cibse cpd guide for members

CPDA Guide for CIBSE Members

COL3477 CIBSE broch.indd 1 2/6/08 17:26:06

As a CIBSE member you undertake to maintain your professional competence throughout your career. So one of the most significant benefits the Institution can provide is a clear framework for professional development, helping you to succeed in your chosen field of building services engineering.

Continuing Professional Development (CPD) is a long term commitment to enhancing your competence, as required for CIBSE membership and ECUK registration. It means the systematic maintenance, improvement and broadening of your knowledge and skills. It is about learning and putting into practice new competences year after year, and investing in your future.

This guide is designed to assist you in that journey.

The rights of publication or translation are reserved.This information manual was compiled by Angela Ringguth© June 2008. The Chartered Institution of Building Services Engineers, London, UKRegistered charity number 278104

ContentsWhat drives CPD? 03CPD activities 04The planning and review cycle 05CIBSE can help 06CPD at work 07Capture and record 08Reflect, review, evaluate 09CPD for life 09Supplementary Section 1: Thought starters 10Supplementary Section 2: Some useful websites 11CPD

A guide for members of CIBSE


As a CIBSE member you undertake to maintain your professional competence throughout your career. So one of the most significant benefits the Institution can provide is a clear framework for professional development, helping you to succeed in your chosen field of building services engineering.

Continuing Professional Development (CPD) is a long term commitment to enhancing your competence, as required for CIBSE membership and ECUK registration. It means the systematic maintenance, improvement and broadening of your knowledge and skills. It is about learning and putting into practice new competences year after year, and investing in your future.

This guide is designed to assist you in that journey.

What drives CPD?CPD goes on all day, every day. Every time you face a new challenge, find out about a new component, talk to a client or read the technical press, you are engaged in learning.

ContentsWhat drives CPD? 03CPD activities 04The planning and review cycle 05CIBSE can help 06CPD at work 07Capture and record 08Reflect, review, evaluate 09CPD for life 09Supplementary Section 1: Thought starters 10Supplementary Section 2: Some useful websites 11

The emergence of new demands and priorities in the profession – for example, using sustainable technologies – forces you to develop new professional competences. Changes in the law or Regulations mean not only updating yourself on what those changes are, but also understanding how they will impact on your practice.

Equally, new challenges at work – a different type of client, unusual project specifications, an unfamiliar site – have the potential to broaden your experience and thus your professional effectiveness.

Any organisational change, such as adopting a new IT system at work, entails training and learning for everyone and represents, at a personal level, important CPD.

When you change job roles or move employers there is an even steeper learning curve. Often a new job brings increased responsibility for the work of others, and demands a rapid and systematic upgrading of your management skills. Increasing seniority will require leadership skills, as well as training, developing and mentoring others. All of these, if they are to be done well, demand new learning on your part.

Aside from these external factors, your own decisions about career aims and aspirations will be decisive in shaping your CPD. Personal circumstances – where you live, and your family responsibilities, for example – will affect the pace and direction of your professional development.

What you know about your own strengths and weaknesses will strongly influence the direction you take: sometimes an annual performance appraisal will prompt this kind of self-examination. It is a mistake to use CPD just to ‘fill the gaps’ in what you know and can do. Try to ensure that building on your strengths drives some of thedevelopment activities you choose.

Your learning preferences will influence the types of CPD activities which attract you. Researchers Honey and Mumford, writing in 1986, identified four distinct types of learner. Some people fall into more than one category, but generally onepredominates. Activists like to develop skills by learning on the job with others and always seek new experiences. Reflectors tend to prefer observation and data collection, working with a mentor and thinking about articles and case studies. Theorists respond best to conventional structured teaching and learning, with a logical step-by-step approach. Pragmatists enjoy work-based learning to try out new ideas and are natural problem-solvers.

Think about the main factors in your life now which are driving your decisions about career development

Look at the list of Thought starters giving possible areas for development activity onpage 10 for some ideas

What is your preferred learning style, and how can you manage your CPD to make the most of it?

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• on-the-joblearning• privatereadingandstudy• in-houseprogrammes• conferencesandseminars• CIBSERegional,Group,SocietyorNetwork

meetings• academicstudies,e.g.technical,management,

safety, languages• professionalInstitutioncommitteework• writingpapersandarticles• occasionallecturing• flexibleore-learning• assistingandsupportingothers

Periodically, a random sample of members isselected and asked to complete a monitoring return to the Institution’s CPD Panel, describing the Development Plan they are working to, and the activities they have undertaken in the previous year.They are asked to make their own evaluation, andreview the effectiveness of what has been done.They will then receive feedback and advice from Panel members.

