On the last point, I do think there's a lot of collegiality in the museum sector and with museums of different sizes. There are ways in which museums with different kinds of capacities can partner or collaborate with each other, or even, as I mentioned, use mentoring staff to staff. There can be ways in which an institution like the ROM or some of the other important institutions in the country can be supportive of their colleague museums, which we are.
In terms of your initial question, I'll focus on the last one. I mentioned in my brief remarks that the museum has seen a nearly 50% increase in attendance over just the last three-plus years. That, to me, has to do with our refocusing—and this was the point of my observation—from only the very important activities of collecting, conserving, and presenting to doing that very much with a mind toward what it is that the people we engage with want to see, need to see, and what matters to their lives. I talked about the need to engage people's hearts and not just their minds. There is a deep and very significant need in these complicated times that we're living in for people to have the opportunity to go into spaces that give them a sense of their place in the world, using the word I used, “empathy”.
The short answer is that we have redoubled and refocused our efforts to say how we can be a civic hub, how we can focus our activities outward. As one museum theorist said, museums need to stop being only about something but being for someone. I think that very much supports the observations of my colleagues, and that's what has allowed us to have a lot of success in recent years.