OUR MISSION
We are creating a new school model that brings together all of the adults in a child’s life, including parents, educators, and medical and mental health providers, starting from a very early age. Our aim is that children and families most impacted by systemic poverty and racism receive the support they deserve to be well, learn, and thrive.
A MESSAGE From Our CEO & BOARD CHAIR
Dear friends,
Amazingly, it has been seven years since we opened the doors to our flagship school in East Palo Alto. Since then, our community has grown immensely—including the launch of our second site in the East Bay. Despite growth and transition, we are proudly guided by the same core principles: starting early, partnering with parents, and integrating services. These principles are the backbone of our new five-year strategic plan, which we launched this past year.
One year into this strategic plan, we are ready to share our learnings. Alongside deep, multi-year COVID recovery efforts, we focused on growth. We engaged in designing our middle school program in East Palo Alto—and we celebrated our first 5th grade class promotion in June! We also prepared to expand our early childhood programming at both sites. Beyond our walls, we have begun to dive deeper into codifying and disseminating our model. But what stands out most is the emerging evidence of impact on academic, social, and health outcomes based on our comprehensive model.
We are so grateful to our amazing partners and supporters for investing in this shared vision. We remain steadfast in our mission to build a model that will one day be accessible to all children and families, and it is with that hope and optimism that we step into this new chapter of growth.
In community,
COURTNEY GARCIA
CEO
JEAN-CLAUDE BRIZARD
Board Chair
Our Five-Year Strategic Plan
PRIORITY 1: Support children and families to learn, grow, and be healthy
PRIORITY 2: Expand impact and reach in the communities we serve
We supported students and families in East Palo Alto and in the East Bay while preparing for our upcoming middle school and early childhood expansion.
PRIORITY 3: Develop, codify, and share unique program components
We began to share our model and learnings with external audiences and fostered relationships with potential pilot partners.
PRIORITY 4: Instill diversity, equity, and inclusion within our programs and culture
PRIORITY 5: Ensure organizational health and sustainability
We advanced our DEI Plan priorities and drove greater transparency at the board and leadership level.
STRATEGIC PRIORITIES 1 & 2
Support children and families to learn, grow, and be healthy
Expand impact and reach in the communities we serve
Birth to Three
The first step in a family’s experience at The Primary School starts when a child has not even started preschool. They may be learning to walk, their language capacity is in rapid development, and it is a critical moment in a child’s life, in which a two-generation program can have a major impact.
Over the past seven years, we have continued to build evidence that starting early is key to supporting a child’s healthy development and preventing learning barriers. That’s why we are investing more deeply in our early childhood work. In 2022–23, we laid the groundwork at both school sites to serve more children, starting earlier than we have before.
Birth to Three children engage in a fun sensory activity together.
In addition to working with two cohorts of 18 to 36 month old children, our staff in East Palo Alto began recruitment for our first cohort that starts with 12-month old children in January 2023. We know that these early years of a child’s life are crucial—by three, 80% of brain development has already occurred! We are eager to be reaching children when their brains are most adaptable – and working closely with families to support this healthy development.
We are especially excited to be launching Birth to Three programming in the East Bay for the first time, and spent the past year preparing in partnership with Kaiser Permanente. In the spring, we started recruiting children and families for Birth to Three, also starting at 12 months old. This program includes developmental screenings, referrals, and care coordination, along with two-generational group experiences: Connections (supporting children’s language development) and Bridge to Preschool (a classroom experience modeling preschool and building social-emotional skills).
We are thrilled to begin programming with our newest cohorts this fall. We have seen the devastating effects of COVID-19 on young children across the country, many of whom missed out on early intervention services during this critical stage of development. We’re proud to share that 100% of children in Birth to Three were screened for developmental delays. Now more than ever, we remain committed to reaching children early and preparing all children and families for preschool and beyond.
69%
of parents attended all Connections sessions, including make-up sessions
86%
of parents reported feeling “less” or “much less” stress after Connections sessions
↑24
average percentile points increase in conversational turns for lower talk families after Connections
↑17
average percentile points gain in expressive vocabulary after Connections
Parent Wellness Coaching
When a parent is well, a child can thrive. We fundamentally understand that a parent’s own wellbeing is a critical factor to their child’s learning and healthy development. It is this principle that guides our two-generation approach, centering parent wellbeing in addition to parent involvement.
