# 

###### Published by the DOI Departmental Consulting Archeologist/NPS Archeology         Program, National Park Service, Washington, DC, March 2007.

This Technical Brief describes objectives, organization, and methods         that have been used to conduct peer reviews in public archeology projects         and programs. In describing this process, we draw upon recent peer reviews         managed by several of the authors of this publication, as well as experiences         from earlier reviews described in Keel (1993). Thus, this Technical Brief         updates guidance and suggested procedures for government agencies and         other archeological resources management organizations regarding the use         of the peer review process as a means of improving the effectiveness of         their projects and programs.

## Introduction

The review of research by peers is a hallmark of scholarship. Peer reviews       are the conscience of science and scholarship; they provide a necessary       check on practitioners and an explicit evaluation of their efforts. Although       most often thought of in relation to grant reviews and publication, peer       review is also valuable in enhancing the quality of the full range of activities       in archeological projects and programs.

The focus of the peer reviews described in this technical brief may vary.       In some instances, agencies have requested the review of specific archeological       projects. These investigations have ranged from survey projects to identify       sites (see for example, the Scope of Work for the Fort Campbell peer review       in Appendix B) to projects that involve data recovery       or excavation activities as well as identification and evaluation investigations       (see for example, the Scope of Work for the Birds Point-New Madrid Floodway       peer review in Appendix C). In other instances,       agencies have requested peer review of a more general scope, looking at       archeological programs that include several projects or other components.       The 1995 peer review of the Bureau of Reclamation Phoenix Area Office cultural       resource program is an example of this programmatic focus for a peer review       (see Appendix A, the letter requesting this program       peer review).

This Technical Brief provides guidance to governmental agencies and other       programs on the peer review process. Such peer reviews may be full-scale       versions, similar to ones completed by the Departmental Consulting Archeologist       (DCA), or they may be smaller, to fit the needs of more localized projects.       In either case, the results can lead to cost savings through efficiency,       increased effectiveness, and increased support for archeology among members       of the public and within agencies. The government agencies and the professionals       who participate in these reviews recognize that peer reviews can provide       an important contribution to project design and management.

This Technical Brief describes the peer review process within the Federal       archeological arena. It also supplies information about the planning, design,       and implementation of peer reviews.

## Purpose and Goals

In many academic research projects the principal investigator(s) develops       a research design, identifies and obtains permission to investigate the       resources that fit the project's goals, and raises the necessary funds by       obtaining a grant. The researcher plans and conducts the work and publishes       the results. Review of the scientific merits of the proposed work by the       researcher's peers occurs during the grant application process, in the review       of the results by the granting organization, as part of the publication       process, and in the reception of the product by the scientific community.

Archeology conducted to comply with Federal historic and archeological       preservation laws must follow sound archeological practice and also the       regulations, procedures, and guidelines mandated by and developed from those       laws. Under these laws archeology is conducted to benefit the American people       generally through the preservation of important archeological resources       and information.

The first objective of research in public archeology is to identify, evaluate,       record and document significant archeological resources. Research may also       involve treatment, including excavation for data recovery. The resulting       information is used for a variety of practical purposes, including education       and fostering an appreciation of the nation's heritage among its citizens.       The concomitant benefits that individual archeologists may derive from these       endeavors with regard to professional standing and career advancement are       secondary.

The principal difference between an exclusively academic research design       and one developed for a public project is that the former develops from       scientific curiosity while in the latter research needs are conditioned       by management requirements for compliance with law, regulation, and policy.       Therefore, there are constraints on federal archeology projects that may       not apply to academic projects.

However, federal projects involve the same general steps of any research       project and have theoretical, methodological and/or substantive goals. The       development of the archeological project within Federal historic preservation       is a consultative process in the hands of Federal archeologists and their       counterparts in the State or Tribal Historic Preservation Office (SHPO or       THPO, respectively). Project plans and archeological results also may be       reviewed by archeologists and historic preservation professionals of the       Advisory Council on Historic Preservation (ACHP). Frequently suggestions       made during these consultations result in design improvements. As a result       of this coordination, the project has a firm, defensible foundation.

Federal archeological project research design is open to evaluation and       criticism. Evaluations occur as part of memoranda of agreement, National       Register of Historic Places nominations or determinations of eligibility,       determinations of effect, reviews of scopes of work for data recovery plans,       and requests for proposals that form the bases for contracts. Depending       on the specifics of the project, these evaluations are performed by archeologists,       other cultural resources specialists, and perhaps officials of various agencies.       These reviews represent a broad range of scientific and legal compliance       concerns.

