SOMOS MAYFAIR INC

As filed

Subsection

03

NTEE code

S220

Classification

1000

Street

1695 ALUM ROCK AVE 10

These codes are the IRS's own and are shown exactly as filed. What each one means is in the Business Master File documentation (opens in a new tab).

Mission and programs · 2024

• 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.

  Expenses $1,200,071

• 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.

  Expenses $927,472

• IN OUR HANDSIN FY25, SOMOS ADVANCED COMMUNITY POWER THROUGH ORGANIZING, YOUTH LEADERSHIP, AND SCHOOL-BASED ADVOCACY EFFORTS THAT ELEVATED RESIDENT VOICE AND PROTECTED CRITICAL NEIGHBORHOOD INSTITUTIONS.THROUGH VECINOS ACTIVOS, COMMUNITY LEADERS ENGAGED IN CAMPAIGNS THAT PREVENTED THE CLOSURE OF LEE MATHSON AND HUBBARD SCHOOLS. IN FY25, 202 UNDUPLICATED COMMUNITY LEADERS PARTICIPATED IN ORGANIZING AND ADVOCACY THROUGH VECINOS ACTIVOS AND RELATED CAMPAIGNS. THROUGH REPEATED ENGAGEMENT ACROSS MEETINGS, ACTIONS, AND OUTREACH EFFORTS, THESE LEADERS GENERATED 1,179 INSTANCES OF PARTICIPATION, DEMONSTRATING SUSTAINED LEADERSHIP AND DEEP INVOLVEMENT. THIS COLLECTIVE EFFORT RESULTED IN A SUCCESSFUL CAMPAIGN THAT PREVENTED THE CLOSURE OF LEE MATHSON AND HUBBARD SCHOOLS, INCREASING MATHSON'S ENROLLMENT FROM APPROXIMATELY 180 STUDENTS TO NEARLY 500. THIS CAMPAIGN STRENGTHENED RESIDENT LEADERSHIP AND MARKED THE FIRST TIME THE ORGANIZATION COLLECTIVELY SELECTED A UNIFIED CAMPAIGN DIRECTION, SHARPENING LEADERSHIP PATHWAYS AND CIVIC ENGAGEMENT STRATEGY.JVENES ACTIVOS YOUTH LEADERS DEEPENED THEIR CIVIC ENGAGEMENT AND LEADERSHIP DEVELOPMENT THROUGHOUT THE YEAR. YOUTH PARTICIPATED IN ADVOCACY-FOCUSED LEARNING SPACES, COMMUNITY STORYTELLING, AND PUBLIC ENGAGEMENT OPPORTUNITIES THAT STRENGTHENED CONFIDENCE, POLITICAL AWARENESS, AND BELONGING. THESE EXPERIENCES SUPPORTED YOUTH IN SHAPING NARRATIVES ABOUT THEIR COMMUNITY WHILE CONTRIBUTING TO BROADER ORGANIZING GOALS.THROUGH EMPUJE, PARENTS ENGAGED IN SCHOOL-BASED ORGANIZING THAT STRENGTHENED FAMILY VOICE AND ADVOCACY WITHIN ALUM ROCK UNION SCHOOL DISTRICT, INCLUDING EFFORTS TO PROMOTE INCLUSIVE SCHOOL POLICIES AND ADVANCE YOUTH AND FAMILY PRIORITIES THROUGH DISTRICT AND CITY-LEVEL PLANNING PROCESSES. FAMILIES ALSO CONTRIBUTED TO ADVOCACY EFFORTS SUPPORTING THE ADOPTION OF THE CITY OF SAN JOS CHILDREN AND YOUTH MASTER PLAN, ENSURING YOUNG PEOPLE'S NEEDS REMAIN PRIORITIZED IN CITY PLANNING.

  Expenses $607,852

• LEADERSHIP DEVELOPMENT REMAINED A CORE STRATEGY ACROSS ALL SOMOS PROGRAMS IN FY25, REINFORCING PATHWAYS FOR COMMUNITY MEMBERS TO BUILD SKILLS, CONFIDENCE, AND COLLECTIVE POWER.THROUGH UNIVERSIDAD POPULAR MAYFAIR (UPM), 310 COMMUNITY MEMBERS PARTICIPATED IN LEADERSHIP DEVELOPMENT WORKSHOPS FOCUSED ON POLITICAL EDUCATION, ADVOCACY, HEALING PRACTICES, AND STORYTELLING. THE DIAMANTES NETWORK SUSTAINED A BASE OF 100 ACTIVE LEADERS AND LAUNCHED TEN MENTORING CIRCLES TO FOSTER MUTUAL SUPPORT AND SKILL SHARING.ANNUAL LEADERSHIP SURVEYS SHOWED 100 PERCENT OF PARTICIPANTS REPORTED TRUSTED RELATIONSHIPS WITHIN SOMOS AND A DESIRE TO CONTINUE LEADING IN THEIR COMMUNITY. A LEADERSHIP RETREAT CENTERED HEALING, SOMATIC PRACTICES, AND NARRATIVE TRANSFORMATION, STRENGTHENING LEADERS' RESILIENCE AND SENSE OF BELONGING.SOMOS ADVANCED ECONOMIC OPPORTUNITY THROUGH WORKFORCE DEVELOPMENT, COOPERATIVE MODELS, AND ECONOMIC JUSTICE ADVOCACY FOCUSED ON EXCLUDED WORKERS.THE FUERTES PROGRAM EXPANDED ECONOMIC JUSTICE EFFORTS BY SUPPORTING WORKER LEARNING EXCHANGES, GOVERNANCE DEVELOPMENT, AND RESEARCH TO ESTABLISH A REGIONAL WORKER COOPERATIVE HUB THROUGH THE LA ESQUINA PARTNERSHIP. THESE EFFORTS RESULTED IN A PRE-DEVELOPMENT GRANT AND INCREASED VISIBILITY THROUGH REGIONAL AND NATIONAL CONVENINGS.THE FUERTES PROMOTOR NETWORK EXPANDED TO 34 LEADERS, WITH NINE NEW PROMOTORES JOINING IN FY25. PROMOTORES ENGAGED IN MENTAL HEALTH, ENVIRONMENTAL JUSTICE, IMMIGRATION, AND PUBLIC HEALTH WORK WHILE ACCESSING PAID LEADERSHIP OPPORTUNITIES AND FACILITATING WORKSHOPS AT REGIONAL AND NATIONAL GATHERINGS. MORE THAN 16 PROMOTORES ACCESSED WORK OPPORTUNITIES THROUGH FUERTES.FY25 MARKED THE OFFICIAL LAUNCH OF TEJER, THE SOUTH BAY'S ONLY ECONOMIC JUSTICE ADVOCACY COMMITTEE REPRESENTING EXCLUDED WORKERS. TEJER MEMBERS LED PARTICIPATORY RESEARCH AND CAMPAIGN DEVELOPMENT TO INFLUENCE POLICIES THAT REMOVE BARRIERS TO COOPERATIVE OWNERSHIP AND WORKER POWER.TOGETHER, THESE EFFORTS POSITIONED COOPERATIVES AS A VIABLE PATHWAY TO QUALITY JOBS, WEALTH BUILDING, AND LONG-TERM COMMUNITY ECONOMIC STABILITY.

