SOMOS MAYFAIR INC

EARLY SCHOOL SUCCESS: FINALLY, OUR FAMILY RESOURCE CENTER (FRC) TEAM HAD ANOTHER IMPACTFUL YEAR, BEGINNING WITH THE SUCCESSFUL IMPLEMENTATION OF BRIDGE TO KINDER IN PARTNERSHIP WITH ARUSD. THIS PROGRAM WAS OFFERED AT BOTH LINDA VISTA AND SAN ANTONIO ELEMENTARY SCHOOLS, WITH 65 STUDENTS ENROLLED AT EACH SITE. TO FURTHER SUPPORT THE HEALTHY DEVELOPMENT OF THESE YOUNG LEARNERS, WE COMPLETED 46 AGES AND STAGES QUESTIONNAIRES, ALLOWING US TO BETTER TRACK AND RESPOND TO EACH CHILD'S GROWTH NEEDS. THIS YEAR ALSO SAW THE EXCITING LAUNCH OF LOS COMPADRES, A PROGRAM DEDICATED TO ENGAGING FATHERS IN THE COMMUNITY. WE ARE PROUD TO CURRENTLY HAVE 7 ACTIVE LEADERS, WITH PROGRAMMING DESIGNED TO ADDRESS IMPORTANT TOPICS SUCH AS DOMESTIC VIOLENCE, CHILD ABUSE PREVENTION, RAISING LGBTQ+ CHILDREN, AND MENTAL HEALTH. IN PARTNERSHIP WITH THE PALO ALTO JUNIOR MUSEUM, OUR PAINTER FRC SITE BEGAN OFFERING QUARTERLY PROGRAMMING THAT INTRODUCES CHILDREN AND THEIR FAMILIES TO DIFFERENT ANIMALS AND LEARNING OPPORTUNITIES. ADDITIONALLY, WE LAUNCHED SATURDAY PROGRAMMING AT BOTH OF OUR FRC SITES, FOCUSING ON KEY AREAS SUCH AS MEDICAL ENROLLMENT, ART AND WELLNESS, AND HEALTH AND NUTRITION. OVERALL, THROUGH THESE AND OTHER INITIATIVES, OUR FRCS HAVE SERVED MORE THAN 1,224 PARTICIPANTS THIS YEAR. OUR PARENTCHILD+ PROGRAM HAS BEEN A CORNERSTONE OF THESE SERVICES, DELIVERING OVER 8,000 HOME VISITS TO FAMILIES. THE PROGRAM CURRENTLY HAS 30 CAREGIVERS AND 33 CHILDREN ENROLLED, WITH 15 CHILDREN AND THEIR CAREGIVERS GRADUATING LAST SEPTEMBER. WE HAVE ALSO CREATED NEW OPPORTUNITIES FOR CAREGIVERS THROUGH THE BE STRONG FAMILIES PARENT CAFE SERIES, WHICH BROUGHT TOGETHER 15 PARENTS TO SHARE THEIR STORIES AND BUILD A SENSE OF COMMUNITY. THIS SERIES WAS INTEGRATED WITH OUR MONTHLY PARENTCHILD+ CONNECTIONS MEETINGS, FURTHER CONNECTING PARTICIPANTS TO THE LARGER NETWORK OF SUPPORT WITHIN THE FRC. OUR DEVELOPMENTAL SUPPORT FOR CHILDREN HAS ALSO BEEN ROBUST, AS WE ADMINISTERED 167 AGES AND STAGES QUESTIONNAIRES (ASQ-3 AND ASQ-SE) THROUGHOUT THE YEAR. THESE ASSESSMENTS WERE CONDUCTED AT THE BEGINNING, MIDDLE, AND END OF THE PROGRAM TO TRACK DEVELOPMENTAL PROGRESS AND SET PERSONALIZED GOALS FOR EACH CHILD. AS A RESULT, WE WERE ABLE TO MAKE OVER 10 REFERRALS FOR CHILDREN TO RECEIVE SPECIALIZED SERVICES WHERE NEEDED, ENSURING THEY GET THE SUPPORT NECESSARY FOR HEALTHY DEVELOPMENT.

SI SE PUEDE COLLECTIVE (SSPC) THE SI SE PUEDE COLLECTIVE (SSPC) IS COMPRISED OF FIVE NEIGHBORHOOD-BASED ORGANIZATIONS WORKING TOGETHER TO LEVERAGE SHARED RESOURCES, ADVANCE A NO-WRONG-DOOR APPROACH TO SERVICES, AND REALIZE A SHARED VISION OF A THRIVING MAYFAIR. SOMOS CURRENTLY SERVES AS THE BACKBONE ORGANIZATION, COORDINATING FUNDRAISING, DISTRIBUTING SHARED RESOURCES, AND SUPPORTING COLLECTIVE AGENDA-SETTING, WHILE PARTNER ORGANIZATIONS TAKE LEAD OR SUPPORT ROLES DEPENDING ON THE INITIATIVE.IN FY25, THE COLLECTIVE FOCUSED ON STRENGTHENING SHARED INITIATIVES, COMPLETING MULTI-YEAR PROJECTS, AND PREPARING FOR THE NEXT PHASE OF COLLECTIVE GOVERNANCE AND PLANNING.THE SILICON VALLEY GUARANTEED INCOME PROJECT COMPLETED ITS FINAL ROUND OF DIRECT SUPPORT TO PARTICIPATING FAMILIES AND ENTERED THE CONCLUDING RESEARCH PHASE IN PARTNERSHIP WITH THE UNIVERSITY OF CALIFORNIA, SAN FRANCISCO (UCSF).UNDER THE CHILDREN AND YOUTH MASTER PLAN, THE COLLECTIVE FINALIZED CONTRACTING AND BEGAN IMPLEMENTATION UNDER THE LEADERSHIP OF GRAIL FAMILY SERVICES AND SOMOS. THE SSPC SECURED CITY FUNDING AND ADVOCATED FOR AN ADDITIONAL $500,000 FROM SANTA CLARA COUNTY TO SUPPORT IMPLEMENTATION AT THE COUNTY LEVEL.IN THE AREA OF COMMUNITY DEVELOPMENT, THE COLLECTIVE COMPLETED A TWO-YEAR LEARNING AND EXPLORATION PHASE TO EVALUATE MODELS FOR COMMUNITY-LED DEVELOPMENT. FOLLOWING THIS PROCESS, THE COLLECTIVE SELECTED A COMMUNITY DEVELOPMENT CORPORATION (CDC) MODEL AND BEGAN PREPARATIONS TO FORMALIZE AND LAUNCH THE STRUCTURE IN FY26.THROUGH JOBS TO GROW, THE COLLECTIVE COMPLETED A SECOND COHORT-BASED TRAINING MODEL, CONTINUING TO SUPPORT CHILDCARE PROVIDERS AND FOOD ENTREPRENEURS THROUGH CAPACITY-BUILDING AND WORKFORCE DEVELOPMENT PATHWAYS.FY25 ALSO SERVED AS A PLANNING YEAR FOR THE COLLECTIVE. SSPC BEGAN EARLY CONVERSATIONS ABOUT STRATEGIC PLANNING AND EXPLORED THE POSSIBILITY OF ROTATING THE BACKBONE ROLE IN FUTURE YEARS TO SUPPORT SHARED LEADERSHIP AND LONG-TERM SUSTAINABILITY. A FULL STRATEGIC PLANNING PROCESS IS ANTICIPATED TO LAUNCH IN FY26.