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Cultural heritage exists in different categories of physical environments (chapter 1) shaped by national and international management ideologies (chapter 2). Simultaneously these environments are populated by local people, whose constantly evolving socio-political decisions determine the use of the environments (chapter 3). This characteristic of people being at the core of production and consumption activities of cultural heritage demand that cultural heritage practitioners develop focused management practices that address community-based engagements, hence chapter 4’s management tool. The frameworks from chapter 1 (the resources), chapter 2 (international management framework), chapter 3 (people) and chapter 4 (grassroots management frameworks) require a balancing framework to curb philosophical clashes that could negatively affect existence of the resources, hence chapter 5 on sustainable interpretation. In turn the management framework are to be standardized to provide a constant management direction and practice, a task allotted to contents of chapter 6 on standard setting and certification. Armed with the theoretical frameworks as well as standardized and consistent management tools, heritage managers can then engage the resource in socio-economic endeavours such as tourism with confidence (chapter 7). Similarly, ‘out of the box’ engagement of cultural and heritage resources can now be entertained, through modern day human development initiatives such as youth development, formal education, skills development, amongst others (Chapter 8).Thus Chapters 1-8 represent a group of topics that though seemingly divergent are coordinated by a scholarship theory of sustainable conservation and management. Continue reading

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