As we know from our history books, Jefferson was the third president of the United States and the principal author of the Declaration of Independence.

These truths are self-evident.

Also true: Jefferson owned over 600 enslaved people, including Sally Hemings, with whom he had a decades-long relationship, fathering at least six children with her. The relationship started when Jefferson was 41 and Hemmings was 14. Jefferson never freed Hemmings.

“I did hateful things,” the character Tom/Mike says in a Shakespearean aside near the end of act one.

The term founding father takes on quite a different meaning.

As America celebrates its 250th birthday, many celebrations are planned. Sally & Tom is not one of those celebrations. It’s a serious, and sometimes funny, exploration into how history will, and should, remember Jefferson.

It’s a play-within-a-play written by Pulitzer Prize and Tony Award-winning playwright Suzan Lori-Parks who has made a career debunking myths.

A theater group called The Good Company puts on a show called “The Pursuit of Happiness” in the present day about Hemmings and Jefferson. The playwright Luce plays Sally and the director Mike plays Tom. They flash back to Monticello in 1790.

Things get complicated. Art imitates life, and vice versa.

Mike and Luce are romantically involved. Arguments, some intense, ensue as to how to portray the relationship. Should the angry speech by Hemmings’s brother stay in the show or be cut? Should one of the characters slap another? Was it love? Was it rape? Do we really know?

The play’s clever set design works perfectly for the play-within-a-play concept and features excellent individual performances — especially by Renea S. Brown, who shines as Sally and Luce. Brown, known for her extensive Shakespearian work, will surely win awards for her performance.

The show, perhaps a tad long at almost three hours, is told through Hemmings’s perspective. It’s is called “Sally & Tom,” not “Tom & Sally,” for a reason.

“Sally & Tom” is about race, power, myths and how we view history through the lens of the present. You leave thinking and asking more questions than you had before the show. And that’s the point.

“Sally & Tom” is currently playing at Round House Theatre through Sunday. The show includes one intermission. Limited tickets are still available .

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Now in its 13th year, the Washington, D.C. Top Workplaces rankings spotlight organizations across the D.C. area that foster strong workplace cultures and put their employees first. Through its partnership with , �Ӱ�ԭ�� News highlighted employers that stand out for creating positive, engaging and supportive work environments. Employers were encouraged to have their employees submit surveys detailing how their organizations prioritize culture, engagement and people by Jan. 30, 2026. Participation was free and open to all who qualified.

“A big heartfelt congratulations to all of our winners. Together you truly represent the best of the best here in the D.C. region,” said Joel Oxley, president of �Ӱ�ԭ�� News, Federal News Network and 2060 Digital. “�Ӱ�ԭ�� News is extremely proud to carry forward the Top Workplaces program recognizing exceptional local employers and their significant accomplishments.”

Check out all of the �Ӱ�ԭ�� Top Workplaces coverage���ԴǷ�!

�Ӱ�ԭ��/Mariel Santa Cruz

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�Ӱ�ԭ��/Mariel Santa Cruz

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�Ӱ�ԭ��/Kristin Diaz

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�Ӱ�ԭ��/Mariel Santa Cruz

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It’s a sweeping change that would give GOP political appointees major new veto power over money from a range of federal agencies. And that’s sending new shock waves through Maryland’s large biomedical research community.

Late Wednesday, U.S. Rep. Jamie Raskin of Montgomery County, whose district includes the National Institutes of Health, launched the Democrats’ opposition.

The Trump administration defends its approach as fiscally responsible. But Raskin wrote in a letter to Russell Vought, director of the Office of Management and Budget and a Trump appointee, that the proposed rule is “disastrous and likely unlawful” and it is destined to stifle healthcare innovation for generations.

This story continues. Read the rest at The Banner Montgomery:

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River is a smart, well-mannered boy who settled into his weekend foster home with ease.

The 5-year-old is fully housetrained, sleeps soundly through the night, and loves spending time close to his people — whether that’s following you around the house, napping by your side, or heading out for an adventure.

If you’re looking for an active partner, River is ready to play! He loves playing fetch and is a natural at frisbee, happily bringing his toys back and dropping them on cue. River also walks beautifully on a leash and responds well to gentle guidance.

