1

Table of Contents:
1. Proposed Referendum Language 2. Cover Letter 3. Executive Summary 4. Background on SAFE / SIPS 5. The SIPS Fund Program Areas Program Details Funding Mechanisms 6. Financial Information Financial Projections Sample Budget 7. Administrative Information Management Institutional Support 8. Philosophy and Significance Guiding Principles Measuring our Impact 9. Why SIPS Fund & Why Now 10. Appendix Steering Committee Biographies Advisory Board Biographies Letters of Support

The Georgetown University Social Innovation and Public Service (SIPS) Fund will make strategic investments in Georgetown students and ideas that further our communitys Jesuit ideal of service to others.

Proposed Referendum Language:

The mission of the Georgetown University Social Innovation and Public Service Fund (SIPS Fund) is to make strategic investments in Georgetown students and ideas that further our communitys Jesuit ideal of service to others. The SIPS Fund would allocate approximately $100,000 each year to support three distinct programming areas that will focus on: increasing exposure to service and social justice on campus, expanding opportunities for individuals to make an impact, and supporting student-led non-profit organizations and social ventures. The SIPS Fund will support these program areas through direct grants, organizational partnerships and in-kind contributions and co-sponsorships. Any Georgetown student or alumnus (who have graduated after 2001), and projects in which they play a principal role, are eligible for funding. A nine-person Board comprised of three students, three alumni and three faculty will oversee the SIPS Fund, which will be managed day-to-day by a student director and five-member student committee. A steering committee, as named below, will be responsible for the recruitment of the founding board and the initial implementation of this initiative in a way that is reasonably consistent with the extended SIPS Fund proposal. Respectfully Submitted, SIPS Fund Steering Committee*: Elaine Colligan (SFS 15), Beth DiSciullo (COL 12), Clara Gustafson (SFS 13), Paige Lovejoy (SFS 12), Alex Pon (COL 12), Jamil Poonja (COL, 12), Jessie Robbins (SFS 12) Tyler Sax (COL 13), Nick Troiano (COL 12), Weiheng Zhang (COL 13) *The GUSA Senate will appoint to this steering committee three additional students through an open application.

Cover Letter:
To the Georgetown University Community, Service to others is one of the ideals upon which Georgetown was founded. We now have an incredible opportunity to put this principle into practice in an unprecedented way. We are proposing a referendum to establish a Georgetown University Social Innovation and Public Service Fund an independent endowment that would strategically invest in Georgetown students and ideas that can make a positive impact in our community, country and world. The SIPS Fund seeks to unlock the tremendous amount of potential we, as a community, have to make a difference. With an initial contribution of $1.5 million from the defunct Student Activities Fee Endowment, the SIPS Fund would allocate at least $100,000 each year to increase exposure to service and social justice on campus, expand opportunities for individuals to make an impact, and support student-led non-profit organizations and social ventures. The SIPS Fund shares Georgetown Universitys commitment to justice and the common good and encouragement of women and men to be active participants in civic life. Its goals are also consistent with the original purpose of the Student Activity Fee Endowment; in providing funding that is open to all students, supports student activities, and can be sustained over the long-term. There is something extraordinarily powerful about a student body that uses its collective resources to support students and ideas that can make a tangible and lasting impact in our world. It's a unique model that, when successful here at Georgetown, can be adopted by other colleges and universities across the country.

We should think big and not let this opportunity pass us by. Sincerely, The SIPS Fund Steering Committee Elaine Colligan (SFS 15), Beth DiSciullo (COL 12), Clara Gustafson (SFS 13), Paige Lovejoy (SFS 12), Alex Pon (COL 12), Jamil Poonja (COL 12), Jessie Robbins (SFS 12) Tyler Sax (COL 13), Nick Troiano (COL 12), Weiheng Zhang (COL 13)

Executive Summary:
The mission of the Georgetown University Social Innovation and Public Service Fund (SIPS Fund) is to make strategic investments in Georgetown students and ideas that further our communitys Jesuit ideal of service to others. The SIPS Fund would be established with a $1.5 million contribution from the defunct Student Activity Fee Endowment through a student referendum. It will allocate at least $100,000 each year to support three distinct programming areas that will focus on: increasing exposure to service and social justice on campus, expanding opportunities for individuals to make an impact, and supporting student-led non-profit organizations and social ventures. The SIPS Fund will support these program areas through direct grants, organizational partnerships and in-kind contributions and co-sponsorships. Any Georgetown student or alumnus (who graduated after 2001), and projects in which they play a principal role, are eligible for funding. The SIPS Fund will seek approval of the Office of Advancement to raise private funds to match the initial student contribution of $1.5 million within the first five years of the Funds establishment. The Georgetown University Student Investment Fund will manage at least 25% of the SIPS Fund assets, and the balance will remain as shares in the Georgetown University endowment. A nine-person board comprised of three Georgetown students, three alumni and three faculty will oversee the SIPS Fund, which will be managed day-to-day by a student director and a five-member student committee. A steering committee will be responsible for the initial implementation of this proposal and recruitment offor the founding board.

