Los Angeles, CA   |
GuideStar Charity Check


EIN: 13-3391210


Covenant House California is dedicated to serving all God's children, with absolute respect and unconditional love, to help youth experiencing homelessness, and to protect and safeguard all youth in need. We believe that no young person deserves to be homeless; that every young person in California deserves shelter, food, clothing, education… and most importantly, to be loved. And we believe that it is our responsibility, as a community, to ensure that young people are given the opportunities that they deserve to achieve their dreams.

Ruling year info



Bill Bedrossian

Main address

1325 N Western Avenue

Los Angeles, CA 90027 USA

Show more contact info



Subject area info

Child welfare

Youth organizing

Shelter and residential care

Homeless shelters

Temporary accomodations

Population served info

Children and youth

Homeless people

At-risk youth

Victims of crime and abuse

NTEE code info

Temporary Shelter For the Homeless (L41)

Youth Development Programs (O50)

Low-Cost Temporary Housing (includes Youth Hostels) (L40)

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

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?

Safe Haven

Our emergency shelter programs, where CHC immediately provides for youths’ basic human needs and urgent medical care. They receive a nutritious meal, take a shower with new personal care products, receive new clothes, and sleep in a warm, safe bed. They are then connected to supportive services that will help them thrive.

Population(s) Served
At-risk youth
Homeless people

CHC’s transitional housing program allows young people to refine their independent living skills. For up to two years, they live on campus healing from the trauma they suffered on the streets. They learn to save money and budget to pay rent, utilities and other necessities. They save their money for their first apartment and focus on earning a living wage. During this time they heal from the trauma they endured on the streets as they learn life skills, focus on earning a living wage, and save up money for their first apartment.

Population(s) Served
At-risk youth
Homeless people

Our employment specialists provide career case management, teach youth how to find job openings, apply, interview, dress and behave in the workplace. CHC offers onsite and offsite internship programs allow youth to gain verifiable work experience as well as earn a small stipend. Youth can access a professional clothing closet and transportation assistance through this program as well.

Our education specialists provide education case management, helping youth complete or continue their education. Youth can receive tutoring, mentoring, access to a computer lab, study for their GED, or learn English as a Second Language. In Los Angeles, CHC also partners with Five Keys Charter School to provide onsite opportunities for youth to earn a high school diploma.

Population(s) Served
At-risk youth
Homeless people

Our Street Outreach teams in Los Angeles and the East Bay actively seek out young people experiencing homelessness who may need help. The team assists with critical safety needs by providing transportation to a safe shelter. Young people living on the streets can receive, food, water, hygiene kits, warm clothing, blankets, counseling and referrals to needed services such as medical care and employment and education services. Most importantly, our Street Outreach Program shows youth that they are cared for, and worth being pursued.

At our Day Outreach program, youth receive a nutritious meal, take a hot shower, receive hygiene products, and get new clothing and shoes. They can request and receive medical and mental health services, case management services, and take part in the education and employment program.

Population(s) Served
At-risk youth
Homeless people

For many reasons, not all youth experiencing homelessness are ready or able to be housed. Often, there are not enough beds in the community to house them. For these youth, our Oakland site offers a Drop-In Center where young people can rest during the day, can shower, get a meal, do laundry, have internet access, as well as access to day-programming, case management and referrals to additional services.

Population(s) Served
At-risk youth
Homeless people

CHC provides valuable medical and mental health services for youth experiencing homelessness. In Los Angeles, youth can see a nurse, nurse practitioner, physician and psychiatrist in the Dr. Richard and Patricia Meehan Medical Clinic. In Oakland, youth receive care through a mobile clinic that comes to the shelter, as well as connection with a local FQHC. Youth in either location can receive physical exams, urgent care, immunizations and TB screenings. CHC also provides treatment for chronic health issues, HIV/STD counseling, and helps youth apply for Medi-Cal. Mental Health services are provided by both Licensed LCSWs or MFTs, as well as LCSW and MFT interns.

