This report investigates the successes and shortcomings of an established and financially stable arts organization, and analyzes the position of the organization within the greater whole of the arts community. Alabama Ballet is a 501(c)(3) taxexempt non-profit organization located in Birmingham, Alabama. Alabama Ballet strives to offer high quality, professional dance in the state of Alabama through dance programming, education programs, and outreach efforts. The exploration and discovery took place during a 480-hour Internship while working as an Administrative Intern within the organization. This report explores the strengths, weaknesses, and suggestions for organizational improvement based on studies and knowledge gained from the University of New Orleans Arts Administration Graduate Program.

In order to maintain relevance, arts organizations must continuously evolve to fulfill the needs of an ever--‐changing consumer landscape. The following paper documents Justin Shiels’ internship with the New Orleans Center of Creative Art (NOCCA), in furtherance of the degree requirements for the Master of Arts in Arts Administration. NOCCA is a regional, pre--‐professional arts training center that offers students intensive arts and academic instruction. Through analysis of current operations, SWOT analysis, and best practices model, this report will explore the core competencies for established arts organizations and the methods of shifting from a good organization to a great organization.

The following internship report is based on my experience as administrative assistant to the Principal of Wall Street Zhongwen (hereinafter referred to as “WSZ”) during the spring semester of 2013. Wall Street Zhongwen is a Chinese-language school with a multifaceted mission and staff. It is based in the Financial District of New York City in the heart of Wall Street culture. I will focus on a critical, descriptive analysis of the organization with a S.W.O.T analysis, best practices of educational institutions comparisons, and recommendations for the development of Wall Street Zhongwen.

The Southern Food and Beverage Museum in New Orleans, Louisiana is a nonprofit 501 (c) (3) organization opened in 2008 as a “nonprofit living history organization dedicated to the discovery, understanding and celebration of the food, drink and the related culture of the South.” Today, in 2013, it is pushing for a more global scope as The SoFAB Institute, now “dedicated to the discovery, understanding and celebration of the food, drink and culture of the world through the eyes of the South!” The changes in its mission statement reflect its proposed transition. It hopes to evolve from a local tourist attraction to an important cultural resource, providing both visitors and scholars from across the world a place to discovery and study the South’s culinary heritage. This paper seeks to examine the challenges a small, underfunded, understaffed and often misunderstood single-subject museum faces as it makes that transition—from so-so to SoFABulous.

The following internship report is a documentation of my work with the for-profit entity Huka Entertainment during the Spring 2013 semester. This report focuses on my observations and suggestions while working closely with the Marketing and Sponsorship departments. I will analyze the strengths, weaknesses, opportunities, and threats to the company, while describing its management structure and each of its three festivals. I will also discuss what best business practices are best to help Huka Entertainment thrive in the music festival market.

A collection of poems by Megan McHugh

The internship report that follows this is the result of my time interning with the New Orleans Museum of Art. During my time at NOMA I had the unique opportunity to work with both the department of Interpretation and Audience Engagement and the department of External Affairs. Through this duel departmental internship at the Museum I began to understand the history of the Museum where it came from and what makes NOMA the institution it is today. Throughout the country museums and cultural institutions are having to adapt to today’s arts economy. Meaning institutions must become adaptable, transparent, and more engaged with their communities. This report is my attempt to delineate ways in which NOMA much like the city of New Orleans can become a truly unique institution through community engagement.

These days, with K-12 education suffering from a lack of funds, nonprofit educational organizations are working to support K-12 education. The purpose of my internship report is to investigate the main issues in management and fundraising of a nonprofit educational organization, Classwish, a nationwide nonprofit organization based in New York City. Classwish supports teachers and students by making donations to provide teachers with supplies in order to improve the education environment. By investigating ways to manage an organization and to fundraise, I will analyze strengths and weaknesses of their management, as well as external opportunities and threats. I will also suggest better ways to achieve their goals by researching and comparing other nonprofit educational organizations.

The objective of this paper is to report on an internship with the National Performance Network (NPN), a non-profit arts organization based in New Orleans, to describe its mission and structure, and to provide positive recommendations to further enhance NPN's operation in the future. This report is based on a 480 hour internship at NPN, with some additional volunteer time, which occurred from August to December 2013, under the supervision of NPN's Operating Chief and Staff. The paper demonstrates working knowledge of the organization and offers reflections on its practices and ideas for its future.

The purpose of this internship report is to review and provide recommendations to KID smART based primarily from my work with the organization from March through July of 2009. During this time, I worked directly with the Executive Director and the Program Director. The following report provides a detailed analysis of the organization, including organizational structure, funding, programs, and marketing as they stood at the time of my internship: summer of 2009. Due to the amount of time that has passed since the time of my internship, I will also include updates as to where the organization stands as of summer 2014. Additionally, the report will take a look back at my work with the organization, what has changed in the years since, and how the organization can continue to grow.