Because such evaluations improve the agency proposal, stipulations for       formal peer reviews are often specifically included in memoranda of agreement       or agency contracts. In the case of data recovery projects designed to mitigate       the loss of important information, such evaluation is done by the agency       before a project is announced for bidding. As part of the proposal, the       winning bidder also prepares a research design or work plan which provides       refinements for conducting the research. It also defines the protocols that       will serve as project guides.

Figure 1. Archeologists explaining excavation of a Hohokam pioneer period         pithouse, CAP peer review, 1986. (Photo courtesy Bureau of Reclamation/Tom         Lincoln)

Before the passage of the National Historic Preservation Act of 1966 (NHPA),       rescue or salvage archeology was handled without input from States, Tribes,       or the ACHP. Archeological rescue work was usually controlled by the time       and money available rather than by the development of thoughtful and explicit       research designs. Today Federal agency archeologists or contractors from       the public and private sectors conduct Federal archeological projects. Competition       among archeological contractors is the norm unless the work is done by agency       personnel. It does not matter who does the project for the peer review process       described here to work.

The primary goal of the peer review process is to evaluate the conduct       of Federal archeological projects and assess the competence and efficiency       of projects relative to archeological practice and legal compliance. An       academic peer review rates a project on its scientific merits. Academic       reviewers evaluate the theoretical basis, methodologies for data collection       and analysis, and how these contribute to the research goals.

In Federal archeology, the peer review examines additional topics as well       as these. Is the agency following the stipulations of the compliance documents       agreed to under the Section 106 process of NHPA and other regulatory requirements?       Are Secretary of Interior Standards being met? Is there an appropriate plan       for curation? Have data fulfilled the needs of the research design? Have       unexpected data or research domains come to light that need additional investigation?       Does the project need to be changed or redesigned to take these findings       into consideration?

Federal archeology project peer reviews have been undertaken for a variety       of reasons. In some cases, reviews were undertaken when controversy stirred       about an undertaking or the archeology associated with it. Some reviews       have been conducted because of major disagreement between the agency and       the contractor about the work. Allegations or questions may have come from       the archeological profession, Indian tribes, the media, special interest       groups, or members of Congress. Although the peer review may address conflicts       or disagreements, it is not a forum for mediation or adjudication. Agencies       have requested reviews by the DCA to investigate whether projects were adequate.       Review may be conducted when an agency wishes to improve a project.

*Appendix A provides an example of a request       from an agency for an archeological peer review. This memorandum is the       request from the Area Manager, Phoenix Area Office, Bureau of Reclamation       for a peer review of the area office cultural resource program.*

In addition to improving specific projects or resolving disagreements,       the use of the peer review process in public archeology also serves other       purposes:
      - Demonstrating to the professional community, Congress, the Administration,         and others that the Federal archeology program produces excellent results;       
      - Creating networks for communication among government and academic archeologists         that improve archeology;
      - Helping resolve disputes among Federal agencies, contractors, Indian         tribes, special interest groups, and the media;
      - Providing Federal archeologists with professional credibility among         their managers and the academic community.

## Peer Review Topics

The peer review manager in consultation with the agency representative—usually       the agency archeologist—establishes a project review agenda and develops       a list of suggested review topics to aid the peer review team in their examination.       The peer review evaluates the project according to selected criteria, which       will vary according to the circumstances. Often the following questions       will help frame the peer review.
      - Is the archeological research consistent with the contract, memorandum         of agreement, and other covering directives?
      - Is the project within time and budget constraints?
      - Are the agency and the contractor fulfilling the requirements of the         contract?
      - Are there unresolved disputes or disagreements between the contractor         and the agency related to the archeological work?
      - Are the research and the materials and data recovered consistent with         the needs of the research design?
      - Are there gaps in the data? If so, is it possible to fill them?
      - Based upon new findings, should other lines of research be pursued in         place of or in addition to those identified in the research design? Is         it desirable to suspend a particular line of research?
      - Are the public education and outreach aspects of the project adequate         and effective?
      - Are the requirements for consultation with affected parties being met         adequately and effectively?
      - Are Federal standards for the cleaning, cataloging, description, analysis,         and curation of the material and data recovered being met?
      - Are there adequate and sustainable methods for data management?

