Assessing the Long-COVID Impact on Heritage Organisations

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The aim of this paper is to understand the long-COVID impact on cultural heritage organisations, and future research needed. COVID-19 was disruptive to cultural heritage socioeconomic activities across the world during 2020 and 2021. Whilst government intervention and changes from physical to digital engagement generally prevailed, the long-COVID impact on cultural heritage organisations, their people and users, buildings, and collections remains unknown. The extent, also, to which financing, curating, visiting, and volunteering patterns have changed is uncertain. Following the pandemic closures and associated support, cultural heritage organisations are facing continuing economic, social, political, environmental, technological, and organisational culture pressures. This research examines the existing academic literature, sector publications, annual reports and associated visitor information to understand whether cultural heritage organisations have long-COVID, whether they can survive another pandemic, and what further research is needed to be better prepared. Four case studies from the UK look at the visitor and financial impacts of COVID-19 on the British Library, the London Transport Museum, The Theatre Royal Drury Lane, and Kensington Palace. This paper contributes to heritage research by providing a deeper understanding of the impact that COVID-19 had on heritage, and how to proactively plan for similar future disruptions. The impact themes show that change did not result in a new normal but in the need for a new space, consisting of blended space (physical and digital), mixed space (indoors and outdoors), and community of practice space (isolated or cross-sector networking space). The literature highlights the significance of the sector coming together during the pandemic to share knowledge and provide support through its networks. It also highlights how important it is for such unity not to be lost but to be harnessed to support ongoing organisational sustainability and better preparedness for future crises. Finally, future research suggestions are proposed grouped into social, digital, financial, and operational research themes.