This report is the result of a three month internship with The Historic New Orleans Collection in Louisiana. The purpose of the internship was to gain an understanding of the projects and strategies used in operating this nonprofit cultural organization. The majority of my time during the three month period was spent working on five tasks assigned to me by the Director of Williams Research Center (WRC), one of the buildings within The Collection. I also attended staff meetings and lectures as if l were a paid employee of the organization. Consequently, l observed the work practices of the statf at WRC. This paper outlines my numerous observations of the operations of THNOC, including board and staff structures, task descriptions, the supervisory approaches of managers, the importance of work environment on productivity, and the acquisitions, purchases, and programs which fulfill the organization's mission.

This paper discusses an internship experience at the Audubon Institute, a not-for-profit organization located in New Orleans, Louisiana. The Audubon Institute oversees the management of several facilities dedicated to the cultivation and awareness of nature. The primary focus of the internship was development and fund raising. As intern the author was given the responsibility for several special projects, the purpose of which was to assist the Vice-president for Development with improving the operations of the department. In addition, the intern assisted with the ongoing activities of the department, including grant writing and special events planning. Special projects included a feasibility study for developing a new membership category for an out-of-state market, obtaining bids on an electronic screening service for the department's database, and financial studies of 2 major fund raising events. In addition, recommendations were made regarding the improvement of Development's donor research process. The primary impact of the intern's time upon the Audubon Institute was to provide a resource for analyzing Development Department plans and events in order to assist in future decision making. The results of all research and analyses are included in the Appendix.

The Arts Council of Greater New Orleans was founded in 1975 in response to the recommendation of the City of New Orleans Cultural Resources Committee appointed by former Mayor Moon Landrieu. With primarily private support, the Arts Council initiated projects such as monumental sculpture exhibitions around the city, a weekly radio program, an arts hotline, and an arts program for the city's Downtown Development District, including six weeks of outdoor Brown Bag concerts at lunchtime and an annual downtown arts festival.

From May 19 through August 20, 1993, Craig Cunningham interned at the Arts Council of New Orleans and the Entergy Arts Business Center, which is operated by the Arts Council of New Orleans. The internship was approved by the intern's Graduate Committee and confirmed by the Arts Administration Advisory Committee. It fulfills the requirements for the degree of Master of Arts in Arts Administration. The internship focused around two main projects, production of the annual Arts Directory, and the Louisiana Volunteer Lawyers for the Arts. The on-site supervisors were the Assistant Director, Mary Kahn, and the Executive Director, Shirley Trusty Corey. The following report profiles the Arts Council of New Orleans, details the internship, analyzes the management structure of the Arts council, and analyzes the impact of the internship upon the organization.

From May 11, 1987, through August 14, 1987, Rebecca Jean Bossert interned at the Arts Council of New Orleans. The internship was approved by the intern's Graduate Committee and confirmed by the Arts Administration Advisory Committee. It fulfills the requirements for the degree of Master of Arts in Arts Administration. The internship encompassed duties involved with the coordination and execution of the Partnership Grants Program and the Municipal Endowment Grants for the Arts Program, which were administered by the Arts Council of New Orleans. The first few weeks of the internship were supervised by Ginny Lee McMurray, Assistant Director, who took maternity leave beginning June 3. The remainder of the internship was supervised by Joycelyn L. Reynolds, Grants Coordinator. The following report profiles the Arts Council of New Orleans, describes the internship, analyzes management challenges posed by the internship, offers recommendations for the resolution of these challenges, and discusses the effects of the intern's contribution to the organization.

The following is a report detailing the graduate internship of Karen Ann Robicheaux. This internship is in partial fulfillment of the Master of Arts in Arts Administration degree program offered by the University of New Orleans.

I submit for the committee's consideration this report on my internship at WLAE-TV, Channel 32, a nonprofit Public Broadcasting Station in New Orleans. Through the internship in the Development Department, I was involved directly in one of WLAE-TV's major fund-raising events, the spring Antique/Arts Auction. The duration of the internship was from January 19, 1987 to May 14, 1987. I worked under the supervision of Mr. Gregory Weaver, WLAE-TV's Auctions and Special Events Director. Unfortunately, due to problems in scheduling certain volunteers, WLAE's Antique/Arts Auction broadcast dates were moved from early to late May. The schedule change moved the Auction beyond the given parameters of my internship. Although I was unable to participate in the on-air auction itself, I believe that my pre-auction assignments have nevertheless made this particular internship an extremely valuable learning experience.

This report documents an internship that was served at the Aquarium of the Americas in New Orleans, Louisiana from 16 January 1989 through 7 April 1989. The purpose of the internship was to observe the administration of the internship organization in order to perform a managerial analysis. Another goal was to engage in administrative tasks in order to gain practical experience at a managerial level. The Aquarium of the Americas is a department of the Audubon Institute, which, in turn, is supervised by the Audubon Park Commission. As a result, those organizations are also included as subjects for analysis. The internship is a requirement of the graduate program in Arts Administration at the University of New Orleans.

On a Tuesday night in the spring of 2007, my legal class taught by Bill Abbott had a guest speaker. Her name was Liz Williams and she was the president of the new Southern Food and Beverage Museum. Though she was in class to give a presentation on legal issues, she also spoke about the task of putting together a new museum, how a food museum was a unique idea that would work well in a city such as New Orleans, and why the concept of food and beverage would appeal to a variety of people -- tourists and locals alike. I got it immediately. I understood the concept, the need, the way it would work, everything. I knew that I wanted to be involved with this museum somehow. By the end of summer, I had completed a practicum and had arranged for an internship at this new museum, which was nicknamed SoFAB. Within a few weeks f my internship, I would leave my job as grants officer at the New Orleans Museum of Art to become Director of Collections at SoFAB. It's a risk, leaving an established and well-funded institution for a much smaller establishment that doesn't yet have an employee manual. I think it's worth it. One of the appealing concepts about working at a brand new museum is that employees do everything -- put together exhibitions, work the gift shop, staff the special events, serve as librarians, collect the artifacts. It's a wonderful way to gain experience. During my internship, I wore many hats but my duties focused on four main areas: marketing; funding/development; collections; and curatorial/exhibitions.

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