Our Parent Wellness Coaching Program continues to be driven by our families’ most pressing needs. In 2022–23, we focused on supporting families as they transitioned to a post-pandemic world and returned to in-person programming. For many families, life did not simply return to normal; families expressed difficulty with transitioning to this “post-COVID” time due to job loss or financial insecurity, moving homes, and other life transitions.
As pandemic relief resources expired, we continued leveraging parent strength and resilience, while working closely with community partners to address concrete needs including food security, medical insurance, and housing instability. We focused on formalizing partnerships with organizations like EHPCares and Loaves and Fishes Family Kitchen in East Palo Alto, and creating better systems to ensure families are signing up for referrals. Across both sites, our team made 199 referrals, with the majority of parents accessing these referrals.
Our team recognized the need to help parents adapt, and met parents where they were.
Coaches focused on connection. They made space for parents to be vulnerable and honest about challenges they faced and shifted group facilitation to build more community and joy.
Our program prioritized grounding in our purpose with families. For many families, returning to in-person sessions was not easy. Coaches partnered with parents to address barriers to attendance and revisited the importance of self-care.
We increased accessibility. In the East Bay, we hosted parent groups in Mandarin, our third most common home language after English and Spanish.
Student opens his first savings account.
After a parent-centered design process, we are happy to have launched a pilot of our parent program designed for 3rd to 5th grade families in East Palo Alto. This pilot enables us to meet evolving wellness needs of our parent community as their children grow up. From the initial design sessions, we learned that families wanted choice. Parents also shared interest in topics about financial wellness and the transition of their children into adolescence. This pilot gave parents the option to choose from one or two four-month long group sessions with a focus on finance or adolescence. Parents could also choose how they would like to receive individual coaching: monthly check-ins or 2–3 checks-in per year. 72% of families chose to attend groups, and 70% opted into monthly wellness coaching, showing that the majority of families continue to appreciate wellness coaching support. Parents have responded positively to this pilot, and first year results are promising.
91% of parents felt prepared to support their child related to the overall transition to adolescence.
89% of parents feel they have strategies to use with money to support their financial situation.
We have even seen a multi-generational impact: one of our parents took their children to open their first savings account after a financial wellness session. We are excited to reflect on learnings and use parent feedback to build upon this programming for more families next year.
“My kids have seen that change in their own mom. Someone who is more confident and has the information to help their kids. To tell my kids that we are both learning together and these meetings help me get out my fears and come back to kids and say we learn together.”
– PARENT AT THE PRIMARY SCHOOL
87%
of parents “definitely” find parent circles useful
88%
of parents complete a coaching call each month
89%
of parents enjoy attending parent circles “a lot”
95%
of parents are satisfied with coach support
GATHER AROUND THE TABLE: COMMUNITIES CAN COME TOGETHER TO SUPPORT FOOD SECURITY
Food insecurity continues to be a crucial need. While we saw food insecurity decrease for our families in spring of 2022, there was an increase in fall of 2022, when many pandemic relief efforts were expiring. We are committed to doing the work via partnerships and referrals to ensure that this most basic need is addressed.
Health Integration
This past year, we were able to shift away from the COVID-19 pandemic response, and refocus efforts on the promotion of preventative health and reduction of health barriers to learning for children.
This includes programming that identifies and addresses students’ vision and hearing needs, cavities, asthma, and mental health and behavioral needs. This work has always been a core component of our model, but during the COVID-19 pandemic, we pivoted to ensure a safe and healthy learning environment for students, staff, and families. As mask mandates and pandemic restrictions have lifted, we are excited to focus back on preventative health and further deepen our medical home partnerships at both sites.
A preschool student happily receives a dental check-up from partners at Tiburcio Vasquez.
We are grateful for our long-standing partnership with Ravenswood Family Health Network (RFHN) in East Palo Alto and the unique staffing structure the partnership allows us to have. Integrated School Nurse, Sandra Nova, RN has been an important part of our health team since 2016, and works closely with school health team members to address needs. Of the 100 students who received case management support from Sandra and the health team, 63% of those cases were resolved. During the pandemic, annual physical rates declined across the nation and in our own community, yet it is a critical preventative health practice—one that we promote for all students each year. Thanks to our integrated health model, rates for this year approached what we were seeing pre-pandemic.
“Our partnership model is special because it makes it easier to provide case management support to students whose health needs would otherwise go unaddressed and impact their ability to learn in the classroom. It has been amazing to see more children get the care they need and deserve, and I’m hopeful to see more schools integrate health services in this way.”
