the arts manager or director completely; for others, it sits mainly within the airport ecosystem or includes many external and internal stakeholders and committees, including government and executive leadership. In all cases, management of the arts program benefited from a clear decision-making process that provides transparency, clarity, coordination, and accountability. However, this process can take considerable work depending on the complexity of the arts program structure—which, for a manager, requires balancing time, capacity, and expectations.

• Finding: Establishing and maintaining effective policies and procedures are valuable to the success of arts program management.

Good policies and procedures are essential to management of a program. By providing clarity and consistency, they offer guidelines for a variety of topics, such as artwork selection, installation, maintenance, and deaccessioning. While policies and procedures reduce ambiguity, they also guide difficult decision-making and protect the airport from potential liabilities or controversies. While some airports have outdated policies and procedures, older documentation offers institutional knowledge, which can be invaluable to an arts manager.

• Finding: Understanding the various fiscal sources for the arts program, particularly for those lacking dedicated budget lines or with budgetary restrictions, is beneficial to arts managers.

Fiscal management is complicated for some airports, especially those without a clear line item in the airport budget or those without budgets. For those with a budget, it is critical to manage funds and track expenditures for both external and interdepartmental costs so that they are allocated appropriately across various activities, such as artwork acquisition, installation, maintenance, marketing, and community outreach. Because the budgets for many arts programs are complex and funding is derived from multiple sources, good organization and budgetary practices are crucially important.

• Finding: Arts managers have an opportunity to curate purposeful and inclusive artworks that reflect diverse perspectives.

At the heart of airport arts programs is the intent to create a warm and culturally rich atmosphere in what is normally a relatively stressful and busy environment. Therefore, arts managers are not only creating art that feels good but also considering the purpose and intent of the artworks. Inclusive art selection ensures that the airport’s art collection reflects the diversity of its passengers and community by representing a wide range of cultures, backgrounds, and perspectives. By embracing diverse artistic styles, mediums, and expressions, arts managers promote captivating and thought-provoking works alongside innovative experimentation. There needs to be a nuanced understanding of both the art and the intent of the arts program, which affects selection, placement, and promotion. Managers require knowledge of art history, movements, and techniques to engage with artists and cultural institutions effectively. Likewise, arts managers should be able to communicate the significance and relevance of the art to passengers and stakeholders.

• Finding: Managing an airport arts program requires flexibility to accommodate the dynamic nature of airport environments and the ever-evolving art world.

Managing an arts program in an airport requires flexibility. Airport environments are subject to constant changes, including fluctuations in passenger traffic, renovations, security protocols, and budget allocations. Arts managers must be able to adapt quickly to evolving circumstances and to adjust their plans and priorities as needed to align with the airport’s changing needs and constraints. At the same time, the art world is inherently diverse and ever-changing, with new trends, artists, and artworks emerging regularly. Arts program managers must stay informed about current developments in the art world and be open to exploring new ideas and opportunities for artistic expression. The key for arts program managers is sustainability; nevertheless, to sustain the program, a fair amount of flexibility is necessary.

5.1.2 Drivers for Goal Attainment

Three key drivers for goal attainment are as follows:

1. Curation of a high-quality art collection that aligns with the airport’s identity and values
2. Community and stakeholder engagement
3. Good internal collaboration

One of the key drivers for goal attainment for an airport arts program is curating a high-quality art collection that aligns with the airport’s identity and values. Artworks that are captivating and engaging convey a positive and memorable impression of the airport, which affects passengers’ feelings about the airport. Brand image and positioning distinguish an airport from other airports and have larger economic outcomes.

Community and stakeholder engagement is another key driver for goal attainment. First, engagement from outside the airport environment fosters buy-in, support, and ownership of the program, factors that play a crucial role in building trust and credibility. Second, increasing engagement promotes inclusivity and representation alongside innovation. Increased community and stakeholder collaboration opens arts programs to pools of knowledge, expertise, and resources and lays the groundwork for strengthening community ties and creating positive beliefs about the airport and the airport experience.

Good internal collaboration is essential. Deep, meaningful connections among airport departments and operations not only provide efficiencies, but also ensure that initiatives complement and support other functions of the airport. Almost all focus group participants mentioned the need for strong internal relationships, particularly with maintenance, facilities, and terminal operations. Furthermore, strong ties between departments help break down silos, promote cost efficiencies, and may lead to innovative solutions. One last benefit may be advocacy. With increased awareness and appreciation for the arts program internally, engagement increases, giving staff members a chance to contribute their expertise and creativity while also fostering a sense of ownership and pride in their workplace.

5.2 Identified Challenges for Airport Arts Program Management

• Challenge: Ability to measure the impact of an airport arts program

The challenge of measuring the impact of an airport arts program lies in the complexity of assessing the multifaceted outcomes and benefits of these initiatives. Unlike traditional metrics such as revenue generation or passenger traffic, the impact of airport arts programs is often perceived as intangible or too difficult to capture. Additionally, defining appropriate indicators and methodologies to apprehend the diverse dimensions of impact, including social benefit, community engagement, economic contribution, and airport identity, can be challenging.

