| dc.description | During the first year of the COVID-19 pandemic, heritage sites, which protect natural and cultural resources, experienced the dauting task of sustaining business operations during the pandemic while serving the public by preserving and conserving resources. These businesses undertook risk reduction measures, conceptualized as adjustments, to mitigate the spread of disease while maintaining business operations. By engaging with Gilbert White's (1942) Adjustment Theory, this study examines the adjustments made by Texas heritage sites in response to emerging risks associated with the COVID-19 pandemic. Specifically, we analyze adjustments made to reduce risk to visitors, financial stability, and programmatic offerings; explore the extent to which these adjustments facilitated sustainability, business expansion, and innovation; and identify what factors contributed to or hindered their recovery. This mixed-methods study employed an online survey and a follow-up semi-structured phone interview with heritage site managers. Our findings indicate Texas heritage sites implemented a range of fiscal and health related adjustments in response to the pandemic. Specific to fiscal adjustments, we found changes in visitors led to adjustments in business operations which also facilitated revenue generation for these entities. We also observed how new opportunities arose from the health adjustments in the form of remote offerings and new markets. Our findings emphasize the importance of adjustments made by heritage sites to continue their operations during the pandemic while also offering strategies to mitigate future risks. | |
