Aimée L Felton 2012

80 EIGHT and not practiced by non-heritage focused organisations highlighting the discrepancies between the perception of maintenance management and the lack of empirical research undertaken to help improve and guide organisations towards more efficient and effective methods of maintenance. Two out of the three organisations place cultural significance in the lower percentile of importance- confirming the sceptics fear for the continued preservation of any culturally significant fabric. However, this fact alone cannot form the basis for negative judgment regarding the organisations attitude towards maintenance management with other priorities such as relevance for use, legislation and finance featuring in the top percentile on the graph. All other key words extracted from the documents display a mostly equal spread over the x-y axis verifying the difficulty of supplying a ‘one-size- fits-all’ solution to encouraging maintenance management and the existing practice of non-heritage focused organisations in moulding their approach to maintaining historic buildings within their stewardship to individual organisational goals and policies. The expectation was for the non-heritage focused organisations to have limited, if any, organisational response or opinion of the role of cultural significance within their historic buildings. However all three case studies showed awareness, if not rigorous assessments, or policies embedded within an explicit set of conservation principles, and of the significance and vulnerability of some historic fabric within their care. This awareness goes to show that income produced by historic properties, or core organisational aims disseminated from conservation plans, are not mutually exclusive to an organisation producing Eight•Three Role of cultural significance in maintenance strategy Chapter Eight - Maintenance in practice Aimee Felton