Methods of Airport Arts Program Management (2024)
Chapter: 4 Case Examples
CHAPTER 4
Case Examples
Case examples are specific scenarios used to illustrate broader principles and concepts. The examples in this chapter highlight the different experiences and processes of airport arts program management and provide guidelines that can be applied in practical contexts. The following themes are explored in the case examples:
- DEN: Making Moves Towards Greater Inclusion
- IND: Taking Steps to Measure Engagement
- LAX: Rebuilding from Re-Alignment
- OAJ: A Small Program with Strong Community Ties
- PHX: Museum-Level Program that Started with a Dental Poster
- PIT: Building Trust, Cross-Departmental Involvement & Creative Culture
- RNO: An Independent Oasis in the Wild West
4.1 Overview of Airport Arts Program Management Case Examples
To provide a more comprehensive picture of the variety of governing structures, operational environments, artwork selection decision-making, and overall airport arts program management, case examples were identified from the focus group participants. After the survey results were analyzed and the focus groups were conducted, it became clear that operational structures, policies and procedures, budget considerations, and funding sources are as varied as the airports hosting the arts programs. To better illustrate the diversity of the airport arts programs’ operational environments, case examples were selected to represent various hub types, geographic locations, and art collection and program ages. The case examples highlight specific themes and illustrate the nature of airport arts programs under different management structures (see Photos 9 through 15).
4.2 Case Example: Denver International Airport (DEN)
DENVER INTERNATIONAL AIRPORT (DEN)
Making Moves Towards Greater Inclusion
Website: https://www.flydenver.com/at-the-airport/art/
KEY TAKEAWAY
Public Art Selection Panel aims to have a majority (51%) of their members from BIPOC and historically marginalized communities.
The City and County of Denver is making efforts to increase diversity among not just artists, but also those who make the decisions about art. To ensure representation, each public art selection panelist completes a survey to capture demographic metrics. As a result, the city and the airport arts program specifically are making purposeful steps to promote equity in shaping public spaces. Diverse community members play a meaningful role in art selection committees and inclusive representation ensures that the chosen artworks reflect the diverse cultures, histories, and identities within the community, fostering a sense of belonging and representation for all residents. Additionally, diverse committee members offer varied insights into the potential impact of art on different demographics, helping to ensure that public art projects resonate with and engage a broad audience.
QUICK FACTS
- Large Hub (33.7 million enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary and permanent
- Annual budget: fluctuates year to year
- Value of art collection: $11.5 million
FUNDING
The DEN arts program is funded through a mix of:
- Capital development funds (1% appropriation from city Capital Improvement Projects equal to or greater than $1 million known as 1% For Art Ordinance) (for new permanent public artworks)
- Passenger & facility fees, Airport tenant rents and fees (for maintenance and temporary exhibitions)
GOVERNANCE
City & County Employees
The Public Art Program at DEN is connected to the City and County of Denver. The governing bodies include the Mayor’s Office, Denver City Agencies, Denver Arts & Venues, Denver Commission on Cultural Affairs, Public Art Committee, Public Art Program Committee, Public Art Selection Panel, and Denver City Council. The Public Art Program Manager & Exhibitions Curator manages the arts programs.
POLICIES & PROCEDURES
The DEN arts program has:
- A stated mission
- A standalone Master Plan (publicly available)
- Publicly posted City and County of Denver Public Art Policy with guidance on topics such as art selection, collection management, maintenance, conservation, and deaccession
- Guiding documents for the program’s boards, committees and panels
ART SELECTION & DECISION MAKING
DEN uses several different committees to guide the public art selection process including a city-appointed group of civic and creative local leaders (Denver Commission on Cultural Affairs); a group of engineers, architects, designers, conservators, and artists who assess feasibility, budget, and maintenance concerns (Public Art Committee); and an individual Public Art Selection Panel made up of a minimum of three community members, one artist, one arts and cultural professional, one city council member, and one voting member of the airport (which cannot come from the arts program). The airport Public Art Program Manager administers the committee but cannot vote in the art selection process. The average time from the start of the process to artwork selection is about six to eight months.