River already knows several commands, including “sit”, “down”, “shake”, “come”, “no,” and “get your toy”, and he’s eager to listen when spoken to with a calm, confident voice.

River enjoys meeting new people and has been polite with neighbors, happily accepting pets. River loves having his chin and neck scratched and his belly rubbed.

He has shown interest in other dogs on walks, but has been easily redirected. At the shelter, River has had many great playdates with other pups and is dog-friendly.

To learn more, visit the Humane Rescue Alliance’s webpage at .

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This dear senior ginger gentleman is doing his very best to cope with shelter life, but he knows in his heart he belongs somewhere softer, quieter, and filled with kindness.

He dreams of soft beds, yummy meals, and a peaceful place where he can enjoy the mellow retirement he so deeply deserves.

James is sweet, tender, and wonderfully appreciative of every bit of affection offered to him.

If you’re looking for a calm, grateful companion who will fill your home with warmth, please meet James today. He’s ready to be your precious golden-aged kitty and your new best friend.

To learn more, visit the Humane Rescue Alliance’s webpage at .

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For the eighth consecutive year, has been recognized as one of the top workplaces in the Washington, D.C., area, earning the distinction this year through the Top Workplaces program conducted by Energage in partnership with �Ӱ�ԭ�� News.

The award recognizes organizations that prioritize workplace culture and employee engagement, with winners selected based on employee feedback gathered through the Energage Workplace Survey.

The research-backed survey measures factors tied to organizational success, including whether employees feel valued, supported and empowered in their work.

For JC Campagna, president of Chenega Corporation’s Military, Intelligence and Operations Support Strategic Business Unit, the recognition carries added significance because it comes directly from employees themselves.

“On a personal level, I find it extremely rewarding,” Campagna said. “Employees participate in determining who wins and what attributes are being recognized and that’s an incredible source of pride.”

Maintaining healthy work relationships

Founded in 2010 and headquartered in Lorton, Virginia, Chenega MIOS is a shared services division of Chenega Corporation.

The organization provides business services to Chenega Corporation’s wholly owned companies and assists in the management of contracts with a net value of more than $2 billion.

Campagna has been with Chenega for 27 years.

“Maintaining relentless focus on the people and the culture of Chenega really brings it together,” Campagna said. “Discipline of execution, discipline in leadership, long-term thinking and resilience are all important.”

The company’s latest recognition comes as many employers continue navigating the challenges of hybrid and remote work environments that emerged after the COVID-19 pandemic.

Sustaining company culture in a more distributed workforce has been a priority for the organization over the past several years.

“My biggest fear was forgetting the culture,” Campagna said. “We developed a culture of family closeness because we were together every day.”

The organization has worked intentionally to preserve those relationships by bringing employees together regularly, even when remote work remains common and, in many cases, more convenient.

“We get together, whether we need it or not, at least once a quarter,” Campagna said. “We also plan social events where we can all hang out together and appreciate each other as colleagues and as friends.”

According to Energage, the Top Workplaces methodology is informed by feedback from millions of employees across more than 70,000 organizations over two decades of research.

The survey evaluates workplace culture drivers that have been shown to predict employee engagement and organizational performance.

“You don’t, by accident, start an organization and then eight years in a row win something like this,” Campagna said. “It really tells you what the DNA of the organization is truly made of.”

A formula for sustained success

Employee feedback remains one of the company’s most important management tools.

“I thrive on feedback,” Campagna said. “Over many years of trial and error, we found that employees will give you honest feedback and tell you how they really feel if you just ask them, because they feel like they’re going to be part of the solution.”

Beyond its internal workplace culture, Chenega MIOS also places a strong emphasis on community involvement and social responsibility.

The company supports charities, food banks and organizations that assist military veterans, ranchers and farmers.

“We want to make sure that if we arrive into a community, we don’t just arrive and take,” Campagna said. “We want to arrive and give equally.”

Campagna said the company’s growth and operational success stem from a willingness to constantly reevaluate business practices and improve processes over time.

“I’ve always looked at failure as an education,” he said. “Good enough isn’t good enough, so we need to revalidate the things that we do and the steps that we take to do business day in and day out, because they would become stale otherwise.”