Background
Student Activity Fee Endowment In 2001, the student body established a $50 semesterly Student Activities Fee by referendum. Each year, a committee comprised of seven Georgetown University Student Association (GUSA) Senators and six other student leaders allocated half of the fee towards student activities and student life. The other half of the fee was automatically placed into a Student Activity Fee Endowment. The Activities Endowment was comprised of purchased shares of the greater Georgetown University endowment. Students hoped that within 10 years the endowment would grow to approximately $10 million at which point the interest earned off of the endowment would make it selfsufficient and replace the semesterly fee paid by students. The policy was meant to demonstrate careful, long-term planning. However, it was not successful for a number of reasons. First, in 2001 there was a general understanding that the University would contribute $3 million to the Endowment as part of its $1 billion Third Century Campaign. Unfortunately, this fundraising campaign struggled and the Endowment never received the necessary boost of school funding. Second, in 2008 the economy went into recession and the growth of the University endowment slowed, which greatly affected the Activities Endowment. The goal of reaching $10 million in 10 years was likely never possible. In 2010, the student body passed a referendum that increased the Student Activity Fee and directed the aggregate amount to annual student activities. The referendum ended contributions to the Student Activity Fee Endowment. GUSA then established an Endowment Commission to make recommendations for how the funds in the defunct Activities Endowment, approximately $3.4 million, should be spent. Georgetown University Social Innovation and Public Service Fund In response to this opportunity, we recognized that there would be many proposals that would enhance student life here at Georgetown. But we thought, based on the values held by our community, that it was important that a portion of these funds be allocated not for our Universitys own benefit but for the benefit of others. Rather than allocating part of the Activities Endowment by way of direct philanthropic spending, however, we propose supporting innovative students and ideas that had the potential to make a positive impact in our community, country and world.

Inspired by the passage of Serve America Act in 2009, which drastically expanded national service opportunities for young people and created the first national social innovation fund, we put forth a proposal to establish a Georgetown University Social Innovation and Public Service (SIPS) Fund. The SIPS Fund was proposed to the Endowment Commission in the spring of 2011 for a $1.5 million allocation. After several months of proceedings, the SIPS Fund was reported out as a Secondary recommendation of the commission at $1.25 million. Two other proposals one to build solar panels on University town houses and another to allocate funds to enhance the New South Student Center construction were also given secondary recommendations. The Commission gave a proposal to build a student-run pub in the basement of Healy Hall its primary recommendation. Since the spring, the Healy Pub proposal was found not to be feasible by the University administration. The SIPS Fund team has been working on this proposal for over a year meeting with stakeholders across various student organizations, schools and departments inside the University and gathering advice from leaders outside of the University. This proposal is informed by these conversations and hundreds of hours of planning.

Guiding Principles:
1. Potential. We believe the Georgetown community has enormous potential to create positive change in our world through social innovation and public service. 2. Impact. Drawing on our Jesuit ideal of being men and women for others, all of our activities will focus on promoting lives of service beyond the gates of the University and maximizing social impact in our community, country and world. 3. Community. The SIPS Fund is an initiative of, by and for the Georgetown community. We strive to be inclusive and transparent in determining how our resources are used to achieve our mission. 4. Collaboration. We will explore ways to improve, expand and enhance existing programs on campus that compliment our mission before creating new programs of our own. 5. Innovation. We embrace the notion of risk-taking. We want to enable students to push the envelope, learn from mistakes and move on. 6. Scalability. In addition to encouraging and supporting new projects, we seek to identify proven models of social impact and bring them to scale. 7. Adaptation. We will leave room for growth and change down the road, recognizing that flexibility is a key to success. 8. Accountability. We will hold ourselves to the same standards as we will hold our grantees in terms of measuring our social impact and reporting back to our stakeholders. 9. Continuity. We are committed to the long-term sustainability of the SIPS Fund and continuity of programs that are consistent with our guiding principles from year-to-year. 10. Independence. While we value partnerships with other organizations and initiatives, we will remain true to our founding ideal as an independent student-driven and studentfocused initiative.

SIPS Fund Program Areas

The mission of the Georgetown SIPS Fund is to make strategic investments in Georgetown students and ideas that further our communitys Jesuit ideal of service to others. In order to achieve this mission, the SIPS Fund will focus its resources on three distinct program areas: 1. Increase exposure to service and social justice on campus ! Maintain a robust website to tell the stories of students who are making an impact and connect students to each other and on-campus resources; ! Co-sponsor events and initiatives that help foster a culture of service; ! Award SIPS Scholarships to highlight students who serve as examples of men and women for others; ! Host an end-of-the-year innovation and public service forum; ! Sponsor an independent, annual SIPS Service Day; 2. Expand opportunities for individuals to make a social impact ! Increase alternative break and immersion programs ! Subsidize summer fellowships for students who have non-profit/public sector internships. ! Partially match Segal Education Awards for students who participate in national service programs; ! Fund student research projects and service initiatives that are consistent with the mission of the SIPS Fund; 3. Support non-profits and social ventures ! Provide seed funding to students who seek to start new non-profits or social ventures through partnerships and rolling grant applications ! Make grants to existing student-led non-profits or social ventures to scale successful models of social impact and innovation

