Youth, Family, & Senior Support Services

Written By brenna broderick

Transition Policy Committee Summary of Findings

Committee Name

Youth, Family, Senior Services

Committee Members

Scott Benjamin, Aliya Ewing, Eliza Johnston, Dorinda Jaquith, Linda Kelley, Lee-Anne King, Elaine Koury, Danny McLaughlin, Sarah Phillip, Kristen Strezo, MaryLou Carey-Sturniolo

Final Report (combined) - Youth, Family, and Senior Services Transition Committee

Clarification:  As the committee started to discuss issues for Youth, Family, and Seniors services, it became clear that although there is overlap with these groups - youth, family and seniors have very different needs/wants.  The committee felt that lumping the three constituent groups into one large group did a disservice all of the groups.  As a result our group formed three subgroups with members with expertise related to the sub group (youth, family or seniors) working together to create a sub group report.  Thus, we have three separate template reports.

 

Group 1 - Youth Sub group: Transition Policy Committee Summary of Findings

Key themes and trends:

Somerville possesses a diverse ecosystem of youth programming, ranging from creative media arts and robust athletic leagues, to vital leadership and social justice initiatives. However, service gaps and accessibility issues are persistent and pervasive. Often we see a lack of  action despite a lot of information on gaps and desired programing - While the city frequently gathers data and surveys its youth and adults, these efforts rarely result in meaningful action from the city, leading to frustrations from all stakeholders. Youth feel excluded from the decision-making processes that directly impact their lives. Critical service gaps persist, including a lack of safe, ADA-accessible evening spaces, an underutilized high school auditorium, and a lack of north/south transit, all of which contribute to an inequitable distribution of programming across the city. Furthermore, while coordination between SPS and the city has improved greatly over the past few years, connections to youth serving organizations are fragmented and coordination could expand between the school district, city departments, and community organizations prevents the creation of a seamless, easy-to-navigate support system for youth and families.

The transition to the Wilson administration presents an exciting opportunity to shift from circular conversations to a coordinated, asset-based model of youth engagement. By centralizing information through a common resource guide, and creating a central entity  through the recreation department or other youth body; we can simplify communications, create a universal hub and application process for families, and begin to lower barriers to entry. There is a clear mandate for the creation of accessible centers/spaces for youth to ensure equitable and easy access for all youth. Centers can be at schools or locations outside of school and be part of centers as suggested in the Family and Senior subgroups reports.  We can move beyond high-school-centric engagement to include middle school and early childhood age groups, families and seniors as a holistic community engagement movement. By formalizing youth leadership through legislative ordinances and reclaiming underutilized physical spaces for community use, Somerville can transform its youth services from a collection of isolated programs into a cohesive, youth-led network that prioritizes accessibility, transparency, and accountability.

Existing initiatives:

Athletics and Physical Recreation

Programs focused on team sports, fitness, and active movement.

  • Somerville Recreation Department: Comprehensive seasonal programming including basketball and swimming.

  • Youth Leagues: Somerville Youth Soccer, Somerville Youth Hockey, Little League Baseball, and Pop Warner.

  • Somerville YMCA: Health, fitness, and youth athletic programs.

  • School based intramurals and interscholastic sports

Arts, Media, and Creative Learning

Groups that foster self-expression, music, and technical creative skills.

  • Somerville Media Center: Youth-led media production and digital literacy.

  • Music Programs: El Sistema, City-wide Chorus, and City-wide Band.

  • The Dojo @ Somernova: Co-Hosting open mic nights with Books of Hope and Teen Empowerment, as well as several creative community activities.

Skills, Leadership, and Career Development

Initiatives designed to build professional experience, life skills, and civic leadership.

  • Teen Empowerment: School year and summer cohorts focused on public initiatives and leadership.

  • Mayor’s Summer Jobs Program: Early career exposure and workforce entry.

  • Teen Empowerment: Beyond TE  department gives wrap-around services for post-secondary support, skills development, and career planning help to current youth organizers and alumni

  • The Dojo @ Somernova: Technical and life skills like CPR/First Aid and the Somerville Bike Kitchen.

Social Justice, Prevention, and Mentorship

Programs centered on advocacy, mental health, and community safety.

  • SCAP (Somerville Cares About Prevention): Focus on substance abuse prevention and health advocacy.

  • BAM/WOW: Mentorship and social-emotional development programs.

  • Teen Outreach at Rec: Specialized engagement and outreach led by dedicated staff.