4.3 Case Example: Indianapolis International Airport (IND)
INDIANAPOLIS INTERNATIONAL AIRPORT (IND)
Taking Steps to Measure Engagement
Website: https://www.ind.com/community/arts-program
KEY TAKEAWAY
While aiming to surprise and delight travelers, IND is finding a path for measuring impact.
Most arts programs have key objectives for their work and IND is no different. IND has four main goals for the arts program: 1) surprise and delight travelers; 2) create a sense of place; 3) support the local creative economy; and 4) serve as wayfinding. Currently they track various datapoints such as the diversity of their artwork and the percentage of work that is local, but measuring outcomes can be more comprehensive and as a result, more challenging.
IND has taken some first steps into outcomes measurement by using proxy measures from general airport surveys to help measure sense of place, and they are working on additional ways to collect data across multiple settings. As IND continues to grow the arts programs, they are looking for ways to measure their impact which will help support maintaining and sustaining the program for a long time.
QUICK FACTS
- Medium Hub (4.2 million enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary and permanent
- Annual budget: $100,000
- Value of art collection: $4.1 million
FUNDING
The IND Art Program is funded through:
- The annual operating budget for marketing and public affairs
GOVERNANCE
Airport Employees
The Arts Program and Marketing Specialist sits within the Public Affairs office.
Additionally, they partner very closely with the Public Arts Department at the Indy Arts Council.
The IND Art Program is run by the Indianapolis Airport Authority.
POLICIES & PROCEDURES
The IND Art Program has:
- A stated mission
- A standalone Master Plan (currently in development)
- A set of policies and procedures for maintenance and conservation
- An impact assessment report
ART SELECTION & DECISION MAKING
IND uses a selection committee which consists of one member from the IND arts program, one person from the Indy Arts Council, Senior Director of Public Affairs, three to four artists from the community who do not create similar types of art, and three to four airport staff which can be anyone from frontline workers to senior leadership. Once the committee makes their recommendation, the Executive Director gives final approval.
4.4 Case Example: Los Angeles International Airport (LAX)
LOS ANGELES INTERNATIONAL AIRPORT (LAX)
Rebuilding from Re-Alignment
Website: https://www.lawa.org/art-program
KEY TAKEAWAY
Changing city administration partnerships provide an opportunity to rebuild the governance and management of the arts program.
For most of its life, Los Angeles World Airports’ (LAWA) LAX Art Program was partnered with the Department of Cultural Affairs (DCA), both departments within the City of Los Angeles. However, due to staffing issues and shifting priorities, DCA determined it was no longer able to provide services to the LAX Art Program. At a time when some programs might feel shaken by such a change, the LAX Art Program viewed this as an opportunity to become self-reliant and align itself within LAWA’s parameters. With a focus on reestablishing administrative and management roles alongside the development of new or revised processes and procedures, the program team has shifted to three full-time employees and two contractors who now manage all of the permanent public art, rotating exhibitions, and performances within the fifth largest airport in the US and the sixth largest airport in the world.
QUICK FACTS
- Large Hub (32.3 million enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary, permanent, and performances
- Annual budget: $2 million
- Value of art collection: unreported
FUNDING
The LAX Art Program is funded solely through:
- Capital development funds, specifically as an appropriation from Capital Improvement Projects.
GOVERNANCE
City Employees
The arts program at LAX has two full-time arts managers and one full-time Arts Associate, a governance board/board of directors and utilizes a selection committee.
POLICIES & PROCEDURES
The LAX Art Program has:
- A stated mission
- Does not have a standalone Master or Strategic Plan, however they are included in the airport Master Plan
- For permanent public artworks, artists are required to provide a maintenance manual upon completion of the project
ART SELECTION & DECISION MAKING
Currently LAX is reviewing and revising procedures for commissioning artists and procuring art services. In the past, when LAWA was partnered with DCA to commission permanent public artworks for LAX, it employed an art oversight committee comprised of one to two representatives from the Board of Airport Commission, the airport CEO, a representative from the mayor’s office, the general manager of DCA (in an advisory capacity), and three to four cultural arts leaders from the City of Los Angeles. The art oversight committee used a nomination process to identify artists, review proposals, and select artists. Once the art oversight committee selected an artist, the artist presented their proposed project to the DCA’s Cultural Affairs Commission because any art displayed on city property must be reviewed by that department.