Funding Mechanisms
While the details of annual allocations will be at the discretion of the Board, all activities will be consistent with the goals of the aforementioned program areas and the general mission of the SIPS Fund. In order to achieve the goal of expanding access to resources for social innovation and public service at Georgetown, the SIPS Fund will allocate its funding in three primary ways: 1. Direct Grants by Application Programs may allocate funding directly from the SIPS Fund to selected grantees through open, advertised and competitive applications. All grants will be open to current Georgetown University students, as well as alumni (who have graduated since 2001). The Board or a designated committee will be responsible for making allocation decisions and ensuring adequate reporting from grantees. Any person in a decisionmaking position must recuse himself or herself in a scenario of a conflict of interest. 2. Funding through Partner Organizations Programs may allocate funding through partner organizations, which will be selected annually with the option to renew. While the nature of each relationship will be independently defined through collaboration between the Board and the partner, the selection of an organization should reflect the Funds guiding principles. Each organization will be expected to present a mid-year and annual report to the Board, demonstrating the level of impact that SIPS Fund resources and support has had on their programming. At the end of each academic year, the Board will review the performance of organizational grantees and applications for new partnerships to decide on organizational affiliations for the coming year. Anticipated year one partners include:* ! Hoya Challenge ! Compass Partners ! Center for Social Justice ! GUSA *Additional partner organizations will be solicited through an open application each year.

10

3. In-Kind Support The SIPS Fund intends to serve as a connector and organizer around activities of social innovation and service on campus. These programs, such as co-sponsoring educational events and service projects that aim to reach the entire student population, may not involve direct or indirect financial support to Georgetown students, alumni or their projects. Instead, they will involve in-kind administrative support or co-sponsorships with Georgetown organizations or departments. Anticipated year one co-sponsorships include: ! White House Interfaith Service Challenge Day of Service (Spring 2012) ! Community Service Day (September 2012) ! Non-Profit Career and Service Panel with the Career Center and CSJ (Fall 2012) ! 25 Days of Service (October 2012)

Program and Allocation Grid (with funding examples)

Direct Grants Supporting social ventures Increase exposure to culture of service Empowering individuals to make an impact Partner Organizations

Peoples choice award, rolling Compass, Hoya Challenge application Funding speakers/events, matching education awards, loan repayment SIPS fellows, SIPS research projects Campus-wide day of service

CSJ alternative breaks, GUSA summer fellows

11

Program Details
The partnerships with the following organizations would well represent our vision for the Fund but their execution will be based upon each years annual budget and the discretion of board members and partner organizations. Hoya Challenge: The Hoya Challenge is a program designed to help entrepreneurial students come together and foster the creation of valuable businesses. The program begins in the fall semester with workshops to help students form teams, hone their ideas, develop their business plan, and create a pitch to a panel of five expert judges. This program has two competition tracks, a social and commercial track. The social track of the Hoya Challenge competition is consistent with the SIPS Fund goal of empowering students to make an impact by starting socially-oriented businesses. Now in its fourth year, The Hoya Challenge has a well-established competition process that is open to any student or group of students. Currently, the Hoya Challenge currently awards $5,000 to a single project in each track. Not only are these funding streams are unstable, but there is a large room to fund well qualified projects if more funding was available. Center for Social Justice: The mission statement of the CSJ is very much in line with the SIPS Fund commitment to expanding service: "In order to advance justice and the common good, CSJ promotes and integrates community-based research, teaching and service by collaborating with diverse partners and communities. Specifically, the SIPS Fund would work with the CSJ in a dynamic relationship to expand service immersion programs. With support from SIPS, the CSJ would be able to solicit additional applications from students for alternative break trips (especially during the winter and summer), decrease fees to participate in existing trips, and expand the number of student participants. SIPS Green Revolving Loan Fund: The SIPS Green Revolving Loan Fund empowers Georgetown University students and alumni to be men and women for others by implementing financially

