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 collectiveour si se puede collective (sspc) also made great strides. In fy24, we focused on four joint initiatives, the most significant being the jobs to grow program. Through this initiative, we trained 124 residents in childcare and food preparation, equipping them with the skills to either start their own businesses or join a cooperative model. We are particularly excited to expand this work, as we help cohorts of new entrepreneurs develop their business models and navigate the cooperative ecosystem. In collaboration with destination home, we continued to support 150 families through the silicon valley guaranteed income program, providing them with $1,000 per month. This additional income has been life-changing for many, and the extended partnership allows us to study the long-term impacts of guaranteed income on family wellbeing. The sspc also secured a $1 million investment to explore the development of community development corporations (cdcs) in mayfair and surrounding areas. This investment will help us lay the groundwork for community-owned housing and economic development, advancing our goal of building generational wealth in our neighborhood.

Leadership development: as community members recognize their strengths and abilities through our educational programs, mentorship, and intentional practice, we sustain a leadership brand that generates more leaders. In somos' universidad popular de mayfair (upm), community leaders own their growth, develop their skills, and deepen their analysis of social and economic issues to catalyze changes impacting the neighborhood. During fy24 we trained 169 leaders and promotores in our year long upm; and, 162 community members were active in our mutual aid support strategy, as a way to promote resiliency and cooperativism in the neighborhood. To address the need for self-care and recovery efforts, we prioritized training in somatic and wellbeing practices and trained 18 practitioners across all teams. During this fiscal year, somos mayfair recognized over 270 committed leaders (promotores and volunteers) who took on leadership roles across all projects in the organization.economic opportunity: families need increased economic opportunities to break away from cycles of generational poverty. Through somos fuertes, the organization continues to support two worker-owned cooperatives to further advance economic mobility and justice in mayfair and the broader south bay. During this fiscal year, the fuertes team increased its professional development efforts, centering their support on workers learning how to navigate virtual spaces and technology. We also convened a cohort of "traditionally excluded workers and staff members working together to map the new iteration of fuertes and identify a new advocacy priority for the team. During fy24, 51 community members participated in our professional development training.