For the purpose of this discussion, we posit that there are essentially four overarching reasons we educate. They are: preparing students for democratic participation, providing access to knowledge and critical thinking, enabling all students to take advantage of life's opportunities, and enabling students to lead rich and rewarding personal lives. None of these can be achieved fully without attention to the role of imagination. While we acknowledge that not all would agree with our definition of purposes, our comprehensive vision, we believe, can serve our children and our society well.

In the summer of 2010, the Chicago Community Trust (CCT) commissioned Hubbard Street Dance Chicago (HSDC) to undertake a project to better understand dance education programs offered to Chicago Public School (CPS) students by outside organizations, as well as how they are using the newly released CPS Guide for Teaching and Learning in the Arts. Along with HSDC, three other organizations were commissioned to complete similar projects for the arts disciplines of visual arts, music and theater (The Art Institute of Chicago, Ravinia Festival and The League of Chicago Theaters).

The overarching goal for the initiative was to identify how arts organizations can more effectively serve CPS students through arts education programming. Specifically, this included a better understanding of the current capacity of dance education organizations as well as factors that could improve the quantity and effectiveness of dance education programming for CPS students.

Leaders in the nonprofit arts world, many of them founders and builders of their organizations for decades, will be retiring in unprecedented numbers in the coming years. Organizations could become weaker and destabilized during this transition, a prospect that should be addressed with some urgency. Younger professionals should be able to take on these leadership roles and chart a new course in stressful and changing times. Yet an operational divide between the workplace needs and values of Next Geners and those currently in charge threatens this transition.

It does not help that the nonprofit arts field suffers from a paucity of training and professional degree-granting programs, low pay, long work hours, and inadequate career advancement opportunities. The generation that sparked a powerful nonprofit arts movement more than thirty years ago now wonders about their successors: Are they motivated? Prepared? How can we recruit, train, nurture, and retain them?

This study was commissioned by the Center for Cultural Innovation (CCI) as part of a large-scale Next Generation Arts Leadership Initiative funded by The William and Flora Hewlett Foundation and The James Irvine Foundation that aspires to strengthen and retain a new generation of administrative talent in California's nonprofit arts field. It addresses nonprofit arts leaders' desire to know more about their younger colleagues and their experiences as professionals, board members, and volunteers.

To explore the experience of Next Geners, the author developed a survey conducted in the summer of 2010. In this report, Next Gen arts leaders are defined as individuals between the ages of 18 and 35 years who are currently working with a California nonprofit arts organization as administrators, artists or board members and who have worked in the field for less than ten consecutive years. More than 1,300 California Next Geners took the survey and with modest exceptions (under-representation of Latinos, African and Asian-Americans, and men, non-metropolitan regions, and certain art forms), their workplaces are generally representative of the size of and variation within the nonprofit arts sector in the state. For example, some 23% of our Next Gen respondents work for organizations with budgets under $100,000, while 22% work in organizations with budgets over $2 million.