This approach accepts previous decisions made by the various consulting       parties about the treatment of archeological resources. It also provides       an occasion to assess the project to determine if any changes are desirable.       This approach steers clear of second-guessing earlier decisions or trying       to identify all of the approaches for conducting archeological investigations.

The DCA conducts a limited number of peer reviews. Table 1 lists the peer       reviews that the DCA has conducted and summarizes the reasons for them.

## Table 1. Peer Review Projects Done by the Departmental       Consulting Archeologist, National Park Service, as of 2006

| *Project/Location/reason for review*                                                                                                                                                                                                                                                      | *Year* | *Agency*                                   |
|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------|--------------------------------------------|
| Dolores Project, McPhee Reservoir, CO          Problems between the contractor and the agency about the scope of the           investigation and project management                                                                                                                     | 1981   | Bureau of Reclamation                      |
| Central Arizona Project, AZ          Agency wanted to confirm that the scope and focus of the archeological           project were appropriate.                                                                                                                                         | 1986   | Bureau of Reclamation                      |
| Jackson Lake Dam, Grand Teton National Park,           WY          Demonstrate to the members of the Wyoming Congressional delegation that           the project-related archeological investigations were adequate and satisfied           State interests                           | 1987   | National Park Service                      |
| Stillwater Wildlife Management Area, Carson           Desert, NV          Address Native American concerns and evaluate whether historic preservation           requirements were being met                                                                                            | 1988   | Fish and Wildlife Service                  |
| Libby Dam Project, Lake Koocanusa, MT          Confirm that the agency's historic preservation responsibilities were           being fulfilled in a manner sensitive to Native American religious concerns                                                                              | 1989   | Corps of Engineers                         |
| Alkali Creek Project, ND          Provide an independent assessment of the quality, adequacy, and importance           of archeological investigations of a flood control system                                                                                                        | 1990   | Soil Conservation Service                  |
| Central and Northern Plains Archeological           Overview, conducted by the Arkansas Archeological Survey. Provide an           objective review of the results of this pilot study that synthesized           archeological information from the middle third of the United States | 1992   | Department of Defense Legacy Program       |
| Phoenix Area Office, AZ          Provide an objective review of the results of archeological projects           conducted through this Bureau of Reclamation program in anticipation           of additional work being conducted                                                      | 1995   | Bureau of Reclamation                      |
| Fort Campbell, KY and TN          Examine dispute between the Fort, contractor and sub-contractor and           make recommendations regarding use of contracting for archeological           resource management investigations                                                       | 2004   | Department of Army                         |
| Birds Point-New Madrid Floodway Archeological           Peer Review, Missouri          Provide an objective evaluation of archeological investigations and           decisions made regarding significance of sites and how to use data recovery           for impact mitigation      | 2006   | Corps of Engineers, Department of the Army |

## Conducting Peer Reviews

A peer review is an activity that must be developed as a partnership between       the peer review manager and the agency. The DCA, or one of the senior archeologists       in his or her office, serves as the peer review manager. The agency representative       is usually the archeologist responsible for the administration and conduct       of the agency's archeological program, although another agency official       may serve in this role. For the purposes of the following discussion, the       “agency archeologist” also is assumed to be the “agency       representative.” No matter who serves in them, these roles are essential       components of the peer review process.

The peer review manager and the agency archeologist work together to coordinate       all aspects of the peer review. In undertaking a peer review, one of the       peer review manager's goals is to create a partnership with the agency.       The creation of such a partnership is the principal ingredient that has       made the peer review process successful. Both parties must agree on the       scope of the peer review.

Frequent and clear communication between the peer review manager and the       agency archeologist is critical to the success of the peer review. Communication       bolsters the commitment made by both parties to assure that the necessary       actions are completed in a timely manner. For example, the peer review manager       provides the agency archeologist with information about the progress of       the peer review team's efforts, thereby allowing the agency archeologist       to plan appropriately.

The peer review manager judges what is needed by the peer review team to       make its assessment and may discuss the peer review with the SHPO or THPO       and the ACHP to gather information that should be supplied to the peer review       team.

