Visual Arts Organizations and the Modern Environmental Movement
by Jessica Broderick Lewis
Published in the Winter edition of the CSPA Quarterly. To view or order back issues, visit http://magcloud.com/browse/Magazine/38626. To subscribe to the CSPA QUARTERLY, join us! https://sustainablepractice.org/join-the-cspa/
‘The Green Museum,’ sited in this essay, is available at our bookstore!
The goal of this study is to assess the visual arts community‘s status in the process of becoming more environmentally friendly. If visual arts organizations use the strategies presented here and choose to walk a greener path they may be able to better engage existing audiences and attract new ones, cut operating costs, generate positive public relations, increase funding opportunities, expand programming and contribute to the world’s environmental wellness.
There are five main arguments for why visual arts organizations should do their part to save the planet: impact on the environment, role as community leaders and catalysts for change, public funding for art, saving money, and the parallels between art conservation and environmental conservation.
IMPACT ON THE ENVIRONMENT (General)
There are general operations utilized in most, if not all, organizations that can be assessed as having an environmental impact. The most common source of waste in businesses is the overuse of paper products, not purchasing recyclable materials, and the improper disposal of recyclables. Moreover, materials such as ink cartridges and batteries are bought new, used and then tossed in the garbage, while the alternatives of recycled ink cartridges and rechargeable batteries are ignored. Toxic materials, which can include cleaners, paints, copy toner, printing materials and more, pose another problem for businesses and can be harmful to employees.
The most obvious impact organizations have on the environment, and often the most difficult to change, is the consumption of energy, water and electricity. In 2008, the Environmental Information Administration estimated that “buildings represented 38.9% of U.S. primary energy use and account for 38% of all CO2 emissions”. Additionally, it found that buildings consume 72% of U.S. electricity and 14% of all potable water per year (United States Green Building Council 4). This can be a result of the certain needs of an organization such as heating, cooling and equipment, but is often made worse by wasteful practices such as leaving lights and computers turned on, using outdated equipment, and poor insulation.
Finally, the transportation of employees, customers and audiences is important to examine for any organization. Many businesses encourage people to carpool, ride a bike or use public transportation. Others take it a more proactive approach by explaining the advantages of green transportation on their websites and offering incentives, such as metro passes for taking public transportation or alternative transportation stipends that can be used for the purchase and maintenance of Smart Cars or bikes.
IMPACT ON THE ENVIRONMENT (Arts Specific)
All of the business practices listed above can be viewed as universal to most organizations, but within the visual arts there exists additional and often unique obstacles that need to be overcome in order to reduce the impact on our environment. Museums and galleries must be aware of how they transport their collections for traveling exhibits or moving to and from storage facilities. Authors Elizabeth Wylie and Sarah Brophy of The Green Museum assert that “next to energy use (for lighting and climate control), crating and shipping are generally seen to be the greatest resource link for institutions caring for visual and decorative art and artifacts” (200).
The safe transportation of a traveling exhibition is a top priority for museums and the delicate nature of the art requires that crating and shipping are of the highest standards. The Boston Museum of Fine Arts has found that building crates that can accommodate a variety of objects in different shapes and sizes is cost effective, time efficient and better for the environment (Wylie and Brophy, The Green Museum 200). On solution is to use Greenshipping.com, which offers individuals and organizations the opportunity to purchase renewable energy in order to offset the carbon footprint created by your package (Green Shipping).
ROLE AS COMMUNITY LEADERS AND CATALYSTS FOR CHANGE
Artists and arts organizations have been viewed as community leaders for decades and the choices they make often set the tone for how society approaches or reacts to certain issues and can often be a the catalyst for change. At a recent arts symposium Dr. Ford Bell, President/CEO of the American Association of Museums, offered up data that showed the ability of museums to “educate, inform and change attitudes and behavior” (Pain & Central Nervous System Week 525). The American Association of Museums feels so strongly in the power of museums to shape communities that they undertook an initiative in 1998 to explore possibilities for expanding and strengthening their presence in neighborhoods across the country. Among the many positive results was a change to the AAM’s Museum Assessment Program’s Public Dimension Assessment, a modification that holds museums to greater accountability for their image in the community (American Association of Museums).
