Teach for Bangladesh

What it reported doing in 2024

Teach For BangladeshThe key updates and achievements of the Teach For Bangladesh (TFB) for the period of October 2024 to September 2025 were as follows: Recruitment, Selection & Matriculation: During the October 2024 to September 2025 cycle, the Recruitment and Youth Mobilization team demonstrated strong momentum recruiting the 2026 Cohort, expanding Teach For Bangladeshs reach while strengthening the overall recruitment pipeline. The team successfully attracted over 4,400 registrations from 75 universities across 9 countries, indicating growing visibility and relevance among high-potential youth both nationally and internationally. A key achievement during this period was the conversion of this interest into 1,380 applications, exceeding the set target. This reflects not only effective outreach strategies but also improved candidate engagement throughout the funnel. The recruitment process itself maintained a high level of rigor, with approximately 200 candidates assessed through seven Assessment Centers, ensuring that selection remained aligned with the organizations leadership competencies and long-term vision. The matriculation journey also showed encouraging progress. Over 40 accepted Fellows participated in school visits and onboarding processes prior to joining, which helped build early connection with the mission and classroom realities. Ultimately, 36 Fellows were successfully placed in classrooms in Jan 2026, marking a strong completion of the recruitment-to-placement pipeline. On the youth mobilization front, the team significantly expanded its engagement footprint. Through 19 events, more than 5,500 students were reached, creating awareness and sparking interest in educational leadership. The Campus Ambassador program, with 50 ambassadors across 20 universities, played a critical role in decentralizing outreach and strengthening peer-led engagement. Initiatives such as Agents of Change 4.0, which engaged over 250 participants across 19 universities, positioned Teach For Bangladesh as a platform for youth leadership and social impact beyond the Fellowship itself. An important strategic development during this cycle was the initial shift from a volume-driven approach to a more quality-focused recruitment strategy. While this transition is still evolving, early stepssuch as increased one-on-one candidate engagement and closer alignment with program expectationsindicate a move toward more intentional selection. However, further clarity is needed in defining recruitment quality metrics and systematically integrating program feedback into selection decisions. Overall, the period reflects a strong and effective execution of core recruitment and mobilization functions, alongside early progress toward strategic shifts. Moving forward, the focus should be on deepening quality benchmarks, strengthening data-driven decision-making, and ensuring that youth engagement efforts translate into sustained participation in the movement.Students Holistic Growth & Community Engagement: 72 Fellows from the 2025 cohort successfully completed Winter Academy 12 (Nov-Dec 2024), and successfully joined the classrooms in January 2025. Winter Academy's structured training and the inclusion of community projects further reinforced Fellows readiness to lead in challenging contexts. By September 2025, there were a total of 130 Year 1 and Year 2 Fellows in our Fellowship program. Our team is moving beyond the classroom to influence the broader educational ecosystem. From March to October 2024, we conducted seven (07) Head Teachers Engagement Programs (HTEP) across our four regions, bringing together school leaders and government education officials to align on our vision for equity. The impact of this collaboration is clear: 93% of Head Teachers and Government Officials shared that they want more Fellows in their schools and are now actively advocating for the Fellowship to others within the national education system. We are seeing a powerful "leap

Financial Efficiency

• Mission deployment rate: 95%; rating input score 95
• Program expense ratio: 85%; rating input score 85
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Scored; rating input score 0
• Grant itemization coverage: Scored; rating input score 0
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 3 of 7 controls in place; rating input score 43
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Fail
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Fail
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -11.7%; rating input score 15; 15th percentile among comparable filings
• Total-asset coverage ratio: 0.09; rating input score 4; 4th percentile among comparable filings
• Liabilities to assets ratio: 0.3; rating input score 25; 25th percentile among comparable filings
• Officer compensation ratio: 0%; rating input score 81; 81st percentile among comparable filings

Growth

• Program expense growth: 4.5% per year; rating input score 100; 39th percentile among comparable filings
• Revenue growth: 4.7% per year; rating input score 100; 42nd percentile among comparable filings
• Asset growth: 5.2% per year; rating input score 100; 39th percentile among comparable filings