General Information Nonprofit Address Phone Web Site Web Site Facebook Facebook Twitter Twitter Year of Incorporation

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1 Marrakech General Information Contact Information Nonprofit Marrakech Address 6 Lunar Drive Woodbridge, CT Phone (203) Web Site Web Site Facebook Facebook Twitter Twitter Info@Marrakechinc.org At A Glance Year of Incorporation 1971 Organization's type of tax exempt status Organization received a competitive grant from the community foundation in the past five years Public Supported Charity 1

2 Mission & Areas Served Statements Mission Mission To provide residential, employment, support, referral, and advocacy services to individuals with disabilities and people with similar service needs to assist them in exercising their human rights as citizens and contributing members of society. Background Background Marrakech, Inc. was founded in It was the brainchild of two young Yale undergraduates, our founders, Susan Waisbren and Francie Brody. But Marrakech began even before the two decided that New Haven needed a halfway house for young women with intellectual disabilities and even before they had crystallized their belief that any individual with a disability who had a desire to live in the community also had that right. It really began with a young woman named Valerie Chain. Susan had met Valerie through Yale Big Brothers/Big Sisters and the New Haven Regional Center that has long since closed. Susan and Francie came to know Valerie's friends as well. They soon realized how capable these young women with mild intellectual disabilities were, and how they would thrive in a halfway house, which at that time, did not exist in Connecticut. Susan and Francie were unencumbered by any foreknowledge of the frustration and bureaucracy they would be facing. They thought it was simple: New Haven needed a halfway house and they would start one. With the guidance of the Regional Center staff and Dr. Seymour Sarason of the Yale Psycho-Educational Clinic, they did just that. Today, Marrakech continues to empower people to achieve a better quality of life. Our caring, inclusive and supportive team serves over 1300 individuals each year throughout Connecticut. Marrakech is a diverse nonprofit organization that has been providing person-centered, unique, and cost effective human services for children and adults with and without disabilities in Connecticut for over 45 years. They are our neighbors with disabilities, our children transitioning to adulthood, our friends battling with addiction, homelessness, and mental illness, and our community members who need to acquire skills to find a job or make ends meet. We do this by providing homes, building skills, supporting families and helping people reach their potential. The services provided and individuals we support are diverse. But, there is a common goal: assist individuals with achieving greater self-sufficiency while they experience the best quality of life possible. 2

3 Impact Successes in Marrakech has been successful in expanding our social enterprises with the development of our East Street Arts (ESA) center in New Haven. ESA is providing arts-based employment opportunities to people of all abilities. We have obtained small grants to assist us with this development. Since it s opening in 2015, ESA was prominently featured at the Big E in the Connecticut tent, has created an Etsy site for online shopping, developed open studio hours for local artists as well as wine and design nights for the community. In 2016, East Street Arts was named as one of five Creative Communicators by the Arts Council of Greater New Haven. 2. Marrakech has made progress with our efforts toward marketing and branding was our 45 th anniversary year. We had a special logo created, had professional press releases drafted and sent for us, built a two-week radio campaign that led up to Giving Tuesday and produced a new video that was shared at our annual Gala as well as through social media. 3. Marrakech board approved a board-designated endowment fund to be managed by the CFGNH. This is one more step toward reducing our reliance on state funding in the future. 4. We have successfully expanded our person-centered philosophy and have started to shift the organizational culture as a result. Language, policies, and applications have been changed to reflect a more person-centered approach. Two of our staff have been trained as trainers in Person-Centered approaches, and all staff are required to go through a new person-centered training. We have also developed training that can be purchased by other organizations who do not have trainers on staff. 5. Our technology upgrade is almost complete, with a move to cloud-based file storage and Office 365. We have also identified a new HR/Payroll system that will allow for more stream-lined process entry and employeelevel control of data. Goals for Continue our efforts toward our technology upgrade projects to make our processes more streamlined, efficient and effective. 2. Establish our newly approved board-designated endowment fund with The Community Foundation for Greater New Haven and start building toward a future with less reliance on state funding. 3 Apply and receive funding for various capital improvement projects on identified buildings to increase energy efficiency as well as accessibility for the people we support. 4. Develop a culture of accountability across the organization and improve upon current quality assurance systems. 5. Increase the credentials of our staff and the leadership skills of our management team. 3

4 Needs Top 5 Pressing Needs 1. We need to complete our technology upgrades and continue our shift toward 100% electronic documentation as well as satellite training options. 2. We need to reduce our dependence on state funding so that we may expand services at a reasonable cost, have ongoing support for unfunded or underfunded quality of life initiatives, and provide our staff with cost of living adjustments or other incentives that aid with staff retention even when not provided in state contracts. 3. We need to develop funds to improve the accessibility, energy efficiency, appearance and overall functioning of several of our buildings, which has not been possible due to stagnant or reduced state budgets over the last few years. 4. In an environment when we are being asked to do more with less, staff and management accountability is needed more than ever. We need to shift our organizational culture to one of accountability, quality assurance, and continuous quality improvement. 5. We need to create depth on the bench and assist our staff with professional development opportunities that will increase credentials, professionalism, and leadership skills at all levels. CEO Statement Marrakech has been providing person centered, unique, and cost conscious human services for children and adults, with and without disabilities, in Connecticut for over 45 years. I have been working at Marrakech for the past 30 years. In July 2014, I was honored to be appointed the President and CEO of this remarkable organization. I lived the transformation that Marrakech made from a small, mission focused organization, supporting adults with developmental disabilities and/or mental illness in the community to one of the largest, most diverse, nonprofit organizations in Connecticut, with an expanded mission. Our caring, inclusive and supportive team serves over 1,300 people a year. They are our neighbors with disabilities, our children who need homes, our friends battling with addiction, homelessness, and mental illness, and our community members who need to acquire skills to find a job or make ends meet. We do this by providing homes, building skills, supporting families and helping people reach their potential. The result: stronger communities. We are thankful to be able to call upon our community and corporate partners who share our vision for collaboration, the pooling of resources, job placement, mentorship opportunities and for donations. We also work closely with our State Partners in developing cost effective solutions. Balancing mission and financial limitations, which have been growing fast for the past several years, is truly a challenge that we creatively attack on a daily basis. Empowering people does not start and stop with the individuals we provide supports to, we consciously support our own (900) staff in career development, home ownership, education and training which also in turn builds our communities. It is tremendously satisfying to work for our consumers, our staff and other stakeholders and ultimately for our community at large. Heather LaTorra President and CEO 4

5 Board Chair Statement It is my honor and privilege to be the Chairman of the Board of Directors of Marrakech. As someone who spends his working time on for-profit activities, it is always a breath of fresh air to interact with the Marrakech staff and consumers. The Marrakech management team and employees have dedicated their careers to helping others and they do in such a spirited fashion that it is always an invigorating experience. I became interested in Marrakech because I have a daughter with an intellectual disability. I began to learn about the organization, meet the staff and consumers, and very quickly realized that Marrakech is a very special organization. It takes a special kind of person to work with people that have special needs. And it takes a really special kind of person to do this year after year as a career. One of the remarkable characteristics of Marrakech is the number of individuals that have long-service tenure with Marrakech. These individuals are honored each year and I am always amazed at the number of 5, 10, 15, 20, 25 and even 30-year employees. These are truly special individuals and I am proud to be associated with them. We have an all-volunteer Board at Marrakech. Board members include professionals from various disciplines as well as parents and family members of Marrakech consumers. From a governance perspective, most Board members serve on committees that oversee areas including Finance, Strategic Planning,Development, and Board Membership. The Finance Committee reviews financial statements every other month, drills down into key financial topics with the executive team, and oversees executive compensation. Progress on Strategic Planning and Development goals and objectives are reviewed at every Board Meeting. The Nominating Committee oversees Board Membership and attempts to find Board Members that meet the goals set by the Strategic Planning Committee for Board composition. The Board works very closely with the CEO of Marrakech, Heather LaTorra, and other executive staff. I know I speak for the entire Board when I say that we are very lucky to have an executive of such high integrity and competence. Service Categories Primary Organization Category Secondary Organization Category Mental Health & Crisis Intervention / Residential Mental Health Treatment Employment / Employment Preparation & Procurement Areas Served Ansonia Bethany Branford Cheshire Derby East Haven Guilford Hamden Lower Naugatuck Valley Madison Milford New Haven North Branford North Haven Orange Oxford Seymour Shelton 5

6 Shoreline State wide Wallingford West Haven Woodbridge 6

7 Programs Programs Work to Learn Description The Work Learn Programs, located in New Haven, and Waterbury are funded by the Department of Children and Families. ECE/BCE provides services for youth, ages fourteen to twenty-three years old, who are currently in or transitioning from foster care services. This program provides educational, vocational, employment, financial literacy, life skills, personal and community connections, and other support services. Youth also have the opportunity to take part in onsite youth businesses as well as community internships and receive a modest stipend as compensation for their work. Once a youth has successfully completed an internship, he or she may begin to look for community employment. In order to be referred to this phase of service, the youth must demonstrate the skills and ability to work independently in the community (mastery of life skills, good communication and vocational skills, transportation plan, etc.). The youth will work with the job developer to find employment. Budget $693, Category Youth Development, General/Other / Population Served At-Risk Populations / / Program is linked to organization s mission and strategy Short Term Success Graduation from High School, interaction with healthy adult role models, establishing financial goals, acquiring life skills, leadership development, and employment skills. Participation in community service projects. The goal of the program is for of the youth to acquire the skills they need to be productive participating members of society. Long Term Success Program Success Monitored By The programs goals are to help young people achieve success in education, employment, and life skills. In 2017, the program received $20,000 in grants from the Annie E. Casey Foundation to support youth transitioning from foster care services. The first grant will provide youth in foster care $10,000 towards matching funds for education, housing, health care, and transportation. The second $10,000 grant was awarded for financial coaching integration as part of the program structure. Examples of Program Success The Department of Children and Families Services chose Marrakech to expand the program into the Waterbury area. Marrakech is the only agency to have two locations. Marrakech is being viewed as the model program for the State. 7

8 Academy for Human Service Training Description The Academy for Human Service Training located in Waterbury and Bridgeport (AHST) prepares individuals for entry-level careers in the Human Service or Customer Service fields through a combination of classroom and hands-on training. The program provides occupational skills training, assistance with basic education needs, case management, as well as job placement and retention activities. Instructors for this program are typically managers or administrators in the human service field who have participated in Train the Trainer activities to be eligible to teach certification and other specialized course or who have the direct experience and knowledge about the topic being addressed. Follow up services are provided post-graduation for a minimum of 90 days up to 1 full year. Classes are held Monday - Friday from 9:00 a.m. 3:30 p.m. and generally operate on a 12-week cycle. Budget $195, Category Employment, General/Other / Job Training & Employment Population Served Unemployed, Underemployed, Dislocated / Adults / Program is linked to organization s mission and strategy Short Term Success Students will graduate with a wide range of skills and certifications. In addition to these certifications the students will be required to complete the National Customer Service assessment in order to obtain this nationally recognized credential. Upon completion of the program students receive case management services and coaching and assistance with acquiring employment. Long Term Success Program Success Monitored By Examples of Program Success Training for individuals who are unemployed or underemployed to work in entry level positions in the Customer Service and Human Services field. The competency based curriculum is designed to provide broad based exposure, education and experience in many areas of Human Service, but with a focus on developmental disabilities, and customer service. This program is monitored by Connecticut Works and the Department of Labor. Marrakech has had several Academy graduates progress into senior management roles. The goal of Marrakech is to hire at least 50% of the graduating class, and assist in placing the additional graduates with other Human Services agencies. 8

9 Community Support Services Description Provides services to individuals with a developmental disability who are living in their family home, as well as to adults living in their own apartments who receive less than 24/7 supports. Staff work with each individual to increase independence at home, self-help skills, household management, budgeting, recreation and leisure planning, socialization and safety skills in the community. Budget $21,118, Category Human Services, General/Other / Population Served Program is linked to organization s mission and strategy Short Term Success Long Term Success Program Success Monitored By Examples of Program Success People/Families with People of Developmental Disabilities / / Adults To establish more traditional and non-traditional living arrangements in order to provide services to more individuals in need and to maximize community and agency resources to increase the number of holiday/special event functions that will decrease the social isolation of consumers. Learning to live independently in the community developing life skills such as employment, cooking, cleaning, and finaincial literacy Department of Developmental Services meets every six months with the case managers to evaluate program success and develop future goals for each individual receiving support. First agency in state of Connecticut to provide new waiver service, Shared Living. 9

10 Community Living Description Community Living Arrangements and Intermediate Care Facilities are licensed Group Homes providing residential services to individuals with Developmental Disabilities. 24-hour support is provided. Group Homes range from three-bed programs up to seven-bed programs. With the ultimate goal of increased independence, all service plans are individualized and person centered. Locations are statewide. Budget $10,390, Category Human Services, General/Other / Population Served Program is linked to organization s mission and strategy Short Term Success Long Term Success Program Success Monitored By People/Families with People of Developmental Disabilities / / Adults A good quality of life. Helping individuals through individual plans to reach their potential. The program is monitored regularly by the State of Connecticut Department of Disabilities. Goals, plans, and measurements are developed for each individual and reviewed by case managers. Examples of Program Success Acquired Brain Injury (ABI) Services Description The ABI department provides services to individuals who qualify for the Connecticut ABI waiver I and II under Title 19. Services provided include pre-vocational skills, independent living skills training (ILST), supported employment, companion services, respite services, Recovery Assistant, family training and community living support services. Service plans are individualized to the persons being served and may range from a few hours per week to 24/7 support. Marrakech does not maintain a waitlist for services. However, there is typically a short period of time between point of referral and start of services while we identify and hire qualified staff or while housing is being located. Services are available statewide. Budget $2,000, Category Human Services, General/Other / Personal Social Services Population Served Adults / People/Families with of People with Physical Disabilities / Unemployed, Underemployed, Dislocated Program is linked to organization s mission and strategy Program Comments CEO Comments Programs Provided by Marrakech, Inc. Academy for Human Service Training 10

11 Acquired Brain Injury Services Children and Youth Services Community Experience Program Family Supports and Respite Services Group Homes (ICF and CLA) Independent Living Support Services (CSS and SLS) Outreach and Engagement Case Management Services Personal Care Assistance Services Supported Employment Program SHP Vocational Services Taking Initiative Center Vocational Rehabilitation Program Work/Learn Centers Work Services Young Adult Services 11

12 Leadership & Staff CEO/Executive Director Ms. Heather I. LaTorra Term Start July Staff Number of Full Time Staff 537 Number of Part Time Staff 320 Number of Volunteers 45 Number of Contract Staff 14 Staff Retention Rate 87% Staff Demographics - Ethnicity African American/Black 616 Asian American/Pacific Islander 5 Caucasian 136 Hispanic/Latino 77 Native American/American Indian 1 Other 22 Two or more ethnicities Staff Demographics - Gender Male 276 Female 581 Unspecified 0 Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Years Strategic Plan Considers 10 Date Strategic Plan Adopted July 2013 Management Succession Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy 12

13 Document Destruction Policy Former CEOs and Terms Name Term Mr. Francis E. McCarthy June June 2014 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency Non Management Formal Evaluation Non Management Formal Evaluation Frequency Annually Annually Annually Collaborations 1. As the leading organization within our Taking Initiative Center (TIC), we collaborate with Easter Seals and the APT Foundation. 2. We collaborate with Gateway Community College and for developing a better system of identifying educational needs of youth in foster care prior to their 1st semester of college to encourage them to reach their needs and goals. Affiliations Affiliation Year Connecticut Association of Nonprofits 1990 Greater New Haven Chamber of Commerce

14 Board & Governance Board Chair Mr. Steven P. Shwartz Company Affiliation Device42 Inc. Term Jan 2009 to Jan 2018 Board of Directors Name Ms. Ann Arpino CPA Mr. Louis J. Celentano Ms. Lisa C. Diggs Mr. Jeffrey Euben Mr. Ihssane Khatib Ms. Kathleen Koenig MSN, APRN Mr. Stephen Lane Ms. Suzanne Letso Ms. Sheila E. Masterson Mr, Bobby Peterson Ms. Greta E. Solomon Esq. Ms. Deborah Stanley-McAulay Ms. Evelyn-Frizzle Streater-Frizzle Ms. Ruth Werth Affiliation Marcum LLP Retired UIL Holdings Corporation Yale University Northwestern Mutual Yale Child Study Center USI Connecticut Services, LLC Connecticut Center for Child Development Whalley Avenue Special Serices District Consumer Advocate Cohen and Wolf, P.C. Yale University Retired William Raveis Board Demographics - Ethnicity African American/Black 3 Asian American/Pacific Islander 0 Caucasian 11 Hispanic/Latino 0 Native American/American Indian 0 Other 1 Arab-Berbers Board Demographics - Gender Male 6 Female 9 Unspecified 0 Governance 14

15 Board Term Lengths 3 Board Term Limits 0 Board Meeting Attendance % 60% Number of Full Board Meetings Annually 6 Written Board Selection Criteria Written Conflict of Interest Policy Percentage Making Monetary Contributions 100% Percentage Making In-Kind Contributions 7% Constituency Includes Client Representation Standing Committees Development / Fund Development / Fund Raising / Grant Writing / Major Gifts Finance Personnel 15

16 Financials Financials Fiscal Year Start July Fiscal Year End June Projected Revenue $38,025, Projected Expenses $37,775, Endowment Value $27, Spending Policy N/A Percentage (if selected) 0% Detailed Financials Prior Three Years Total Revenue and Expense Totals Chart Fiscal Year Total Revenue $10,516,992 $10,565,676 $10,084,360 Total Expenses $10,035,168 $10,114,666 $10,014,014 Prior Three Years Revenue Sources Chart Fiscal Year Foundation and Corporation $167,182 $242,473 $62,461 Contributions Government Contributions $0 $0 $0 Federal State Local Unspecified Individual Contributions Indirect Public Support Earned Revenue $10,191,393 $10,134,341 $9,785,262 Investment Income, Net of Losses $4 $36,764 $37,415 Membership Dues Special Events $145,807 $140,608 $73,001 Revenue In-Kind $54, Other $12,606 $11,490 $126,221 Prior Three Years Expense Allocations Chart 16

17 Fiscal Year Program Expense $8,749,106 $9,321,845 $9,008,119 Administration Expense $1,238,172 $720,702 $932,366 Fundraising Expense $47,890 $72,119 $73,529 Payments to Affiliates Total Revenue/Total Expenses Program Expense/Total Expenses 87% 92% 90% Fundraising Expense/Contributed Revenue 15% 19% 54% Prior Three Years Assets and Liabilities Chart Fiscal Year Total Assets $17,251,360 $19,348,428 $18,681,143 Current Assets $3,087,106 $3,556,570 $2,407,538 Long-Term Liabilities $7,732,572 $11,001,689 $10,969,844 Current Liabilities $3,030,954 $2,390,729 $2,206,299 Total Net Assets $6,437,834 $5,956,010 $5,505,000 Prior Three Years Top Three Funding Sources Fiscal Year Top Funding Source & Dollar Amount -- DSS $1,525,553 DSS $1,232,889 Second Highest Funding Source & Dollar Amount -- DCF $788,377 DCF $973,881 Third Highest Funding Source & Dollar Amount -- Bureau of Rehabilitation Services $705,599 Dept. Mental Health & Addiction Services $726,674 Solvency Short Term Solvency Fiscal Year Current Ratio: Current Assets/Current Liabilities Long Term Solvency Fiscal Year Long-Term Liabilities/Total Assets 45% 57% 59% Capital Campaign Currently in a Capital Campaign? No Goal $0.00 Comments Foundation Staff Comments This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit s board. The Foundation has not audited the organization s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and 17

18 updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile. 18

19 Created Copyright 2018 The Community Foundation for Greater New Haven 19