This scheme differs from some other professional bodies where members are asked to account for their activities in terms of a prescribed number of hours done: instead, our Institution encourages a self-directed and self-critical approach to the maintenance of professional competence, integrated with day to day experience in the workplace.

The planning and review cycle

CPD activitiesCIBSE believes that professional development is not limited to attending formal lectures and seminars. This belief is reflected in the categories under which it classifies CPD:

Use the list of subjects on page 10 to start thinking about the various learning opportunities you come across in your professional and personal life

04


Identify your goalsThe answer to the question:“What do I aim to achieve fromprofessional development?”comes from an analysis of the currentsituation. You should produce an outlinestatement of what you are aiming for, andthe time frame for achieving it.

Determine the skills and knowledge you needDetermining the skills and knowledge youneed requires an awareness of what the jobdemands and good self-knowledge too, ofyour own strengths and weaknesses.

Plan to achieveThe Plan you draw up will take into account the learning opportunities available, the time and resources you have at yourdisposal and, again, a realistic projected dateforcompletion.Beawareofallthe demands on your time and energy, including those outside work, and ensure that rest andrecreation are included.

Log and recordLogging your activities and recording yourlearning are two distinct activities. The firstrequires a simple factual record of what you did, when and where, sufficient to trigger your recollection of the event: an entry in your diary or planner may be all that is needed. The second requires more thought: what new skill or knowledge have you acquired?

Review and evaluateThe Review stage asks you to compare the learning you have achieved with the goals you set yourself. Inevitably, some of what you have achieved will have beenopportunistic and unplanned: how doeswhere you are now affect your future aimsand plans?

The planning and review cycle Consisting of six phases, this cycle is the same for professionals from most backgrounds, disciplines and working environments, and applies at most agesand stages of your career.

The planning and review cycle

IDENTIFY your goals

DETERMINE the skills and knowledge you need

PLAN to achieve

RECORD your learning

REVIEW and

evaluate

LOG your

activities

Work through thereview cycles every six totwelve months

Use it as a flexible toolto help you structurewhat you do

Use the list of subjects on page 10 to start thinking about the various learning opportunities you come across in your professional and personal life

05


CIBSE’smembershipisaworldwidenetworkofbuilding services professionals. There are currently approximately 19,000 members in 80+ countries and active regional groups in Hong Kong, Australia and NewZealand,Ireland,theMiddleEastandtheUK.

As demand increases for more sustainable and energy efficient buildings and services to combat climate change, building services engineers are leadingtheway.CIBSEmembershipcanofferyoua range of valuable services benefiting both you and your career, many of which are discounted by up to 50%. These include:

A comprehensive range of events, seminars and conferences with a range of topics covering all aspects of buildings services. In addition our professional learning programme offers courses that are designed to provide the underpinning knowledge to allow you to develop bothyourcareerandgradeofCIBSEmembership.

CIBSE publications are recognised as the definitive and authoritative works in the field. They provide accessible, bite-sized information on a range of topics. Members receive 50% off all publications. Members also receive one Technical guide a year free.

As an accrediting professional body, CIBSEmaintains close links with colleges and universities offering building services education at diploma, degree and postgraduate level worldwide and can advise members seeking advice on further study. We also provide expert guidance on selecting the right level of qualified membership for you and then offer the support and assistance required throughout your application process. In addition CIBSEalsoenablesitsmemberstoseekprofessional registration with the Engineering Council (UK). Contact [email protected]

The Building Services Journal contains relevant industry news and topical articles. There is also a section geared to professional updating, including self assessment questions which readers are invited to complete and submit.

CIBSE Societies and Groups offer specialist information and networking opportunities.

Facilitating the professional development of others will become an increasingly important aspect of CPD as your seniority increases.

Senior Members and Fellows with considerable management experience, and who are familiar withthecompetencestatementsforMCIBSE andACIBSEmayconsiderofferingtheirservicesas an interviewer, for which training is given. Contact [email protected] for more information.

Our directory of CPD course providers is updated regularly and lists organisations offering short courses, seminars and workshops on technical and management themes. You can searchthedirectoryontheCIBSEwebsite.

CIBSE’s Regional network is the best way to meet fellow professionals in your area and to become more involved with the Institution. Activities which contribute at local level such as new member recruitment, mentoring, work with schools and colleges or involvement with a committee can all offer excellent opportunities for CPD.

