Teach For Israel Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 200,805 | 237,152 | −36,347 | -3.1 | 21% |
| 2014 | 354,667 | 356,834 | −2,167 | -2.2 | 12% |
| 2015 | 432,852 | 347,367 | 85,485 | 0.6 | 17% |
| 2016 | 697,391 | 657,436 | 39,955 | 1.0 | 10% |
| 2017 | 680,015 | 708,308 | −28,293 | 0.5 | 11% |
| 2018 | 508,625 | 522,078 | −13,453 | 0.3 | 15% |
| 2019 | 701,458 | 695,064 | 6,394 | 0.4 | 11% |
| 2020 | 694,491 | 662,919 | 31,572 | 0.9 | 12% |
| 2021 | 1,241,925 | 1,539,621 | −297,696 | -1.9 | 5% |
| 2022 | 1,712,954 | 1,928,137 | −215,183 | -2.9 | 0% |
| 2023 | 2,448,447 | 2,043,940 | 404,507 | -0.3 | 0% |
In its most recent public year (2023), this organization brought in $404,507 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-0.3 months), up from -3.1 in 2013. Staff pay was 0% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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