Traditionally the Group has been divided into regional divisions, each with a high level of autonomy on how divisions structure the management of property and facilities support services. A problem the Chief Executive has discovered is that a whole range of facilities contracts are in place, some with national and regional providers, some with local providers and some delivered in-house. Additionally, some services are bundled while others are for single services. While there is likely to be evidence of strong and weak practice within this array of arrangements it is not possible to identify best practice due to inconsistencies in monitoring, accounting and reporting procedures.

The scenario to consider is that the Chief Executive has commissioned a facilities management consultancy company, "FM Forward", to provide advice and recommendations on the group's future estates strategy plans. In addition, FM Forward" are asked to make recommendations on the most effective ways of providing facilities management services to maintain the property portfolio.

Identify and critically evaluate appropriate strategies to undertake the effective management of the organization's built assets., and recommendations on the most effective ways of providing facilities management services to maintain the property portfolio