  • Teen Empowerment: focus on youth-identified social justice issues that affect their peers, then work towards engaging the public in multi-level change initiatives (individual change, community change, systemic change). 

Holistic Family and After-School Support

Multi-service hubs providing academic support, family events, and wrap-around services.

  • Mystic Learning Center: Comprehensive support including mentoring, night groups, and family events.

  • Elizabeth Peabody House: Community-based family services and youth development.

  • SPS OST & Community Schools: District-run enrichment and after-school programming.

  • YMCA: After-school programming for elementary-aged students. 

Gaps:

  • Surveying happens often yet rarely results in action; circular conversations continue

  • Youth voice not adequately utilized

  • Lack of youth spaces, open gyms, safe places, and evening activities.

  • No access to SHS auditorium   

  • Lack of north/south public transportation

  • No ADA accessibility at Teen Empowerment headquarters (165 Broadway)

  • Insufficient after school programing for very early school-age youth (PK & K)

  • Programing is inequitably distributed across the City (location mapping of current programs is needed)

  • Programing is not transit accessible / geographically accessible to where youth are (aka SHS)

  • Lack of connection between the youth and city hall.

  • Challenges coordinating across stakeholders, especially between the district and city on the one hand and community-based organizations and the Youth Workers Network on the other. This keeps us from having a comprehensive ans seamless out of school time system and working together. 

Opportunities:

  • We have schools in many neighborhoods that could provide accessible programing but we need to better utilize those spaces.

  • There is an opportunity, with cooEngage community partners for funding, expertise and other supports - Tufts, Community Colleges, MGH Brigham and Women’s, along with our extensive existing programs (see list in appendix)

See Appendix:  The New York & San Francisco Beacons

  • We need to better utilize high school space. 

    •  Open the auditorium for organizational use on nights/weekends

    •  Clubs and youth-led organizations should not have to pay for space after 5pm.  This is an opportunity for youth to have evening/weekend activities.

  • Programs that need to come back - High School morning snack program, weekly food box program.

  • Consistent community/youth centers that offer unstructured social time

  • Involve youth in more substantial decision-making (participatory budgeting, Youth Advisory cabinet to the Mayor)

  • Bring back Mayors Youth Council

  • Future of YMCA

  • Mapping physical locations of program offerings to find equitable distribution, and access

  • Existing spaces that are not used (Church gyms) that can offer in kind spaces 

  • Continued and more City funding for existing impact programs (TE, BAM, WOW, as examples)

  • Central clearinghouse for youth activity information - City Rec as a “Vibe Hub”

  • Community Resource book for youth and families

  • Quality of programming varies - 

  • More college/career planning programs

  • Opportunities to pass legislation/ordinances requiring youth leadership, particularly organizations that work with/get $ from city, e.g, youth on board, youth advisory councils. San Francisco has a model ordinance we could use.

  • Create spaces for kids to hang out - a warm place, games, computers, art - Clarendon opportunities - multiple Dogos?

  • Think through a single sign on/common application approach for all citywide youth programs, leveraging recent efforts by SPS to improve sign up for afterschool clubs.

  • Consider going back to the book (resource guide) instead of the Hub  

  • City include youth members on decision making entities - like funding for youth related programs

  • Foster more partner programs with Tufts, 

  • Bunker Hill Community College - early college offered outside of school time in Somerville

Recommendations for action:

Short term recommendations:

  • Short term recommendations: easy early implementation (low hanging fruit)

  • Review and utilize the "Enhancing Youth Services in the City of Somerville" report commissioned by HHS (June 30, 2024) for detailed short/mid/long term recommendations as a guide to going forward - (Appendix)

  • Open SHS auditorium for ongoing program use by organizations on nights and weekends

  • Experiment with youth participatory budgeting

  • Create mayoral youth advisory committee/ monthly meeting with youth

  • More outreach to at risk youth

  • General support for those aged 18-23 with expanded partnerships between SCALE and the city.

  • Mayoral attendance at Somerville Youth Workers' Network (YWN)

  • Improve communication to SPS students about OST offerings provided by CBOs (non SPS entities) to expand access

Medium term recommendations:

  • Medium term recommendations: to be focused on during first year

  • Support the expansion of youth leadership opportunities/ programs

  • Create a cohesive, inclusive citywide youth-serving network. This could be accomplished by leveraging the city's Children's Cabinet and By All Means Coalition and including all providers in the city (including programs like Somerville Youth Soccer, Community Schools, the Y, SPS, SomerPromise, the Library, etc.)

