ABSTRACT
Context Modern conservation has succeeded in the last 50 years in establishing an impressive international, regional and local professional infrastructure for the care of historic environment. There have been many successes to celebrate, and one could be forgiven for believing that all is, and can only continue to be, well. Over that time conservation theory has matured; kate Clark (2014: 65-6), in her recent review of current values-based heritage management in the uk, notes the significant change in methodology stemming from the Burra Charter’s (2000) emphasis on significance:
values-based management involved a fundamental intellectual shift from heritage decisions based purely on the individual expertise of the heritage professional to a more transparent process of analysis and diagnosis. ultimately, values-based management was more than a process; it was a different way of thinking about cultural heritage.
