Georgetown University

“The university's bylaws provide that the executive committee of the board of directors is authorized to take all actions that the full board of directors is authorized to take, except that the executive committee may not remove or elect the president; exercise the authority of the full board to concur with the president's removal of the provost, secretary, or treasurer; or amend the bylaws. Members of the executive committee are nominated by the chair of the board and are elected by the board for one-year terms. Only directors may serve on the executive committee.”

“The university's form 990 was reviewed internally by senior management, after which it was submitted by the associate vice president for tax and chief financial officer to the audit committee of the university's board of directors for review and discussion. The final form 990 was sent to each board member before it was filed with the internal revenue service.”

“The university has written conflict of interest policies that apply to all employees, including officers and senior administrators, and to members of the board of directors. These policies require disclosure of interests that could give rise to conflicts and are intended to avoid actual conflicts and the appearance of conflicts, and, where appropriate, to manage conflicts to remove the possibility of bias. The university's financial conflicts of interest policy, which applies to all employees, requires employees to make initial, as well as annual and updated, disclosures of "significant financial interests other relationships that could give rise to conflicts of interest and requires "investigators" who are involved in sponsored research to make special disclosures. Conflict of interest officers on each campus (and a conflict of interest officer for officers and senior administrators) review disclosures, obtain additional information where necessary, and make determinations about the appropriate management of actual or potential conflicts when they arise. Conflict management mechanisms may include recusal from participation in decision making, divestment of financial interests, monitoring, or other measures. A university-wide financial conflicts of interest committee oversees the implementation of the policy and periodically reviews campus officer determinations. This policy requires annual certifications and disclosures of any circumstances that might give rise to an actual or apparent conflict of interest and prohibits involvement in decision making by any officer, senior administrator, or other employee who has an actual or apparent conflict. In addition, the university monitors potential conflicts relating to research projects through a required study-specific disclosure and review process. Violations of the university's conflicts policies may result in sanctions up to and including termination of employment. The board of directors conflict of interest policy requires that each director avoid any actual, potential or apparent conflict of interest between the director's personal interests and the interests of the university. Directors complete annual conflict of interest certifications and disclosure forms and disclose on a continuing basis any updates. The secretary of the university and the general counsel of the university review the disclosure forms and consider and determine any appropriate remedial actions or procedures in consultation with the audit committee and board chair.”

“The Subcommittee on Compensation of the Executive Committee of the Board of Directors (the "Compensation Subcommittee") reviews the philosophy behind, and strategies to implement, the University's compensation structure. The Compensation Subcommittee is also responsible for evaluating the President and determining his compensation. Compensation information for Presidents at similar higher education institutions is obtained from several sources, including independent third-party consultants, and is taken into consideration as part of the compensation assessment process. The University maintains contemporaneous documentation and records relating to deliberations and decisions regarding the President's compensation arrangement. All members of the Compensation Subcommittee are independent board members. The last review of the President's compensation was in 2024.”

“The compensation subcommittee reviews the philosophy behind, and strategies to implement, the university's compensation structure, including the compensation of officers and key employees. Compensation information for similarly qualified individuals in functionally comparable positions at similar higher education institutions is obtained from several sources, including independent third-party consultants, and is taken into consideration as part of the compensation assessment process. The university maintains contemporaneous documentation and records relating to deliberations and decisions regarding the compensation arrangements of officers and key employees. All members of the compensation subcommittee are independent board members. The last compensation review was in 2024.”

“Georgetown university makes its governing documents, financial conflict of interest policy, and financial statements available to the public on its website at www.georgetown.edu.”

“(Expenses $ 117,171,806 including grants of $ 0)(Revenue $ 115,235,218) AUXILIARY SERVICES: VARIOUS GOODS AND SERVICES ARE PROVIDED FOR THE BENEFIT OF STUDENTS, FACULTY AND STAFF. THE PRIMARY CATEGORIES INCLUDED ARE BANKING, BOOKSTORES, CONFERENCE CENTER AND HOTEL, FOOD AND VENDING, MAIL, PARKING, PRINTING AND GRAPHICS, AND TRANSPORTATION.”

“(Expenses $ 34,673,552 including grants of $ 8,880,296)(Revenue $ 37,667,283) PUBLIC SERVICE: THE UNIVERSITY PROVIDES COMMUNITY SERVICE PROGRAMS AND NONINSTRUCTIONAL SERVICES THAT ARE INTENDED TO BENEFIT INDIVIDUALS AND GROUPS EXTERNAL TO THE UNIVERSITY.”

“(Expenses $ 6,730,531 including grants of $ 0)(Revenue $ 37,852,745) OTHER PROGRAM SERVICES: INCLUDES EXPENDITURES FOR STUDENT SERVICES THAT CONTRIBUTE TO THE EMOTIONAL AND PHYSICAL WELL-BEING AND THE INTELLECTUAL, CULTURAL, AND SOCIAL DEVELOPMENT OF STUDENTS OUTSIDE THE CONTEXT OF THE FORMAL INSTRUCTION PROGRAM.”

“Pension and Postretirement Gain - 19646019; Other Non Operating Activity - -19024864; Change in Value of Split Interest Agreements - -483925; Capital Projects - 698000;”