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.

This report is a description of a three-month internship from January 20, 1992 through April 20, 1992 with the New Orleans Opera Association where the intern was the assistant to the Director of Development/Marketing/Public Relations. The New Orleans Opera celebrates 50 years of financial and artistic success in the 1992/93 season and serves as an example to other arts organizations not only in New Orleans but throughout the United States. Over this fifty-year life, however, the organization has not adjusted its managerial practices sufficiently to compensate for the change throughout the business and arts-related industries; consequently, the Association operates with outdated thoughts and customs. Within the scheme of operations, however, is a very successful fundraising organization buttressed by the support of extremely loyal patrons and sold-out houses. The intern will give an overview of the organization and explain her duties and responsibilities with short and long-term effects on the Association.

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.

From May 11, 1987, through August 14, 1987, Paul Bossert interned at the Theatre of the Performing Arts. The internship was approved by the intern's Graduate Committee and confirmed by the Arts Administration Advisory Committee. It partially fulfills the requirements for the degree of Master of Arts in Arts Administration. The internship encompassed duties involved in the management of a performing arts facility. The internship was supervised by Mr. Leonard Sobel, Stage Manager of the Theatre of the Performing Arts. The following report profiles the Theatre of the Performing Arts, 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.

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.

The information found in the following report is based on research, personal interviews, and my personal experience during a fifteen week internship with the New Orleans Symphony. The purposes of this report are to give a comprehensive picture of the New Orleans Symphony as a nonprofit arts organization, describe my activities during the internship, and demonstrate my approach to the various challenges presented during the internship. The report begins with a profile of the organization outlining the Symphony's history, programs, goals, and the structure through which the Symphony operates and interfaces with its environment. It continues with descriptions of my experiences with the Symphony during the internship, analyses of various situations, including the major challenge of the internship, and recommendations based on these analyses. The report concludes with short and long term contributions made which were a result of the internship.

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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