Aimée L Felton 2012

38 FOUR shows a commitment to the protection of public cultural value and interest represented in the building(s) for which the organisation is responsible (Worthing, D and Bond, S. 2008:p109). However, conservation plans are not the final document before maintenance programmes and strategies can be implemented. In order to combine the information identified, with allocated budgets and organisational goals, a conservation maintenance management plan needs to be produced. With cultural significance and vulnerability of the fabric as drivers of the plan, organisations are forced into attributing value to historic fabric in order to assess their own opportunities and constraints, capacity and capital. Conservationplans donotmiraculously develop into conservationmanagement plans. Whilst the term is ambiguous and misleading for those outside of the heritage profession, the similarity of the titles highlights the connection and parallels between the documents and the combined information that bridges the two. A successful, professional and in-depth conservation plan should, in theory produce a set of conservation management policies that are supported by evidence and rationale extracted from the conservation plan (Worthing, D and Bond, S. 2008:p136). These policies are derived from the previously drafted conservation plan but also acknowledge organisational objectives and aims, not only for budgetary purposes but for allocating and planning effective and relevant use for the present and future of the historic buildings in the property portfolio. The development of conservation policies requires a re- affirmation of the statement of cultural significance. This repetition provides the platform to integrate the understanding of threats to the historic fabric Four•Two Developing organisational conservation policies Chapter Four - Maintenance Management Aimee Felto