As Chenega MIOS marks its eighth consecutive Top Workplaces recognition in the highly-competitive D.C. region, Campagna said the achievement reflects the long-term effort employees across the organization have put in over the years.

“It’s great to say that we’re a top workplace, but you only get there if you’re good at what you do,” said Campagna. “The fact that we have continued to grow year in and year out is a tribute not just to the people doing the job, but also to the business practices that we employ to get there.”

Check out all of the �Ӱ�ԭ�� Top Workplaces coverage now!

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What began as a single suburban Ford dealership 60 years ago has grown into one of the largest automotive retail groups in the country.

At , its success is rooted in maintaining a family atmosphere.

“It really is a family-owned company, and it feels like family,” said Lisa Vigneault, vice president of talent and guest experience at Sheehy Auto Stores.

That culture recently earned Sheehy recognition as a top workplace in the Washington, D.C., area through the Top Workplaces program conducted by Energage in partnership with �Ӱ�ԭ�� News.

The award is based entirely on employee feedback gathered through the Energage Workplace Survey, which measures workplace culture, employee engagement and organizational health.

According to Vigneault, it reflects years of emphasis on employee engagement and customer service.

“The customer is truly the North Star for us,” said Vigneault. “We will do anything to please a customer and we won’t give up, because that’s part of our DNA.”

Family culture leads to growth

Sheehy Ford first opened in 1966 just off the newly constructed Washington Beltway as a small, family-owned dealership.

Today, Sheehy Auto Stores has grown into the 28th largest dealer group in the nation, operating 28  dealerships stretching from Hagerstown and Baltimore to Richmond, Virginia.

The company has worked to maintain close relationships between leadership and employees through the years.

An annual “State of theCompany” tour is led by company executives, including CEO Vince Sheehy.

Leadership teams visit every dealership for town hall-style meetings with employees.

“They’re communicating key priorities for the year, but they’re also there shaking hands and making sure they know all the employees by name,” said Vigneault. “Anytime we get feedback from employees, if there’s an issue or something we want to improve, the reaction is immediately, ‘How do we solve that? How do we fix it?’”

Sheehy Auto Stores hosts numerous events for team members and their families in appreciation of their commitment to the company. Each year, more than 6,000 Sheehy employees and family members attend “Family Day and Sheehy’s Got Talent” at Kings Dominion. The company also hosts an all-expenses-paid trip each year for top-performing employees.

The company’s emphasis on growth and internal advancement has become a significant part of its workplace culture.

Two of the most recently promoted general managers began their careers as sales consultants on the ground floor before working their way up through the organization.

“We always try to promote from within,” Vigneault explained. “We really want to grow, train and develop our team members and make sure they are ready for the next opportunity.”

Developing leaders from within

Sheehy offers a range of internal and external training opportunities, including instruction through Sheehy University.

Training programs are designed for employees across multiple departments, including sales consultants, service advisors, receptionists, technicians and finance managers.

The company operates an Emerging Leaders Program, a two-year leadership development initiative focused on preparing employees for management positions.

Sheehy created the Sheehy Women Leaders Program to help strengthen opportunities for women in an industry that has traditionally been male-dominated.

“The automotive industry is in most cases 80% men and 20% women, yet 55% of the transactions are women buying the cars,” Vigneault said. “There’s a disconnect in the industry.”

The company hired an outside executive coach specializing in women’s leadership development to help build the program with the goal of attracting, retaining and developing women for higher level positions.

“We’re trying to give women a new opportunity to feel valued and feel like they’re part of the culture,” said Vigneault. “I’m really proud of that program.”

A commitment to customers and community

The customer experience remains central to the identity at Sheehy Auto Stores, and the company reinforces that through what it calls its “10 Customer Commandments,” including a “10-foot rule,” which encourages employees to acknowledge customers whenever they are nearby.

“Buying a vehicle can be an intimidating experience, but at Sheehy we really try to have an atmosphere that’s welcoming, open and low-pressure,” said Vigneault. “We want it to feel like home instead of what people may think of as a traditional dealership experience.”

Sheehy employees and dealerships are also involved in charitable efforts throughout the communities they serve.

The company’s largest long-term partnership is with the American Heart Association, but individual dealerships organize food drives, school supply collections and holiday toy drives while supporting local nonprofits.

