Reviewing this book did not start well. The opening few words (in the Preface), which declare that ‘heritage is disappearing at a disquieting rate’ (p x), immediately suggested an outdated and conventional view of heritage as something fixed not fluid, ‘of the past’ and constantly under threat. This was an unfortunate choice of opening, given the widespread recognition of a heritage constantly emerging, evolving and changing, important given its vital relationship to issues of cultural diversity and mobility, for example. Yet in a more encouraging turn of phrase, and on the same page of text, the author notes that it is ‘past time to explore alternative paradigms that celebrate differences among communities and commonalities within them, support heritage preservation, and generate sustainable benefits’. While the prominence of ‘heritage preservation’ within this comment (above, say, heritage interpretation, knowledge exchange, learning heritage skills and translational practice, for example) could equally be construed as limited and rather old-fashioned, the remainder of the statement signposts the book I was expecting, about empowering these diverse communities. As the book’s final words state: ‘Sustainable outcomes that truly benefit communities are more likely if we trust, empower and support local people to take responsibility for the heritage that matters to them. This book explores ways to accomplish that goal.’

This short book, in the excellent and eclectic ‘Debates in Archaeology’ series (formerly with Duckworth), is articulate, compelling and well organised. Structurally, it does have the feel of a published PhD thesis, with theory and method followed predictably by a series of case studies, and the revelation that this is indeed the origin of much of the book’s content (p 11) comes as no surprise. Yet the book works well, and provides a helpful and original contribution in what should become an increasingly important field of study, a field that anthropologist Larry Zimmerman refers to as translational practice. It also provides vital intellectual foundation. Following the short Introduction, three ‘theory’ chapters critically examine archaeology and community economic development, the public good paradigm and disempowered communities (in which the presumption of top-down heritage governance is challenged, and community-led governance proposed as an alternative), and ‘Governance Alternatives’. In this helpful and important third theory chapter, alternatives to the top-down governance model are examined from fields other than archaeology. Four case studies then follow, from Peru, Belize, Ireland and Italy. These are clear and complementary, their geopolitical diversity reflecting their broad relevance across a wide cultural spectrum. As the author states in his conclusion (p 137), these projects have managed to sustain activities ‘for a span of decades and bring economic value to [their communities], notwithstanding internal conflicts and external shocks that affected most of them’. In each case, the organisations remain successful, it is argued, because of their ability to ‘manage their affairs, resolve differences among the stakeholders, and cope with unanticipated disruptions’.

Ultimately, the solution presented is a conceptual approach, creating locally rooted organisations whose operations can be viewed through three distinct ‘lenses’ (presented visually on page 154 as three interlocking circles): Community Context (which members of the community should be stakeholders, understanding their social and political relationships, and their relationships to the heritage, etc); Capacity (what skills and financial support are available); and Governance Options. The aim, ultimately and predictably, is for organisations to locate and then operate in the ‘zone of convergence’.

Overall, the book is theoretically informed yet accessible and practical. It provides a model, and some examples of how this model has worked in a diversity of settings. While the PhD thesis on which this book is based may be the more substantive ‘go to’ work for reference, the book is likely the more accessible entree to a complex yet important area of practice. If I have a criticism (beyond what I consider an unfortunate opening statement), I would have preferred the model to appear earlier in the work, with the case studies reflecting upon it. The model appeared to me a better foundation than a conclusion. Versions of the graphic could then have appeared within each case study chapter, prior to conclusions comprising an articulation of differences of approach and circumstance based upon the various examples and applications.

I enjoyed this book. It is an important and accessible publication, not least for students who are hopefully even now learning that to ‘facilitate’ is often a more important and challenging skill to master than to ‘manage’.