Clrc Inc.

CLRC Inc. is a private foundation operating entirely outside the public grants marketplace. There is no published application process, no open RFP cycle, and no organizational website. All grantmaking decisions appear to be made by an insider board of roughly 10 directors — led by S. Wexner as President, Secretary, and Treasurer — who receive zero compensation, the hallmark of a closely held family or community foundation. The IRS classifies the organization under NTEE code T30 (Philanthropy & Grantmaking) with Foundation Code 04 (Private Non-Operating Foundation).

The foundation has demonstrated a clear and consistent philanthropic identity over multiple grant cycles: Israeli healthcare and educational infrastructure, Jewish professional pipeline development, and Jewish youth camping and informal education. Virtually every grant in the available dataset maps to one of these three buckets. There is no evidence of support for secular causes, domestic social services, arts and culture, or environmental programs.

For organizations seeking a relationship with CLRC Inc., the only realistic path is through the Jewish communal leadership ecosystem. Board members are likely active in New York-area Jewish federations, AIPAC, major Jewish day school networks, or national Jewish philanthropic convenings (e.g., Jewish Funders Network). Cultivation must precede any ask by months or years.

First-time applicants should prioritize relationship-building over transactional outreach. A warm introduction from a board member or a peer grantee (e.g., a Camp Ramah director or a leader at the National Ramah Commission) carries far more weight than a cold letter of inquiry. Organizations in Israel seeking support must work through a recognized American Friends 501(c)(3) entity — every large Israeli grant in the dataset (Wolfson Medical Center, Clalit, Soroka, Yad Sarah) flows through a U.S. intermediary. Do not expect a response to unsolicited outreach at the 575 Lexington Avenue address; the foundation does not maintain a staffed public-facing office in the conventional sense.

CLRC Inc. maintains a stable asset base of approximately $35–37M, which has grown modestly from $28.4M in 2013 to $36.9M by 2024. All revenue is investment-derived — primarily dividends and realized asset gains — and the foundation receives zero external contributions. Net investment income has ranged from $1.5M (FY2022) to $3.95M (FY2019), directly driving the capacity for annual grantmaking.

Annual giving totals (selected years): FY2019: $2,427,929 | FY2020: $564,176 (COVID anomaly) | FY2021: $3,193,924 | FY2022: $2,921,462 | FY2023: $2,236,522. The five-year average excluding the 2020 anomaly is approximately $2.7M/year.

Grant size tiers (from 63 grants totaling $5,483,944): Average $87,047; Median $10,000; Range $1 to $1,650,000. The distribution is highly bimodal: a cluster of 22+ small grants at exactly $10,000 each (Jewish summer camps in a single grant cycle) anchors the low end, while a handful of multi-year capital and programmatic investments dominate total dollars.

By program area (estimated from grantee data): - Israeli healthcare infrastructure: ~55% of dollars — Wolfson Medical Center ($1.65M, 4 grants), Clalit Health Services ($550K, 2 grants), Soroka Medical Center ($437K, 1 grant), Yad Sarah ($398K, 2 grants) - Jewish professional development: ~31% — Legacy Heritage/Nachshon Project ($1.55M+, 3 grants) - Jewish summer camping: ~7% — 22+ camps at $10K each plus Camp Ohel ($35,752), Religious Zionist Youth Movement ($29,900) - Israeli educational institutions: ~5% — Shamoon College of Engineering ($150K), Technoda ($60K), multiple Yeshivot Hesder ($20K each)

Geography: Grants flow overwhelmingly to New York-headquartered organizations (22 grants) representing U.S. intermediaries, with the actual beneficiaries in Israel. Direct domestic grantees span CA (5), PA (3), GA (3), and smaller counts in IL, MA, MD, NJ, OH, WI.

The five peer foundations in the database share nearly identical asset profiles (~$36.9M each) and NTEE classification (Philanthropy & Grantmaking, T-series), but differ substantially in geography and likely focus.

All five peer foundations lack public websites in the database, suggesting that private, invitation-only structures are the norm at this asset tier within the T30 NTEE category. CLRC Inc. stands out among this cohort for the specificity and consistency of its giving — its portfolio is tightly focused on a defined community (Jewish philanthropy and Israel) rather than the broader general-purpose grantmaking that characterizes many family foundations of this size. Organizations with strong alignment to Jewish communal priorities may find CLRC Inc. more accessible — through relationship channels — than larger, more bureaucratic foundations at similar asset levels.

No public news, press releases, or program announcements for CLRC Inc. were identified through web research in 2025–2026. The foundation maintains no public presence and does not issue press releases or participate in philanthropy directories.

The most recent IRS data (FY2024 financials) shows total assets of $36,931,320 and revenue of $3,523,511 — both near 10-year highs — suggesting the foundation is well-positioned for continued grantmaking at the $2-3M annual level.

The last major documented activity patterns from 990-PF filings show: a sustained multi-grant commitment to the Nachshon Project (Legacy Heritage Programming XII LLC) through at least three separate award periods; continued capital investment in Israeli medical infrastructure including a single $436,900 grant for an MRI machine at the Soroka Medical Center; and a large cohort round of $10,000 grants to 22+ Jewish summer camps likely disbursed in FY2021 (the highest giving year at $3.19M).

Board composition has remained stable across multiple filing periods, with S. Wexner continuing as the sole officer holding President, Secretary, and Treasurer roles — suggesting no succession or leadership transition has occurred. No new program areas or geographic shifts are detectable from available data.

CLRC Inc. does not accept unsolicited grant applications. This is the single most important thing a grant seeker must understand. The foundation has no published application form, no online portal, no grants page, and no stated application deadline. The IRS filing lists $0 in officer compensation across all periods, confirming this is a volunteer-led family or affinity foundation, not a staffed philanthropic institution.

For Israeli organizations: Your path to funding runs exclusively through an established U.S. American Friends organization. Every Israeli institution in the grant history — Wolfson Medical Center, Clalit Health Services, Soroka Medical Center, Yad Sarah — received funds via a U.S.-registered 501(c)(3) intermediary. Ensure your American Friends entity is in good standing, has recent audit documentation, and can clearly articulate the capital or programmatic need in terms familiar to U.S.-based donors. Infrastructure projects (buildings, medical equipment) have historically received the largest grants.

For Jewish educational and youth organizations: The Camp Ramah network, URJ camps, and Bnei Akiva/Moshava system have all received grants. If your organization operates in the Jewish camping or informal education space, peer introductions from Camp Ramah leadership or the National Ramah Commission — both of which have ongoing relationships with the foundation — are the highest-leverage entry point. Lead with program quality and Jewish identity impact metrics.

For Jewish professional development organizations: The Nachshon Project model — identifying college students and mentoring them into Jewish communal careers — appears to be a defining strategic priority. Organizations proposing talent pipelines, leadership development, or career pathways for Jewish professionals should frame proposals in terms of long-term communal workforce capacity.

Alignment language to use: emphasize Israel-diaspora connection, multigenerational Jewish identity, communal infrastructure, and measurable outcomes (professionals placed, participants served, facilities constructed). Avoid secular framings that don't connect to Jewish community sustainability.