Once the DCA accepts a project for peer review, the peer review manager       works with the agency archeologist to undertake the following tasks, at       a minimum, in conducting the peer review. Many of the tasks may be done       concurrently.
      - Define the peer review's scope, appropriate topics, and schedule.
      - Determine the peer review's cost and secure funds.
      - Plan the peer review team's composition and choose its members.
      - Compile documentation and send it to the peer review team.
      - Schedule the on-site visit.                  - Arrange travel and lodging.
        - Reserve meeting space.
        - Make appointments for interviews.
        - Prepare the agenda and itinerary.
        - Arrange for logistical support for the peer review team.
        - Make arrangements for office space.
        - Secure equipment for the peer review team's use. 
      - Conduct the on-site visit.
      - Prepare the draft report.                  - Assemble the peer review team member's revisions to the draft report.
        - Revise the manuscript.
        - Obtain the peer review team's approval of final report.
        - Produce the final report.
        - Compile recommendations for the agency.
        - Complete remaining administrative tasks. 
      - Provide final report to the agency official who requested the peer review.

The tasks listed above are described in the following sections of this       Technical Brief. The examples cited are drawn from peer reviews conducted       by the DCA.

### 1. Scope of Work

The reasons for selecting a project for peer review normally define the       scope of the peer review. If charges of inadequacy have been made, for example,       then the peer review will focus on the conduct of the archeological investigations       under the agreements and documents covering the project. If the peer review       is a response to problems between the agency and the contractor, then the       peer review will focus on these matters.

The scope of the peer review should focus on identifying solutions to problems       and not foster inappropriate or adversarial investigative roles. In some       cases it will be appropriate to broaden the peer review's scope of work       to focus on discerning general principles from specific case examples. For       example, review of a contracting dispute may yield insights into best practices       for contracting.

*Appendices B and C       provide as examples the scopes of work and suggested topics for the archeological       peer reviews done for Fort Campbell and for the Birds Point-New Madrid Floodway*

### 2. Cost and Funding

The peer review manager and agency archeologist must make arrangements       to fund the various costs for the peer review and establish the budget parameters       within which the peer review manager must operate. For recent peer reviews       conducted by the DCA, the requesting agency has provided funds for the peer       review team and all travel and logistical costs for the on-site review.       Generally there also are administrative costs that the requesting agency       has funded. The DCA and DCA staff salaries expended in planning, coordinating,       and completing the peer review have not been charged to the requesting agency.

Costs include transportation and per diem expenses of the peer review team       members. Other costs are reproduction and postage to provide project information       to the peer review team; on-site equipment, materials, and work space for       the peer review team; administrative support; peer review report preparation       and distribution, and in some cases honoraria. Many of these costs may be       covered in-kind by the agency.

### 3. The Peer Review Team

Ideally, members of the peer review team should be familiar with the requirements       of the Archaeological Resource Protection Act (ARPA), the NHPA process,       general Federal archeological and historic preservation, current professional       standards, and Federal procurement and contracting regulations so that they       can readily identify efficient, effective solutions to problems related       to these topics.

The number of peer review team members may vary, but experience recommends       a team of three. A balanced peer review team typically consists of one public       archeologist from an agency other than the one responsible for the project,       an expert in the archeology of the project area or region, and an expert       from outside the research area. Experts may be drawn from the academic,       public, or private sectors.

To identify potential peer review team members, the peer review manager       compiles lists of suggested reviewers and requests the same from the agency       archeologist. The peer review manager also may request independent lists       from other involved parties. The peer review manager is responsible for       selecting the peer review team and makes every effort to ensure that all       reviewers are acceptable to all involved.

Beyond a candidate's professional credentials and availability, other elements       to consider may include the following.
      - Does the candidate have a reputation for completing work in a reasonable         time?
      - Is the candidate willing to commit the time necessary before the on-site         visit to read and review documents and after the visit to review and finish         the final report?
      - Does the candidate have a previous relationship or any other consideration         with the agency or the project that could be construed as a conflict of         interest?
      - Was the candidate an unsuccessful bidder for the contract?
      - Does the candidate work well with others?

While these elements may seem straightforward, ignoring them could make       completing an acceptable peer review difficult or affect its timeliness.

Once the peer review manager selects the candidates and establishes a schedule       for the peer review, the peer review manager contacts the candidates to       determine their willingness to participate and their availability. The peer       review manager follows up on a candidate's acceptance to provide information       about the project, the schedule, and other details.