For further information on any of the above please visit www.cibse.org

CIBSE Low Carbon Consultants and Energy Assessors schemeCIBSECertificationLtdhasdeveloped a Low Carbon Consultants Register, experts in the design or operation of buildings. Many of these experts will become accredited Low Carbon Energy Assessors, able to produce building energy performance certificates and take a further step by helping clients to reduce their buildings’ carbon emissions. For further information please visit www.cibsecertification.co.uk

Getting the most out of your CIBSE membershipCIBSE is recognised as the principal authority in the field of building services engineering knowledge, membership offers a wide range of benefits geared to maintaining and enhancing your professional competence.

CIBSE’smembershipisa worldwide network of building services professionals

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CPD at workOn-the-job activities which offer CPD opportunities might include:

• attendingtechnicalpresentationsofnewproducts/components

• interactionwithprofessionalsfromotherdisciplines, for example at project and site meetings

• leadingandfacilitatingmeetingsandpresentations of all kinds

• understandingthedemandsofnewregulationsor legislation

• listeningtoanewclient’sbrief,anddevising a plan to meet it

• departmentalandinterdepartmentalmeetings– bouncing ideas off colleagues

• teaching,training,coachingandmentoringothers, for example, new recruits

• gettingtogripswithanewaspectofICT• managingadisputeorconflictsituation.

CIBSEmemberswhoareself-employedorworkingin a small or medium sized partnership or enterprise will find that the Institution provides support and services for professional developmentcomparable to those which are to be found in a large company. The difference is that our services are geared towards meeting individual rather than corporate objectives. If you are responsible for managing your own CPD – on which your reputation and professional practice ultimately depends–youshouldexploittherangeofCIBSEservices outlined on page 6 to the full.

Look at it again and:• ThinkhowCIBSEcanhelpyoudothebestfor

yourself, your clients and your business• UseyourCPDachievementstostrengthenyour

marketing plan.

Most large firms are aware of the commercial benefits of employing recognised professionals andpayfortheiremployeestobelongtoCIBSE.

Every large organisation offers CPD opportunities. Naturally,theseactivitiesaremeanttoimprovestaff effectiveness in serving the needs of the business. Systems are designed to set objectives for departments, teams and individuals, and tomonitor their achievement: key performanceindicators (KPIs) and an annual performanceappraisal system are just two examples of how personal skills development is linked tocommercial targets.

It would be easy, but very unwise, to say:‘If my employer is worrying about my CPD, then I don’t have to.’

As an individual professional it is essential for your development plan to be wholly owned by you. So if you are employed in a large organisation you need to:• Thinkaboutthewaysinwhichyouremployer,

directly or indirectly, supports your CPD• Makesureyouremployerisawareofhowyour

CIBSEmembershipbenefitsthem.

Decide:What are my own professionaland career goals?

How can I use theopportunities provided at work to help me meet them?

07


You need to keep records of what you have done, but it is even more useful to actually record what you have learned. The process of committing learning to paper or PC helps you to organise your thoughts and experiences so you can build on them. It will also help your powers of recollection by transferring the experience from short-termto long-term memory.

Beyondfacilitatingthereviewcycle,yourrecords of CPD activity and learning will:• bethebasisofyourEngineeringPractice

Report if you are working towards corporate membership of the Institution or ECUK Registration

• enableyoutocompileanup-to-dateCVswiftlyand accurately

• helpyouprepareforannualappraisalatworkor elsewhere

• supportyourapplicationformovingtoamoreseniormembershipgradewithinCIBSE

• satisfytheInstitutionthatyouaremeetingyourprofessional obligations to remain competent

• helpyouwinnewbusiness.

You can decide the form that these records will take. There are numerous models to work from – most share the same basic features and perform asimilarfunction.Forexample,ifCIBSEaskstosee your CPD records, it will accept up-to-date information in any of the following formats:• theCPDPlanningandEvaluationRecord

available on the website www.cibse.org under Training and CPD/CPD for Members

• CIBSE’sObjectiveAchievedReport(primarilydesigned for applicants working towards Corporate membership) in the Membership section

• thetemplatesinCIBSE’selectronicGraduates’ProfessionalDevelopmentGuide

• recordscreatedusingproformasfromotherprofessional bodies

• theformspecifiedbyyourcurrentorpreviousemployer

• anachievementrecordtemplatefromacollegeor university.

Capture and recordIt’s clear from the review cycle on page 5 that planning and doing CPD is not enough.

