This research is focused on developing a methodology to quantify the support operational property or corporate real estate (CRE) is providing in pursuit of an organisation's core business. Literature suggests the extent CRE supports achievement of core business goals depends on how well CRE is aligned with corporate strategy. To measure how well property is aligned requires the identification and prioritisation of property attributes or criteria that reflect the CRE strategy and thus the corporate strategy. Management of CRE is a role under Corporate Real Estate Management (CREM) or Facilities Management (FM) and both these professions strive to added value to the property management process. Therefore a methodology to measure and enhance property performance in relation to core business through targeted CREM/FM interventions is potentially a means by which these professions could further demonstrate their added value. Evaluation criteria are required to measure the alignment performance of a property and thus develop the assessment methodology or model. Review of CREM and FM literature found a plethora of potential hard and soft property criteria. These were structured under three hierarchal levels giving 13 performance categories, 37 factors and 172 indicators. Following this the performance factors were filtered by an industry panel and the importance rated by a group of senior estate managers before further simplification using factor analysis. The final property performance assessment model (PPAM) construct contains 10 extracted performance areas and 34 performance factors. The PPAM was successfully tested on a sample group of eight properties to assess their performance, identify where performance could be improved, and evaluate the potential range of property interventions available. The PPAM can help aid CRE decision making within a public sector organisation by prioritising interventions and investment that are in alignment with corporate strategy.