### 4. Documentation

The agency responsible for the archeological project under review compiles       and furnishes members of the peer review team with the appropriate documents       that describe the peer review's scope of work, the archeological project,       research questions, the archeological resources and their significance,       the nature of the disagreement/dispute (if any), and background information       about local archeology.

The peer review manager may request additional information from other involved       parties. In some cases the agency archeologist may send material to the       peer review manager, who compiles it to send to the peer review team. The       agency archeologist, peer review manager, and others who provide information       should compile detailed lists of materials so that all parties know what       the peer review team has received.

*Appendix D provides an example of the documentation       provided or available to the peer review team during the Birds Point-New       Madrid Floodway peer review*

By the time of the on-site visit, the peer review team should have a thorough       knowledge of the project. The peer review team must receive all documentation       at least 3 weeks before the on-site visit. Less time would not give the       peer review team adequate time to become familiar with the archeological       project and the issues included in the peer review's scope of work.

The package of material compiled for the orientation of the peer review       team will vary from project to project. For example, material may consist       of survey and evaluation reports, NHPA Section 106 documentation, scope       of work or request for proposal, research design, and interim or annual       progress project reports, if available. Relevant correspondence and internal       documents also may be included.

Figure 2. Archeologists sharing information at site of Hohokam village         during the CAP peer review, 1986. (Photo courtesy Bureau of Reclamation/         Tom Lincoln)

### 5. Scheduling

Peer reviews may be most helpful at the midpoint of a project. Typically,       field and laboratory work has proceeded to the stage where the peer review       team can make a reasonable evaluation of the results. A peer review at the       beginning of a project in most cases would be premature because there would       be few results to assess. If a project is near completion, the recommendations       of the peer review team would be difficult to implement because time and       money usually are short at this stage. However, in some cases, a peer review       at the end of a project or series of projects can provide an agency with       valuable feedback on the design and process of future projects.

In scheduling the on-site visit, it is of course important to find a time       that is acceptable to potential team members. The peer review manager should       begin developing a schedule for the peer review at least 3 months in advance       of the on-site visit. Within such a time frame it is usually possible to       accommodate the schedules of all involved and other situations that can       affect the timing of the on-site visit. College and university calendars       or special events like conventions or athletic contests in the project area,       for example, can affect lodging and other travel arrangements. The schedules       and commitments of the individuals representing the various organizations       who will be interviewed by the peer review team must be considered. The       on-site visit must be scheduled so that those who will travel from outside       the project area can participate. Although face-to-face interviews often       are preferable, telephone or electronic interviews may suffice for short       interviews.

### 6. On-Site Visit

The peer review manager and the agency archeologist plan the on-site visit       to use everyone's time efficiently. The peer review manager, usually in       consultation with the agency archeologist, develops an agenda for the peer       review team's on-site visit. A detailed agenda assures that the on-site       visit is carefully structured. Usually the peer review manager, agency personnel,       and peer review team arrive the day before the on-site visit begins.

*Appendix E provides an example of the agenda       developed and used for the Phoenix Area Office, Bureau of Reclamation peer       review*

During the first session of the on-site visit the peer review manager,       the agency archeologist, and the peer review team discuss the agenda in       detail and modify it as necessary. Implementing modifications in the agenda       may require complex changes in the interview schedule. It is important to       determine the final agenda as early as possible. However, it also is desirable       to maintain some flexibility and allow for additional follow-up of important       issues or topics.

The peer review team can examine any aspects of the project related to       the archeological work. The peer review team may request specific interviews       in addition to the ones suggested by the peer review manager and agency       archeologist; a reasonable effort should be made to accommodate these requests.       Each interview focuses on a specific task or topic. Each interview session       is allotted a specific amount of time. Sessions usually do not exceed two       hours without a break. Maintaining strict adherence to the agenda assures       that the peer review team stays focused on the task and adheres to the schedule.

The peer review manager and the agency archeologist provide the necessary       administrative support to the peer review team to ensure an efficient review.       Meeting facilities, telephones, transportation, and lodging and dining facilities       must be available. Secretarial assistance, equipment, and supplies should       be available, as needed. The purpose of making these arrangements in advance       is to ensure that the peer review team can devote its energies to the peer       review. In providing these kinds of administrative support, the peer review       manager and agency function as aides to the peer review team.

