Charles Barber – George Washington University

At the heart of Washington, D.C., blocks from the White House, George Washington University is a beacon of academic excellence, research innovation, and civic engagement. With its roots stretching back to 1821, the institution has evolved into a dynamic and multifaceted university that attracts students from across the globe.

Charles Barber | George Washington University | VP & General Counsel

Nestled in the nation’s capital, GW leverages its proximity to power and policy, offering students unparalleled opportunities for internships, research, and direct involvement in shaping the future. But as Charles Barber, the university’s vice president and general counsel, knows all too well, managing the legal complexities of such an institution is akin to playing three-dimensional chess—where every move can reverberate through academia, law, politics and society.

The role of a general counsel at a university like GW in 2025 is dynamic. Institutions of higher learning are microcosms of society—complete with governance challenges, free speech debates, medical enterprise complexities, athletic controversies, and shifting federal regulations. For Barber, every day is a puzzle, a mix of emerging challenges and longstanding issues that demand his expertise and the ability to think on multiple levels simultaneously.

“In this role, the client I serve isn’t a single person—it’s an entire organization,” Barber explains. “One moment, I’m counseling the board of trustees; the next, I’m advising the president, deans, or department chairs. It’s exciting, always evolving and requires a clear understanding not only of the law on a particular matter but also governance issues, stakeholder dynamics and the institution’s best interests.”

Barber describes the work as a constant balancing act, requiring a level-headed demeanor and the ability to navigate emotionally charged issues without succumbing to knee-jerk reactions.

“To do this job effectively, you have to step back, check your ego at the door, and focus on what serves the institution’s mission,” he says. “It’s tempting to respond emotionally, especially when dealing with criticism, but the key is to remain focused on the facts and the institution’s goals.”

The university is the client

One of Barber’s most pressing challenges is the rapidly evolving and competitive landscape of higher education. GW, a proud member of the prestigious Association of American Universities (AAU), continues to advance its research focus while strengthening its position among elite institutions.

“Being part of the AAU is an honor, but it also comes with expectations. We’re always asking, ‘What does this mean, and how do we up our game?’” Barber notes. “Strategic planning plays a big role, as does staying attuned to our strengths, like our location, our connections to policymakers, and our strong programs. Those include traditional strengths in law, public policy, and politics and emerging strengths in health, science, and technology.”

Beyond strategic planning, Barber finds himself immersed in the complexities of GW’s medical enterprise. The university’s relationship with its faculty practice plan and hospital is a labyrinth of legal, financial and governance issues. Additionally, the institution must navigate various other challenges, from the legalities of immigration policies affecting international students to the implications of federal abortion laws.

“There’s a heightened level of visibility when you’re this close to the White House,” Barber acknowledges. “We read the papers, listen to speeches, and anticipate how federal policies might impact our campus. We need to explain these issues to the university community, ensure compliance with the law, and remain a voice of reason. People are understandably fearful of certain changes, but our role is to highlight and articulate the law and facts clearly.”

Barber’s approach emphasizes planning and mitigation. He understands the value of analyzing risks without letting caution stifle progress. “As lawyers, we’re trained to identify risks, and many attorneys are risk-averse,” he admits. “But at a place like GW, it’s not about avoiding risks altogether—it’s about mitigating them and helping decision makers balance them in the context of what’s in the institution’s best interest.”

Not the NCAA of old

Athletics is another area where Barber’s legal expertise is in high demand. The transformation of college sports, particularly around name, image, and likeness (NIL) policies, has introduced new complexities to the university’s athletic programs.

“The view of student-athletes and their entitlement to compensation is a cresting wave,” Barber explains. “We’re in discussions with our athletic conference and other schools about how to chart a course that aligns with our educational mission.”

Barber’s collaborative relationship with GW’s athletic director is key to navigating these uncharted waters.

“We’ve always had athletic issues, but the complexity has grown significantly,” he notes. “It’s about ensuring that athletics complements, rather than competes with, the university’s broader mission.”

A higher-ed calling

Barber’s path to becoming GW’s general counsel is rooted in his deep commitment to education and social justice. A graduate of Howard University’s law program, he credits his time there with shaping his perspective on the law’s power to drive change.

“Howard’s history of social justice and its strong legal program were instrumental in my career,” he says.

After starting at a major New York City law firm, Barber realized that his passion lay elsewhere. He didn’t see himself going the partner route, and a fortuitous connection with his former torts professor—Howard’s first general counsel—led him to join the university’s legal office.

“I never looked back,” he says. “At a law firm, you feel like a hired gun. In-house, you have one client and one mission.”

At GW, Barber’s work covers various issues, from real estate and campus planning to zoning and tax implications. He also teaches a course in higher education law, which keeps him connected to the constantly evolving legal landscape and students and their aspirations.

“The sheer variety of issues I deal with keeps me engaged,” he says. “It’s challenging, and I’m never bored.”

In addition, Barber knows that he is not alone in shouldering this responsibility. The Office of the General Counsel at GW includes nine attorneys and support staff.

“It would be impossible to serve the interests of a complex institution like George Washington University without an experienced, hardworking staff,” Barber emphasizes. I’m fortunate to have talented colleagues in the Office of the General Counsel.

Barber is optimistic about the future of legal careers, particularly for those entering the field with a sense of purpose.

“The next generation of lawyers has so many opportunities to chart their paths,” he says. “The law is a vehicle for making a difference—it’s not just about making money.”

Outside the office, Barber believes in maintaining a healthy work-life balance. He’s an avid traveler, enjoys fitness classes like Zumba and yoga, and provides pro bono legal services for the Duke Ellington School of the Arts, where he was on the board for 16 years. His wife, a nurse, is nudging him toward retirement with dreams of spending more time in faraway lands. For now, though, Barber remains fully immersed in the challenges and rewards of his role at GW.

As he reflects on his career, Barber emphasizes the importance of staying mission-focused, curious and open to learning.

“Being a general counsel at a university like GW is a privilege,” he says. “It’s about evolving, adapting, and always striving to bring value to the institution and its community.”