4.5 Case Example: Albert J. Ellis Airport, Jacksonville, NC (OAJ)
ALBERT J. ELLIS AIRPORT AIRPORT, JACKSONVILLE, NC (OAJ)
A Small Program with Strong Community Ties
Website: https://flyoaj.com
KEY TAKEAWAY
Collaboration with the local school system and the local Arts Council creates a space that feels vibrant and resident driven, while keeping costs down.
Over ten years ago, OAJ started their arts program with a mural but knew they wanted to do more. While there was the will for an arts program, there were no funds available, and this is where OAJ got creative. Reaching out to the local school district, they devised a plan to rotate elementary, middle and high school art that corresponds to a theme chosen by the airport. In addition, they work with the local Arts Council to acquire donated items. This has allowed OAJ to provide art in the airport while showcasing local talent, provide joy to local families who can see their children’s work on display while keeping costs low.
QUICK FACTS
- Non-Hub (138,235 enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary and permanent
- Annual budget: No allocated budget
- Value of art collection: $500
FUNDING
OAJ has no directed arts funding. They use a small amount of operating funds for printing brochures or purchasing frames. There is no allocated budget.
GOVERNANCE
County Employees
The arts program at OAJ is connected to the Onslow County government whereby the airport director reports to the assistant county manager. The Manager of Finance and Administration administers the arts program.
POLICIES & PROCEDURES
The OAJ arts program has:
- No set policies or procedures and given the work they showcase they have not had a need for them.
ART SELECTION & DECISION MAKING
OAJ uses an internal process for selection and decision-making. Art pieces are shared among the airport staff, specifically the Manager of Finance and Administration, the Airport Director, and an Administrative Assistant. Then, the internal team chooses the pieces.
4.6 Case Example: Phoenix Sky Harbor International Airport (PHX)
PHOENIX SKY HARBOR INTERNATIONAL AIRPORT (PHX)
Museum-Level Program that Started with a Dental Poster
Website: https://www.skyharbor.com/at-the-airport/amenities/airport-museum/
KEY TAKEAWAY
With humble beginnings over 35 years ago, PHX helped to pioneer airport arts programs and today exists as a standard for museum-level excellence.
The arts program at PHX started with a simple phone call. One day in 1988, PHX was asked if they would be willing to display some children’s posters on dental sealants. The person who was assigned to work on this project, who became the first director of the Airport Museum, curated some additional historical and contemporary art on teeth and dentistry, and eventually named the full exhibit, “Dental Impressions.” These efforts paid off and the exhibit attracted quite a bit of media attention, which in turn led the airport executives to start incorporating spaces for exhibitions and arts. From this humble start the arts program was born. Today, the PHX arts program is known as the Phoenix Airport Museum and is working through the process to become accredited. They boast a team of five people with museum backgrounds who assist in the curation, installation, and maintaining of art, and the current administrator bears the title Phoenix Airport Museum Director and has a robust background in museums and public art. The program also makes efforts to be a museum that is accessible to the local public, with 90% of their artwork available pre-security.
QUICK FACTS
- Large Hub (21.8 million enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary and permanent
- Annual budget: $138,000 (exhibition, development & art maintenance)
- Value of art collection: $26.5 million
FUNDING
The PHX arts program is funded through a mix of:
- Capital development funds (specifically, a 1% appropriation from airport Capital Improvement Projects for public art commissions)
- Passenger and facility fees
- Airport tenant rents and fees
GOVERNANCE
City Employees
PHX is owned and operated by the City of Phoenix and as a result, all airport staff are city employees, including the arts program which currently sits in the Aviation Department, Public Relations Division of the city.
POLICIES & PROCEDURES
The PHX arts program has:
- A stated mission
- No standalone Master or Strategic Plan, they follow the airport Strategic Plan.
- Have written policies and procedures for maintenance, conservation, and deaccession.
- The arts program also works with the Phoenix Office of Art & Culture for the percentage-for-art commissions.
