From February 23 through May 10, 2005, I am an intern at the Arts Council of New Orleans in the Department of the Fresh Art Festival. The internship was approved by my Graduate Committee and confirmed by the Arts Administration Department at UNO. It fulfills the requirements for the degree of Master of the Arts in the Arts Administration Program at UNO. My Graduate Committee is composed of one Major Professor and two committee members. The Major Professor is A. Lawrence Jenkens, Jr., who is a professor in the Fine Art Department at UNO. The other two committee members are Donald Kaye Marshall, who teaches in the Department of Arts Administration at UNO and Elizabeth Williams, who teaches in the Department of Hotel, Restaurant & Tourism at UNO as well. My internship mainly focuses on the Fresh Art Festival; therefore, the Coordinator of the Festival, Barbara Workman, is my on-site supervisor. However, I only get one hour of work to do every day due to the fact that my time there is not the busiest time for the Festival. But with Ms. Workman's consent, I could read all the files about the Festival and got a chance to review and study the Festi val. I also got a chance to assist one of the Arts Business Incubator's tenants, CubaNola Collective, with its lecture events. Under the special condition of my internship (See Chapter 4 & 5), I decided to turn it into a studying process, instead of a working experience. Therefore, the following report profiles the Arts Council of New Orleans (most of it is cited from the Arts Council's Fact Sheets, "Agency Operations Narrative," and website under its consent), and details as well as analyzes the Fresh Art Festival.

On May 6, 2002 I began my internship with the Arts Council of New Orleans. The Arts Council of New Orleans is a private, nonprofit organization that provides a variety of cultural planning, advocacy, public art economic development, arts education, and grant initiatives to the city of New Orleans and surrounding areas. Since its creation in 1975, the Arts Council has been the official arts agency for the City of New Orleans. My role at the Arts Council was to work in the Marketing and Development Department, with the major task of updating the annual Arts Directory. Besides work on the directory, my time was spent working for other divisions of the Arts Council, including the Entergy Arts Business Center, the Grant Department and Louisiana ArtWorks. The following report is the analysis of a three-month internship with the Arts Council of New Orleans. It begins with a look at the organization's history, staff and programming and then focuses on the internship's assignments. The purpose of the internship was to gain experience working in a nonprofit arts organization, tying together all ofthe concepts that are studied in the courses of the Arts Administration Program. My internship at the Arts Council of New Orleans was an overall learning experience of the many facets of a nonprofit arts organization.

This report follows an internship, of 480 hours in length, completed at The New Orleans Film Festival, located in The Downtown Development District in New Orleans, Louisiana. The New Orleans Film Festival is a non-profit (501 c-3) cultural organization serving the New Orleans area, the southeast region, and the film industry. The New Orleans Film Festival strives to provide quality alternative local, national, and international films to the New Orleans community.

This paper comes from 180 hours of internship with the New Orleans Film Festival in Orleans Parish, New Orleans, Louisiana. During those hours of involvement with this organization, I focused on the competitive division of the festival that was then known as Cinema 16. In the course of events, questions arose concerning the issue of board involvement in the Cinema 16 jury process and the board's administrative responsibilities. As it is with all human enterprise, there also is a continuously evolving attempt to improve methods. In the NOFF's case there is an attempt to improve the judging of the entries. What should be the board's role in that process? Cinema 16 should breathe life into the creative aspirations of fledgling filmmaker's near and far. Does the New Orleans Fum Festival do all it can to make this a reality by vigorously marketing the selected films? Memberships became a focus when the disparity between the number of members in prior years and the number in 2001 appeared large. There were approximately 350 memberships in August of 2001, compared to 600 in 1999. There appeared to be a direct correlation between the number of memberships and mail-outs to the public. What other methods could be utilized to increase their numbers? Information is power. Answers to such questions would put the festival in the position of being proactive by giving them opportunity to further fulfill their mission as well as the capability to bring in more funds to continue their work. Time was given to exploring a university population as a viable market for new memberships. The staff shed light on the need for more services to offer prospective members. These major issues served to fulfill the purpose of the internship by opening up opportunities for experience in a nonprofit arts organization. The experience in its entirety brought to light the film festival's impact on the concept that film is a credible art form celebrated by individuals everywhere. This paper should highlight the importance of the various processes, not only in giving that organization credibility but also in aiding it in making the impact it wishes to on its immediate and global community.

From May through August of 2000, I served for the New Orleans Museum of Art in New Orleans, Louisiana, as an intern. The institution provides a variety of museum experiences for both locals and tourists, and counted as one of the South's premier art museums. The Museum, however, has numerous issues and challenges. Although the institution is continuously expanding, the next decade will be a test for the Museum's staff members regarding management, programming, and competition. The following report provides overview of the Museum's mission, history, collections, as well as its organizational structure. I explain my internship in terms of tasks assigned, justifying my contribution to the institution.

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.

The internship program at the New Orleans Museum of Art provides graduate and undergraduate students from universities and colleges with on-site training in various museum responsibilities under the guidance and training of a senior level staff member. Internships are available in the administration, curatorial, development or educational departments of the Museum. I chose the public relations department for my internship because public relations is an art organization's essential contact with its public through communications that are not entirely based on publicity, and as such I wanted to learn more about the operation of the department. Because public relations work requires some skill and confidence in writing (Rudman 9), I believed that I was qualified to assist in writing assignments with an undergraduate degree in English.

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.

This report is based on a three month internship at the New Orleans Opera Association during the summer of 1996. In this report, the intern has attempted to present the Opera's past practices while comparing them to its current ideologies and projecting where the company is headed in the future. She has highlighted the Opera's strengths and objectively analyzed the areas of concern. At the same time she has emphasized the fact that the New Orleans Opera Association is and will remain an extremely successful opera company with loyal and generous supporters. The Association shows every promise of continuing to provide New Orleans and the Gulf South region with first class opera performances by hiring some of the finest voices in the opera world and staging theatrical extravaganzas that will entertain and delight audiences well into the 21st century.

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.