  • Consider a citywide continuous quality improvement initiative, like the Youth Program Quality Improvement Approach, to ensure that all everyone working with you in the city has a shared understanding of quality and access to professional development supports 

Long term recommendations:

  • Long term recommendations: to be built into strategic planning over course of entire term

  • Terminate the existing regulations that limit the use of the SHS auditorium and make it difficult and expensive for youth-serving programs to access SPS space. 

  • Support efforts to create more youth spaces city-wide

  • Re-introduce north/south transportation shuttle for youth

  • Re-introduce sustainable free food program for youth.

  • Learn from all the past youth surveys that Somerville has done since 2004.  There is a recurring theme.  Set sincere goals based on the many surveys already completed.

Appendix

Lists of Existing Services and Programs as Compiled by this Committee - both city and private and non-profit organizations

  • Mystic Learning Center (after school, summer programming, night groups, family events, mentoring, summer basketball)

  • Somerville Rec Dept.

    • Many programs - basketball, swimming etc.

  • Teen Empowerment school year cohort and summer cohort (after school program, teen events, public initiatives, leadership opportunities, wrap around post-secondary services) 

  • The Dojo @ Somernova (community/youth center) has many activities for youth and adults.  A few include the Girl Scouts, Boy Scouts, CPR/First Aid, open mic night, parkour, Somerville Bike Kitchen, Better Future Project…and more)

  • Somerville YMCA

  • SCAP (Somerville Cares About Prevention)

  • Mayors summer jobs program - 6 weeks is not enough.  Just get them started and then gone.  This needs to be expanded through the year. 

  • Parkour - The Dojo @ Somernova

  • Somerville Media Center - youth programming

  • Somerville Youth Soccer

  • Somerville Youth Hockey

  • Little League Baseball

  • BAM/ WOW

  • Mediation

  • Somerville Public Library (programing) 

  • City wide chorus band

  • El Sistema

  • Brooke at Rec is effectively engaging teens with programing, outreach and food

  • Elizabeth Peabody House

  • Pop Warner

  • Groundworks Somerville

  • Community Schools

  • SPS OST enrichment programs

Group 2 - Family sub group: Transition Policy Committee Summary of Findings

Key themes and trends:

Based on community feedback from surveys, conversations and expertise of our committee committee members, we find key recurring themes that Wilson administration should address to help our Somerville families.  Inaccessible and Insufficient Supply of Child Care resulting from low program capacity and high costs. This challenge, affects both early childhood and afterschool programs, places significant stress on families, arises as a pervasive crisis that strains Family Well-being. These operational gaps are further exacerbated by specific inequitable distribution of access and funding for existing high-demand programs.

Addressing this crisis requires a strategy focused on coordination and resource optimization. A primary systemic hurdle is the Coordination of Support Systems. Lack of communication among providers (schools, city, non-profits) makes services difficult to navigate. Establishing a Central Clearinghouse for Coordination, ideally led by an entity like the Recreation department, can be an early step toward synchronizing services. Additionally, utilizing existing expertise (from seniors) and optimizing the use of existing public space - especially neighborhood schools (also addressed by the Education Transition Committee), but also extending to non-city entities such as churches, and other spaces.  Working toward Dedicated Family Welcome Center/s to serve as permanent, holistic hubs for community and support services that tie in with youth and senior activities can help efficiently utilize resources, help alleviate continued Food Insecurity, and provide support for families. 

Existing initiatives:

Multi-service hubs providing academic support, family events, and wrap-around services.

  • Mystic Learning Center: Comprehensive support including mentoring, night groups, and family events.

  • Elizabeth Peabody House: Community-based family services and youth development.

  • SPS OST & Community Schools: District-run enrichment and after-school programming.

  • YMCA: After-school programming for elementary-aged students. 

Classes, workshops and clinics (vs childcare)

There are 3 main sources of affordable, enriching activities:

  • Somerville Recreation Department: Comprehensive seasonal programming.

  • Youth Leagues: Somerville Youth Soccer, Somerville Youth Hockey, Little League Baseball, and Pop Warner.

  • Somerville YMCA: Health, fitness, and youth athletic programs

  • Out of School Time - School based clubs, intramural, and interscholastic sports

Gaps:

Inaccessible and Insufficient Care Supply

The most pressing issue is the severe shortage of available childcare and afterschool slots, compounded by the programs' high cost, which makes them inaccessible to families. This dual challenge of low supply and high price prevents families from getting the basic care they need.

Example Quote: "Need affordable childcare."

