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This paper presents a systematic, socio-technical and empirical evaluation of the actual energy and environmental performance of a sustainably-designed institutional building (Southeast England), intended to be a teaching tool and ‘living laboratory’ of sustainability. Despite the building being designed to high sustainability standards (Energy Performance Certificate rating of A, low reliance on fossil fuels, natural ventilation and rainwater harvesting) and also being under-utilised during the in-use stage (lower hours of occupation and number of occupants), its actual energy-related carbon dioxide-equivalent emissions are four times more than predicted. This is due to poor energy management of the building, underperformance of the biomass boiler and wasteful energy practices in terms of excessive winter overheating in the atrium, inappropriate lighting controls, and electrical equipment being left on standby. Due to lack of training and understanding of the energy manager, the building management system was not used adequately and issues with installation, commissioning and maintenance of the biomass boiler led to its disuse; however the photovoltaic system generated electricity as expected. Findings from the study show how a mixed-methods approach of building performance evaluation (BPE) should be embedded as part of the build process, to ensure that performance outcomes are met in reality. [ABSTRACT FROM AUTHOR]

• New building development projects underperform often. • Underperformance leads to increased energy consumption and CO 2 emissions in building operation. • The paper links building project development and building operational performance. • Two simulation methods are combined in a multi methodology framework in the paper. • The paper explores the implications of project partner collaboration for operational building performance in the case of a recent building project. The "performance gap" in the United Kingdom construction industry is a persistent problem as new building development projects underperform more often than not. The "performance gap" is partially attributed to the number of stages involved in building project development and the coordination difficulties of partners with different incentives. The project outcome is important for energy consumption, carbon emissions and occupant well-being. Thus, it is important to study the project management process in terms of the standard time, cost and quality parameters, but also in terms of project partner incentives and coordination, and the subsequent energy performance and resultant indoor environmental conditions. A system dynamics model of project management processes is developed to explore the implications of partner coordination for building quality. The system dynamics model is coupled to a building performance simulation model to explore building energy consumption and Indoor Environmental Quality, and apply this on a recent building project case study. Results show that greater project partner alignment can reduce annual energy consumption up to 12% and CO 2 emissions up to 37%, with greater emphasis in the design stage of the project subject to resource availability. The trade-offs involved on value appropriation are considered and discussion of results points to possible ways for improvement. [ABSTRACT FROM AUTHOR]