PUBLIC FUNDING FOR THE ARTS
In an article provided by Americans for the Arts, author Anne L`Ecuyer opened her discussion of public funding for the arts by stating that “communities demonstrate their priorities and values in part by the programs and services they support with public funds” (1). For many, the argument is that the role of a visual arts organization is to exhibit and/or collect art and to educate the public on its value – not to be leaders in environmental conservation, but how can an organization claim to serve the public, when their very policies and procedures could cause future harm to the community they exist in. If visual arts organizations desire continued funding through public dollars, they would do well to demonstrate an interest in the priorities and values of their community, which includes environmental responsibility.
In these tumultuous economic times, a move towards green business practices can put more green in the pockets of museums. Websites such as the U.S. Green Building Council and GreenandSave.com provide information on the initial cost of implementing green strategies, the time it will take to see a return on investment, and the dollar amount of that return, to help assess which changes are feasible for an organization. Energy is often the most costly part of operations, but there are many green alternatives that can save money over the long run. Solar energy can save an organization roughly $1,200 per year and initial costs can be recouped in only 10 to 16 years depending on appreciation of property value. Heating and cooling accounts for about 40% of an office’s energy cost – a number that can vary for museums depending on size and collections. Using radiant floors instead of a forced air system can save up to 30% on heating bills. Installing a plant-filled roof can cost about $8 to $10 a square foot, while a traditional roof costs $4 to $6 a square foot, but the green roof can save 20% on summer energy costs. Installing LED lighting requires 16% less energy and lasts 100 times longer. Additionally, there are grants and government tax incentives for making these changes (GreenandSave.com).
ENVIRONMENTAL CONSERVATION AND ART PRESERVATION
There are many within the museum community who make the connection between the preservation practices in the visual arts and the preservation of the environment. In an article entitled “Keeping Art, and Climate, Controlled” from the New York Times, journalist Carol Kino discusses the problems being caused by global warming and how museum officials are responding. She asserts that conservators have observed one rule for over 50 years: “Keep everything in the museum at approximately 70 degrees Fahrenheit and 55 percent relative humidity” and this has been made possible with the use of Heating Ventilating and Air Conditioning (HVAC) systems, “which typically cope with unforeseen events by working overtime”. However museum officials have had to rethink their approach to conservation due to the increase in energy cost, decrease in museum funding and the growing effects of global warming and climate change. Kino poses the question; “Should museums add to global warming by continuing to rely so heavily on such systems in the first place?” a question that is beginning to be examined in places such as the recent International Institute for Conservation of Historic and Artistic Works conference where a panel discussion was held to look at the relationship between art conservation and environmental conservation (Kino). By understanding the relationship between art and nature, organizations will be able to better perform their role as community leader, save money, and provide additional justification for public funding for the arts.
Over the course of my research, I have learned that while there are many environmental grassroots efforts taking place in visual arts organizations across the country, there is yet to be a truly unified, systematic effort from the field as a whole. From the research I have conducted, I have singled out three recommendations for visual arts leaders; to create discipline-wide policy and best practices for the field, to market the field’s green efforts, and to collaborate across disciplines.
DISCIPLINE-WIDE POLICY/BEST PRACTICES IN THE FIELD
The authors of The Green Museum support the implementation of environmental policies, asserting that it “institutionalizes behavior by providing vision and frameworks, defining process, identifying goals and evaluation methods, and delegating authority” (Wylie and Brophy, The Green Museum 200). This is the vital missing piece in the move towards environmental responsibility in the visual arts community at this time. Although many organizations are making commendable strides in green initiatives, there is no overarching understanding of what the visual arts should be doing. Of the organizations surveyed, 29% have a difficult time in changing organizational culture, something that could be made easier if there were universal environmental standards in the visual arts.