Fragmentation of Support Systems

There is a profound lack of coordination and communication among the various program providers—including city departments, schools, and non-profits. This fragmentation creates confusion for families trying to navigate and utilize available services effectively.

Example Quote: "Need coordination between all the programing(ers) - SPS, afterschool, YMCA, out of school programing, Rec"

Strained Family Well-being

The identified problems extend beyond just childcare; they point to a broader crisis in family support. While there is good work in the city, many families lack access to food resources, medical care, and employment support. There is a clear need for holistic, whole-family programs that address the significant stresses currently straining family well-being.

Dealing with Food Insecurity

Family outreach in the schools and other organizations are doing good work to help families access food.  SFLC knows how grateful families are to the city for their amazing support around food access in terms of the Free Food Markets and Carrot Cards.   Food Security Coalition and OFAHCoffer expertise to  bring together all of the local resources and continue to partner with  the schools.  But work could be expanded and ease of access would improve.

Opportunities:

Optimize Use of Existing Public Space

Prioritize strategies to maximize the use of spaces that are already owned or easily accessible, such as existing K-8 school buildings and community facilities like church gyms. This approach aims to expand program capacity efficiently without requiring new major construction.

Example Quote 1: "We need to better utilize K-8 school space for afterschool activities" Example Quote 2: "Existing spaces that are not used (Church gyms) that can offer in kind spaces"

Establish a Central Clearinghouse for Coordination

A designated entity, take on the formal role of a coordinating hub or "clearinghouse." This hub would centralize information, synchronize program schedules, and streamline the process for families seeking services across all providers.  We have online resources to provide centralized access but human outreach and assistance is important.

Example Quote: "Rec should (and could) be coordinating programming / acting as a clearinghouse"

Create Dedicated Family Center Facilities (Somerville Family Centers)

Possibilities exist to optimize existing space, or create new, family centers.  Schools often serve as these centers now, but a better coordinated and defined system can offer additional family support and act as a central, easy-to-access location for holistic family support services and community gathering. We have central online hubs (Somerville HUB, Online Resources Guide see appendix) that can serve as a template for services. The DOJO @ SomerNova is an example of a local project connecting the community.  The Beacons programs in New York and San Francisco give examples of creating training and programs to address larger needs in the community. There is an opportunity, with cooEngage community partners for funding, expertise and other supports - Tufts, Community Colleges, MGH Brigham and Women's, along with our extensive existing programs (see list in appendix)

Coordination programs can support youth, family and senior programs, and address health, education, and social support concerns across the board for youth, families and seniors.   

Challenges 

  • confusing system of Community Schools, OST clubs, teacher led clubs

  • recruitment at schools with "low enrollment".  Dr. Carmona sent a response defending all they've done to reach out to families at WH, but clearly what they've tried hasn't worked.

  • lack of consistency- I've heard from some families that they don't want to sign up for a club for 2 months because it's hard to build a schedule around that. Would be better if they knew they could depend on chess clubs being every Monday, for example, for the year or at least for the whole semester.

  • lack of creative problem solving.  For example: allegedly, East doesn't have space for more than 2 clubs and WH doesn't have the #s for more than 2.  So....why can't an adult walk the East kids across the street to Edgerly?

Recommendations for action:

Short term recommendations:

  • Short term recommendations

  • City identifies support existing support programs and create an outline clearing house according to services provided - out of school, food access, employment, senior

  • programs etc.

  • Identify models/programs from other communities that provide communication and coordination for family support.  

Medium term recommendations:

  • Medium term recommendations

  • Find partners for creative funding and support - colleges, MGH Brigham and Women's, 

  • Find locations - initiate Family Welcome Centers

Long term recommendations:

  • Long term recommendations

  • Establish three locations for Family Welcome Centers to house youth, family and senior programs with cross linkage between programs 

Appendix

List of existing families service entities -this is not a complete list but one the committee worked from to get an overview for our report

  • Online resources guide:  https://app.smore.com/n/6tu27f

  • Somerville HUB:  https://somervillehub.org/

  • Somerville Family Learning Collaborative

  • Health and Human Services

  • Padres Latinos

  • Welcome Project

  • Somerville Office of Immigrant Affairs

  • Somerpromise

  • Out of School Time Programs

  • Somerville Public Schools Community Schools

  • Recreation Department Programs both School year and Summer

  • Food For Free Partnership

  • Carrot Card Program- Food Support Program that helps families buy food each month

  • Monthly SPS Free Food Markets- ( West, East & Healey) Open to all SPS Families and staff