12

sustainable and environmentally responsible projects in the Washington D.C. community. All of the revenue generated from projects receiving funding from this SIPS Green Revolving Loan account will be returned back to the account in order to continue serving students. These returns will allow the fund to be maintained without necessitating especially rigorous fundraising, though we anticipate soliciting additional funds for this initiative. The SIPS GRLF will be managed under the SIPS Fund structure. Every year, one member of the Board must meet the green and sustainability qualifications that are detailed below. The individual holding the position of Sustainability Coordinator, Office of the Senior Vice President (Currently: Audrey Stewart), and of the GUSA Chair of Sustainability (Currently: Jessie Robbins) will be expected to serve on the Advisory Council of the SIPS Fund. In addition, like any other program area, one member of the Student Committee members will be in charge of maintaining and fostering relationships with stakeholders around campus who focus on sustainability. The SIPS GRLF will be set up as a separate account from the general SIPS Fund account. The principle of the SIPS account will not be used for GRLF projects, and the money within the GRLF account will never be used for SIPS grants beyond the scope of the GRLF. However, under the condition that the GRLF account reaches 125% of its initial level, the excess funds will be available for the use of the SIPS Fund, broadly, for the purpose of funding green projects that do not fit the specific requirements of the Green Revolving Loan Fund, but that do qualify for a grant from the SIPS general account. In order to be eligible to apply for funding from the SIPS Green Revolving Loan Fund, projects must: Promote innovative design with strong environmental, sustainable, or energyrelated impact Guarantee returns of at least 15% to the principal loan over the lifetime of the project Be submitted and overseen by either a current Georgetown University student or an alumnus who has graduated since 2001 (as per the larger SIPS guidelines) Qualifications for members of the SIPS Board and Student Committee that qualify as proficient in energy and sustainability issues: Record of engagement in sustainability, energy, or environmental projects Knowledge of university system for approving projects and strong internal connections Relationships with leaders of environmental organizations on campus (i.e. Georgetown Energy, Center for the Environment, etc.), alumni in energy or environmental fields, and other current business leaders.

13

GUSA Summer Fellows: Since 2009, the GUSA Summer Fellows program has provided resources for students to live and intern in Washington, DC over the summer who otherwise would not be able to. Funding for this program is unstable. Through this program, SIPS Fund would subsidize housing costs for students who have internships in the public or non-profit sector. Peoples Choice Award: To increase community participation in SIPS Fund decision-making and general awareness to our programming, the SIPS Fund will develop a website to facilitate an annual Internet-based competition for grants. This would be based on a model like the Pepsi Refresh Challenge. There would be several categories of grants: $500 (X5), $2,500 (X2) and $5,000 (x2). The grants are open-ended. The only requirement is for each project to demonstrate how it would create a social impact beyond the Hilltop. Students will submit ideas in the form of a written description and video. Each idea will have its own page on the website. Students will promote their ideas to members of the Georgetown community, online and off. The projects that garner the most votes within each category will win funding. Rolling Applications: The SIPS Fund will make available through its website a general application for funding. The purpose of this application is to provide resources to students or organizations that do not fall into our other program categories. These might include research projects and miscellaneous group or independent service initiatives. The Board will have ultimate discretion to tap into the SIPS Fund reserve balance to allocate resources outside of the annual budget to support organizations or projects of extraordinary potential (up to $250,000 per year). SIPS Awards: This program would provide $500 awards to students who apply and have demonstrated significant social impact. The purpose of these awards is to highlight activities on campus that may catalyze others to also take action.

14

Compass Partners: Compass Partners is an organization that helps to provide training, resources, advice and a network for students to develop innovative, socially-impactful business ideas. The organization runs an incubator program in the business school. In the past, Compass Partners provided each of the social ventures in its incubator program with $1,000 in seed funding. However, this funding has dried up. The SIPS Fund would offer a stable source of seed funding for these ventures.

15

Management
A Steering Committee shall be charged with the initial implementation of the SIPS Fund, including working with the Georgetown administration to create the necessary infrastructure for the fund, recruiting the founding Board, and drafting bylaws for adoption by the Board at its first meeting by August 2012. The GUSA Senate shall be responsible for the selection of three qualified and diverse students to serve on this committee based upon an open application. The SIPS Fund Board shall set the funding guidelines and goals each year and continue the conversation of social innovation and public service around campus. The Board will be comprised of nine people from the Georgetown community: ! Three members of the Board will be students chosen by application by the previous years board and confirmed by the GUSA Senate. ! Six members of the Board will be faculty/staff/administrators and alumni from all different parts of campus. " Founding non-student Board members will initially serve staggered 1 and 2 year terms. " Board member shall serve not more than 3 consecutive terms Students shall serve one-year terms and be confirmed by the GUSA Senate. Alumni and other members shall serve a two-year term. The Board will meet at least three times per year, including once per academic semester. No Board member may serve more than three consecutive terms. The SIPS Fund Advisory Council shall provide insight and direction. Membership is open to anyone and determined by the SIPS Fund board. An unlimited number of persons shall serve on the Advisory Council. The criteria for being on said advisory board are: exposure and experience in public service, research, social innovation, etc. and openness to attending the Board meetings as a non-voting member to provide advice to the Board. The SIPS Fund Student Committee shall be in charge of the day-to-day administration of the SIPS Fund. We envision that the student committee will be composed of Program Officers that serve as liaisons to the SIPS Funds major program areas, e.g. SIPS Green Revolving Loan Fund, Hoya Challenge, etc. The student committee will play an active role in informing the Boards decisions. We anticipate that the committee will be composed of 5 students, including a compensated (see sample budget) Student Director who will be named by the Board annually. However the number of and positions held by the Student Committee members is flexible and determined by the needs of the fund this year.

