Somos Mayfair Inc
Public records show a registered, tax-exempt organization in good standing.
What it says it does
SOMOS MAYFAIR'S MISSION IS TO SUPPORT CHILDREN, ORGANIZES FAMILIES, AND CONNECT NEIGHBORS TO UPLIFT THE DREAMS, POWER, AND LEADERSHIP OF COMMUNITY AND ADDRESS SYSTEMIC INEQUITIES.
- Income
- $6.0 million
- Spending
- $6.0 million
- Spent on programs
- 77%
- Reserves
- 3.4 months of spending
- Largest source of income
- government grants, 50%
- Employees
- 55
- Volunteers
- 153
- Highest pay
- $171,105, co-executive director
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Financial health
Good: 78 out of 100. Higher than 58% of charities in its peer group (community improvement, $1m to $10m).
Reserves
20 of 35Spendable reserves would cover 3.4 months of spending.
Debt
16 of 20It owes 24% of what it owns.
Living within its means
12 of 15Income exceeded spending by 0% of income.
Income trend
15 of 15Income rose 3% on the year before.
Spending floor
15 of 1577% of spending went to programs and raising each dollar of donations cost 6 cents.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Governance
Strong: 100 out of 100. Higher than 68% of charities in its peer group (community improvement, $1m to $10m).
Independent board
25 of 2510 of 10 voting board members are independent.
Conflict of interest policy
15 of 15Has a written conflict of interest policy.
Whistleblower policy
8 of 8Has a written whistleblower policy.
Record keeping policy
7 of 7Has a written policy on keeping and destroying records.
Board minutes
5 of 5Keeps minutes of board meetings.
Board sees the tax return
10 of 10Gave the board a copy of this return before filing it.
Pay set independently
5 of 5Sets its chief executive's pay through independent review and comparison.
Independent check of accounts
15 of 15Its accounts were audited by an independent accountant.
No reported misuse
10 of 10Reports no diversion of assets, excess benefits or loans to insiders.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Impact evidence
Describes programs. Its tax return describes what it does but we have found no measurable results in it.
Programs described in its return (4)
- $1.2 million spent. 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.
- $927,472 spent. 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.
- $607,852 spent. 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.
- $1.9 million spent. 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.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Legitimacy checks
Is it registered with the IRS? Passed.
Listed in the IRS master file of tax-exempt organizations as a 501(c)(3) charitable organization.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated October 13, 2026.
Has the IRS revoked its tax-exempt status? Passed.
Not on the IRS automatic revocation list.
Source: Automatic revocation of exemption list, Internal Revenue Service, file dated October 13, 2026.
Are donations tax-deductible? Passed.
On the IRS list of organizations eligible to receive tax-deductible contributions.
Source: Publication 78 data: organizations eligible for tax-deductible contributions, Internal Revenue Service, file dated October 13, 2026.
Is it keeping up with its IRS filings? Passed.
Most recent return on file covers the year ending June 2025.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated October 13, 2026.
How long has it been tax-exempt? Passed.
Recognized by the IRS since February 2000.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated October 13, 2026.
Is it in good standing with state regulators? Passed.
Not on California's list of charities barred from soliciting. Other states are not yet checked.
Source: May Not Operate or Solicit for Charitable Purposes list, California Attorney General, Registry of Charities and Fundraisers, file dated October 21, 2026.
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