Global Jewish Advocacy

aka AJC   |   New York, NY   |
GuideStar Charity Check


EIN: 13-5563393


American Jewish Committee's mission is to enhance the well-being of the Jewish people and Israel, and to advance human rights and democratic values in the United States and around the world.

Ruling year info


Chief Executive Officer

Mr. Ted Deutch

Main address

165 East 56th Street

New York, NY 10022 USA

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Subject area info


Diversity and intergroup relations

International peace and security

Population served info

Jewish people

NTEE code info

Civil Rights, Advocacy for Specific Groups (R20)

International Peace and Security (Q40)

Intergroup/Race Relations (R30)

What we aim to solve

SOURCE: Self-reported by organization

Antisemitism has been called the world’s oldest hatred. It is a tangible threat not only to Jews, but also to the very fabric of democratic societies. As violence and rhetoric against Jews intensifies, the antisemitism that drives it is emanating from a host of sources on college campuses, in public discourse, on social media, and across the globe. AJC’s State of Antisemitism in America 2022 Report demonstrates the dire need for AJC to mobilize policymakers to act, educate all sectors of society to address Jew-hatred, and empower Jews to be strong and resilient. The big picture is that antisemitism is affecting American Jews’ sense of security, particularly among young American Jews. But, the chronic scourge of antisemitism is a global issue, affecting the Jewish people around the world. AJC is activating its global network and longstanding relationships with government officials from more than 110 nations to prompt action in the fight against antisemitism.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?


AJC has solidified its identity as the leading global Jewish advocacy organization. We have been lauded by government officials and partners from other faith and ethnic groups for our role in advancing the interests of Israel, world Jewry, and all people.

AJC's programmatic resources are focused on the following advocacy priorities:

• Combating antisemitism and all forms of hate
• Strengthening Israel’s place in the world and cultivating new allies
• Promoting pluralism and protecting democratic values

AJC achieves results through our 4-pillar advocacy model, which combines global diplomacy, political advocacy, coalition-building, and strategic communications. These pillars are active locally, nationally, and globally through our network of 25 U.S. Regional Offices, 14 overseas posts, and 38 international Jewish community partnerships.

Population(s) Served
Jewish people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of policies formally established

This metric is no longer tracked.
Totals By Year
Related Program


Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

At least 40 instances of adoption of IHRA Working Definition of Antisemitism, and 15 instances of global demonstrated support for policies that combat antisemitism.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

AJC is fighting for a safer, more peaceful future for the Jewish people, Israel, and all humanity. With more than 35 offices worldwide, plus partnerships with 38 international Jewish community organizations, AJC works globally to enhance the well-being of Jews in the United States and around the world, and to safeguard the rights and freedoms of all people.

AJC's top advocacy priorities are:

• Combating antisemitism and all forms of hate
• Strengthening Israel’s place in the world and cultivating new allies
• Promoting pluralism and protecting democratic values

These priorities are underpinned by a profound belief that we must work to ensure the strong leadership role of the U.S. in global affairs as the best protection for our nation's interests, the preservation and advancement of democratic values and human dignity, and the security of our closest allies, especially Israel.


AJC has developed unrivaled access to decision-makers across the globe, including heads of state, diplomats, and other world leaders. There are 193 UN member states. Over the past year, AJC has held high-level meetings with the top government officials of more than half of them. Through strategic, long-term diplomacy based on these established relationships, AJC is able to affect policy on the critical issues of our time.

AJC enlists the support of governments to denounce publicly all manifestations of extremism and antisemitism, and calls on them to unleash the vast resources at their disposal in an effort to stem hatred, bigotry, extremism, and terrorism.

AJC proactively seeks to help expand Israel's ties with strategically important countries around the world by identifying new areas for cooperation. We also urge government leaders to reject unfair boycotts of Israel and confront antisemitism masked as criticism of the Jewish state.

Political Advocacy:

Through AJC's Washington-based Office of Policy and Political Affairs and our 25 Regional Offices, AJC advocates with the U.S. Administration and Congress to take action and pass legislation that furthers our priorities. Our Regional Offices also connect with state and local elected officials to build understanding of, and support for, AJC's positions.


AJC builds alliances among diverse ethnic and religious groups to advance issues of common concern. AJC is a pioneer in advancing interfaith understanding. Fundamental to our mission is the belief that the well-being of the Jewish community is linked to that of other faith and ethnic groups in the United States and around the world. Building coalitions to advance shared interests and supporting democracy and pluralism has been central to our work since our founding in 1906.

Strategic Communications:

AJC leverages traditional and social media to amplify our advocacy efforts. Through television interviews, press releases, social media, and op-eds in leading global publications, AJC experts influence the public debate on our top advocacy priorities. AJC leaders are quoted widely and are sought-after analysts on a full range of breaking news issues.