16

The SIPS Fund is engaged in continuing and constructive conversations with the Center for Social Justice about a long-term institutional collaboration. We are exploring a partnership in which the SIPS Fund would be housed within the Center, which would provide administrative oversight, a physical location for office and meeting space, and the means for financial management.

17

Sample Budget
This is an example of an annual budget for the 2012-2013 academic year, assuming we are able to allocate our goal of $100,000 in the SIPS Funds first year. All line items may not exist in the first year, and funding will always occur through the mechanism of the SIPS Fund Board and Student Committee. Organizational Partnerships Social Enterprises: $49,000 " The Hoya Challenge business pitch competition: $25,000 ! At least five grants " CSJ Alternative Break Program: $15,000 ! At least 25 more openings for students " Compass Partners: $4,000 ! 8 x $500 stipends for each group in the incubator " GUSA Summer Fellows: $5,000 ! Subsidize at least 5 fellowships Direct Grants (Individual and Group Awards): $30,000 " Peoples Choice Awards: $15,000 " Service Education Awards matches: $5,000 ! 5 x $1,000 awards to students " Research Projects: $5,000 ! TBD " SIPS Scholarships: $5,000 ! 10 X $500 awards to students Campus Outreach: $8,000 " Event/ Initiative Co-Sponsorships: $5,000 " SIPS Annual Forum: $1,500 " SIPS Annual Day of Service: $1,500 Administrative & Staff support (CSJ work-study student employee): $10,000 Advertising/marketing: $1,500 Total: 98,500

18

Financial Information & Projections:

We have developed three scenarios to project the financial performance of the SiPS Fund a worst-case, baseline, and financial scenario. Each scenario assumes two things: First, in order to make a significant impact in supporting social innovation and public service at Georgetown University, the SIPS Fund will allocate a minimum of $100,000 annually to fund various programs and partnerships and cover all administrative costs. Second, in year one, 25% of SIPS Fund assets will be transferred to the Georgetown University Student Investment Fund (GUSIF). A total of 50% would be transferred in year two. The Board will decide whether to transfer additional funds in subsequent years. The Georgetown Investment Office (GIO) will manage the remainder of assets.

19

No fundraising scenario (RED) Assumptions: " The annual return from GUSIF remains at 3.0%. The GIO annual return remains at 4.0%. " The initial allocation from the SIPS Fund will be $100,000 and remain at that level indefinitely. " No fundraising will be undertaken. Outcomes: The SIPS Fund would remain solvent through 2033. Over this period of time, it will have allocated over $2.1 million in funding. Baseline fundraising scenario (BLUE) Assumptions: " The annual return from GUSIF stays at its historical average of 4.8%. The GIO annual return stays at its historical average of 8.1%. " The initial allocation from the SIPS Fund will be $100,000 in 2012, and increase in subsequent years by the average rate of return (6.45%). It will be capped at $200,000 in year 2023. " Fundraising will begin in year two at a projected sum of $100,000 and increase 5% each year until a total of $1.5 million has been raised, in year 2023. Thereafter, fundraising will continue at $20,000 each year, increasing by 5% each year. Outcomes: " In year five, 2017, the SIPS Fund would have a balance of $1.9 million and its annual allocation would be $120,000. " In year 10, 2022, the SIPS Fund would have a balance of $2.5 million and its annual allocation would be $155,000. " In year 20, 2032, the SIPS Fund would have a balance of $2.7 million and its annual allocation would be $200,000. Over this period of time, the SIPS Fund will have allocated over $3.5 million. Outperformance Scenario (GREEN) Assumptions: " The annual return from GUSIF remains at 6.2%. The GIO annual remains at historical average of 10%. " The initial allocation from the SIPS Fund will be $100,000 in 2012, and increase in subsequent years by 15%. It will be capped at $300,000 in 2020.

20

" The SIPS Fund will match the initial student contribution of $1.5 million within the first five years and continue fundraising at about $25,000 annually thereafter, increasing at 5% each year. Outcomes: " In year five, 2017, the SIPS Fund would have a balance of $3.2 million and its annual allocation would be $201,000. " In year 10, 2022, the SIPS Fund would have a balance of $3.3 million and its annual allocation would be $300,000. " In year 20, 2032, the SIPS Fund would have a balance of $3.5 million and its annual allocation would be $300,000. Over this period of time, the SIPS Fund will have allocated over $5.2 million. Georgetown University Student Investment Fund Partnering with GUSIF to have their student organization manage the investment of a portion of the SIPS Fund assets is advantageous for three reasons. First, it provides a way to directly engage more students in the SIPS Fund. Second, GUSIF is able to exercise greater discretion to ensure SIPS Fund assets are invested in a socially responsible way. Third, it allows the SIPS Fund to reduce exposure to risk by diversifying how its assets are invested. An initial memorandum of understanding between the SIPS Fund and GUSIF outlined five key points: 1. The SIPS Fund will transfer 25% of its assets to GUSIF in year one, and another 25% in year two. The Board will decide the portion of SIPS Fund assets that is managed by GUSIF in subsequent years, based on the ongoing relationship between both groups and investment performance; 2. GUSIF will establish a committee to oversee social responsibility of the investments; 3. GUSIF will invest SIPS Fund in a way fully consistent with its current Constitution; 4. GUSIF will provide the SIPS Fund with performance sheets every month, and make an annual presentation to the SIPS Fund Board; 5. GUSIF and the SIPS Fund will codify this agreement, with the advice and input of University Counsel, before any funds are transferred. Office of Advancement Fundraising is contingent upon the approval of the Office of Advancement. We will work to get SIPS approved for fundraising as soon as we can after the referendum.