  • Early Childhood Programs

  • Social Workers in the Libraries

  • Community Fridges ( Union Square, EPH, St Clements & Coming soon to Greek Orthodox Church)

Group 3 - Seniors Sub Group: Transition Policy Committee Summary of Findings

Key themes and trends:

The current framework supporting Somerville's senior population. Unacknowledged Insecurity and Economic Vulnerability and widespread social isolation are prevalent. Over half of Somerville seniors (54%) face economic insecurity, with fixed incomes unable to keep pace with rising city costs (property taxes, water bills, heating bills, excise tax, utilities), a problem compounded by development that erodes affordable housing. City policies are often made without considering this severe financial pressure. Seniors are an afterthought. Perception that Seniors perceived as a burden on policy rather than a priority. There is an unaddressed urgent need to Integrate Senior Needs into All City Decision-Making to ensure an equitable and sustainable quality of life for this demographic.

The existing model depends singularly on the Council on Aging (COA). Yet a striking 74% of seniors report never using it. We need a Modernization of Senior Engagement that better reflects the community's increasing diversity and evolving needs of a new generation of seniors. Furthermore, the city must not view seniors as a monolithic group "on their way out" and instead embrace a strategy of Recognizing Seniors as Community Assets. By actively seeking to utilize their decades of professional experience, education, and talent, Somerville can transform a marginalized population into a vital, engaged, and contributing force in civic life.

Existing initiatives:

Gaps:

  • Civic Exclusion & Lack of Representation: Seniors are regularly excluded from city planning and decision-making bodies (City Council and executive offices), leading to policies that fail to consider their needs.

  • Talent Underutilization: The city ignores the massive wealth of professional experience, education, and talent within the senior community, failing to leverage them as an asset.

  • COA Engagement Gap: The current Council on Aging model only attracts a small, particular segment of the senior population, failing to represent the community's diversity and needs. The Needs Assessment of 2025 reflects this.

  • Lack of Transparency and Inclusion in Decision Making: Key city departments, such as Planning, Zoning, Mobility, Health and Human Services, lack transparency and fail to demonstrate how their decisions impact seniors, reinforcing a sense of being overlooked.  Senior input is not part of a permanent decision making process.

Opportunities:

Offer programs similar to those offered in neighboring communities – tax discounts for owning homes, free parking passes at meters for seniors (as in Arlington), discounts on water and sewer bills (as in Cambridge), provide realistic mass transit options. Increase program options for modifying homes to make them more accessible.  Increase low income senior housing options.

Mandate senior membership in decision making development processes.  Senior membership can address issues before they become problems.  Just an example, when bike lanes come into areas, there should be mandatory parking spots designated and required at the same time.  As reflected in the Survey, many seniors drive, and reducing parking makes many destinations (pharmacy, convenience stores, banks, doctor’s offices) increasingly difficult or impossible for seniors to access independently. The COA taxi program requires considerable planning and advance notice.

Recommendations for action:

Short term recommendations:

SHORT TERM 

·       Hire a FT Senior Liaison for the Executive Office – this would be an outside entity from the COA

  • Form a “work group” to study the UMass Gerontology Report in detail to put to use the impressive amount of data about Somerville Seniors drawn from a very large sampling - way beyond the reach of the current COA.  This group should be made up of selected Seniors from the community, a staff person from the Mayor’s office and someone from the the Human Services Department which oversees the COA.  From this undertaking the Committee could provide other City Departments with the data that could lead to more inclusive planning and decision making.

  • Immediately prioritize senior staff representation in rooms where planning is happening

  • Greater variety of engaging programs, such as more educational engaging opportunities, resources 

·       An active list of resources and contractors kept at the COA and 311, vetted to work with seniors, with discounts to match the realistic incomes of most Somerville seniors.

·       Lower costs of senior programs, some (such as shoveling program) are cost prohibitive. 

·       Training program that educates Somerville executive department heads on ageism and paternalistic, biased mindsets.

·       Immediate work toward culture change of how people see seniors.

·       Create an Office of Senior Affairs. 

MID TERM 

·       Improve safety and walkability of sidewalks. 

·      Create more and realistic transportation options: 83% of seniors rely on MBTA.  Contact large non-profits that already have small buses traveling in Somerville to ask to pick up seniors.

·        Better regulation of walkable streets that defend the right of pedestrian seniors: seniors are at a health and safety risk; cannot contend with electric scooters and e-bikes that continuously use the sidewalks. 

LONG TERM

·       Secure larger permanent housing for seniors

Appendix

UMass survey - Aging in Somerville


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