In order to better understand what environmental policies should mean to the arts, we can brake down Wylie and Brophy’s definition into four parts; vision and framework, defining processes, identifying goals and evaluation methods, and delegating authority. “Vision and framework” puts everyone on the same page, letting people both inside and outside our visual arts communities know our stance on environmental issues. It provides a set of best practices that organizations can measure against and it creates a supportive community where ideas and obstacles can be openly discussed. “Defining processes” involves combining the efforts of galleries and museums, consultants and engineers, and other leaders in the industry, to create a collection of industry standards. This list of standards could be incorporated into the American Association of Museums’ accreditation process and could serve as an outline for organizations to make changes to their operations. By “identifying goals and evaluation methods” for incorporating environmental standards into museum accreditation there will be a consistent and objective means for evaluation “Delegating authority” empowers people to take responsibility and ownership over a project, plan or program. By designating a point person within the organization to oversee environmental policies it creates greater consistency in our operations and provides employees/guests a point of contact for questions regarding environmental strategies (Wylie and Brophy, The Green Museum 200).
Beyond the organization, authority on environmental issues needs to be delegated for the entire visual arts field. It is logical that the American Association of Museums (AAM), in conjunction with the U.S. Green Building Council, would be a likely candidate. AAM is a well respected authority in the field and is called upon for leadership in many other areas of museum management. Their accreditation program is sought after by most museums and their recommendations are trusted by the field, perfectly situating them to unite the visual arts community in its pursuit for environmental sustainability.
MARKETING OF GREEN EFFORTS
According to “It’s Easy Being Green” organizations are not making enough of a statement about their efforts to be green; “In fact, many recent and planned art museum expansions incorporate high-performance energy-efficient mechanical, ventilation and lighting systems yet their press materials don’t mention the operational cost savings and environmental advantages, and the average person is hard-pressed to know or find out about them” (Brophy and Wylie, It’s Easy). Brophy and Wylie attribute the silence to an organization’s belief that green strategies are not part of their mission. However, marketing green practices demonstrates an investment in the future of the community and provides an opportunity to connect the organization’s mission with the environmental strategies they are using. An organization can achieve this by creating signage that explains their environmental philosophy, developing programs around green initiatives such as building tours, and incorporating the information into their website.
COLLABORATION ACROSS DISCIPLINES
Some compelling figures from the survey regarding resources and supporting the need for collaboration include; 91% (of organizations) need increased availability of funds, 33% (of organizations) want increased resources for understanding green processes and 22% (of organizations) want green consultants. Foundations such as The Pew Charitable Trusts and the Doris Duke Foundation that support both the arts and the environment would be invaluable resources in stewarding collaborations between the arts and environmental communities. A database with resources including green consultants, engineers, funding opportunities and more, could be created and utilized by organizations across the country. By providing organizations with a central location to research information on green initiatives, share experiences and obstacles and interact with others looking to make a change in the way their organization operates would provide some of the support the visual arts community needs.
As an arts community we continue to make the case of “arts for arts sake” to our local, state and national officials. We insist, with good reason, that the arts enhance our lives and contribute to the cultural fabric of our communities. I don’t believe we can in good conscious highlight the benefits we provide to the neighborhoods we exist in without addressing areas for improvement as well. Advancing the arts in America does not need to come at the expense of our natural world and by embracing environmental responsibility within our organizations we will ensure that the art we have worked so hard to create, conserve and exhibit will be enjoyed by many generations to come.
Jessica Broderick Lewis holds a Master of Science in Arts Administration from Drexel University and is on the Board of Trustees for the Northern Virginia Fine Arts Association in Alexandria, Virginia. This excerpt was taken from her paper entitled “The Art of Sustainability: Visual Arts Organizations and the Modern Environmental Movement”. For a complete copy of the paper, please visit http://www.library.drexel.edu/ or email email@example.com.