, Henry Longfellow, Robert Frost, Carl Sandburg, Thornton Wilder, Saul Bellow, Robert Penn Warren, Tennessee Williams.
And besides, in particular, Carlos Fuentes and Solzhenitsyn. Musicians – Leonard Bernstein, Mstislav Rostropovich, Isaac Stern, Seiji Ozawa, Benny Goodman, Ella Fitzgerald, Ravi Shankar. And even Walt Disney.
The practice of awarding honorary doctorates to celebrities and newsmakers could be called a brilliantly thought out PR campaign. After all, each ceremony inevitably attracts the attention of the leading mass media and advertisers, and public outcry – new applicants and, most importantly, sponsors.
Cooperators
Contrary to popular belief about begging universities, Harvard has learned to make a lot of money on its own. Back in 1650, the Massachusetts authorities accepted a petition from President Henry Dunster to recognize Harvard as a corporation with its own board of directors, consisting of six teachers. Dunster was the first president of the Harvard Corporation, which is thus the oldest corporation in the Western Hemisphere. And one of the most successful in this particular area of business.
The university’s budget is supplemented by tuition fees (you can’t call Harvard a cheap university), which is paid by a significant part of its 18 thousand students and graduate students and all 13 thousand attending advanced courses. There are also deductions from the state budget and federal support for scientific research (in 2000 it was $320 million). Further, the favorite American action is fundraising (a special campaign to raise additional funds from individuals and companies; Harvard’s record is $ 356 million for 1979-1984). And of course donations from corporations and individuals. Spending at the flagship of university education in the United States is also considerable. More than half of Harvard’s $1.8 billion annual budget is spent on equipment, housekeeping, utilities, construction, scholarships, and grants. About $500 million is eaten up by taxes and various payments to the budgets of the city, state and federal budget, payment for goods and services and wages to local residents employed.
The university is one of the main labor markets in the state, providing jobs for more than 15 thousand people (of which only 2 thousand belong to the teaching staff, the rest are employed in economic services, the service sector, financial institutions and management). They are well paid by American standards. In 2000, about 6,000 residents of Boston and Cambridge earned more than $325 million at Harvard University (i.e., the average monthly salary was $4,500).
However, Harvard has learned to make money on small things.
The Boston bookstore Co-Op, founded in Cambridge back in 1882, is famous throughout reading America. In general, this area in terms of the number of bookstores per square mile occupies a confident first place in the United States, and it is ready to compete with another European city. But Co-Op is a unique phenomenon. Its name comes from the word co-operative (“cooperative”), and this cooperative is predominantly student-run. Books in Boston’s Coop are only sold on two of the four floors.
