In January of 2012, I began an internship with the San Antonio Museum of Art. At the time, the Education Department was engrossed in an audience research study, designed to strengthen the Museum’s understanding of its constituents. This study was my entry-point into the organization and where all my efforts were focused over the course of my internship. This paper includes: an organizational summary; an account of my internship experiences; a SWOT analysis; a review of industry best practices; and recommendations based on observations acquired over the course of my internship.

The following report is the result of an internship with the oldest fine art institute in the city of New Orleans. I had the opportunity to work at the New Orleans Museum of Art within the Department of Interpretation and Audience Engagement. Over the course of this internship, I observed the staff of this prolific organization create and facilitate educational experiences and public programming relating to special exhibitions and the permanent collection while appealing to all ages and supporting the Museum’s mission. This report seeks to summarize the history of the institution, outline particular programs, and to define the importance of interpretation and audience engagement within visual arts organizations. It concludes with recommendations deduced from best practices aimed to strengthen the connection between the community and this cultural legacy through interpretation and audience engagement.

Since its inception in 1986, Southern Rep has maintained a formidable reputation for providing quality artistic programming as a nonprofit theatre company. Despite this status, dwindling government funding for arts in the United States combined with a decline in earned revenue and audience attendance has impacted Southern Rep’s operations. The result is an increased need for development and fundraising activities. The purpose of this report is to document my internship with Southern Rep from September 4, 2012 through June 5, 2013. My assessment is written from the perspective of an Arts Administrator functioning in a development capacity. By identifying Southern Rep’s internal strengths and weaknesses combined with external opportunities and threats which impact its operations, I will provide recommendations to achieve sustainability of contemporary drama in a conservative yet emergent environment.

The purpose of this thesis is to investigate the central issues and management structure of the New Orleans Ballet Association (NOBA), apply them to industry best practices, and make recommendations for improvement. The initial investigation occurred during a 480-hour internship in the Education Department from January-April 2013, under NOBA’s Executive Director and Education Coordinators. The thesis is enhanced through a prior 240-hour practicum in the Development department and position as Site Monitor for the Pre-Professional Program, which provided hands-on experience. The thesis will show a working knowledge of the organization, reflection on its practices, and a look towards the future.

The following internship report is a documentation of my work with the Ogden Museum of Southern Art from January through April 2013. I worked closely with the Museum departments of Education and Development, as well as the Deputy Director. This report is an analysis of the different business and management methods of the organization and their fidelity to best museum practices. I will analyze the strengths, weaknesses, opportunities and threats of the museum. I will also touch on the recent history of the Museum; what I observed currently; and the direction I see the museum heading in its future.

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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.