I/D 58 – General Council, December 2001 -- THE ENLARGED GENERAL COUNCIL OF PITTSBURGH -- Duquesne, 24 June - 07 July 2001 -- (pg. 1) -- FORMATION IN RELATION TO NEW ASPECTS OF MISSION -- (pg. 2) -- FIRST APPOINTMENTS -- (pg. 3) -- OUR MATERIAL GOODS IN THE SERVICE OF MISSION -- Interdependence and Solidarity -- (pg. 4) -- THE SPIRITAN YEAR -- (pg. 5) -- Other questions that arose at Pittsburgh -- (pg. 8)

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This thesis provides a comprehensive examination of the potential for the increased use of charges for local government services. It eschews a simplistic aggregate market-based analogy, adopting instead a service by service approach which takes full account of service objectives. It avoids an overly descriptive approach and develops its own rationale and methodology. Practice can then be considered in a situationally relevant context. Part 1 criticises economic theory's conception of the public sector and the distorted meaning of efficiency which results. The market-based analogy has led central government policy up a cul-de-sac where increasing centralism exacerbates the fundamental problems inherent in any system of collective choice, leading to increased central-local tensions and further centralism. Part 2 provides an overview of the use of charges by local government and reviews charging methodologies previously propounded. Besides being arbitrary, they are methodologically deficient because they are based on incomplete analysis of individual and collective interests. They assume a clear delineation can be made between the collective/ objective interest and the individual/ subjective interest, tax finance for the former and user charges for the latter. A new methodology is proposed which synthesises individual and collective perspectives, namely customised value added services. Part 3 applies the new methodology to a wide range of local government services, three in-depth case studies followed by more concise consideration of other services. Provision of physical structures (roads, schools and other capital facilities) is considered as well as services to identifiable individuals (leisure and recreation, housing etc). A consistent blend of theory and practice provides a policy relevant, evolutionary, incremental approach to a selective, sensitive expansion in the use of service charges. The overriding aim is to improve equity and increase access to impoved quality of service, not simply to raise revenue nor to deter or ration use.

This report documents a one semester internship with the Arts Council of New Orleans. Through a detailed description of specific projects completed, the intern shares information regarding challenges and observations. Specifically, observations deal with management structure and office efficiency. The report concludes with recommendations for improvement in these areas.

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.

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.

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.

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.