Aimée L Felton 2012

39 FOUR with the needs and aspirations of the organisations (ibid. 2008:p141) and occupiers of the buildings including financial and functional perspectives. However, Worthing and Bond (ibid. 2008:p136) suggest that the principal failings of conservation plans and policies produced from them, is the lack of joint ownership of the process between external professionals conducting the process and those within the organisation who take responsibility for the implementation of the plan.Throughout the primary research and consequent analysis conducted by Dann et al in 1999, the primary failing of non-heritage focused organisations was the disparity between responsibility and knowledge base of the individuals involved in the maintenance care of historic buildings. The more recent criticisms by Worthing and Bond (2008) only go to show that not only are non-heritage focused organisations still failing to associate in-house employee involvement with effective maintenance routines but more worryingly, the professional organisations producing the conservation plans still do not consider this connection as an important component during the compilation of information. Carefully considered and refined organisationwritten and focused conservation policies have the capability to prevent long term aspirations and prospects occurring in a vacuum, removed from the various requirements of a mixed property portfolio. They provide the support to guide future action, acting as the initial synthesis rather than as the end product (Kerr Semple, J. 2000:p29). It is vital that organisations are aware of the importance of the impact of future actions upon the authenticity and integrity of the historic environment within their care because whilst the priorities may form different entities of an organisations agenda, conservation and development are not mutually Chapter Four - Maintenance Management Aimee Felton