building performance | 2019 challenges The facilities manager (FM) How the building will be managed Life-cycle running costs Life expectancy of the building Sustainability measures. Consideration of these helps identify the most suitable materials from a price, performance and appearance perspective, says Madden. It also aids the selection of an appropriate supply chain to meet building requirements. Shaylor Groups pre-qualification questionnaire captures: relevant compliance, health, safety, environment and quality information; the Construction (Design and Management) Regulation requirements; capabilities; and specialisms. This enables us to determine the most suitable subcontractors for the project, says Madden, ensuring a collaborative approach and a shared desire toproduce an end product that meets the clients expectations. The use of modern technologies equips the delivery team with a method of planning, designing, constructing and managing the works, she adds. The firms dedicated BIM department also brings efficiency to the design process by coordinating required services with the building fabric across the life-cycle of a project. No matter the scale, location or sector, collaborative working, extensive project understanding, appropriate supply chain selection and new technologies are all factorsin creating a building that performs, Madden says. The FM team will have a significant part to play in achieving designed building performance, and the cost of non-performance will have a disproportionate effect considering construction cost, says James Campbell, strategic asset and facilities management partner at Troup Bywaters + Anders, and CIBSE Facilities Management Group committee member. FM teams need to be intrinsic to the construction process, because they will spend longer than anyone maintaining, operating and modifying the building to support the business and its occupants. However, a significant delay in FM engagement during construction still exists. The BSRIA Soft Landings Framework has raised the profile and benefits of early engagement through to post-occupancy evaluations, but Campbell says soft landings is often considered a commissioning and handover activity rather than the process starting at Stage 0, where it can deliver most benefit. Although Breeam construction standards have brought management, commissioning, aftercare and health and wellbeing to the fore, activities required to attain some credits such as seasonal commissioning and post-occupancy evaluations are done over a number of years, after construction, says Campbell. It will again fall to the FMs to deliver these activities, so it seems logical that the later they are engaged in construction, the larger the performance gap will be during operation, he adds. For buildings to perform, operational teams must know them intimately and understand the design philosophy of the systems and elements that influence building performance. The value that FMs can bring will be proportional to 26 January 2019 www.cibsejournal.com CIBSE Jan19 pp24-27 2019 Preview.indd 26 21/12/2018 16:56