SANDRA NOVA, Integrated Health Nurse
In the East Bay, we are deepening our partnership with Kaiser Permanente, who has been our primary medical home partner and key design collaborator since the beginning. Ahead of our early childhood programming expansion this fall, we engaged in a series of design sessions with Kaiser Permanente staff and The Primary School staff and families to strengthen our partnership and better define what this model looks like within an early childhood setting in the long-term. We’re eager to bring this shared vision to life as we begin programming with 12–36 month old children and their families.
90%
of students received annual wellness check
80%
of students received annual dental screening
90%
of students received vision screenings
EAST PALO ALTO HIGHLIGHTS
2022–23 was an exciting year as we promoted our first class of students to fifth grade and planned for their growth into middle school. We improved parent-voice structures, supported the professional development of teachers and staff, and continued to advance students’ academic and socio-emotional development.
A parent walks his children to their classrooms on a cool fall morning.
Elevating Parent Voice
Based on feedback from families, we launched the School Site Council (SSC) to provide a more formal avenue for parent input. The SSC was led by our principal and consisted of school staff and five elected parents. This group met monthly to advise the principal on school plans related to budget, staffing, goals, and priorities for the year. We are grateful to work so closely with our families and provide greater visibility, especially as our school community expands.
Supporting Professional Development
We provided new professional development opportunities around literacy in partnership with CORE. More than 20 teachers opted in to participate in the Science of Reading online learning sessions. This training strengthened teachers’ literacy practices and helped us refocus on building student skills around the five pillars of reading instruction. We are proud to invest in the growth of our staff around evidence-based literacy practices. In December, our middle school design team also attended a national conference hosted by our language arts curriculum partner, EL Education. Our team connected with school leaders from across the country and gained valuable insight that has informed the design and planning of our middle school program. This fall, we are excited to deepen these partnerships to further strengthen our literacy program.
Supporting Academic Growth
To reduce the negative impact of the pandemic, we allocated additional support with two COVID recovery teachers who did small group instruction focused on math and language arts—particularly reading—for fourth and fifth grade. We focused on supporting students who were far below grade level. As a result, we are starting to see greater decreases in the number of students below grade level across all grades, but particularly in our upper elementary students whose early foundational years were hit hardest by the pandemic. Our team placed a renewed focus on teaching reading skills around fluency and comprehension. We will continue perfecting literacy practices around these skills as we strengthen the implementation of EL Education literacy modules across elementary and middle school.
Over these past seven years, we’ve had the opportunity to refine literacy practices in the lower elementary grades, supporting students in building phonemic awareness and structured phonics skills. We’re proud to share the literacy growth and learning we have seen, and we’re excited to continue supporting our youngest learners in building an even stronger foundation for reading as they grow into their later elementary years.
EAST PALO ALTO SELECTED STUDENT DATA, 2022–2023
Academic Data
EARLY CHILDHOOD
71% of students, on average, met the end of year benchmark and/or made the expected amount of growth in literacy skills
78% of students, on average, met the end of year benchmark and/or made the expected amount of growth in math
GRADES K–2
46% of students were at or above grade level in literacy at the end of the year
GRADES 3–5
58% of students met projected literacy growth from Fall to Spring
65% of students met math projected growth from Fall to Spring
Socio-Emotional Data
71% of students showed growth in socio-emotional skills
67% of students met or exceeded benchmarks for socio-emotional skills
84% of 3rd to 5th graders reported they have a teacher or other adult at school they can count on to help them no matter what
EAST BAY HIGHLIGHTS
It is truly exciting to have completed our second year of in-person preschool! We supported a new cohort of students and families and prepared for upcoming program changes.
East Bay preschool students create self-portraits.
Preparing for Full-Day Preschool
In 2023–24, we are making the shift to a full-day, year-round California State Preschool Program (CSPP) contract, so that we can meet family needs and build a sustainable funding model for this site. We have been working to set our teachers up for success with training sessions on the Desired Results Developmental Profile (DRDP) assessment tool. As we move to this new calendar, we will be prioritizing teacher wellness and piloting how to incorporate professional development, preparation, and collaboration time.
Fostering Socio-Emotional Growth
We also had new teaching teams in each classroom, which meant teachers were forming and cultivating relationships with each other and their students. Thus, a key focus area was supporting teacher and student relationships rooted in our socio-emotional learning outcomes and strategies. This is a core component of our approach – ensuring every child has the socio-emotional skills needed for kindergarten and beyond. By the end of the year, we saw tremendous growth in our students’ socio-emotional development and self-regulation.
