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Committee backs planning for teen health center at new Medford High School

Medford School Committee · July 21, 2026
AI-Generated Content: All content on this page was generated by AI to highlight key points from the meeting. For complete details and context, we recommend watching the full video. so we can fix them.

Summary

The committee asked the high‑school building committee to keep a teen health center in planning documents and approved further study of partners and funding; proponents cited district survey data pointing to elevated student mental‑health needs.

The committee voted to recommend that the high‑school building committee retain a teen health center in the schematic plans for the new Medford High School and to continue exploring partners and funding sources.

Superintendent Dr. Lucy Galusi and project staff described the teen health center concept as a school‑based clinic delivering medical and behavioral health care to students to reduce barriers such as cost and transportation. The team cited peer districts with SBHCs and presented district data from the 2025 Youth Risk Behavior Survey showing elevated mental‑health concerns: "20 percent of our high school students were reporting poor mental health and 25 [percent] experiencing debilitating depression," the superintendent said during the presentation.

The project team estimated a construction cost in the ballpark of $2,000,000 and a total project cost of about $2.4 million; operational funding remains a question, with state grants sometimes providing roughly $150,000 per year and anticipated operational gaps in the district’s estimate of about $100,000–$200,000 annually depending on Medicaid reimbursement arrangements. Member Mastroboni described the teen health center as a "critical investment" for students and supported including the space in planning documents. On a roll call, the committee voted to recommend that the building committee keep the teen health center in planning documentation (motion passed; roll call 5 in favor, 0 no, 2 abstentions/recusals recorded). Administrators were directed to continue exploring partnerships (for example Cambridge Health Alliance) and grant or philanthropic sources, and to provide follow‑up cost and reimbursement scenarios.