September 2025 with Melissa Aase of University Settlement Society in NYC
Sometimes it makes sense for an organization to start out intentionally with a clear objective or time-limit and then shut down once they reach it. However, in other cases, the challenge they are tackling requires robust and long-lasting infrastructure to meet the challenges of the day and the future to come.
In the work of tackling urban poverty in the US’s largest metropolis, the latter is often true. While the complexion and nature of poverty in New York City has changed markedly over the last hundred-plus years, poverty remains persistent and pernicious. And it is for that reason that the University Settlement Society, a nearly 140-year old anti-poverty organization based in NYC’s downtown and operating throughout the city, thinks about closure a little differently.
Though the organization may continue to be sorely needed for a long time to come, sometimes certain programs and projects must be shuttered to preserve the overall mission and keep them strong for the long run. Read on to learn more about how Melissa and the University Settlement team use sunsets as a strategic tool.
Shifting With The Decades
Melissa began by sharing the history of University Settlement House.
Inspired by the international settlement house movement, University Settlement was established in 1886 in New York City’s Lower East Side as the first settlement house in the United States. Settlement houses marked a break from the idea of alms/poor houses for the most destitute. They instead advocated for a model of social care, the idea that we all had a debt of service to those in our communities who were in need.
USS has evolved over time, adapting to community needs. They began first by offering programs like public baths and space for teaching needle trades, and eventually moving to English language learning and teaching more advanced technical skills. They have over 700 staff members working from over 30 locations, The society also boasts an annual budget of about $60 million, and touch about 40,000 lives a year with their services.
With a vision of eradicating poverty in New York City, the organization has historically played a key role in advocating for policies and laws that promote health and social care in New York City. Along the way, its leadership has leaned on partnerships and strategic program closures to preserve the larger mission.
“I think of settlement houses more like we would think of libraries and schools — institutions where many, many things happen, many types of people can be served, a community hub, an anchor that does have a purpose in perpetuity.
– Melissa Aase, University Settlement Society
But that does not mean that what we actually do inside the settlement house has to always be the same, and in fact, we are built to evolve.“
Joining At A Critical Moment
While March 2020 might not have been the best month to take the helm at a direct social services organization in one of the biggest cities in the world, it is when Melissa stepped up to the role. One of her first orders of business was closing down a century-old sleepaway camp that the organization had run. She emphasized that her process for deciding whether a strategy wind down is in order is always a collaborative one. She does some listening, some due diligence, and maintains a small circle of advisors. However, the decision to start the initial inquiry is always her own.
The Power of Community
The reasons for program closures at USS has varied over the decades, but one question they are always asking is whether a partner or peer in the local ecosystem is either doing a better job delivering the particular service or is better positioned to do so. Being so tightly woven into the tapestry of the city means that USS is not only well-resourced but also well connected. Their stature across the community means that it is no small endeavour for them to step aside and make way for a younger organization to step forward.
“Few of our programs close because we are finished with the job.“
– Melissa Aase, University Settlement Society
Melissa noted that while they aim to “work themselves out of business” in short-term programs like eviction prevention, their long-term vision requires them to maintain deep community connections across generations through early childhood, after-school, and senior programs. She does, however, admit that surrendering a particular program or project to a partner requires the ability to let go. When, for example, they stepped away from a join community center project with another organization, they had to accept how the other group took many things in another direction, addressing a different constituency than the one USS may have wanted to. Melissa credits her time in divinity school for some of her ability to hold a space for change, loss, and grief. She strongly believes in the power of ritual to hold communities together through tough transitions
Thanks so much to Melissa for joining us!