Aimée L Felton 2012

83 financial costs could stem from the primary organisational activity and the inability for the organisation to dispose of property from the portfolio once the building reaches a point of inefficiency, most likely due to the nature of the buildings, when it becomes a financial burden.The University of East Anglia, like Network Rail also have a finite restraint upon the disposal of buildings due to the environs of the campus and the original design lexicon. However, the organisation has a wider scope of activities taking place within the property portfolio allowing for a reasonable range of flexibility and reorganisation, if it is decided that one activity is not fulfilling the potential of the building. The MOD unlike the other two organisations has a very regimented and controlled procedure in place for the disposal of buildings, where a set of criteria and alternative options have to be met before disposal- a last resort is utilised. This offers the organisation a greater potential to remain consistent with the treatment to the historic fabric and to pass on its care when the responsibility becomes too great. It could be assumed that the primary role of maintenance conservation is the enhancing and retaining of cultural significance. In order to achieve this goal effectively and economically, the necessity for keeping thorough records of the buildings, whether through condition surveys or other means, is essential. When primary income is not generated by (usually) the largest asset within the organisation and when this element requires time consuming maintenance, it would be presumed that efficiency would be a high priority. All three case studies organisations utilise different variants of information management methodologies. EIGHT Chapter Eight - Maintenance in practice Eight•Four Management processes Aimee Felton