With Facebook and Twitter accounts in multiple languages and more than 3.5 million followers, AJC uses social media as a powerful advocacy tool to gain international support for initiatives and spread our message to followers around the world, including many diplomats, elected officials, and media elites.

Because of its access, credibility, record of impact, and the level of trust it has garnered, AJC is uniquely positioned among Jewish organizations to effect change on the global, national, and local levels. We leverage these qualities to shape the opinions and policy decisions of those in power.

AJC Project Interchange:

Project Interchange (PI), an educational institute of AJC, serves this goal. PI helps dispel negative stereotypes and build support for Israel by providing a broader understanding of the country's security dilemmas and economic and social challenges for some of the world's most influential figures. In 2022, PI held 19 seminars, bringing policy and opinion leaders to Israel in order for them to experience the country firsthand. In total, PI has brought 6,200 leaders from all 50 U.S. states and over 111 nations.

Alumni have advanced Israel’s positioning through academic exchange programs, bilateral research agreements, positive media articles, international policy decisions, mutually-beneficial business development, and much more.

Global Reach and Influence:

AJC has a unique global architecture that spans six continents, distinguishing us from all comparable organizations. AJC has 14 overseas posts and regional institutes that serve as our advocacy hubs in Africa, Asia, Europe, Latin America, and the Middle East. Plus, we have 38 partnerships with international Jewish community organizations, with whom we frequently collaborate on important initiatives. Within the U.S., AJC has 25 Regional Offices that support the organization's global priorities on a local level.

This worldwide network of offices and affiliates, combined with AJC's unparalleled access to top leaders, gives us the reach and influence we need to advance our priorities. Our teams are able to mobilize at a moment's notice when urgent issues relating to our advocacy priorities arise.

And our global presence allows us to engage in long-term diplomacy as well. Around the world—from the hallways of the UN in New York to the corridors of the European Union in Brussels to the countries of Asia—AJC is changing perceptions and positions that build support for Israel in international forums and encourage prompt denunciation of antisemitism and extremism.

A. AJC worked throughout 2023 to address the toxic threat that antisemitism poses to our democracy with our unmatched global network and advocacy expertise. We played an integral role in helping the White House craft the first-ever U.S. National Strategy to Counter Antisemitism. AJC attended the White House Roundtable on Antisemitism in late 2022 and convened international antisemitism envoys from Europe and Latin America with White House administrators to share best practices & lessons learned from their countries’ action plans. The U.S. Strategy released in May incorporated 50+ AJC recommendations. AJC’s new Task Force of staff and lay leaders from across the U.S. will help implement National Strategy action items. We partnered with the U.S. Conference of Mayors on a “Guide to Countering Antisemitism”; signed a historic Strategic Alliance Memorandum with the SBA to train business owners/employees; launched a media campaign to mobilize viewers to take action—with videos garnering 15M+ views; and released a Campus Library for students in high school/college to know their rights & have resources for confronting antisemitism and anti-Zionism; and much more. Our advocacy with government leaders showing the urgent need to unite to combat hate led to adoptions of the IHRA working definition of antisemitism by dozens of municipalities, cities, and states. AJC led 50+ customized trainings with leading businesses, sports teams/entertainment companies, education institutions and government agencies to help different sectors of society understand the roots of antisemitism, when anti-Israel actions become antisemitic, and how rhetoric can fuel violence.

B. AJC worked to advance Israel’s place in the world in 2023 – to reinforce relationships, counter anti-Israel biases, advance the Abraham Accords and widen the circle of peace in the Middle East. A key strategy is Project Interchange (PI), fostering truth and countering anti-Israel rhetoric by bringing global leaders from academia, media, government and civil society to Israel to experience it firsthand. In 2023, PI led 19 delegations with nearly 200 leaders from North America, Africa, Europe, and Asia. The impact is telling with 1,100+ actions taken by PI alumni in 2022 to combat Jew-hatred and support Israel. AJC also continued to expand the Transatlantic Friends of Israel (TFI)—the interparliamentary, cross-party network spearheaded by AJC--with a new Italian chapter. TFI now boasts 186 parliamentarian members united to combat hate and address other global challenges.