  Expenses $1,863,243 · Revenue $25,437

As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here.

Officers and directors · 2024

As listed in Part VII of the 2024 return, in the order the filer printed them. Each return names its own; this is not a roster the organization keeps with us.

Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us. Earlier years are each on their own filing page.

Filings

• 2024

  Revenue

  $5,982,070

  Expenses

  $5,970,208

  Contributions

  $5,776,785

  Grants paid

  $0

• 2023

  Revenue

  $5,821,343

  Expenses

  $5,833,929

  Contributions

  $5,675,434

  Grants paid

  $0

• 2022

  Revenue

  $4,929,202

  Expenses

  $7,549,722

  Contributions

  $4,845,011

  Grants paid

  $0

The four totals the IRS asks for on Part I of the Form 990, as filed. A dash means the figure was not present on the return — not that it was zero.

Other returns filed

• 2021 · 990

  Revenue

  $5,144,854

  Expenses

  $5,913,369

  Assets (EOY)

  $6,004,739

• 2020 · 990

  Revenue

  $9,791,764

  Expenses

  $5,978,562

  Assets (EOY)

  $6,800,573

• 2020 · 990

  Revenue

  $9,791,764

  Expenses

  $5,978,562

  Assets (EOY)

  $6,800,573

• 2019 · 990

  Revenue

  $4,452,408

  Expenses

  $3,497,985

  Assets (EOY)

  $2,808,388

• 2018 · 990

  Revenue

  $2,975,622

  Expenses

  $2,561,817

  Assets (EOY)

  $1,792,642

• 2017 · 990

  Revenue

  $2,243,703

  Expenses

  $2,167,830

  Assets (EOY)

  $1,436,046

• 2016 · 990

  Revenue

  $2,291,923

  Expenses

  $1,715,629

  Assets (EOY)

  $1,261,298

• 2015 · 990

  Revenue

  $1,235,595

  Expenses

  $1,317,030

  Assets (EOY)

  $644,872

• 2014 · 990

  Revenue

  $1,391,177

  Expenses

  $1,366,457

  Assets (EOY)

  $761,444

• 2013 · 990

  Revenue

  $1,422,355

  Expenses

  $1,220,882

  Assets (EOY)

  $718,905

Nonprofiteer parses Forms 990, 990-EZ and 990-PF, in a window of recent tax years. These returns are recorded from the IRS e-file index, so their figures were extracted by that index rather than read from the return here — treat them as a different source from the filings above, not as more of the same record. A dash means the index carries no figure; Form 990-T listings carry none at all. Showing the 10 most recent; the API carries the rest.

Grants made

No itemized grants to organizations. Schedule I is filed only by organizations that granted more than $5,000 to a recipient, so most filers have none.

Grants received

• SAN FRANCISCO FOUNDATION

  $535,000

  2022 · PROGRAM - TO SUPPORT LEARNING AND EVALUATION CAPACITY. PROGRAM - FOR GENERAL SUPPORT. PROGRAM - TO SUPPORT BAY AREA CREATIVE CORPS

• SAN FRANCISCO FOUNDATION

  $355,000

  2024 · FOR GENERAL AND PROJECT SUPPORT

• SILICON VALLEY COMMUNITY FOUNDATION

  $220,000

  2022 · Human Services

• SILICON VALLEY COMMUNITY FOUNDATION

  $205,500

  2023 · Community Development

• SILICON VALLEY COMMUNITY FOUNDATION

  $136,000

  2024 · Community Development

• FIDELITY INVESTMENTS CHARITABLE GIFT FUND

  $125,000

  2022 · For grant recipient's exempt purposes

• WORKING PARTNERSHIPS USA

  $77,450

  2023 · Sponsorship Coop Conference

• FIDELITY INVESTMENTS CHARITABLE GIFT FUND

  $63,150

  2024 · For grant recipient's exempt purposes

• FIDELITY INVESTMENTS CHARITABLE GIFT FUND

  $55,850

  2023 · For grant recipient's exempt purposes

• LATINO COMMUNITY FOUNDATION

  $50,000

  2022 · BUILDING CIVIC POWER

The 10 largest by cash amount. The API serves every itemized grant.

Other IRS files