Middle East Institute
EIN: 53-0204608
as of September 2023
as of September 18, 2023
Programs and results
What we aim to solve
MEI’s mission is to work towards peace, prosperity and partnership in the Middle East. The region’s future remains of great importance to the United States and the world. MEI is uniquely positioned as a premier think tank and convener to exercise the leadership necessary to navigate crises, support recovery, and build resilience in the Middle East – while promoting close collaboration with the United States.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Afghanistan and Pakistan Studies
MEI’s Afghanistan and Pakistan studies center aims to advance a balanced and realistic understanding of the politics, economy, society and foreign policy of these two countries. It works with scholars to produce original research, sponsors lectures, produces opinion pieces, and provides expert analysis with the goal of promoting knowledge about Afghanistan and Pakistan among the American public and within policy making circles.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of research or policy analysis products developed, e.g., reports, briefs
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Publications, blog posts, and podcasts
Number of public events held to further mission
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Middle East Institute seeks to achieve policy impact by serving as a trusted source for non-partisan expert analysis of regional trends and events and providing programs, projects, and partnerships positioned to support the current challenges in the Middle East. It is also dedicated to promoting education and greater understanding and appreciation of the region’s rich history, culture, and contemporary art.
What are the organization's key strategies for making this happen?
The Institute integrates the work of three Centers to achieve its goals of policy impact, education, and cultural diplomacy:
1) Policy Center: MEI’s think tank produces analysis, convenes experts, and provides insight that helps decision makers in Washington and around the world craft foreign policies that prioritize peace, prosperity, and partnership.
2) Education Center: Through language instruction, a peer-reviewed academic journal, a library, and leadership development program, the Education Center works to teach and mentor the next generation of policy makers to think critically about the region and engage holistically with its peoples, languages, cultures, histories, and identities.
3) Arts & Culture Center: Through arts programming and rotating exhibitions in the MEI Art Gallery, the Arts and Culture Center showcases the often-overlooked cultural depth of the Middle East, and works to forge indelible bonds through the power of music, performance, and the arts.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
7.09
Months of cash in 2021 info
1.2
Fringe rate in 2021 info
15%
Funding sources info
Assets & liabilities info
Financial data
Middle East Institute
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Middle East Institute’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.
Created in partnership with
Business model indicators
Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$163,514 | -$1,286,749 | $487,495 | $1,008,342 | $98,677 |
As % of expenses | -2.9% | -25.1% | 9.1% | 17.5% | 1.5% |
Unrestricted surplus (deficit) after depreciation | -$319,554 | -$1,634,127 | $287,333 | $569,623 | -$330,657 |
As % of expenses | -5.5% | -29.9% | 5.2% | 9.2% | -4.6% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $5,816,689 | $4,201,501 | $4,616,349 | $5,723,487 | $7,193,589 |
Total revenue, % change over prior year | -78.0% | -27.8% | 9.9% | 24.0% | 25.7% |
Program services revenue | 15.8% | 21.5% | 19.9% | 11.6% | 7.2% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 6.3% | 13.2% | 10.7% | 5.5% | 5.7% |
Government grants | 0.0% | 0.0% | 0.0% | 7.6% | 5.0% |
All other grants and contributions | 58.5% | 64.3% | 67.3% | 72.1% | 62.2% |
Other revenue | 19.4% | 1.0% | 2.1% | 3.2% | 19.8% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $5,658,857 | $5,126,335 | $5,329,660 | $5,775,121 | $6,794,861 |
Total expenses, % change over prior year | 40.4% | -9.4% | 4.0% | 8.4% | 17.7% |
Personnel | 54.5% | 55.2% | 53.3% | 63.3% | 61.9% |
Professional fees | 9.4% | 11.8% | 15.4% | 23.5% | 23.2% |
Occupancy | 9.9% | 12.2% | 8.7% | 2.3% | 2.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.3% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 26.2% | 20.8% | 22.5% | 10.9% | 12.1% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $5,814,897 | $5,473,713 | $5,529,822 | $6,213,840 | $7,224,195 |
One month of savings | $471,571 | $427,195 | $444,138 | $481,260 | $566,238 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $2,049,430 | $5,857,992 | $6,039,810 | $0 | $0 |
Total full costs (estimated) | $8,335,898 | $11,758,900 | $12,013,770 | $6,695,100 | $7,790,433 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 2.0 | 1.1 | 0.7 | 4.3 | 1.2 |
Months of cash and investments | 57.3 | 47.1 | 34.0 | 36.3 | 31.6 |
Months of estimated liquid unrestricted net assets | 50.2 | 38.7 | 24.8 | 24.5 | 23.6 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Cash | $942,791 | $488,083 | $301,604 | $2,079,706 | $661,531 |
Investments | $26,078,691 | $19,612,127 | $14,798,817 | $15,401,988 | $17,214,093 |
Receivables | $797,808 | $802,067 | $1,190,536 | $78,244 | $1,168,867 |
Gross land, buildings, equipment (LBE) | $5,612,376 | $11,470,369 | $17,510,179 | $17,723,905 | $17,754,976 |
Accumulated depreciation (as a % of LBE) | 33.5% | 19.4% | 13.9% | 16.2% | 18.6% |
Liabilities (as a % of assets) | 2.9% | 4.4% | 4.8% | 4.6% | 7.3% |
Unrestricted net assets | $27,427,752 | $25,793,625 | $26,080,958 | $26,650,581 | $26,319,924 |
Temporarily restricted net assets | $1,489,344 | $0 | N/A | N/A | N/A |
Permanently restricted net assets | $3,550,862 | $4,333,856 | N/A | N/A | N/A |
Total restricted net assets | $5,040,206 | $4,333,856 | $5,083,623 | $5,651,754 | $6,178,009 |
Total net assets | $32,467,958 | $30,127,481 | $31,164,581 | $32,302,335 | $32,497,933 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Paul Salem
Paul Salem is president and CEO of the Middle East Institute. He focuses on issues of political change, transition, and conflict as well as the regional and international relations of the Middle East. Salem is the author and editor of a number of books and reports. Prior to joining MEI, Salem was the founding director of the Carnegie Middle East Center in Beirut, Lebanon between 2006 and 2013. From 1999 to 2006, he was director of the Fares Foundation and in 1989-1999 founded and directed the Lebanese Center for Policy Studies, Lebanon's leading public policy think tank.
Number of employees
Source: IRS Form 990
Middle East Institute
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Middle East Institute
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Middle East Institute
Board of directorsas of 06/30/2023
Board of directors data
John Abizaid
Marjorie Adams
Robert Jordan
Brian C. McK. Henderson
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G