91% of students met the end of year benchmark or made two levels of growth in self-control of feelings and behavior.
89% of students met the end of year benchmark or made two levels of growth in their social and emotional understanding.
100% of students met the end of year benchmark or made two levels of growth in relationships and interaction with peers.
Elevating Parent Voice
In alignment with our core principles, we strengthened parent voice structures to increase parent agency and involvement. We created a formal avenue for parents to ask questions and give feedback via a monthly Parent Advisory Committee. Parent survey results gathered in the spring showed strong satisfaction: 89% of parents reported they are very satisfied with the overall quality of the program/school – another 9% are satisfied.
It’s exciting to see how our whole-child approach is leading to greater student outcomes and preparing our earliest learners for success:
On average, across all literacy skills, 92% met the end of year benchmark and/or made the expected amount of growth*
On average, across all math skills, 95% met the end of year benchmark and/or made the expected amount of growth*
96% of parents said their children had “quite a bit” or a “tremendous” sense of belonging at The Primary School
*as measured by Desired Results Developmental Profile
UPCOMING HIGHLIGHT: Middle School
In East Palo Alto, we involved families and the larger school community in the planning process for our middle school expansion.
School Dean and 5th grade student eat breakfast together before the school day begins.
Our middle school design team included school staff, teachers, and parents. This team conducted interviews with staff, students, and families as a part of a listening campaign to ensure that key voices were represented. They also held focus groups and meetings to engage the greater community in validating assumptions and key decisions throughout the process.
The design team then used feedback from these sessions and a framework from curriculum partner EL Education to develop our middle school program. A core focus was creating opportunities for students to foster self-efficacy, which came out of a push from parents who wanted students to have opportunities to reflect, set goals, and produce high quality work. We are extremely grateful to have had the chance to co-design our middle school with families and staff who will be part of the program.
PARK DAYS
Our East Bay team hosted Park Days to cultivate joy and fun. During the inaugural event in September, we welcomed back familiar faces – students and families from our first cohort. We’re grateful for opportunities like this to be in community with families and to see our impact outside of school.
EL EDUCATION SITE VISIT
In March, we welcomed Scott Hartl, President of EL Education, and Jean-Claude Brizard, our new Board Chair, to our East Palo Alto site. They observed the EL Education curriculum being used in classrooms and met with students and teachers. We are so grateful for this partnership and are looking forward to our continued work together!
STRATEGIC PRIORITY 3
Develop, codify, and share unique program components
We have seen our vision become a reality for children and families in East Palo Alto and the East Bay—and we are excited about the impact our model is having already. This year, we started sharing our work more widely, and building relationships with organizations with similar goals to pilot our programs.
Sharing Our Unique Model
In December, a team of our school staff and one of our East Palo Alto parents attended the launch of Stanford University’s Early Childhood Center and participated in a panel highlighting our model for early childhood educators and experts in the field. It is encouraging to see an organization like Stanford invest in the early childhood work we know to be so important.
WATCH THE PANEL VIDEO BELOW (34 minutes)
In the spring, our Medical Director Dr. Ryan Padrez and School Nurse Sandra Nova were invited to a symposium hosted by the California Department of Health, where they presented our health program and medical home partnership work to other K-12 schools throughout the state.
We are excited to participate in these types of discussions with other organizations placing investments in early childhood education and health programming in schools.
Parent Wellness Coaching: The Innovative Models Exchange
Over the course of the year, we collaborated with Transcend Education to feature our Parent Wellness Coaching Program on their Innovative Models Exchange site. Transcend is a learning hub that helps schools and partners discover and implement inspiring learning models. This feature will help us spread our parent wellness coaching program more widely and make program components more accessible. We’ve already started to connect with potential partners who are interested in piloting the program, and we’re hopeful to build out these opportunities this year.
Bridge to Preschool: Wu Yee Children’s Services Pilot
In February, we partnered with Wu Yee Children’s Services to pilot our Bridge to Preschool program at their Bayview Community Hub in San Francisco. We have been working with Wu Yee for the past two years and recently completed a successful 8-week pilot that brought together 12 children (ages one to five) from 10 families through a combination of in-person and Zoom sessions. By the end of the program, 72% of parents felt their child was very prepared or prepared for the transition to preschool, up from 26% at the start of the program.
Bridge to Preschool parent and his daughter read together.
Overall, parents shared positive feedback.