Look at the various models available for planning and recording your CPD

Choose a format which will work for you, and start to systematically record your activities

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Over time, your CPD needs evolve and change.Your skills of reflection and analysis develop, and decisions about which activities to choose are easier to make and more likely to be right. Your personal toolkit of management skills will be extensive, as will be the breadth of your technical expertise. However, the need for updating andremaining abreast of technological, scientific and commercial change remains.

At this stage the emphasis may shift from self development to supporting the development of others, by serving the Institution or your community. There are particular skill sets, such as mentoring and chairing meetings, associated with each of these activities which you may need to acquire.

If you feel able to offer your services as a mentor to someoneworkingtowardsCIBSEmembershipinyour region, contact [email protected]

Later, as retirement approaches, good habits of CPD sustained over the years will assist you in making decisions about how to wind down your

professional career. Often this need not mean stopping work completely. It might mean:• reducingthehoursyouworkeachday,or

moving to a 3 or 4 day week• takingonoccasionalprojectsasaself-

employed consultant• voluntaryrolesrelatedtobuildingservices• part-timeteachingorlecturing• applyingyourprofessionalskillsandknowledge

to a leisure activity.

If you have:• keptyourskillsandknowledgeuptodate

through CPD• exercisedyourmindbyseekingand

assimilating new knowledge and applying it flexibly and creatively

• beenopentonewideas• maintainedanetworkofCIBSEfriendsand

colleagues

the transition to retirement will be much easier to achieve.

In order to ‘own’ your development plan, you need to be able to critically assess the value of what you have learned and its relevance to achieving your professional goals. In reviewing what you have done, you may well find there have been development projects started but not completed, ideas that seemed good at the time and evensome money wasted.

In fact, past mistakes can offer the best learning opportunities. If they are properly recorded and honestly analysed they are unlikely to be repeated.

At this stage it can be helpful to divide the CPD achieved into planned and unplanned activities. In the former category, some analysis of the value gained can be achieved by reviewing:• howwell,intheevent,theactivityachieved

your objectives• towhatextentyouhaveputthenewlearning

into practice (or realistically expect to)

• didyouenjoydoingit?(apoorlypresentedevent will lead you to avoid that particular provider in the future)

• thefinancialcostofdoingtheactivity(remember many courses and conferences are tax-deductible)

• thecostintermsoftime,or‘opportunitycost’(how else might you have spent that time?).

Unplanned CPD can be described as learning opportunities thrown up by day-to-day work, or evenlifegenerally.Beopen-mindedandcreative in identifying these occasions, and record them under two headings: what happened and what I learned. Critical incidents at work, such as solving a client’s problem, dealing with an unforeseen site crisis or HR question may have forced you to display unusual skills and knowledge, or have highlighted the need for them. At home, negotiating relationships, deciding to learn a new language or servingasASchoolGovernororLocalCouncillorcan all bring valuable CPD.

CPD for life

Reflect, review, evaluateReflection, review and evaluation are the keysto success.

Seek out a colleague or family member to discuss your self-evaluation with and to help you formulate new goals.

For further advice and guidance on any aspect of CPD covered in thisGuide,contact:www.cibse.org

Membership DepartmentCIBSE222BalhamHighRoadLondonSW129BSUnited Kingdom+44 (0) 20 8675 [email protected]

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Self development• Professionalethicsandrulesofconduct• Careerdevelopmentandplanning• Stressmanagement• Timemanagement• Foreignlanguages

Communication• Organisingandmanaginginformation• Writingskills:reports,formalandinformal

written communications• Interviewing• Presentationskills:formal/informal,large/small

meetings• Leadingandfacilitatingmeetings

The building services sector• Inthehomecountryandinternationally• Scopeandstructureoftheindustry• Educationandcareerstructure• Nationalandinternationalregulatorybodies• Thelegislativeenvironmentandgovernment• Professionalbodiesandregulationofthe

profession• Tradebodies• Relatedprofessionalareas(suchas

construction, architecture, civil engineering, facilities management)

• Forecastingtrendsanddevelopmentsinb.s.e.