The first part of the on-site visit is devoted to briefings by the peer       review manager and agency personnel. The peer review manager describes and       then emphasizes the specific scope of work of the peer review. In some cases,       the orientation may be accomplished prior to the on-site visit through conference       calls and email. The plan for the rest of the on-site visit will depend       on the issues or topics to be reviewed, schedules of individuals, the weather,       field conditions, and other variables.

During week-long peer reviews, personnel interviews and field visits normally       are concluded by the end of the third day so the peer review team can review       its findings and draft its report. Typically the draft report is completed       by the evening of the fourth day. Exit interviews with the DCA, agency personnel,       and other interested parties are conducted on the fifth day.

The peer review team normally interviews agency personnel such as the project       engineer, environmental staff, and archeologists. They may also interview       historic preservation officers or staff, other historic preservation specialists,       the contracting officer, or contracting officer's technical representative.       The peer review team may meet with the contractor or principal investigator       and the principal investigator's senior staff, such as field directors,       crew chiefs, data control manager, and laboratory director. The peer review       team also may meet with the interdisciplinary consultants or members of       the professional community, such as geologists, geomorphologists, pedologists,       paleobotanists, and paleozoologists. They may also meet with ethnographers       and consulting parties such as Indian tribes or their representatives. The       peer review team also may interview interested members of the public and       Congressional staffers. Interviews may be conducted in person, by telephone,       or electronically (such as via email, instant messaging, web camera, or       video conference).

The peer review team usually will visit the site or sites currently under       investigation and the laboratory facilities of the contractor to get a feel       for the day-to-day operation and management of the project.

Figure 3. Discussions at one of the archeological sites between the archeological         contractor and peer review team, Central Arizona project, 1986. (Photo         courtesy Bureau of Reclamation/ Dan McKeever)

Each on-site visit will vary regarding the parties interviewed because       the focus of the peer review will be different in each project. It may be       useful to provide the SHPO or THPO and ACHP with a chance to meet with the       peer review team due to the regulatory roles of these agencies in historic       preservation. Furthermore, the professional staff of the appropriate Historic       Preservation Offices are especially knowledgeable about their jurisdiction's       archeological resources and can provide important perspectives to the peer       review team.

The scope of the peer review and the specific circumstances will determine       whether or not the agency archeologist or official attends all of the interviews       conducted by the peer review team during the on-site visit. In cases where       problems exist among the agency and the contractor, SHPO, THPO, ACHP, or       other parties, it may be prudent for the peer review team to meet both with       and without the agency personnel. The absence of agency personnel may allow       for open and candid discussion that otherwise would be difficult.

The on-site visit is a period of intense work by the peer review team.       The peer review manager and agency personnel provide all reasonable support       requested to assure that the peer review team's tasks are completed by the       scheduled time and make every effort to keep the peer review team on schedule       and focused on its task.

### 7. The Draft Report

The peer review manager and the agency archeologist prepare a proposed       outline for the report, making it clear to the peer review team that the       topics and proposed outline are only suggestions. The peer review team determines       the content of the final report. The purpose of the proposed report outline       is to provide the peer review team with guidance. The interviews provide       specific and important information and views from a variety of perspectives.       The peer review manager always assures the peer review team in each review       that the content and recommendations of the final report are entirely the       peer review team's responsibility. The peer review team is welcome to change       or reorganize the outline and format. Peer Review team members may add or       drop topics as they think necessary or appropriate, though departures from       the model usually concern format or organization.

The importance of the peer review manager's coordination and careful attention       to details in production of the final draft report cannot be overestimated.       If the peer review team spends an intensive week interviewing various parties       concerned with the project but does not prepare a draft report by the end       of that week, it is likely that the completion of the report will be delayed       considerably. It is most efficient for the peer review team to complete       a draft report by the end of the on-site visit.

*Appendices B and C       provide examples of suggested report outlines for the Fort Campbell and       Birds Point-New Madrid Floodway peer reviews.*

### 8. The Final Report

The production of the final report of the peer review can be a rather simple,       but intense task. The peer review manager edits the peer review team's draft       report for grammar, style and format, but makes no changes in content. It       is best to use the edit-tracking feature of a word processing program so       that edits are clear to each peer review team member. The peer review manager       sends a revised draft to the authors for revision, with questions as necessary.       The authors return marked and revised copies to the peer review manager,       who reconciles and enters the revisions. The time it takes to produce the       final version depends on the quality of the draft report.

