According to the FAA (2023a) and using CY 2022 numbers, approximately 2.9 million passengers fly every day in and out of U.S. airports. While traveling can sometimes be hectic and stressful, art at airports contributes to a more pleasant and enriching travel experience for passengers. Primarily, art enhances the overall atmosphere of an airport, making it more inviting and enjoyable for passengers and airport staff (Szekely, 2012; Geiling, 2014; Koglmeier, 2019). Available literature specific to airport arts programs points out that art helps pass the time by providing an opportunity for exploration and contemplation (Koglmeier, 2019; Lauria-Blum, 2023). Art provides passengers with a source of relaxation and distraction while they wait for their flights, and engaging with art helps reduce anxiety and create a more pleasant travel experience (Koglmeier, 2019).

The incorporation of art creates differentiation among airports. In an increasingly competitive air travel market, airports seek to differentiate themselves and attract passengers (Boudreau

et al., 2016). A well-curated arts program sets an airport apart from its competitors by providing a unique selling point that appeals to travelers and airlines (Hallemann, 2015; Sheets, 2022). Furthermore, airports with robust arts programs are often perceived as more culturally vibrant and forward-thinking (Americans for the Arts, 2018; Dhenin, 2021).

The literature confirms that art at airports serves a functional role. Large airports can be confusing to navigate; art installations serve as visual landmarks to help passengers orient themselves (Szekely, 2012; Koglmeier, 2019). Art also contributes to the overall design and layout of the airport by providing intuitive cues for orientation and a proven and direct improvement to passenger experience through wayfinding (Hubregtse, 2016; Harding, 2018).

Arts programs enhance community engagement (Szekely, 2012; Americans for the Arts, 2018; Koglmeier, 2019; Karaskiewicz, 2020). Airport arts programs offer opportunities for collaboration and engagement with the local community by involving artists, cultural organizations, and residents in the program (Karaskiewicz, 2020). At a local level, airport arts programs provide a platform for local artists to showcase their work to a diverse audience of travelers, which not only supports the arts community but also promotes the culture and identity of the region (Karaskiewicz, 2020). Alternatively, airports are often hubs of international travel, and art serves as a means of cultural exchange (Szekely, 2012; Karaskiewicz, 2020). Exhibitions featuring artworks from around the world expose passengers to new perspectives and experiences, thereby enriching their travel experience.

According to Karaskiewicz (2020), the goals of airport arts programs are not purely social—to enhance the passenger experience—but also have economic benefits by generating revenue. By showcasing local art and culture to travelers passing through, airports inspire visitors to explore the destination, thus boosting tourism and economic development (Koglmeier, 2019). Moreover, art installations and exhibitions attract visitors from outside the airport (i.e., non-airport travelers), thereby generating additional revenue for concessions, retail outlets, and other businesses operating within the airport (Karaskiewicz, 2020).

Beyond reasons for establishing an airport arts program, literature was reviewed to understand the variety of art that can be represented across these programs. Two of the most commonly mentioned are permanent art installations and changing exhibitions (Szekely, 2012; Karaskiewicz, 2020). Permanent art installations are procured by the airport governing body and displayed or integrated into the terminal buildings, concourses, or outdoor spaces (e.g., sculptures, murals, mosaics, or architectural elements) (Boudreau et al., 2016). Alternatively, changing exhibitions are temporary visual art, photography, or multimedia displays in designated gallery spaces or display areas (Karaskiewicz, 2020).

In addition to airports with permanent and temporary exhibitions, Karaskiewicz (2020) identified airports, such as Nashville International Airport (BNA) and San Diego International Airport (SAN), that incorporate live performances (see Photo 4), music, dance, theater, or spoken-word events into their programming. These performances may take place in designated performance areas, lounges, or public spaces and offer passengers entertainment and enrichment while they wait for their flights. Similarly, some airport arts programs, such as those at Austin–Bergstrom International Airport (AUS) and Albany International Airport (ALB), may include live educational components such as artists’ talks, workshops, guided tours, and interactive experiences engaging passengers, employees, and the local community in art and culture (Karaskiewicz, 2020).

As technology becomes more prevalent in the social sphere, airports such as San Jose Mineta International Airport (SJC) are incorporating digital and interactive art installations that utilize technology to create immersive and engaging experiences for passengers (Gorbet et al., 2011). These installations may involve interactive displays, digital projections, and multimedia artworks.

