Covenant House

“The form 990 is prepared by a nationally renowned accounting firm in conjunction with the organization's financial department. A copy of the draft form 990 is presented to the audit committee of the board and once approved; it is distributed to the entire board prior to its filing with the internal revenue service.”

“THE ORGANIZATION REQUIRES ANNUAL DISCLOSURE AND AFFIRMATION OF THE CONFLICT OF INTEREST POLICY BY ALL OFFICERS, DIRECTORS AND KEY EMPLOYEES, which is monitored annually by the Board's Audit Committee. The disclosure statement required each officer, director, and key employee to disclose any business or personal interests, direct or indirect, that the person may have in an organization that completes with or does business with Covenant House International (CHI) or any other organization business/ agency affiliated with CHI. IF A CONFLICT IS DETERMINED TO EXIST, IT MUST BE REPORTED AND ADDRESSED TO THE SATISFACTION OF THE ORGANIZATION. Any other person having a conflict, and attending said meeting, shall retire from the room in which the Board or committee is meeting and shall not participate in the final deliberations or decisions regarding the matter under consideration. Any interested director shall also abstain during such vote. The Minutes of the meeting of the Board or Committee shall reflect that the conflict of interest was disclosed and that the interested person was not present during the final discussion or vote and did not vote.”

“THE PRESIDENT/CEO'S, other officers', and key employees' COMPENSATION are DETERMINED BY THE EXECUTIVE COMMITTEE acting as the compensation committee WORKING IN CONJUNCTION WITH COMPARABILITY DATA SUCH AS SALARY SURVEYS WITH SIMILARLY SIZED NON-PROFITS. PERIODICALLY THE ORGANIZATION HIRES AN INDEPENDENT CONSULTANT TO REVIEW COMPARABLE SALARIES FOR THE PRESIDENT/CEO, OTHER OFFICERS AND KEY EMPLOYEES. GENERALLY THE BOARD EVALUATES COMPENSATION ANNUALLY. THE DETERMINATION IS BASED ON THE PERFORMANCE EVALUATION THAT FACTORS INTO ACCOUNT EFFECTIVENESS, PERFORMANCE, AND ACHIEVEMENT OF GOALS. Records of executive committee's compensation decisions are written by the Board Chair and maintained in the president's folder - human resources department record. This process was last undertaken in fiscal year 2017.”

“Covenant house makes its form 990 available for public inspection upon request and on the organization's website www.covenanthouse.org. Covenant house makes its form 1023, governing documents, conflict of interest policy and financial statments available for public inspection upon request and at management's discretion.”

“The mission of Covenant House is to serve children and youth overcoming homelessness and trafficking. Covenant House provides young people with a bridge from homelessness to hope. For more than four decades, Covenant House has helped more than 1.5 million children and youth transform their lives across North and Central America. Opening with an initial drop-in center in New York City in 1972, Covenant House is now a movement: the largest charity in the Americas dedicated to helping children and youth find safety, shelter, and opportunity. We reach nearly 80,000 youth in 31 cities in six countries annually. Covenant House International, as the central entity, maintains responsibility for overall strategy, policy, and programming across all our Covenant House sites. Our union, framed by our international reach and impact, positions us to advocate with and for young people. We are a bridge from homelessness to hope. Our movement sustains and widens this bridge, sculpted by a diverse array of programs, our trauma-informed practice models of resilience and positive youth development, and our advocacy for public policies that emphasize equity, safety, and opportunity for children and youth. Covenant House International recognizes that safety is a key component in a therapeutic community and foundational to social work practice. In response to the safety needs of our youth, CHI has established child protection committee charged with creating a common core of safety practices designed to reduce risk. The committee process is driven by the needs of the youth we serve, our mission, and our programs. The safety model's conceptual framework views risk management as an interaction among specific safety concerns, the vulnerabilities of at-risk youth, and the administration's capacity to shelter and protect youth proactively and respond to incidents quickly. The child protection system is an articulation that we will serve youth in a secure environment and that we will hold ourselves accountable for their safety. Youth come to us in states of crisis and providing them with a safe environment in which to heal is a fundamental part of our response to trauma and an essential practice in our field. As the agency dealt with more and more young people and opened Covenant Houses across the country and in Canada and Latin America, it became evident that these young people not only needed crisis care but a whole array of services if they were to successfully leave the streets. Today, the agency has a comprehensive set of programs that provide a full range of services to homeless and at-risk young people.”

“PENSION RELATED ACTIVITIES 4,188,720. CHANGE IN VALUE OF SPLIT INTEREST AGREEMENTS 309,125. CHANGE IN VALUE OF BENEFICIAL INTEREST IN TRUST 253,052. Write-off of uncollectible revenues -968,598.”

“the process for selecting an independent accountant and establishing a committee that assumes responsibility for oversight of the audit has not changed from prior years.”