ABSTRACT
Facilities Management/Corporate Real Estate Management (FM/CREM) can only create added value, when they support the corporate objectives. FM/CREM interventions should not only be checked on its impact on FM/CREM performance and organisational performance but also on its impact on attaining organisational goals. For instance, if an FM intervention results in a higher ranking on ‘green buildings’ but the organisation was fully satisfied with the original ranking, this higher ranking does not add any value to the organisation. There has both in practice and research been an increased focus on how FM can create added value for organisations. Within research this has resulted in development of a number of conceptual models and tools as well as collection of much empirical information. The evaluation of the realised output/outcome/added value can be a starting point for starting new interventions.
