This report is written as the result of an extensive internship from May to September 2011 at the Louisiana State Museum. During my time at the Louisiana State Museum I worked as a full-time marketing intern in the main office at the Presbytere. The aim of this report is to provide a comprehensive overview of the Louisiana State Museum as an organization and I will be focusing on the museum’s marketing department. Drawing from my experiences, research and interviews with key individuals; my report includes an analysis of the organization, description of my internship duties and recommendations for the museum moving forward.

The New Orleans Museum of Art (NOMA) is widely believed to be the most established cultural institution of its kind in New Orleans. The museum building is an extension of its landscape, designed and established as a gift that has been enjoyed by the city for more than a century. The term of my internship with the Museum coincided with its Centennial Celebration year of 2011. In possession of one of the Gulf South's most prized permanent collections, NOMA has demonstrated its continued sustainability through the longevity of its establishment in addition to its rapid recovery following the Hurricane Katrina disaster. As with many long-established institutions, the years have made their mark on the New Orleans Museum of Art and there are cracks in its foundation. This point is made most clear in terms of a lax adherence to its stated mission and goals, in addition to a weakened bond with its served community. The following report serves as a case study of the Museum; it addresses organizational issues revealed through situational analyses and personal observations. The report concludes with recommendations prescribed for the future success and sustainability of NOMA in the furtherance of its mission.

This report is the result of a year-long internship with a new theatre company in New Orleans, Delta Theatre Productions, currently operating under the name Delta Productions. I functioned as the Managing Director for this start-up, building organizational infrastructure from the ground up, guiding the process of its first production from idea to final product, and creating the branding of the organization in order to set it apart from its competition and establish it as a viable and healthy theatrical company for the New Orleans community. This report tells the story of how the organization began, reports on my duties as an intern, analyzes the successes and failures of the first year of operation, relates guidance from the best practices of other theatrical organizations around the nation, and finally offers practical recommendations for Delta Productions as it pursues growth and sustainability.

The following internship report documents my marketing internship with the New Orleans Ballet Association in the summer of 2011. Incorporated in 1969, NOBA is one of the few organizations in the Central Gulf region dedicated solely to dance. During my internship, I worked with the Marketing Coordinator and Executive Director on culminating events centered around NOBA's season of dance and education programs. My primary goals were to create and distribute marketing material concerning the upcoming season and to assist the Marketing Coordinator with event promotions. This internship report provides an overview of NOBA based on observational research and in-depth analysis concluded by me. The report examines internal and external issues, researched explanations of best practices performed by similar organizations, and recommendations for improvement within the organizations future contributions to the city of New Orleans.

This is a report on the George Rodrigue Foundation of the Arts (GRFA) following an internship with the organization from June until September 2011. This report consists of an organizational summary, an account of the internship, SWOT analysis, best practices and concluding thoughts. Modeled after the Thea Foundation in Little Rock, Arkansas, GRFA advocates the importance of art in youth development, and its mission is reflected by George Rodrigue’s testimony of the positive influence of art in his life.

This report is the result of an organizational internship (June 6, 2011-September 30, 2011) at Root Division, a visual art nonprofit located in San Francisco, CA. The nature of the internship required work in many facets of the organization allowing a full analysis of the organization’s operations, funding streams, and goals for the future. This report begins with an extensive overview of this unique organization, which celebrates its 10-year anniversary in 2012. The report then analyzes organizational observations, finding that Root Division must focus on strategic communication and new relationships with donors in order to obtain future goals. The paper concludes with recommendations for Root Division based on best practices in sustainable funding, branding and donor base building. These recommendations will allow Root Division to continue to steadily grow and create an artistic ecosystem for the San Francisco Bay Area.

As an administrative intern at Dance Exchange in Takoma Park, MD I had the opportunity to study this organization in a transitional phase following the departure of its founder Liz Lerman. I worked with Dance Exchange from September 6th, 2012 to December 16th, 2012. During that time I updated their media and donor lists, social media outlets, maintained the social media outlets, and assisted in the planning and execution of their HOME events, among other tasks. This paper will serve as an organizational analysis of Dance Exchange. Following this analysis, I will offer suggestions on how Dance Exchange might proceed so as to best benefit the organization and help them continue to be a presence in the field of modern dance.

This report reviews the internal structure of the Louisiana Philharmonic Orchestra (LPO), a non-profit entity, and provides an analysis of issues facing the organization. A history of the LPO, description of programs, and staff structure review provide a basic understanding of the organization. For the purpose of this internship report, the timeframe of the internship took place from August 2011 through January 2012.

This internship report is based on my work with the organization KID smART from June of 2011 through November of 2012. I had the opportunity to work in several departments, including programming, development, and administrative support, as well as directly with students in New Orleans public schools. From this unique point of view, I observed how an effective organization approaches the complex education system and works towards change in a challenging environment. My observations attempt to describe the evolution of this dynamic agency, its procedures for regulation and evaluation, and what role it plays in the community. My recommendations are based on perceived gaps in an otherwise highly functional organization that has a positive impact on its stakeholdersʼ quality of life.

The following paper documents Meredith Harper’s internship from May 2012 to August 2012 at the Contemporary Arts Center in New Orleans, LA as part of the degree requirements for the Master of Arts in Arts Administration. The Contemporary Arts Center (CAC) is the only non-collecting, multi-disciplinary arts center in New Orleans, and has worked to present the very best of the "art of now" to the New Orleans community since 1976. This paper is written from the point of view of an arts administrator observing the organization as an outsider. This paper will discuss the responsibilities and duties of the internship, focused through the lens of organizational development, and examine the CAC’s institutional effectiveness by identifying strengths and providing solutions for areas needing improvement.