21

Measuring our Impact: Impact on Georgetown students

# students directly impacted/year

Provide opportunities for students to pursue unconventional, innovative and socially beneficial passions Encourage a commitment to Jesuit ideals Inspire to give back to their communities for the rest of their lives

# projects that fulfill previously unmet need # of student participants in the Student's Choice Award # of student voters in the the Student's Choice Award % growth in # students expressing desire to incorporate social justice into future career

# students participating in a socially-focused organizations after graduation that attribute their involvement to SIPS

% of allocation given to individual research grants

Live out Jesuit ideals: develop their unique gifts and insights through reflection, service and intellectual inquiry

% of allocation given to direct service outreach projects % of reflections posted on the website and/or published in other forums by the grantees of the SIPS Fund success of end of the year forum (# of people in attendance, # of exhibits)

Impact on Georgetown University

Enhance social focus of the University in eyes of the public Provide an incentive for sociallyconscious applicants to choose Georgetown Promote cooperation and transparency between organizations with the same goals and interests

Positive PR for Georgetown from SIPS Fund- # articles, etc. Are we winning competitions like the White House Challenge?

Admissions surveys- # potential students expressing interest?

# of cosponsored events and # of SIPS partner organizations cosponsoring other organizations events

Benefit existing Georgetown organizations

% of allocation we are giving to CSJ, Compass, etc.

22

Impact on Society

Enable students to give back to the community in creative and effective ways Expand the scope of student projects outside of the Georgetown campus

# organizations supported/year # new organizations started because of the SIPS Fund

# non-Georgetown people affected by Fund

# non-DC organizations supported

Get $______ matching donations- endowment creation

Amount of money raised/year Interest on endowment PR- # of articles featuring SIPS # Facebook followers

Ensure that all students are aware of the opportunities SIPS can provide them

# Twitter followers # of organizations that are featured and have profiles on the SIPS website well maintained database of events and opportunities all over campus that are related to social innovation and public service # students applying for SIPS grants Focus groups/surveys Data on selectivity of process % of alumni responding to yearly surveys, saying SIPS impacted their college experience for the better, etc. Have these organizations/individuals been awarded $/recognition by other organizations? Measure of turn-around time on applications and awards % goals achieved

SIPS Operations

Select the very best partner organizations and student projects in an efficient manner

Maintain strong SIPS "alumni" connections

Effective management by Board

# Board members elected for terms beyond their first/year % of allocation allocated through rolling applications

Maintain financial and organizational continuity each year Maintain student-driven nature

% money going to past, well-run organizations

# of student applications to the Board Amount of time spent by student committee on outreach

23

AN IDEAL INVESTMENT
The SIPS Fund meets the goals of the Endowment Commission. First, any student on campus will have access to the SIPS Fund resources, and we expect a diverse cross-section of the student body to be engaged. Imagine: An MSB student who starts a social business; a student in the College who goes on to work for a DC non-profit; a student in the SFS who organizes an alternative spring break; a student in the Nursing School who develops a summer research project all of these students could find benefit from the SIPS Fund. Second, the SIPS Fund is structured to last in perpetuity. Interest earned from the endowment will be reinvested. In addition, we aim to be continually soliciting contributions from other sources to grow the size of the endowment. We believe the SIPS Fund is consistent with the unique, forward-looking approach of the students who created the Student Activities Fee Endowment ten years ago. Third, the SIPS Fund is prepared to leverage an initial commitment from the Endowment Commission to immediately begin fundraising toward our $3 million goal over the next three to five years. We have been conscious to submit a request only for the amount of money that we feel is necessary to launch an effective SIPS Fund. It puts our principles into practice. We agree that it is important to support student life on campus. Investments to expand student space, support campus organizations, and make other improvements are truly essential to fostering a world class University. But, we ask, to what end? Georgetown educates women and men to be reflective lifelong learners, to be responsible and active participants in civic life and to live generously in service to others.-- Georgetown Mission Statement Georgetown University, as an institution, exists to [prepare] the next generation of global citizens to lead and make a difference in the world. The SIPS Fund would be a unique way to help our community realize its collective purpose, by supporting students who are ready to lead and make a difference not in five or ten years, but right now. We believe the establishment of the SIPS Fund would be a profound statement that Georgetown students are willing to utilize their collective resources to make a positive impact in the world.