“We give vehicles away to nonprofits that need cars, while we also provide volunteer support” Vigneault said. “Giving back to the community is a big foundational element for the company.”

Check out all of the �Ӱ�ԭ�� Top Workplace coverage now!

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For the 13th year, Washington D.C. Top Workplaces is honoring the best places to work in the region, and for the first time, the awards are in partnership with �Ӱ�ԭ�� News.

The award is verified and earned through an employee survey process. Workplaces where employees offer positive feedback about their experience make the winners list. The survey is strictly confidential, allowing employees to share honest feedback anonymously.

, based in suburban Philadelphia, administers the survey and analyzes feedback based on responses to 26 questions. The survey asks employees about such factors as pay and benefits, direction, leadership, meaningfulness, and appreciation. Energage scores companies based on the responses. Energage has established benchmarks based on feedback from about 30 million employees over 20 years.

The award cannot be bought; it is earned. There is no cost to employers to survey their employees. If they choose, organizations can purchase the survey data from Energage. There is no obligation for winners to purchase any product or service.

For the 2026 winners list, 9,933 organizations were asked to survey their employees, and 390 agreed to do so. Based on the survey feedback, 342 have earned recognition as Top Workplaces in Washington D.C.

“Earning a Top Workplaces award is a celebration of excellence,” Energage CEO Eric Rubino said. “It serves as a reminder of the vital role a people-first workplace experience plays in achieving success.”

To qualify for Top Workplaces recognition, employers must have at least 50 workers in the region.  Beginning this year, employers are grouped by the overall size of their organization, and the number of employees invited to survey, which might include employees outside of the D.C. area.  Employers are grouped into similar sizes to best compare similar employee experiences. They are ranked within those groups based on the strength of the survey feedback.

Survey results are valid only if 35% or more employees respond; employers with fewer than 85 employees have a higher response threshold, requiring responses from at least 30 employees.

Why might a particular employer not be on the list? Perhaps it chose not to participate, or perhaps it did and employee feedback scores were not strong enough. Energage also runs tests on survey feedback and in some cases may disqualify an organization if, for example, a high number of employees said they felt pressured to answer positively.

To participate in the 2027 Top Workplaces awards, or for more information, go to the nominations page at /nominate.

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Klinger is a handsome young pup bursting with joy and enthusiasm for life.

He’s currently learning how to channel all that happy energy in the best ways and the team here thinks he’s very trainable — he’ll just need a little guidance to stay on track as he continues to grow.

This playful guy loves his toys, and a good game of fetch is one of his favorite ways to burn off that joyful energy. He’s already starting to build his basic manners and is eager to keep learning with his future family by his side.

When the playtime winds down, Klinger shines as a top tier snuggler. He’s already an expert in cuddles and would be more than happy to keep perfecting that skill every day.

If you’re looking for a fun-loving companion who will bring joy, laughter and plenty of snuggles into your life, Klinger is ready to go home with you.

Come to the Humane Rescue Alliance at 71 Oglethorpe Street in Northwest D.C. to meet me between noon to 7 p.m. daily.

To learn more, visit the Humane Rescue Alliance’s webpage at .

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Leopard geckos cannot legally be kept as pets within D.C. If you are interested in Pearl and live outside of D.C., please check with your local jurisdiction to see if leopard geckos can legally be kept as pets in your area.

Leopard geckos can make great pets but do require specific living setups and appropriate husbandry to thrive and live long, healthy lives — they can live up to 15 to 20 years.

Leopard geckos require a minimum of a 20-gallon long tank, though the ideal size for a leopard gecko is 40 gallons. Leopard geckos should be housed individually. Leopard geckos require light and heat sources, thermometers and humidity gauges; they need appropriate tank litter and hidey huts; and must be fed an appropriate diet.

Leopard geckos can make amazing pets and Pearl is ready to prove it! Our adoptions counselors can provide more in-depth information about leopard gecko husbandry and care.

Come meet Pearl today! Visit the Humane Rescue Alliance’s webpage at .

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Hart, considered one of the best “glue guys” in the NBA, played a significant role in the Knicks’ successful season as he capped off with a typical do-a-little-bit-of-everything performance in the Saturday’s winning game.