One example is a ceiling-mounted robotic sculpture that responds to the movement of people below it by creating patterns using 130 paired aluminum arcs. Another example is a custom Dreaming F.I.D.S aquarium stocked with live fish using submerged monitors to showcase fish tracking software.

According to Karaskiewicz (2020), arts programs such as those at Indianapolis International Airport (IND) and Portland International Airport (PDX) often include the community. Airports collaborate with local cultural institutions, arts organizations, galleries, and museums to curate exhibitions, develop programming, and facilitate artist residencies within the airport space.

Airport arts programs play a vital role to enhance the overall passenger experience, promote cultural exchange, and foster community engagement. They serve as cultural gateways that transform airports into vibrant and welcoming hubs and have a wealth of benefits for airport travelers, visitors, and staff.

2.2 Airport Arts Program Management Overview

Within the limited number of scholarly articles focusing on airport arts program management, some information exists regarding primary tasks, budgets and funding, program documentation, and community engagement (Karaskiewicz, 2020). In the case studies provided, Karaskiewicz (2020) highlights the duties of an arts program manager, from planning and curating exhibitions to installation, maintenance, and promotion. Karaskiewicz also discusses the arts manager’s role, including coordination with various stakeholders, such as artists, galleries, cultural institutions, airport staff, and local communities. The manager or director role encompasses administrative duties, such as strategic planning, budget management, policy development, curatorial oversight, vendor and contract management, documentation and recordkeeping, and stakeholder communication.

One of the primary tasks for airport arts program management is curating exhibitions and selecting artworks that reflect the cultural identity of the airport (Wilson, 2019; Karaskiewicz, 2020), while also appealing to the diverse tastes and interests of passengers. Arts programs acquire or receive art in different ways. Some programs, such as those at Miami International Airport (MIA) and San Antonio International Airport (SAT), commission or acquire artworks specifically for the airport environment (Karaskiewicz, 2020). Others commission new works, acquire existing pieces, or organize temporary exhibitions featuring local and international artists. Artworks may

be selected through competitions, commissions, or collaborations with artists, art organizations, or community stakeholders (Karaskiewicz, 2020).

Arts managers and administrators also manage program budgets. Funding for airport arts programs may be limited, especially compared to other airport priorities (Kaps et al., 2001). Therefore, securing adequate funding for art acquisitions, installations, exhibitions, and programming can be a significant challenge. Some airports, such as SAN, have established a local 2% for art policy, which allocates 2% of eligible construction costs from eligible airport capital projects to fund public art, while performing art and temporary exhibitions are funded through the airport’s annual operating budget (Berman, 2022). Conversely, ALB has an operating budget of approximately $50,000 (excluding salaries) sourced from the general operating revenues of the airport, such as fees and rents (Karaskiewicz, 2020).

Another airport arts management function is documentation of policies and procedures, which are essential to ensure consistency and standardization across all aspects of airport operations—in particular the selection, acquisition, installation, and maintenance of artworks within airport facilities (Boudreau et al., 2016; Karaskiewicz, 2020). A study of the management of public arts programs by Grenier (2009) explored arts management on 32 university campuses. This study notes that public arts programs that were part of the institution’s master plan and had well-established policies and procedures generated a greater amount of public work on campus, increased funding sources, and grew budget allocations dedicated to the maintenance and restoration of public art on campus.

A few sources on the administration of public arts committees were identified. Although not an airport arts program, one source that had a similar committee structure was Mankin (2002), who explored the various types of selection committees on university campuses.

Across 20 universities, the author found that, while all used selection committees, the decision processes and final authority varied. At 11 universities, a committee either selected the piece with final decision-making power or made a recommendation that went before a state agency for approval. Among the remaining eight universities, the selection committee made a recommendation that went either before the board of regents or trustees or before the school president, provost, or other university leadership for final decision. Mankin (2002) notes that the administration of this process has not been well documented despite the level of effort needed to manage this work.

According to Karaskiewicz (2020), airport arts program managers must be highly skilled in community engagement, which requires proactive outreach and collaboration and often includes building relationships with artists, arts organizations, selection committees, cultural institutions, and community stakeholders. Airports also serve diverse populations with varying cultural backgrounds and sensitivities; therefore, selecting artworks that are culturally appropriate and respectful, while reflecting the identity of the airport, requires careful consideration and consultation (Boudreau et al., 2016).