Population(s) Served
At-risk youth
Homeless people

Since 2000, DreamCatcher Youth Services has been the only safe landing for homeless and disconnected at risk youth in Alameda County who are between the ages of 13-18. Over 90% who have been through DreamCatcher have moved directly into stable housing, further education or employment.

Our youth exit to greater safety and go on to futures they didn’t have the energy to imagine when they first came to us. Over a third of our staff are graduates of our program who returned as adults wanting to give back for all they received, for the ways their lives changed.

Population(s) Served
Children and youth
Homeless people

H20 is CHC’s Rapid Re-Housing program which features short-term housing assistance along with all of CHC’s supportive services. Case managers work with youth and local landlords to find appropriate apartments, then assist youth with move-in costs, rental assistance and weekly case management to ensure success. After two years youth take over their apartment leases.

Population(s) Served
At-risk youth
Homeless people

Our emergency shelter program in Berkeley, CA provides low-barrier access for youth experiencing homelessness. We provide basic necessities, offer case management and counseling, linkages to education, employment and housing, and opportunities for meaningful community involvement.

Population(s) Served
At-risk youth
Homeless people

Youth with a higher level of life skills are placed into our Supportive Apartment program, which provides financial assistance to youth living in off-campus apartments. During their stay CHC provides an ever-lowering percentage of their rent until they are paying the full amount. Youth in this program are responsible for the rest of their bills and personal expenses are continue to have access to all of CHC’s supportive services.

Population(s) Served
At-risk youth
Homeless people

Where we work

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
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 identify where we are less inclusive or equitable across demographic groups, 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 take steps to get feedback from marginalized or under-represented people, 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 demographics (e.g., race, age, gender, etc.), 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 tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection


Fiscal year: Jul 01 - Jun 30

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 0.87 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 1.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 27% 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: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jul 01 - Jun 30

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: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of COVENANT HOUSE CALIFORNIA’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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $2,084,291 $2,585,355 $1,253,984 $5,833,887 $964,157
As % of expenses 16.0% 16.9% 7.1% 30.6% 4.9%
Unrestricted surplus (deficit) after depreciation $1,385,539 $1,882,710 $502,907 $5,149,641 $240,928
As % of expenses 10.1% 11.8% 2.7% 26.1% 1.2%
Revenue composition info
Total revenue (unrestricted & restricted) $15,072,863 $18,526,477 $20,418,547 $23,025,602 $20,289,363
Total revenue, % change over prior year 45.2% 22.9% 10.2% 12.8% -11.9%
Program services revenue 0.5% 0.3% 0.4% 0.4% 0.4%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.4% 0.4% 0.3% 0.3% 0.3%
Government grants 40.6% 43.9% 48.1% 52.5% 46.6%
All other grants and contributions 58.5% 53.1% 51.2% 46.1% 51.8%
Other revenue 0.1% 2.4% 0.0% 0.7% 1.0%
Expense composition info
Total expenses before depreciation $13,050,946 $15,252,881 $17,674,459 $19,051,433 $19,586,286
Total expenses, % change over prior year 39.8% 16.9% 15.9% 7.8% 2.8%
Personnel 61.3% 62.6% 61.4% 58.9% 61.2%
Professional fees 9.2% 7.4% 6.8% 5.3% 7.0%
Occupancy 5.8% 4.9% 4.8% 4.8% 4.7%
Interest 0.8% 0.9% 0.7% 0.7% 0.7%
Pass-through 14.5% 15.3% 17.7% 23.2% 17.7%
All other expenses 8.5% 9.0% 8.6% 7.1% 8.7%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $13,749,698 $15,955,526 $18,425,536 $19,735,679 $20,309,515
One month of savings $1,087,579 $1,271,073 $1,472,872 $1,587,619 $1,632,191
Debt principal payment $0 $0 $859,949 $0 $932,638
Fixed asset additions $1,065,733 $1,273,575 $0 $4,574,076 $1,518,448
Total full costs (estimated) $15,903,010 $18,500,174 $20,758,357 $25,897,374 $24,392,792

