This report is the result of multiple positions I held during a period of time with WWNO 89.9 FM, New Orleans Public Radio. The bulk of the information that lent to the analysis of this organization was gathered during a six month long internship, from January 2013 until June of the same year, totaling 480 hours. Before beginning this internship, however, I was hired by the station to be a student worker, and since the completion of the internship, have continued my work as a contracted development and membership assistant. Thus, the scope of this report spans more than two years. The station underwent important changes during these years, which warrants including information acquired outside the capacity of just the internship.

The following report documents my internship at the Denver Art Museum from June to August 2013 in Denver, Colorado. This report is a result of my work with the multiple divisions in the Education Department. I worked in depth with a variety of programs, which facilitated and encouraged new and exciting methods of education to a wide range of audiences. This report will be an in depth examination of the effectiveness of interactive educational programing by first discussing the goals and purposes of each one. There will then be an explanation of the intern’s responsibilities and observations within the department. This will include the internal strengths and weakness of the education department as well as the external opportunities and threats. The report will conclude with best practices observed, recommendations for improvement and final thoughts regarding the Denver Art Museum’s education department.

The following internship report is an investigation of the organizational structure of the Mobile Museum of Art from January 2013 to August 2013. During the internship, I was able to work in several different capacities, from volunteer coordinating, to marketing, to programming. This report analyzes several aspects within these fields, including the organization’s brand, marketing strategies, and educational structure as they shift under new management. Based on my observations, I will offer recommendations for programming, marketing, and volunteer management, and compare the current structure to best practices of other museums and similar organizations. Through this extensive analysis I will also offer thoughts about the future of this local arts environment.

As part of the degree requirements for a Master of Arts in Arts Administration, this paper is an analytical discussion of my experience and observations as an intern for the Contemporary Arts Center in New Orleans, LA from January to June 2013. The Contemporary Arts Center (CAC) is a non-collecting, multidisciplinary arts center dedicated to the presentation, production and promotion of contemporary art. With a shift in executive leadership, changes in staff, and a plan for rebranding the image of the organization, the CAC finds itself in a period of great transition. This paper will examine the various effects of this transition on organizational effectiveness by identifying areas of strength as well as possibilities for improvement and institutional growth.

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.

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.