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While archaeology can be done as a pure science, it can also be an applied science, namely the study of archaeological sites that are threatened by development. In such cases, archaeology is a subsidiary activity within Cultural resources management (CRM), also called heritage management in the United Kingdom.[71] Today, CRM accounts for most of the archaeological research done in the United States and much of that in western Europe as well. In the US, CRM archaeology has been a growing concern since the passage of the National Historic Preservation Act (NHPA) of 1966, and most taxpayers, scholars, and politicians believe that CRM has helped preserve much of that nation's history and prehistory that would have otherwise been lost in the expansion of cities, dams, and highways. Along with other statutes, the NHPA mandates that projects on federal land or involving federal funds or permits consider the effects of the project on each archaeological site. The application of CRM in the United Kingdom is not limited to government-funded projects. Since 1990 PPG 16[72] has required planners to consider archaeology as a material consideration in determining applications for new development. As a result, numerous archaeological organisations undertake mitigation work in advance of (or during) construction work in archaeologically sensitive areas, at the developer's expense. In England, ultimate responsibility of care for the historic environment rests with the Department for Culture, Media and Sport[73] in association with English Heritage.[74] In Scotland, Wales and Northern Ireland, the same responsibilities lie with Historic Scotland,[75] Cadw[76] and the Northern Ireland Environment Agency[77] respectively. Among the goals of CRM are the identification, preservation, and maintenance of cultural sites on public and private lands, and the removal of culturally valuable materials from areas where they would otherwise be destroyed by human activity, such as proposed construction. This study involves at least a cursory examination to determine whether or not any significant archaeological sites are present in the area affected by the proposed construction. If these do exist, time and money must be allotted for their excavation. If initial survey and/or test excavation indicates the presence of an extraordinarily valuable site, the construction may be prohibited entirely. CRM is a thriving entity, especially in the United States and Europe where archaeologists from private companies and all levels of government engage in the practice of their discipline. Cultural resources management has, however, been criticized. CRM is conducted by private companies that bid for projects by submitting proposals outlining the work to be done and an expected budget. It is not unheard-of for the agency responsible for the construction to simply choose the proposal that asks for the least funding. CRM archaeologists face considerable time pressure, often being forced to complete their work in a fraction of the time that might be allotted for a purely scholarly endeavor. Compounding the time pressure is the vetting process of site reports that are required (in the US) to be submitted by CRM firms to the appropriate State Historic Preservation Office (SHPO). From the SHPO's perspective there is to be no difference between a report submitted by a CRM firm operating under a deadline, and a multi-year academic project. The end result is that for a Cultural Resource Management archaeologist to be successful, they must be able to produce academic quality documents at a corporate world pace. The annual ratio of open academic archaeology positions (inclusive of Post-Doc, temporary, and non tenure track appointments) to the annual number of archaeology MA/MSc and PhD students is grossly disproportionate. This dearth of academic positions causes a predictable excess of well educated individuals who join the ranks of the following year's crop of non-academically employed archaeologists. Cultural Resource Management, once considered an intellectual backwater for individuals with "strong backs and weak minds"[78] has reaped the benefit of this massive pool of well educated professionals. This results in CRM offices increasingly staffed by advance degreed individuals with a track record of producing scholarly articles but who have the notches on their trowels to show they have been in the trenches as a shovelbum. |
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