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.7 1.2 3.0 1.5 1.4
Months of cash and investments 3.1 2.8 4.5 3.1 2.8
Months of estimated liquid unrestricted net assets 2.9 4.6 3.8 5.2 4.1
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $1,798,128 $1,498,080 $4,472,129 $2,331,360 $2,246,817
Investments $1,601,025 $2,105,094 $2,115,120 $2,598,953 $2,338,355
Receivables $1,652,250 $2,642,010 $2,962,272 $5,096,277 $3,092,999
Gross land, buildings, equipment (LBE) $21,869,529 $23,081,347 $23,729,381 $28,303,457 $29,821,905
Accumulated depreciation (as a % of LBE) 49.5% 49.7% 51.5% 45.6% 45.7%
Liabilities (as a % of assets) 28.9% 26.2% 27.1% 22.4% 20.9%
Unrestricted net assets $12,143,111 $14,025,821 $14,528,728 $19,678,369 $19,919,297
Temporarily restricted net assets $116,100 $779,528 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $116,100 $779,528 $2,285,936 $1,674,128 $620,844
Total net assets $12,259,211 $14,805,349 $16,814,664 $21,352,497 $20,540,141

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


Bill Bedrossian

With 20 years of child welfare and homeless services experience, Bill has served as the CEO of Covenant House CA, since 2014. Bill’s own parents have been foster parents for 30+ years and have adopted 8 of his 11 siblings through the child welfare system. He has a B.S. in Business Administration and Finance from Taylor University, and a Masters of Social Work from Loyola University in Chicago. Bill began his career in social work doing street outreach, residential care and behavioral modification therapy in Chicago until the mid-1990s. He then spent 13 years with the L.A. County Department of Child and Family Services, leaving in 2008, as the agency’s South County Regional Director, overseeing 400+ staff and the total child welfare operations for the region of 1 million + people. In 2010, Bill became the Executive Director at Olive Crest, Los Angeles, and was subsequently appointed as ED of Olive Crest’s Southern California operations in 2012.

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 03/07/2022
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Omid Yazdi

Partner, KMPG, LLP

Kristine Dunn

Partner, Skadden, Arps, Slate, Meagher & Flom

William Brodhead

Attorney, Former United States Congressman, Michigan

John G Mavredakis

Senior Managing Director, Houlihan Lokey Howard & Zukin

Fred Ali

President & CEO, Weingart Foundation

Kelly Gordon

COO, Topson Downs

Ilene Harker

Head of Enterprise Risk, Western Asset Management (Retired)

Ricardo Hartigan

Director, BlackRock

Dennis Jilot

CEO, Specialized Technology Resources, Inc. (Retired)

Michael Kibler

Partner, Simpson Thacher & Bartlet LLP

Daryl Keuter

Sr. Vice President, Bank of America, Small Business Banking

Liza Pano

Senior Vice President, Worldwide Distribution Services, Paramount Pictures

James Rossiter

Chief Revenue Officer, Next Gate Solutions

Gus Anagnos

CISO, University of Southern California

Paul Hanneman

President or Worldwide Theatrical Marketing & Distribution, Twentith Century Fox

Kevin MacLellan

Chairman, Global Distribution and International, NBC Universal

Shantel Williams

Covenant House California Alumni, Youth Advocate

Joy Erven

COO, Supply Line Association of California

Jacqueline Guichelaar

Chief Information Officer, Cisco

Edyth Adedeji

Director, Los Angeles & Southwest Sales, Delta Airlines

Mia DeMontigny

VP, Controller and CFO, SoCal Gas

Landis Graden

CEO, DCG Strategies

Neeta Patel

Founder & CEO at Laxmi Capital LLC

Adam Pettijohn

Business Development Associate, Wedbush Securities

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

Organizational demographics

SOURCE: Self-reported; last updated 3/7/2022

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
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 03/02/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.


Fiscal year ending
There are no fundraisers recorded for this organization.