ABSTRACT
Cultural Resource Management (CRM) in the future will continue to require general leadership and coordination provided by government agencies, and therefore the National Park Service and the Advisory Council on Historic Preservation must carry leadership burdens. In addition to the longer-term strategic approach needed for CRM to be effective in twenty-first century, there are several challenges that need to be confronted and resolved successfully in the near term. The organizations that once generated public support have themselves changed, in one case even to the point of generating television programs about "archaeology" that unintentionally undermine rather than advance CRM. Programs and policies that make it easier to hire or retain older workers, encourage lifelong learning, and develop "flexible retirement" arrangements of all kinds would be helpful for the continued effective function of the CRM sector. Effective access to the wealth of information created as part of CRM archaeology was a problem from the earliest period of CRM's development.