Finally, according to an article in the International Journal of Cultural Policy, community engagement includes addressing potential challenges to art. Art is subjective, and public reactions to artworks can vary widely. Balancing the preferences and tastes of passengers and stakeholders with artistic vision and expression can be challenging, especially in a public space such as an airport; however, increased community engagement mitigates those struggles (RØyseng, 2022).

2.3 Airport Arts Programs and Operational Environments

An extensive search of the available literature did not reveal research regarding challenges that airport arts managers face in an operational environment. However, Karaskiewicz (2020) highlights one consideration within the context of logistics and installation. Coordinating the transportation, installation, and maintenance of artworks within airport terminals and public

spaces can be challenging (Karaskiewicz, 2020). These challenges include confirming compliance with safety regulations, coordinating with airport facilities management, and overseeing the installation or repair processes to ensure the artworks are displayed effectively and securely. It is also important to recognize that larger airports have larger logistical impediments. Some airports, such as John F. Kennedy International Airport (JFK), have distributed their terminal arts program management so that each terminal program operates independently as a means to create efficiency (Murayama, 2019). Alternatively, some airports have hired outside groups to manage their arts programs, such as CityWorks, which helps manage art exhibits in Hartsfield–Jackson Atlanta International Airport (Wilson, 2019).

Balancing the desire to incorporate art with the functional needs of the airport, such as passenger flow and security requirements, can be challenging, but also presents an opportunity. Spatial “trapping” is the concept of engaging individuals in an activity while they are busy trying to accomplish something else (Nieminen, 2010). For example, as passengers move from security to a gate, arts managers may design preferred passenger flows by creating points of waymaking and orientation within those spaces (Harding, 2018). To illustrate, an example of using art for spatial trapping can be seen in the Terminal 4 Connector at LAX. Here an installation called Papillion by Jacob Hashimoto suspends thousands of colorful kite-like elements from the ceiling in a grid-like formation. This arrangement provides a visual pathway to follow between terminals, while the sense of rhythm and repetition subtly encourages passengers to stay within the designated pedestrian zone. By defining space in this way, the installation helps control pedestrian flow and prevent congestion by keeping travelers within a designated pathway.

When considering passenger interaction, managers also must work closely with airport operations to ensure that artworks are accessible to all passengers, including those with disabilities or limited mobility (Harding, 2018). When addressing complex accessibility challenges, such as installation height, textural elements, and signage, it is essential to create an inclusive airport environment. The importance of wayfinding, in particular for those with disabilities, is addressed in a report review by Harding (2018), which examined three separate reports from ACRP (Harding et al., 2011; Landrum and Brown, 2016; Harding et al., 2017). In this review, Harding notes the importance of universal design, equitable use, and flexibility in use, all of which help accommodate a wide range of passengers.

2.4 Airport Arts Programs and Airport Culture

Airport arts programs contribute to shaping the identity and atmosphere of airports, transforming them from mere transportation hubs into dynamic cultural destinations (Szekely, 2012; Koglmeier, 2019). For many airports, an arts program showcases the local culture and heritage of the region by reflecting artworks that celebrate the unique traditions, history, and identity of the community. By incorporating elements of local art, music, and design, airports create a sense of place that resonates with both residents and visitors, thus fostering a deeper connection to the destination. For example, ALB boasts exhibits from local and regional artists and art institutions (Karaskiewicz, 2020). Alternatively, some airports focus on promoting cultural exchange by exposing travelers to a diverse range of artistic expressions from around the world. Exhibitions featuring international artists, multicultural performances, and interactive installations provide passengers with opportunities to explore different cultures and perspectives, which fosters understanding and appreciation of global diversity. For example, San Francisco International Airport (SFO) hosts an extensive array of spectacular art from artists across the globe (Karaskiewicz, 2020).

Across all types of public arts programs, sustainability is a priority. Developing a sustainable and long-term strategy for an airport arts program requires careful planning, investment, and

commitment from airport authorities, funders, and the community. This process of developing long-term sustainability may also mean advocating for the arts program to be incorporated into the airport master plan and to develop policies and procedures that will sustain the program over time (Grenier, 2009).

In summary, not many studies and articles specifically addressing the management of airport arts programs were directly relevant. When the search was expanded to include airport arts programs in general, more information was uncovered; however, the availability of information about the topic was limited. When the search was expanded to management of public arts programs, more information was readily available; however, it is unclear whether the general arts program management information would apply to airport-specific arts program management.