86% of parents reported feeling familiar or very familiar with preschool routines
66% of parents reported decreased stress levels
87% of parents definitely found sessions to be a good use of their time, and felt a very strong sense of connection to other parents during Zoom discussion sessions
We gleaned important insights from this initial pilot around what it takes to partner with an external organization to pilot Bridge to Preschool. We are already in the process of coordinating a second pilot with Wu Yee this fall and are looking forward to exploring recruitment methods, the demographic served by the pilot, and appropriate staff training.
Health Integration: A Case Study in the New England Journal of Medicine
In May 2023, Medical Directors Dr. Padrez and Dr. Paul Espinas of Kaiser Permanente co-authored an article for the NEJM Catalyst showcasing the work we are doing in partnership with Kaiser Permanente in the East Bay. We are proud to be able to share what went into the design and execution of our unique school model in an early childhood setting, as well as the initial data we are starting to see as a result. We hope to continue to be a catalyst for conversation, especially as we launch Birth to Three in the East Bay.
UPCOMING HIGHLIGHT: PILOT PARTNERSHIPS
We took the time to seek out and vet potential partners and are now bringing on organizations to pilot Parent Wellness Coaching and Bridge to Preschool.
We’re excited to expand on the Bridge to Preschool work we did with Wu Yee Children’s Services, and we’re also looking forward to working with new partners, locally and nationally. Through these pilots, we hope to answer the questions of which components are most essential to each program, and what the impact of these components can look like outside of The Primary School. They will also help us learn about potential pathways to scale through different public funding sources.
Pre-K Data in Practice: Improving Learning Experiences for Children of Color
In this New America blog, Family Success Coaching Manager Shawneece Stevenson shares how data should be used with intentionality in early childhood settings to support communities of color.
STRATEGIC PRIORITIES 4 & 5
Instill diversity, equity, and inclusion within our programs and culture
Ensure organizational health and sustainability
DEI PLAN
We entered the second year of our multi-year DEI plan as informed by our DEI Taskforce and in support of students, families, staff, and partners. Several concrete actions this year included the following.
Data Systems
We improved our data systems to better identify and respond to disparities in achievement. An essential part of being able to view data by subgroup is having complete and reliable demographic data. We used the 2023 school registration process as an opportunity to ensure we have race/ethnicity data for all children and parents. We also rolled out a new data system at our East Palo Alto site, which makes it possible to view all types of student data by subgroup (including race/ethnicity, language status, gender, and IEP status). We trained all staff on how to use this new system and will provide ongoing training throughout the 2023-24 school year.
Curricular Stability
We have continued to align our curriculum and assessment to standards and organize our base curriculum so it is easily accessible to all teachers. An important step in this process was to codify anchor standards for academics, socio-emotional learning (SEL), and healthy behaviors from preschool to eighth grade. We have also codified academic and SEL approaches through a set of core documents, including a SEL handbook and math and language arts instructional visions. Teacher input also informed the adoption of our math curriculum for upper elementary and middle school, the decision to use MAP testing for upper elementary pilots, and the shift to an integrated approach to social studies in upper elementary. As we grow our instructional program, teachers and instructional leaders will continue to inform decisions about curriculum and assessments.
Employee Resource Groups (ERGs)
We launched ERGs to support community-building and elevate equity and belonging. As a part of this pilot year, we launched five groups for staff who identify as: Asian American and/or Pacific Islander, Black and/or African American, LGBTQ+, parents, and persons with disabilities. In these staff-led spaces, ERG members came together to share resources, attend events, and celebrate their identities. Many ERGs used their time to plan celebrations or create educational opportunities for the larger community. During Pride Month, the LGBTQ+ ERG hung up posters around campus that highlighted well-known LGBTQ+ leaders. We are excited to continue with these spaces this year, with the goal to drive more action-oriented work.
“With the creation of various ERG groups that were targeted to raise inclusivity and awareness, I am able to bring my whole self to work, feel comfortable, and build community with others who have shared experiences. I feel wholly acknowledged and more capable of being at my best.”
– VOSA CAVU-LITMAN, Co-leader of the LGBTQ+ ERG and member of the Black/African American ERG
Role Clarity
An important finding in our DEI Plan was the need to drive greater clarity around staff roles and responsibilities. This year, we implemented job description (JD) reviews into our annual goal-setting cycle. We reviewed all 79 non-instructional staff JDs and updated 31% of them. We focused on non-instructional staff as instructional staff JDs are updated consistently each year and hiring for these roles occurs on an annual basis as our sites grow. For Parent Wellness Coaches, we have developed a separate performance evaluation that is specific to the role. We recognize that this role is very unique to The Primary School and thus, requires a more measured rubric.
