
Arts and Culture, Education and Literacy
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.
August 1970
Geographic Focus: North America-United States (Western)-California

Arts and Culture, Education and Literacy
This paper describes the 2012-2017 plan for funding arts education in the Los Angeles Unified School District. This mission for this project is as follows:
The Visual and Performing Arts are an integral part of the District's comprehensive curriculum and are essential for learning in the 21st century. All LAUSD students, from every culture and socioeconomic level, deserve quality arts learning in dance, music, theatre, and visual arts as part of the core curriculum.
August 1970
Geographic Focus: North America-United States (Western)-California-Los Angeles County

Arts and Culture;Education and Literacy
As we enter the 21st century -- the global information age -- we must ensure our students are equipped to thrive in an environment that will require them to be able to shift their thinking and remain open to learning throughout their lives. Flexibility, innovation, improvisation and the ability to communicate across diverse cultures are skills crucial to future success. The arts are the most efficient way to teach those skills. By working to include and sustain the arts as part of a comprehensive K-12 curriculum, we allow students to cultivate the crucial skills they will need to function in a 21st century world.
Arts for All is a dynamic, county-wide collaboration working to create vibrant classrooms, schools, communities and economies through the restoration of all arts disciplines into the core curriculum for each of our 1.7 million public K-12 students. One of the key strategies to ensure high quality arts education is to improve the quality of teaching and learning. We believe that when we help build the skills, knowledge, and confidence of the people who provide arts instruction to students, they are able to translate district policies and plans into high quality student learning. Practical tools and partnership opportunities promote the collective responsibility of classroom teachers, arts teachers, and artists to deliver high quality arts education. The on-going development of teachers and artists increases their ability to raise the quality of arts education.
On Friday, May 7, 2010, Arts for All in partnership with California State University at Northridge, hosted the Arts for All Higher Education Think Tank. This event brought together decision makers throughout the education community to begin to discuss how to strategically address quality arts education in teacher preparation programs in order to impact teacher practice and student learning. Over 60 people attended representing 13 institutions of higher education, 3 foundations, 6 school districts and partners from the Los Angeles County Office of Education, Orange County Office of Education and the California Commission on Teacher Credentialing.
This report is a transcript of those proceedings.
August 1970
Geographic Focus: North America / United States (Western) / California / Los Angeles County

Arts and Culture, Education and Literacy
The impetus for Arts for All's Leadership Fellows Program was a brainstorming session in July 2008 on how best to move the Arts for Allcollaborative toward its goal of restoring arts education into the core curriculum for each of Los Angeles County's 1.6 million public K-12 students.
Session participants repeatedly circled back to Arts for All's need to engage school district leaders in order to be successful. The goal of the program, the first of its kind in the country, was to increase the capacity of school district leadership to advance quality, access and equity of arts education within their respective school districts.
This report focuses on the work and results of the leadership fellows program in the 2009-2010 school year.
August 1970
Geographic Focus: North America-United States (Western)-California-Los Angeles County

Skyrocketing tuition and fees, increasing student debt, and a weak economy have led many to wonder whether the benets of going to college are worth the costs. More students than ever are taking on student loans -- a troubling trend that suggests that college is becoming less accessible to many students, even as our economy requires greater numbers of highly educated workers. In this report, the authors review the status of undergraduate student debt in California and consider it in light of the economic benets of attaining a college degree.
This report finds that student debt has increased notably in recent years. In 2010, almost half of California freshmen took out a student loan -- ten years earlier, only one-third did so. Moreover, the size of those loans has increased. The average loan amount for freshmen in California increased 36 percent (adjusted for inflation) between 2005 and 2010, reaching almost $8,000 for that first year alone. Students at private colleges are much more likely than students at the state's public colleges to take out loans, and the amounts of those loans are substantially higher at private institutions. Of particular concern are students at private for-profit colleges.
Almost all students attending those institutions take out loans, and the loan amounts are higher than at any other type of institution. Despite the increase in debt, college is a good investment for the vast majority of students. Labor market outcomes, including employment and wages, remain far better for college graduates than for less educated workers, and all but the lowest-paid college graduates earn sufficient wages to pay off average debts. However, certain students do not fare so well.
Those who do not finish college have far lower earning potential than those who do. And a small share of students take out massive loans and have trouble paying them back. Default rates are particularly high for students who attend private for-profit colleges. By keeping tuition low in the past (and even now at community colleges) and, more recently, by expanding grant aid to those attending public institutions, California policymakers and higher education officials have ensured that student debt is lower in California than in the rest of the United States. Relatively high graduation rates coupled with strong labor market outcomes have kept default rates on student loans very low for attendees of the University of California and the California State University, and at almost all private nonprofit colleges. Efforts by policymakers to limit state aid to institutions with poor student outcomes, including high student loan default rates, should continue. Almost all of the poorly performing schools are private for-profit institutions.
In an era with seemingly ever-increasing college tuition, the state should find additional ways to make college affordable for greater numbers of Californians. Improving pathways from community colleges, with their very low tuition, to four-year colleges should be a high priority. The new associate degree for transfer is a step in the right direction. Finding ways to help families save for college should be another state priority. One option would be to create a college savings program that guarantees full tuition at the state's public universities. Numerous states have adopted such programs, and hundreds of thousands of families are participating in them. Finally, to keep costs down, state policymakers and higher education officials need to ensure adequate funding of higher education institutions, as well as eciency in the delivery of higher education. Online offerings are one -- as yet unproven -- possibility for efficiency gains.
Ultimately, the significance of a college education is larger than the gains enjoyed by any one person. California's future prosperity depends on public policies that promote college enrollment and completion for increasing numbers of Californians.
August 1970
Geographic Focus: North America / United States (Western) / California

