Fifty years ago, busing changed my life. I was raised in East Boston, and mine was the first Black family to move into the Maverick Projects. I was an athlete, a good student, and had a close-knit group of Black and white friends. East Boston was my home. I bled blue and gold, East Boston High School colors. Eastie forever.
Then, at 16, one of my friends firebombed my family’s home. We were forced to move out of the neighborhood I loved. The busing and desegregation era had unleashed a wave of racism in Boston that I had never experienced. Overnight, our city became a symbol of division, and the stain of that reputation continues to haunt us.
The day our house was firebombed, I made a decision that shaped the rest of my life: I would dedicate myself to bringing people together. That traumatic moment ignited a passion for issues of race, class, and equity. It set me on a path of activism and youth development, which has been the cornerstone of my life and career, now working closely with nearly 40,000 youth and their families each year at the Boys & Girls Club of Boston.
If it wasn’t for that experience, I would not be who I am today. But my focus has always been on the future — on what society at large can build together, rather than the divisions of the past.
Today, the city of Boston spends close to $160 million on transportation for students and is one of the most diverse school districts in the United States. And while some progress has been made, Boston youth are still facing a number of challenges.
Approximately, less than 20 percent of third-grade Black and Latino students in Boston are performing at grade level in English or math. Black and Latino boys, in particular, face significant disparities across every social determinant of health. More alarming is the 23-year life expectancy gap between Roxbury and the Back Bay — neighborhoods just 2 miles apart. And the current national teacher and health care provider gap will only put more youth at risk.
How can we call Boston a world-class city, renowned for its higher education, cutting-edge hospitals, and booming innovation economy, yet continue to fail our young people? This is not just a matter of race or class; it’s about moral failure. It’s unacceptable.
The real opportunity before the city is how we can shift our thinking, disrupt entrenched systems, and build a future where we are not repeating the same failures 50 years from now. We must rise to the occasion, ensuring that we do not look back and say we’ve had a century of ineffective systems for our young people, and make Boston the beacon of hope it aspires to be for youth, families, and communities.
To become a city of genuine opportunity, we must address the systemic inequities in education, health care, and economic mobility. This is our moment to launch an action-oriented innovative agenda — one that moves beyond rhetoric and centers on accountability and measurable outcomes.
First, we need to return to a time when neighborhoods were a source of community pride and strength. That begins with rebuilding neighborhood schools. When I was young, there was nothing better than competing in sports against teams from Charlestown, Southie, Jamaica Plain, and Roxbury (Madison Park). Those games brought parents and neighbors together as spectators. Sports have always been a powerful unifier, capable of breaking down barriers. We must tap into that power to rebuild communities.
Second, collective action is essential. As a city, we must invest in integration, opportunity, and progress.
▪ The business community must invest in the city’s talent, ensuring that young people are equipped with the skills and education needed to thrive in Boston’s 21st-century innovation economy. They are the solution to the looming labor shortages that many industries will face.
▪ Colleges and universities must play a pivotal role, extending academic support to K-12 students through tutoring, mentorship, and access to their resources. Simultaneously, Boston charter, parochial, and public schools must also collaborate to ensure that all youth are well-equipped with experience, knowledge, and a plan once they graduate from high school.
▪ Philanthropists can help fund the next generation of leaders by investing in programs that create real pathways to success for young people.
Let’s stop underestimating what’s possible for Boston. We have the resources, talented young people, and the opportunity to lead the nation by example. But it requires all of us to come together, to think bigger, and to commit to building a Boston where every child — regardless of race, class, or neighborhood — can thrive.
With this in mind, I encourage the Boston community, business leaders, families, and, most important, our youth, to place a higher expectation on themselves and each other so that together we can reach our highest potential. Let’s strive for greatness.
It’s time to move beyond our painful past and focus on what we can build together in the next 50 years. Boston’s future depends on it.
Robert Lewis Jr. is Nicholas president and CEO of the Boys & Girls Club of Boston.