This article first appeared in the St. Louis Beacon, June 10, 2013: After one week as interim president of the Missouri History Museum, Bob Cox is far from knowing everything about the institution, but he thinks it can overcome the controversies of recent months and regain the public confidence it needs.
“The image of the institution has certainly been tarnished,” he acknowledged, referring to a barrage of news in recent months about a land deal on Delmar, compensation for departed President Robert Archibald, and a $1 million pledge – since rescinded – to the Loop Trolley project.
“We have to buff it up and communicate to the community and let them make the decision for themselves.”
Cox, 67, had a lengthy career at Emerson, including leading the Emerson Charitable Trust from 2005 until he retired in 2011. In an interview with the Beacon in the museum president’s office, he referred to the close relationship the company has had with the museum over the years; its name is displayed prominently on the south entrance to the expansion opened in 2000.
Since Archibald departed in December, forgoing a year-long contract extension he had just signed, day-to-day operations of the museum had been overseen by John Roberts, head of its board of trustees.
Roberts decided he needed more time to devote to policy matters, as the trustees and the commissioners of the museum’s subdistrict of the Zoo-Museum District adjust to changes in their governance agreement. So he decided to seek an interim president while a search gears up to find a permanent replacement for Archibald.
Cox said he agrees with the changes in governance that were included in the agreement brokered last year by former U.S. Sen. John Danforth. They give more authority to subdistrict commissioners over issues such as compensation and budget. In turn, trustees have agreed to abide by the requirements of the state’s open meetings law.
When he began to explore whether to accept the offer of serving as interim president, Cox said he looked into the new provisions and said they should go a long way toward restoring the public’s peace of mind that the museum is being run properly.
“I’m totally in agreement with the document,” he said. “It’s not that onerous and will strengthen the governance of the organization.”
A 'wonderful institution'
Before he agreed to take the job, Cox said, he was asked by Romondous Stover, head of the subdistrict commission, why he wanted to do it.
“I said this is a wonderful institution,” he said. “I strongly support the institutions in the park. I would like to see everything cleared and let the public see the contributions it has made to our community.”
Asked what he felt about the museum as the series of revelations about operations under Archibald unfolded last year, Cox paused, then replied:
“Early on, there was probably a little denial that there were any problems. But as information surfaced, I thought that at the time of the real estate deal, we were involved in pretty big real estate boom, and I could see it was possible getting caught up in that. People could have thought that values were higher than they really were.
“On the compensation, I have no background. On the trolley, I just assumed that Bob Archibald would have brought statistics to the board in terms of how that project would benefit the History Museum in terms of building attendance. When I got here, I found that assumption was correct."
Cox said that in his role with the charitable giving arm of Emerson, he would meet periodically with Archibald for updates on what the museum is doing. Asked whether he planned to seek Archibald’s advice in running the institution, Cox said:
“If he calls me, I’ll certainly take the call, but I have no reason to call him at this point.”
Archibald is nearing the end of his six-month, $270,000 consulting arrangement he received when he left the presidency in December. A report of what he accomplished during the period is expected once the term of the consulting job is over.
Cox had nothing but praise for Archibald’s accomplishments during the years he led the museum.
“I really think that he built a great institution over his 25-year tenure. If you look at where they were and where they are today, and the management people in place that he hired, and look at financial statements of the institution, it’s pretty impressive in terms of what happened here. And it wouldn’t have happened without his strong leadership.”
He was particularly complimentary about Archibald’s relationship with the area’s African-American community.
“He was one of the community leaders that was most out front in terms of the need to improve race relations in St. Louis,” Cox said. “He continually would mention it when we would meet. Look at the diversity in the management here. We have some good people who are female and African-American that are leaders in this organization. He made that community feel welcome in the museum.”
Under Cox’s contract, which runs until the end of the year, Cox will be the museum's chief executive officer. He will be paid $85 an hour as an independent contractor, receiving no benefits other than his salary. He will have an office and support staff at the museum, but his contract allows for him to perform much of his work away from the museum.
Among the duties outlined in his job description are working to strengthen governance, meeting with donors, acting as the institution’s chief spokesman, meeting with government officials, taking part in monthly meetings with employees and helping to prepare strategic initiatives for the incoming president, including work on the upcoming celebration of the city’s 250th birthday next year.
With the search process for a new president getting under way, Cox does not necessarily think he will have to stay beyond the planned end date of his contract.
“I hope that within six to nine months they will find the next leader and I won’t be needed,” he said.
Meanwhile, he added, “I have a long list of things I’m going to be working on. I hope I’m going to have the time to complete some of those things before they find the person.”
Among those tasks is getting to know the people who work in the museum. Despite suggestions that Archibald had created a climate where people were unhappy in their jobs, Cox said that in his first several days as interim president – a pretty “intense” week he said, filled with meetings and other duties -- he hasn’t seen any such concern.
“In terms of the people who directly report to me,” he said, “I have not sensed any morale issues associated with them being able to do their job and represent the institution.
“As I walk through museum, coming in in the morning and leaving in the evening, I have tried my best to meet employees on my way in and on my way out. They’re glad I’m here. I’m glad I’m here."