He played 39 minutes, scoring 13 points and pulling down a team-high of 11 rebounds.

“I try to put my, my heart out there, I try to do whatever I can do to help the team win,” Hart said at the podium with his twin 3-year-old sons sitting next to him. “I don’t care about points, I don’t care about those things. I’m willing to sacrifice whatever it takes for this city, for this jersey, for this franchise, and to win it, man.”

Hart was born in Silver Spring and his basketball journey started in the Montgomery County Recreation League.

After transferring from Wheaton High School, he was named first team All-Met at Sidwell Friends School in 2013 and later went on to win the NCAA title in 2016 with the Villanova Wildcats. He was also named Big East Player of the Year in 2017.

He bounced around the NBA with three teams in his first six years in the league before finding a home in New York when he was traded to the Knicks in 2023.

“I’ve been doubted so many times. You know, traded, had so much instability with what, seven, eight different head coaches and I found a home in New York and they embraced me for the person that I am, the player that I am,” Hart said.

Hart forms one-third of the so-called “Nova Knicks,” along with players Jalen Brunson and Mikal Bridges. The trio, who combined for 72 points scored on Saturday night, led Villanova to an NCAA championship in 2016 and 10 years later, they’re NBA champions after besting the San Antonio Spurs 94-90.

“I feel like definitely [former Villanova head] coach [Jay] Wright helped us be cut from a different cloth, and no matter what the moment is, it’s never too big for us,” Hart said.

“We’re champions before at the college level. Now we’re champions as brothers at the ultimate level,” Hart said. “And those guys, men, they’re warriors and nothing they do surprises me … I love those guys, and we’re going to be friends and brothers for a lifetime.”

A parade for the Knicks will be held Thursday and could potentially be the largest championship parade in New York City’s storied sports history.

“This the best feeling, man. We worked so hard for this,” Hart said. “We’re going to celebrate this one a little bit. I’m going to celebrate with some Patrón.”

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Nick Barrett, a 33-year-old amateur from Catonsville, Maryland, has been a UPS driver for eight years while chasing his golf dream.

Besides a number of his family members, several of Barrett’s buddies and fellow members at Turf Valley Golf Club in Ellicott City, Maryland, were out in force at Woodmont, clad in brown UPS shirts.

“That’s very special when I saw those guys show up and those brown shirts,” Barrett told �Ӱ�ԭ��. “Somebody had mentioned to me that they were gonna do that. I thought it was somewhat of a joke. I’m like, no way, but somebody went online, I don’t know where they got them, but they bought those shirts, and they showed up in those UPS shirts.”

“It’s pretty hilarious they’re all wearing UPS shirts today in support,” Julia Barrett, Nick’s wife, said while walking the course with the couple’s 6-month-old son. “It’s really fun. I think it keeps it light-hearted for him.”

“Nick’s a great kid,” Michael Tydings, one of Barrett’s friends, said. “Watched him do well every place he goes. He’s even a better human, better dad. We wanted to support him, show our support to the crowd. So we had an idea to go brown.”

The U.S. Open qualifying is called “Golf’s Longest Day,” with 75 golfers playing 36 holes each at Woodmont’s North Course, one of eight locations around the U.S. and Canada to host qualifiers. The U.S. Open will be played at Shinnecock Hills in Southampton, New York, on June 18.

At last year’s U.S. Open Qualifying at Woodmont, Barrett’s dream was dashed when, after shooting a 68 in the first round, he didn’t sign his scorecard in the allotted time and was disqualified.

“I don’t want to say it haunted me, but it definitely left a mark,” Barrett said.

On Monday, Barrett made it to the final stages of qualifying again but got off to a shaky start. His drive on the first hole of the day went way left, which led to a double bogey. He ended up shooting an 80.

“Never really got comfortable, especially in that first round,” Barrett said.

A 75 in his second round left him way off the pace. Barrett finished a combined 13 over for the day, 18 shots off the cut line.

Barrett couldn’t deliver the fairy-tale ending he and his army of brown-clad supporters so badly wanted for him.

“I wasn’t necessarily choked up in the moment, but looking back on it now, it’s like, wow, man, like these guys care so much, and that means everything,” he said.

And Tuesday morning, Barrett was back on his UPS route, delivering packages.

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