Education and Literacy;Race and Ethnicity
In most school districts, as access to and participation in Advanced Placement exams have gone up, the exam passing rates have gone down. But that isn't always the case. The Eli and Edythe Broad Foundation, looking to identify urban districts with promising trends in student achievement and college-readiness, analyzed four years of AP exam participation and passing rates for students in the 75 districts whose demographics qualify them for consideration for the annual Broad Prize for Urban Education. It found six districts where African-American students were improving their passing rates while keeping participation levels steady. This report illustrates some of the promising practices contributing to AP success in these six districts.
August 1970
Geographic Focus: North America / United States (Southern) / Florida / Orange County;North America / United States (Western) / California / San Diego County;North America / United States (Southern) / Georgia / Fulton County;North America / United States (Southern) / Kentucky / Jefferson County;North America / United States (Southern) / Georgia / Cobb County;North America / United States (Southwestern) / Texas / Garland

Arts and Culture;Education and Literacy;Parenting and Families
This report, released by Afterschool Alliance in partnership with MetLife Foundation, highlights the work of quality afterschool programs that support children, families and communities across the nation.
This compendium is a compilation of four issue briefs examining critical issues facing middle school youth and the vital role afterschool programs play in addressing these issues. This series explores afterschool and: arts enrichment, parent engagement, school improvement and digital learning. The compendium also includes in-depth profiles of the 2012 Afterschool Innovator Award winners, as well as highlights from 2008-2011 award winners.
The 2012 MetLife Foundation Afterschool Award winners are:
- The Wooden Floor, Santa Ana, CA
- Latino Arts Strings & Mariachi Juvenil, Milwaukee, WI
- Kid Power Inc., The VeggieTime Project, Washington, D.C.
- Parma Learning Center, Parma, ID
- Green Energy Technologies in the City, Lansing, MI
August 1970
Geographic Focus: North America / United States (Midwestern) / Wisconsin / Milwaukee County / Milwaukee;North America / United States (Southern) / District of Columbia / Washington;North America / United States (Midwestern) / Michigan / Ingham County / Lansing;North America / United States (Western) / California / Orange County / Santa Ana;North America / United States (Western) / Idaho / Canyon County / Parma

Education and Literacy, Parenting and Families
The James Irvine Foundation launched the Families Improving Education (FIE) initiative in 2008 by funding eleven community-based organizations in California's Central Valley and Inland Empire to support parent involvement in K-12 educational policymaking. Families In Schools, a Los Angeles-based advocacy organization was selected to serve as a technical assistance provider and grant-making intermediary. The FIE initiative is based on the premise that parent-engagement efforts can foster more responsive and appropriate school policies that enhance student success. This report, prepared by Harder+Company Community Research, highlights the insights and promising strategies of the FIE initiative, looking closely at three core components: increasing the involvement of parents in K-12 decision-making; influencing educational decisions, policies, and practices that lead to improved academic outcomes; and strengthening the capacity of community-based organizations to engage in educational advocacy.
August 1970
Geographic Focus: North America-United States (Western)-California