Abstract
This paper discusses the problems for facilities managers in measuring the contribution of property towards the primary task, taking into account the different goals of the various stakeholders within the organisation. It suggests that the types of performance measures used to measure the property resource should reflect the culture of the primary task, rather than reflecting traditional property measures found in investment property management. A case study of a project undertaken for the Estates Management Department of the Mass Transit Railway Corporation of Hong Kong is reviewed, where measures of customer satisfaction were devised to measure property performance, in accordance with the culture of the primary task of the organisation.
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