C. AJC worked to safeguard democracy by working with policymakers, civil society partners, and interreligious and interethnic coalitions to advance cohesion and address hate. We relaunched the bipartisan caucuses with Latino and African-American congressional leaders; completed strategic planning for AJC's Muslim-Jewish Advisory Council to identify joint advocacy initiatives for 10 regional chapters; and much more.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 2.73 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 8.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 30% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Dec 31 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Dec 31 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Dec 31 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of AMERICAN JEWISH COMMITTEE’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$88,857 $6,031,080 $7,790,685 $21,619,731 $6,910,534
As % of expenses -0.2% 10.7% 16.1% 44.0% 11.4%
Unrestricted surplus (deficit) after depreciation -$1,397,318 $4,586,318 $6,400,000 $20,182,517 $5,749,912
As % of expenses -2.4% 8.0% 12.9% 39.9% 9.3%
Revenue composition info
Total revenue (unrestricted & restricted) $74,435,467 $91,050,015 $75,285,196 $59,980,157 $68,011,015
Total revenue, % change over prior year 26.7% 22.3% -17.3% -20.3% 13.4%
Program services revenue 2.2% 1.7% 0.1% 0.6% 1.4%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 2.4% 2.0% 0.8% 2.3% 2.3%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 86.5% 92.5% 87.3% 90.1% 77.8%
Other revenue 8.9% 3.8% 11.8% 7.0% 18.5%
Expense composition info
Total expenses before depreciation $56,539,090 $56,144,019 $48,321,952 $49,088,001 $60,877,084
Total expenses, % change over prior year 6.6% -0.7% -13.9% 1.6% 24.0%
Personnel 62.1% 60.5% 73.6% 73.4% 63.4%
Professional fees 6.8% 10.1% 6.7% 7.0% 8.6%
Occupancy 4.8% 5.2% 5.9% 5.8% 4.5%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 1.0% 0.8% 0.5% 1.2% 4.9%
All other expenses 25.2% 23.4% 13.3% 12.6% 18.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $57,847,551 $57,588,781 $49,712,637 $50,525,215 $62,037,706
One month of savings $4,711,591 $4,678,668 $4,026,829 $4,090,667 $5,073,090
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $1,944,755 $0 $0 $0 $0
Total full costs (estimated) $64,503,897 $62,267,449 $53,739,466 $54,615,882 $67,110,796

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 6.2 6.1 13.9 10.6 7.9
Months of cash and investments 31.3 39.9 54.1 58.6 43.4
Months of estimated liquid unrestricted net assets 3.6 4.7 7.2 12.2 10.9
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $29,094,349 $28,374,852 $55,820,324 $43,558,982 $40,035,708
Investments $118,588,772 $158,162,645 $162,000,971 $196,328,023 $180,113,548
Receivables $29,548,194 $42,252,158 $41,375,477 $48,774,002 $37,386,203
Gross land, buildings, equipment (LBE) $34,704,247 $35,356,387 $36,026,614 $36,889,078 $37,984,284
Accumulated depreciation (as a % of LBE) 71.9% 73.6% 76.1% 78.1% 78.8%
Liabilities (as a % of assets) 17.4% 14.3% 13.5% 9.3% 11.1%
Unrestricted net assets $26,625,682 $31,212,000 $37,612,000 $57,794,517 $63,544,429
Temporarily restricted net assets $53,964,664 N/A N/A N/A N/A
Permanently restricted net assets $75,735,274 N/A N/A N/A N/A
Total restricted net assets $129,699,938 $174,971,617 $195,760,164 $213,224,986 $180,988,569
Total net assets $156,325,620 $206,183,617 $233,372,164 $271,019,503 $244,532,998

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Chief Executive Officer

Mr. Ted Deutch

Ted Deutch, a lifelong Jewish and pro-Israel activist, assumed the role of CEO of American Jewish Committee (AJC) on October 1, 2022. He joined AJC following more than 12 years of service in the United States House of Representatives, representing Broward and Palm Beach Counties in Florida. In Congress, Ted served as chair of the House Ethics Committee, a senior member of the House Judiciary Committee, and a senior member of the House Foreign Affairs Committee, on which he served as chair of the Middle East, North Africa, and Global Counterterrorism Subcommittee. He collaborated closely with members on both sides of the aisle to advance the security interests of the United States, Israel, and their allies. Ted authored legislation advancing U.S.-Israel cooperation; fought back against efforts to delegitimize Israel at the United Nations; and championed U.S. foreign aid investments that promote global human rights.

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization


Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization


Board of directors
as of 09/22/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Michael Tichnor

Ted Deutch

Richard Berkman

John Shapiro

Marvin Israelow

Kim Pimley

Ned Dubilo

Suzanne Jaffe

Allan Reich

David Inlander

Michael Tichnor

Rene-Pierre Azria

Roberta Baruch

Martin Krall

Linda Mirels

Harriet Schleifer

Matthew Bronfman

Matthew Coen

Henry Dubinsky

Frank Linde

Robert Newmark

Steven Wisch

Steven Zelkowitz

Robert Lapin

Anthony Meyer

Ben Plotkin

Debra Saidoff

Jeffrey Stone

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 9/22/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data


No data


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser