Marrakech
EIN: 23-7148533
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.
Ruling year
1972
President & CEO
Ms. Heather I. LaTorra
Main address
6 Lunar Drive
Woodbridge, CT 06525 USA
EIN
23-7148533
Residential mental health care
Employment
Transitional living
Population served
Adolescents
Adults
Economically disadvantaged people
People with disabilities
Unemployed people
NTEE code
Group Home, Residential Treatment Facility - Mental Health Related (F33)
Employment Procurement Assistance and Job Training (J20)
Group Home, Residential Treatment Facility - Mental Health Related (F33)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Work to Learn
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.
Academy for Human Service Training
The Academy for Human Service Training (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 statewide 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 both virtually and in-person, Monday - Friday from 9:00 a.m. – 3:30 p.m. and generally operate on a 15-week cycle.
Community Support Services
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.
Community Living
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.
Acquired Brain Injury (ABI) Services
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.
Where we work
Accreditations
Commission on Accreditation of Rehabilitation Facilities (CARF) - Employment and Community Services - 3 Year Accreditation 2012
Commission on Accreditation of Rehabilitation Facilities (CARF) - Employment and Community Services - 3 Year Accreditation 2015
CARF International - Employment and Community Services - 3 Year Accreditation 2018
Awards
Equity and Inclusive Opportunity Award 2020
Greater New Haven Chamber of Commerce
Affiliations & memberships
Greater New Haven Chamber of Commerce 1988
Connecticut Community Nonprofit Alliance 1990
CARF International 1991
National Alliance for Direct Support Professionals 2021
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsAverage number of service recipients per month
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Unemployed people, People with disabilities, Adults, Adolescents
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
COVID-19 had a significant effect on services. There were periods of time that people chose to stay home or reduce services. Like many other employers, we also experienced a staffing shortage.
Number of service recipients who are employed
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Unemployed people, People with disabilities
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
The number competitively employed annually depends on number served seeking employment, which can change year to year. Therefore the options to define success for this metric in this form is limited.
Number of clients who report that services/supports are available when needed, even in a crisis
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, People with disabilities, Economically disadvantaged people, Unemployed people, Adolescents
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Measured by percentage internally and therefore based on number served that year. We served less people in 2021, but had a higher percentage (90%) report this than in both previous years.
Goals & Strategy
Reports and documents
Download strategic planHow we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
Marrakech's mission is 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. Marrakech serves individuals with intellectual/developmental disabilities, physical disabilities, mental illness and substance use, as well as youth in foster care, those who are experiencing homelessness, those facing economic challenges.
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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
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, 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 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
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
0.49
Months of cash in 2021 info
6.9
Fringe rate in 2021 info
19%
Funding sources info
Assets & liabilities info
Marrakech
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Marrakech
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Marrakech’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $632,517 | $587,784 | $1,221,177 | $541,692 | $702,144 |
| As % of expenses | 6.2% | 6.4% | 14.4% | 6.7% | 9.0% |
| Unrestricted surplus (deficit) after depreciation | $94,097 | $105,914 | $712,325 | -$21,348 | $149,361 |
| As % of expenses | 0.9% | 1.1% | 7.9% | -0.2% | 1.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $10,814,638 | $9,774,415 | $9,651,656 | $8,568,239 | $8,533,229 |
| Total revenue, % change over prior year | 2.8% | -9.6% | -1.3% | -11.2% | -0.4% |
| Program services revenue | 94.3% | 96.1% | 91.5% | 96.2% | 94.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.2% | 0.3% | 0.0% | 0.0% | 0.2% |
| Government grants | 0.0% | 0.0% | 5.4% | 0.7% | 1.4% |
| All other grants and contributions | 4.9% | 2.8% | 2.8% | 3.2% | 3.2% |
| Other revenue | 0.6% | 0.9% | 0.3% | -0.1% | 0.8% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $10,153,461 | $9,187,371 | $8,493,259 | $8,027,109 | $7,831,085 |
| Total expenses, % change over prior year | 7.3% | -9.5% | -7.6% | -5.5% | -2.4% |
| Personnel | 59.7% | 63.6% | 60.4% | 62.1% | 61.9% |
| Professional fees | 10.3% | 10.3% | 9.8% | 9.6% | 8.8% |
| Occupancy | 8.1% | 8.6% | 10.0% | 9.4% | 9.3% |
| Interest | 3.1% | 3.1% | 3.2% | 3.1% | 2.9% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 18.9% | 14.5% | 16.7% | 15.9% | 17.1% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $10,691,881 | $9,669,241 | $9,002,111 | $8,590,149 | $8,383,868 |
| One month of savings | $846,122 | $765,614 | $707,772 | $668,926 | $652,590 |
| Debt principal payment | $1,256,238 | $227,951 | $481,478 | $12,808 | $563,504 |
| Fixed asset additions | $0 | $0 | $584,330 | $0 | $0 |
| Total full costs (estimated) | $12,794,241 | $10,662,806 | $10,775,691 | $9,271,883 | $9,599,962 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.8 | 3.8 | 3.4 | 4.1 | 6.9 |
| Months of cash and investments | 1.8 | 3.8 | 3.4 | 4.1 | 6.9 |
| Months of estimated liquid unrestricted net assets | 3.5 | 4.2 | 4.8 | 5.5 | 5.6 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $1,505,799 | $2,912,793 | $2,383,467 | $2,773,633 | $4,516,943 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $1,006,074 | $348,337 | $378,395 | $38,698 | $213,934 |
| Gross land, buildings, equipment (LBE) | $16,307,265 | $16,352,037 | $16,949,152 | $17,182,862 | $17,393,916 |
| Accumulated depreciation (as a % of LBE) | 42.2% | 44.7% | 46.2% | 49.0% | 51.6% |
| Liabilities (as a % of assets) | 57.7% | 57.1% | 51.3% | 54.0% | 56.7% |
| Unrestricted net assets | $6,473,018 | $6,578,932 | $7,291,257 | $7,269,909 | $7,419,270 |
| Temporarily restricted net assets | $87,573 | $86,833 | $24,053 | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
| Total restricted net assets | $87,573 | $86,833 | $24,053 | $23,491 | $23,491 |
| Total net assets | $6,560,591 | $6,665,765 | $7,315,310 | $7,293,400 | $7,442,761 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President & CEO
Ms. Heather I. LaTorra
Number of employees
Source: IRS Form 990
Marrakech
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Marrakech
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Marrakech
Board of directorsas of 05/24/2023
Board of directors data
Mr. Steven Shwartz
Suzanne J. Letso
Milestones Behavioral Health
Jeffrey H. Euben
Retired
Bobby Peterson
Consumer Advocate
Ann Arpino
Marcum LLP
Deborah L. Stanley-McAulay
Yale University
Ihssane Khatib
Northwestern Mutual
Greta E. Solomon
Cohen and Wolf, P.C.
David M. Ferretti
Webster Bank
Myra S. Stanley
Yale New Haven Health System
Delores H. Strode
Houlihan Lawrence Wareck D'Ostilio
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 08/24/2021GuideStar 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 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 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.
- 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 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.
Contractors
Fiscal year endingGuideStar Pro Reports
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