• Challenge: Maintaining alignment and momentum during times of change in leadership, facility improvements, funding sources, or external factors

Airport arts programs typically require collaboration among airport authorities, artists, community representatives, and partners, each with their own objectives and expectations. Coordinating these stakeholders is complex, as they may have varying levels of involvement, expertise, and decision-making authority. Additionally, navigating bureaucratic processes, regulatory requirements, and budget constraints complicates coordination efforts and is compounded by added limitations from city or county government or other external governance bodies. Maintaining

alignment and momentum during times of change in leadership, facility improvements, funding sources, or external factors is difficult and a challenge for arts managers and directors.

• Challenge: Lack of standalone strategic or master plan specific to the program

Although many airport arts programs have a mission statement or statement of purpose, not many have a standalone strategic or master plan specific to the program. Without a clear roadmap or overarching guidelines, airport arts programs may struggle to define their objectives, prioritize initiatives, and allocate resources effectively. The absence of a strategic or master plan may unintentionally lead to inconsistency in the selection, placement, and management of art installations, thereby undermining the program’s overall aesthetic and cultural impact. While arts programs are likely providing benefits to their respective airports, as indicated by surveyed airport staff, the remaining question is whether they are doing it well. From a management perspective, a strategic vision and long-term plan offer some guidelines for future efforts.

5.3 Suggestions for Future Research

Airport arts programs could explore the following topics to fill knowledge gaps and deepen understanding of their impact, effectiveness, and potential for innovation.

• Investigating the socio-cultural implications of airport art on passengers’ travel experiences, perceptions of the airport environment, and sense of place
• Exploring the economic benefits of airport arts programs
• Developing comprehensive evaluation processes to assess the multifaceted outcomes and benefits of airport arts programs
• Gathering strategies for optimizing the composition, structure, and functions of committee development
• Examining the policies and procedures regarding art safety and security
• Exploring the fiscal responsibilities and funding diversity of arts programs
• Investigating the development and implementation of standardized documentation protocols to support the planning, management, and evaluation of arts initiatives within airport environments

Investigating the socio-cultural implications of airport art on passengers’ travel experiences, perceptions of the airport environment, and sense of place could provide valuable insights into the role of art in enhancing airport ambiance and fostering a positive passenger experience. Additionally, exploring the economic benefits of airport arts programs, such as their contribution to tourism, local economies, and airport revenues, could help justify continued investment and support for these initiatives. The survey data indicated that nearly all respondents view art as a valuable benefit to the airport; many believe it achieves social, economic, and cultural outcomes. However, while this conclusion is reasonable given the current data on public art generally (Americans for the Arts, 2018), there is little direct empirical data that demonstrates this belief specifically within the unique airport environment.

Similarly, future research could focus on developing comprehensive evaluation processes to assess the multifaceted outcomes and benefits of airport arts programs. Given the limited findings of this synthesis related to the impact of airport arts programs, future research about impact evaluation would fill a wide knowledge gap. This research could involve identifying and standardizing key performance indicators that capture various dimensions of airport arts programs, such as social, economic, cultural, and educational metrics. Additionally, exploring innovative methodologies and tools, such as surveys, interviews, observational studies, and data analytics to capture empirical data could provide deeper insights into the effectiveness of airport art in achieving its intended goals.

Given the importance of the selection committees in particular, future studies on committee development could explore strategies for optimizing the composition, structure, and functions of these committees to enhance their effectiveness and impact. Studies may examine the role of diverse stakeholders, including artists, airport authorities, community representatives, and arts organizations, when shaping committee dynamics and decision-making processes. Furthermore, research could provide insights for junior arts programs into how to build and promote collaboration and consensus-building.

Future research could also focus on care of the art. While this synthesis did not investigate care and security of the art, these topics came up in the focus group discussions, revealing a need for additional knowledge on the subject. Artworks displayed in public spaces are susceptible to theft or vandalism. Without adequate security measures in place, valuable artworks may be targeted by thieves or individuals seeking to deface or damage the art. Considering that some airports display artworks that are culturally significant, historically valuable, or created by well-known artists, art may be targeted by individuals seeking to steal or smuggle cultural artifacts for illicit purposes, thus posing a risk to cultural heritage preservation efforts.

Environmental factors such as temperature fluctuations, humidity, sunlight exposure, and pollution also pose risks to the preservation and integrity of artworks; moreover, art in airports is exposed to high levels of foot traffic, baggage carts, and cleaning equipment. Additionally, airports are dynamic environments that undergo constant renovations, expansions, and changes in infrastructure. While art installations must be adaptable to accommodate future developments and changes in the airport’s layout, design, or operational needs, such accommodations also pose a threat to the art itself. Examining the policies and procedures regarding art safety and security could provide guidelines for preserving airport art integrity and longevity.

In reviewing the various funding sources for airport arts programs and the responsibilities of airport arts managers and staff, future research could explore funding models and practices. This research could examine budget allocations, revenue streams, public-private partnerships, grants, donations, and other sources of financial support for airport arts initiatives. Additionally, a deeper analysis could investigate how airports manage insurance, contracting, and other legal or fiduciary documentation.

Finally, given the findings in this synthesis that less than half of survey respondents had a clear mission statement or set of goals for the arts program, future research could investigate the development and implementation of standardized documentation protocols to support the planning, management, and evaluation of arts initiatives within airport environments—specifically, a review of strategic and master plans to capture comprehensive strategies that integrate arts initiatives into the broader goals and objectives of airport operations and management. Furthermore, a document review of the policies and procedures needed to effectively communicate project objectives, design specifications, installation plans, and maintenance procedures may provide insights for future and growing arts programs, as well as create guidelines for documentation development.