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  1. Crises impacting museums could and should be resilient spurs to their meaningful progress in both effectiveness (‘doing the right things’) and efficiency (‘doing things right’) terms. Unfortunately, the ‘talk’ is rarely matched by the ‘walk’ as illustrated by 9/11 and Covid-19.

  2. I am always in awe of how museums survive tough times. Some may fold that they are exceptions. Others may shrink or merge. When I was director of the Morris Museum, Morristown, NJ I had to navigate it through the Great Recession. It was a terrible experience but one that taught me how passive boards of trustees can be and how one had to rely on personal commitment and creativity. In spite of salary reductions (starting with mine) and furlough weeks we only lost one employee and he was quickly rehired once finances became healthy again. I can only imagine how awful running a museum was during the worst of the Covid years. My daughter is in the museum field and her institution survived as did her job. She worked from her parents home and the museum used the time to deal with a project that had been onthe back burner for a few year. It is now well in place!

  3. Thank you for this interview. I was especially interested in how other museums have survived during difficult times. I am researching and writing the history of the Houston Maritime Museum now called the Houston Maritime Center. Opened in 2000 the museum has gone through several challenges including the death of its founder and major donor. The museum trustees were able to keep the museum from permanently closing during the pandemic with the support of industry and the local community. Thank you for your final thoughts on museums being reinvented in the future. Museum leadership must listen to their community, and I believe that is the case with the Houston Maritime Center.

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