Aimée L Felton 2012

85 EIGHT quadrennial four year system) with other short term inspections, in conjunction with more regularly updated documents to maintain relevant aspirations and goals for the preceding year. This combination of a traditional conservation framework with shorter time span systems, highlight that organisations are using, where possible, existing working models of maintaining historic buildings, but include other elements to ensure that the maintenance work co-exists with organisational goals and financial restraints. The objectives of the organisations and their individual response to the historic buildings within their care are crucial elements towards understanding the response and subsequent methodologies utilised preceding maintenance. Throughout the literature, health and safety was presupposed to be a fundamental incentive for organisations to implementmaintenance procedures. Through the case studies, it became apparent that health and safety- where cultural significance was seen to be the driving force, was a mere legislative requirement, rather than an enforcement technique. UEA were particularly explicit in the CDS document (CAR Ltd. 2006:p42) stating that there are ‘alternate ways of complying with regulations’ but the primary concern was ensuring any remedial work did not impact upon culturally significant fabric. The MOD and Network Rail both rate cultural significance towards the periphery of importance within their stewardship strategies. Although the MOD is Crown exempt and aim to achieve best practice principles in their work, both organisations rate legislative requirements as important within the decision making process. Network Rail cites health and safety as a primary driver of work, closely followed by finance, and is the only organisation to not have any involvement or guidance from English Heritage or other heritage Chapter Eight - Maintenance in practice Eight•Five Objectives of organisation Aimee Felton