ART SELECTION & DECISION MAKING
PHX uses an internal process for selection and decision-making. PHX plans a mix of curated themed exhibitions for more than 40 spaces using their portable works collection as well as loaned art from artists, museums, cultural organizations, and galleries. They also send out a call to Arizona artists about every other year.
The percent for art commissions are administered through the Phoenix Office of Art & Culture, and the Museum Director sits on the decision-making panel.
4.7 Case Example: Pittsburgh International Airport (PIT)
PITTSBURGH INTERNATIONAL AIRPORT (PIT)
Building Trust, Cross-Departmental Involvement & Creative Culture
KEY TAKEAWAY
Building trust through cross-departmental involvement makes for an expansive, creative and innovative program.
As a department with one full-time manager and a part-time contractor, the arts program at PIT understands the importance of collaboration. The arts program works closely with all facets of airport staff, from the frontline workers to the CEO, in order to accomplish its sizeable goals. PIT hosts a complex multimedia arts rotation which requires interdepartmental support and expertise. By making conscious efforts to reach out to other departments, the arts team can minimize redundancies and streamline processes along with sharing knowledge. As a result, PIT is finding ways to build a sense of collective ownership in the arts program and at the same time, creating a platform for long-term sustainability.
QUICK FACTS
- Medium Hub (3.9 million enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary, permanent, and performances
- Annual budget: $300,000
- Value of art collection: $20 million
FUNDING
The PIT arts program is funded through a mix of:
- Capital development funds
- Foundations/grants
- Passenger and facility fees
GOVERNANCE
County Employees
At PIT, the arts program is governed by the senior leadership of the airport and a Board of Directors. In addition, they work collaboratively with a committee consisting of department leaders at the airport along with external experts.
POLICIES & PROCEDURES
The PIT arts program has:
- A stated mission
- A standalone Master Plan (publicly available)
- They have a set of policies and procedures explicitly for the airport arts program including documentation for maintenance, conservation, and deaccession
ART SELECTION & DECISION MAKING
PIT has a small selection panel again made up of people from different departments in the airport, including members of the construction team and architects, alongside stakeholders and external partners. They have several committees, including advisory, selection, stakeholders, and volunteers.
4.8 Case Example: Reno–Tahoe International Airport (RNO)
RENO-TAHOE INTERNATIONAL AIRPORT (RNO)
An Independent Oasis in the Wild West
Website: https://www.renoairport.com/arts/about/
KEY TAKEAWAY
Being an independent airport authority has led to creative thinking about showcasing a contemporary counterculture ritual.
One of the biggest draws into the RNO airport is Burning Man, a nine-day celebration of art and self-expression held in Black Rock City, NV. With such an influential event in the airport’s backyard, the airport regularly features a rotation of art featuring Burning Man.
Their collective approach to showcasing content suitable for an airport audience allows for the authenticity of works to still occur, especially around topics like Burning Man.
QUICK FACTS
- Medium Hub (2.1 million enplanements in 2022)
- Age of Arts Program: more than 10 years old
- Types of art: temporary and 1% public art initiative
- Annual budget: unreported
- Value of art collection: unreported
FUNDING
The RNO Art Program is funded solely through:
- The Reno-Tahoe Airport Authority’s (RTAA) annual budget allocation. Regarding the airport’s public art program a minimum of 1% of design and construction costs for capital improvement projects in public spaces from RTAA funds is allocated for public art at the RTAA.
GOVERNANCE
Airport Employees
Because RNO is an independent airport authority, all governance stays within the airport structure. The arts program answers to airport leadership and the Reno- Tahoe Airport Authority (RTAA) Board.
POLICIES & PROCEDURES
The RNO Art Program has:
- A stated mission
- A standalone Master Plan
- A set of policies and procedures explicitly for the airport arts program including documentation for maintenance, conservation, and deaccession
- Guidance documents for arts program boards and committees
ART SELECTION & DECISION MAKING
At RNO there is an advisory committee from the community, including leadership from various art organizations across northern Nevada who makes a recommendation on public art solicitations to the Reno-Tahoe Airport Authority (RTAA) board who makes the final decision. There is also an internal project team to go through both the art and logistical considerations before pieces go to the committee.