Organizational Health & Stability
As we continue to grow, we remain committed to creating a healthy and sustainable space and culture for our staff in a number of ways, including the below.
Talent
We hired 24 full-time staff members in new roles to support our early childhood expansion, middle school growth, and learning and dissemination work. We are thrilled to be actively growing our team as we serve more children and families. Of the 24 new positions, 83% of staff identified as POC, including three of four leadership hires.
Transparency
As a part of ongoing feedback loops with staff, a need was lifted up for greater transparency around budget and compensation. This led to the launch of compensation and budget transparency meetings where leadership addressed staff questions and provided clarity around resource allocation and salary bands.
Board Restructure
We restructured our Board of Directors and welcomed Jean-Claude Brizard as our new Board Chair. Jean-Claude is the President and CEO of Digital Promise and has been a friend and advisor to The Primary School since our founding years. This new Board structure brings our three separate boards into one unified board, bringing more clarity to decision-making and allowing for parent board members to participate in decisions across the organization. With this transition, Priscilla Chan has moved into a new advisor role as Emeritus Board Chair. We are excited for this next phase of growth and continue to be grateful for the support of our restructured Board.
UPCOMING HIGHLIGHT: GROW WITH US
This past year marked a big milestone as we prepped for growth across the organization.
Next year, we are hitting the ground running! We have launched our Grow With Us campaign and debuted a video highlighting our core principles and voices of our staff and families. This campaign will drive our efforts to expand our impact, and we are thrilled to share new opportunities to partner with us and support this growth. We hope you will join us!
WATCH THE CAMPAIGN VIDEO BELOW (5 minutes)
PLANTING SEEDS
We came together with staff, families, partners, and supporters to beautify our East Palo Alto garden. We are grateful to our volunteers who brought their families— including children and teens—and spent the morning painting and planting trees and seeds. It was a true community effort!
GET INVOLVED
VOLUNTEER
Volunteer to support our students in East Palo Alto and the East Bay.
Partner with us
Share your expertise, or connect with us as pilot partners.
GROW WITH US
Invest in this work by joining our impact-driven donor program, Growth Circle!
Thank you!
We are incredibly grateful for the community of supporters—both old and new—who have believed in and invested in our model. Your support means so much to our students, families, and community!
Kater Cuervo
Matt and Pia Cohler
Maurice Werdeger
Meg Campbell
Meredith Liu
Mindy and Jesse Rogers
Monica Mosseri
Naomi Gleit
NewSchools Venture Fund
Peter Briger
Quality Counts Alameda County**
Robyn Reiss
Ron and Gayle Conway
Room 2 Breathe
Sarah and Aaron Burgess
Sheri Sobrato Brisson
Sheryl Sandberg
Silicon Schools Fund
Stanley Langendorf Foundation
Studio Bondy Architecture
Stupski Foundation
Sylvia Hughes
Tali Rappaport and Nick Josefowitz
The Fernandez Family Foundation
Visra Vichit-Vadakan
Yael Pasternak Valek
Alexandra Carmago
Anne Wojcicki
Anonymous (6)
April and Andrew Bosworth
Brian Chesky
Brooke Stafford-Brizard and Jean-Claude Brizard
Chan Zuckerberg Initiative
Charter School Growth Fund
Cristina Huezo and Nick Grudin
Daphne Lo
Desai Family
Elizabeth Hernandez
Elliot Schrage and Juliet Whitcomb
Erica and Jeff Lawson
Futures Without Violence*
Health Resources and Services Administration
Ime Archibong
Jennifer Von der Ahe
Jessica and Sam Lessin
Jessica Cho
Joe McCannon
John and Marcia Goldman Foundation
Jordan Fox
Julie Zhuo and Mike Sego
Kaiser Permanente
Karen and Bret Taylor
*with funding provided by Genentech, Blue Shield of CA Foundation, and First 5 Sonoma County
**with funding from the California Department of Education, in partnership with First 5 Alameda County and Alameda County Office of Education
2022-2023 PARTNERS
DESIGN, LEARNING & DISSEMINATION PARTNERS
Local Partners
ADDITIONAL PARTNERS
Stanford Children's Health • Stanford Office of Child Health Equity • Samaritan House • Legal Aid Society of San Mateo County • City of Hayward • South Hayward Collaborative • La Familia