24

There is a demonstrated need on campus. We know there are already many students trying to start their own social enterprises. Compass Partners, an on-campus incubator for social ventures, and The Hoya Challenge, a business pitch competition, underscore this need. Both programs attract dozens of students and groups of students who have great ideas but have little resources to get off the ground. Traditional student activity fee money cannot directly support them since they are not recognized student groups. Theres not enough funding to help these programs get off the ground. A little bit of money can actually help a venture get off the ground and become something big and make a difference. -- Jeff Reid, Director of Georgetown Entrepreneurship Initiative We also know there are hundreds of students who graduate and go on to work in the public sector, but we know that many more would if they had assistance paying back their student loans. Thats part of the reason the federal government began offering loan forgiveness in 2009 for all federal loans. We will demonstrate our return on investment. The SIPS Fund will not change the world, but we are pretty sure that the people and ideas it supports will. By unlocking the potential of many of Georgetowns students and ideas, the impact of the SIPS Fund will be both large and lasting. We will scale successful programs and develop news ones. I can't think of a better investment than to finance the creativity of our students. That means in addition to educating and nurturing them as they develop ideas (my job), supporting them to make the ideas reality. The SIPS Fund has potential to do exponential good. - Sarah Stiles, Professor The SIPS Fund will go to every length to maximize and measure its impact, and report back to the student body how their money has been spent. We plan to host a major forum each year to unveil our annual report, highlight the success of the programs supported by the SIPS fund over the year prior, and facilitate a networking event for all those interested in social innovation and public service on college campuses, within and outside of Georgetown University. We would be nationally distinguished. To our knowledge, the SIPS Fund would be the first of its kind. With its creation, we expect both our student body and Georgetown University to benefit from national recognition. In addition, we expect that once successful here, the SIPS Fund would be

25

brought to other campuses. We are already in conversation with the White Houses Office of Social Innovation and Civic Participation about enlisting their help to do so. The Georgetown SIPS Fund is an innovative model that can replicated at colleges and universities across the country. - John Bridgeland, Former Director, White House Domestic Policy Council It is, in fact, a core goal of ours for the SIPS Fund to become a national leader in fostering social innovation, particularly among the Millennial Generation. We believe we can achieve this by developing new programs to support innovative students and ideas, scaling programs at Georgetown that are already successful, and distributing best practices through our website and annual report. The SIPS Fund proposal is actionable. If funds become available, the SIPS Fund can be operational within a few months. There is no anticipated wait time for extended University/administrative approval for the basic grant-making function of the SIPS Fund. We have been and will be in continuing contact with key members of the University administration. In addition, we are in discussions with the Center for Social Justice, which has expressed willingness to house the necessary administration of the SIPS Fund.

26

Steering Committee Elaine Colligan (SFS 15) - Born and raised in Seattle, Washington, Elaine Colligan is a freshman in the School of Foreign Service. She is considering a major in Science, Technology and International Affairs with a certificate in International Development. Elaine first became interested in sustainability issues and the relationship between environmental and human rights after learning about water supply problems in the Tibetan plateau. Elaine loves to hike, paint, and travel, and looks forward to doing all three simultaneously during college! Beth DiSciullo (COL 12) - is a senior Government major and Women's and Gender Studies minor. She's worked with the Compass Incubator, the Compass Fellowship, and GU Women in Politics throughout her time in college and is really excited to help start the SIPS Fund! She's especially interested in social entrepreneurship, education policy, and law. Clara Gustafson (SFS 13) - Clara is a junior in the School of Foreign Service majoring in Science, Technology and International Affairs focusing on technology and security. She has been very involved in student government throughout her time on the hilltop. A passion for life, improving life for others and creating opportunities for everyone in new and unique ways are driving forces in her life. She also loves playing ultimate frisbee, being a GUSA senator, speaking Chinese and Spanish, and listening to music. Paige Lovejoy (SFS 12) - is a senior at Georgetowns School of Foreign Service, studying International Politics with a concentration in International Law. She is particularly interested in Foreign Policy questions involving Latin America as well as, broadly, international development. She has worked for the Berkley Center for Religion, Peace and World Affairs, a small international development firm named Development Transformations, and Deloitte Human Capital Consulting. She will be returning to Deloittes federal consulting practice after graduation in 2012. Alex Pon (COL 12) - is a senior in the College studying Computer Science. He has been actively involved in the Campus Media Advisory Board and in the past, he has served on the boards of The Georgetown Voice and Mask and Bauble. Alex is currently the President and CEO of The Corp, which employs over 240 Georgetown undergrads working together to fulfill the company's motto of "Students Serving Students." He strives to connect resources and engender collaboration between students at Georgetown, and enjoys playing on his iPad in his spare time. Jamil Poonja (COL 12) - is a senior in the College majoring in government and economics. He is interested in how communities can come together to tackle problems, particularly between the public and private sectors, and how entrepreneurship can drive economic development around the world. Outside of classes, he draws from experiences at startups, political campaigns, and in the government, during his time at Georgetown.