The peer review manager may include separate recommendations in the final       report, which is sent to the agency, peer review team members, and other       interested parties. While the peer review manager normally endorses most       of the recommendations made by the peer review team, occasionally it will       be determined that the recommendations do not really improve the project       when compared to costs by the agency to implement them. Irrespective of       whether the peer review manager supports or rejects the recommendations       of the peer review team, a clear explanation should be provided.

## Conclusion

Peer reviews for public archeology projects have been and will continue       to be important tools for improving both research and preservation activities.       They assist agencies in meeting the objectives for which public archeology       projects are undertaken.

In addition, peer reviews can help improve public awareness of the value       of contributions to knowledge about the nation's cultural past that are       central to such projects. When conducted in this comprehensive way, peer       reviews have had two important long-term results. First, the agency gains       a better perspective on the impacts of sound archeological resources management       and therefore can develop effective means to improve its programs. Second,       the benefits of public archeology research are clarified for the academic       disciplines and therefore can be incorporated appropriately into the most       current theoretical and interpretive developments for explaining the archeological       record.

### DCA Peer Review Reports

Aiken, C. Melvin, Jerald T. Milanich, and Douglas D. Scott1988 Carson Desert Archaeological Peer Review. Report on file,       Archeology Program, National Park Service, Department of the Interior, Washington,       DC.

Anderson, David G. Tristram R. Kidder, and Signa Larralde2006 Birds Point-New Madrid Floodway Archeological Peer Review.       Report on file, Archeology Program, National Park Service, Department of       the Interior, Washington, DC.

Crespi, Muriel, and Hester A. Davis1989 Libby Dam Historic Preservation: A Peer Review. Report       on file, Archeology Program, National Park Service, Department of the Interior,       Washington, DC.

Dean, Jeffrey, Jefferson Chapman, and Douglas W. Schwartz1981 Report to Bureau of Reclamation on the Dolores Archaeological       Project. Report on file, Archeology Program, National Park Service, Department       of the Interior, Washington, DC.

Gradwohl, David M., Timothy A. Kohler, and Gary P. Smith1994 The Central and Northern Plains Overview: A Peer Review.       Report on file, Archeology Program, National Park Service, Department of       the Interior, Washington, DC.

Green, Thomas, Michael Polk, and Lynne Sullivan2005 Peer Review of Archeological Investigations at Fort Campbell,       Kentucky and Tennessee. Report on file, Archeology Program, National Park       Service, Department of the Interior, Washington, DC.

Hannus, Adrien, Terry Del Bene, and Jack Hofman1990 Peer Review, Alkali Creek Project, Soil Conservation Service,       Dunn County, North Dakota. Report on file, Archeology Program, National       Park Service, Department of the Interior, Washington, DC.

Judge, W. James, Bruce D. Smith, George S. Smith, and Jeffrey Zippen1995 Peer Review - Cultural Resource Program Phoenix Area Office,       Bureau of Reclamation. Report on file, Archeology Program, National Park       Service, Department of the Interior, Washington, DC.

Knudson, Ruthann, Frank C. Leonhardy, John S. Sigstad, and Stephen Williams1987 Peer Review Committee Report for the Jackson Lake Archeological       Project. Report on file, Archeology Program, National Park Service, Department       of the Interior, Washington, DC.

Wendorf, Fred D., George J. Gumerman, and Larry Banks1986 Peer Review Committee Report on the Central Arizona Archeological       Project. Report on file, Archeology Program, National Park Service, Department       of the Interior, Washington, DC.

## References

Keel, Bennie C.1993*The Peer Review of Public Archeology Projects.*Technical Brief 14, Archeology Program, National       Park Service, Department of the Interior, Washington, DC.      < http://www.cr.nps.gov/archeology/pubs/techBr/tch14A.htm       >

Technical Briefs|next

      -  Introduction 
      -  Purpose and Goals 
      -  Peer Review Topics 
      -  Conducting Peer Reviews 
      -  Conclusion 
      -  DCA Peer Review Reports 
      -  References 
      -  Appendix A: Memorandum to DCA 
      -  Appendix B: Scope of Work for Fort Campbell 
      -  Appendix C: scope of work for birds point-new         madrid floodway 
      -  Appendix D: documents for birds point-new madrid         floodway 
      -  Appendix E: Agenda and Schedule for Peer Review         Team Field Visit 
      - print         version  
      -  technical briefs index 

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