27

Jessica Robbins (SFS 12) - She is a senior in the School of Foreign Service studying Science, Technology and International affairs concentrating in energy and environmental studies with a certificate in international development. Her work experience includes research internships with Earth Policy Institute and Kilpatrick Townsends clean energy practice, field work in Belize and Haiti, and extensive campus leadership including serving as GUSA Secretary of Sustainability. She looks forward to structuring a student-led institution to drive social change and public service. Tyler Sax (COL 13) - A member of the College class of 2013, Tyler hails from the great city of New Orleans, LA. He spends most of his time at Georgetown participating in student government, watching basketball, and earning his keep through freelance webdevelopment. His involvement with the SIPS fund stems from his desire to bring out the best of Georgetown's incredible student body, and to turn ideas into action. He hopes to eventually leave the hilltop with a pair of degrees in Political Economy and Computer Science. Nick Troiano (COL 12) - is studying government at Georgetown and is the National Campus Director for Americans Elect. He is the former Chair of the Finance and Appropriations Committee in the GUSA Senate. Nick is a co-founder of myImpact.org, an online platform that allows volunteers to record, share and track their impact. He is a former Public Policy Fellow at Civic Enterprises and United States Senate intern. Nick enjoys bike riding and photography. Weiheng Zhang (COL 13) - Weiheng is a junior pursuing a major in Economics and a minor in Mathematics and in Philosophy. As an international student from China, Weiheng is passionate about taking adventures and experiencing different cultures. Weiheng embraces Jesuit's ideal of man and woman for others and make positives impacts to the communities around him. At Georgetown, Weiheng is a George F. Baker Scholar and the President of Junior Class. During his free time, he enjoys swimming in Yates and spending time with friends.

28

Advisory Board: Dr. Sarah Stiles - is a Professor of sociology with specialty in social entrepreneurship at Georgetown University, where she also teaches Law & Society. Prior to 2007, Dr. Stiles was director of the Leadership Program in the School of Public Affairs at American University where she developed the curriculum and institutionalized community-based learning. For her efforts she was awarded the Deans Award for Excellence in Teaching, the Greek Organizations Award for Outstanding Faculty and the Career Services Office Award for Outstanding Internship Faculty. She helped found DC Youth & Government in 2002 where she served as the program director. Dr. Stiles holds a PhD (and MA) in Political Science from Boston University with a concentration in international relations. She also earned a JD from Northeastern University School of Law in Boston, MA where she focused on international law. Jeff Reid - is Director of Entrepreneurial Studies and Real Estate Initiatives at Georgetown Universitys McDonough School of Business. In this newly created position, he will lead, develop, and implement strategic initiatives related to entrepreneurial studies and real estate, with a goal of advancing Georgetowns McDonough School of Business among the hierarchy of leading business schools.Reids career includes strategic leadership in the arenas of entrepreneurship, education, business development, venture capital, non-profit management, and economic development. He previously served as executive director of the Washington, D.C., office for the Network for Teaching Entrepreneurship, regional general manager for a Virginia-based wireless telecommunications startup company, business development executive for a global law firm, marketing associate for a regional real estate firm, and executive director of the Center for Entrepreneurial Studies at the University of North Carolina at Chapel Hill. Scott Beale (COL 98) - is the founder of Atlas Service Corps and an experienced social entrepreneur who has started three citizen sector organizations and helped thousands of people in his generation become agents for social change. He has worked in four continents, with citizen, government and business leaders from around the world, and through Atlas Corps has pioneered an innovative, sustainable and scalable way for revolutionizing international volunteerism. Scott has worked for Governor Tom Carper of Delaware as well as the Associate Director of Intergovernmental Affairs at the White House. Jess Rimington (SFS 09) - a social entrepreneur, spoken word artist and activist, is the founder and Executive Director of One World Youth Project, an innovative education start-up connecting schools worldwide to transform students into empowered global citizens. Named as a Rising Talent by the Womens Forum for the Economy and Society in 2008, Jess has also received Earth Island Institutes Brower Youth Award and Do Somethings BRICK Award for her activism and is the principal author of the 2006 UN Millennium Development Goal Curriculum for Secondary School. Jess has traveled throughout the world for grassroots work related to youth participation in the Millennium Development Goals. She has a degree in Foreign Service and a Certificate in International Development from Georgetown University.

29

Neil Shah (MSB 10) - believes that social entrepreneurship has the power to drastically change the world. He has always thought that effective social organizations blends together the idea of social justice and business principles, and he co-founded Compass to help spread that idea to university students worldwide. Hes helped start five businesses from an LED business to a fair trade tea delivery service and has spent a lot of time working in and around small business. Neil serves as the Executive Director of Compass Partners where he manages all of the organizations day-to-day operations as well as national expansion. He wants to enable entrepreneurs around the world to recognize their awesome potential as a force for change.

30