Strategic management• Establishingpracticestrategyanddeveloping

a business plan• Improvingpracticeperformance• Riskmanagement,healthandsafety• Qualityassuranceandqualitymanagement• Employeerelationsandhumanresource

management• Staffdevelopment

Technical• Detaildesign• Environmentaldesign/technology• Newdesignskills• Newproductsandservices• Newmaterialsandcomponents

Sustainability• Energyefficienttechnologies• Renewableenergysources• Carbonemissionsandclimatechange• Microandmacroaspectsofsustainability

Legislative• BuildingRegulations• Healthandsafetylegislation• Employmentlegislation• Contractlaw

Global perspectives• Internationalbusiness• Tradeagreements• Provisionofprofessionalservicesoutsidethe

home country• Theinternationalregulatoryenvironment• Culturalandethicalissues

Human resources• Recruitmentandselection• Teamleading:motivating,negotiating,delegating• Managingpoorperformance• Performance appraisals• Managingdiversityandequalopportunities

Commercial practice• Clientcareandmanagement• Buildingsitemanagement• Projectmanagement• Marketing• Publicrelationsanddealingwiththemedia• Internationalcommercialpractice• InformationTechnology• In-housesystems;externalcomputerservices;

personalcomputingskills;specialistsoftware• CAD• Selection,evaluationanddesignoftechnical

software

Contract management• Financialplanningandmanagement:reporting

systems;establishingabudget;costcontrolsystems;cashflow;profitandlossaccount;balancesheets;VATandtaxation;projectfinance;EUandgovernmentgrants

• Procurementprocedures• Termsofappointmentandcontract

administration• Managementoffinancialrisk• Disputesresolution

Specialist areas• Acoustics• Airconditioning• Alarmsystems• Combinedheatandpower• Controlsystems• Day-lighting• Electricalpowersystems• Façadeengineering• Fireandsecurity• Heating• Integratedsystemsandintelligentbuildings• Lighting• Plumbing• Publichealth• Refrigeration• Ventilation• Verticaltransport• Water

Thought startersSome possible subject areas for new learning and professional development.

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Some useful websites Every effort has been made to ensure that these website addresses are correct at the time of going to press, but please be aware that CIBSE cannot accept responsibility for their accuracy.

AirInfiltration&VentilationCentre www.aivc.org

American Society of Heating Refrigerating and Airconditioning Engineers, Hong Kong Chapter www.ashrae.org.hk/

American Society of Heating, Refrigeration and Air Conditioning Engineers www.ashrae.org

ArchitecturalServicesDepartment,Government of the Hong Kong Special Administrative Region www.archsd.gov.hk

Association for the Conservation of Energy www.ukace.org

Association of Consulting Engineers of Australia www.acea.com.au

AustralianBusinessCouncilforSustainableEnergy www.bcse.org.au

AustralianBusinessLimited,NSWBusinessChamber www.nswbusinesschamber.com.au

AustralianGreenDevelopmentForum www.aus-gdf.org

Australian Institute of Energy www.aie.org.au

BritishPhotovoltaicAssociation www.greenenergy.org.uk/pvuk2

BuildingResearchEstablishment www.bre.co.uk

BuildingServicesBestPractice www.bsbpp.org.uk

BuildingServicesResearchandInformationAssociation www.bsria.co.uk

CENEuropeanCommitteeforStandardisation www.cenorm.be

Chartered Institute of Personnel and Development www.cipd.org.uk

CharteredInstitutionofBuildingServicesEngineers www.cibse.org

Chartered Management Institute www.managers.org.uk

CIBSEHongKongBranch www.cibse.org.hk/

Commission Internationale D’Eclairage (international organisation for lighting) www.cie.co.at/cie

Commission of the European Community www.europa.eu.int

Constructing Excellence www.constructingexcellence.org.uk

Construction Industry Council www.cic.org.uk

Construction Industry Research and Information Association www.ciria.org.uk

ConstructionIndustryTrainingBoard www.citb.org.uk

Construction Information Systems Australia www.natspec.info

Department for Communities and Local Government www.communities.gov.uk

Department for Education & Skills www.dfes.gov.uk

Department for Transport www.dft.gov.uk

Department of Environment, Food and Rural Affairs www.defra.gov.uk

Department of Trade and Industry (includes Renewables Information) www.dti.gov.uk

Electrical & Mechanical Services Department, GovernmentoftheHongKongSpecialAdministrative Region www.emsd.gov.hk

Energy Saving Trust www.est.org.uk

Engineering Council UK www.engc.org.uk

Engineering Services Training Trust Ltd www.esttl.org.uk

EngineeringTechnologyBoard www.etechb.co.uk

Engineers Australia www.engineersaustralia.org.au/

Enhanced capital allowances www.eca.gov.uk

Environmental Protection Department, GovernmentoftheHongKongSpecialAdministrative Region (English version) www.gov.hk/en

European Committee for Electrotechnical Standardisation www.cenelec.be

Federation Internationale des Ingenieurs Conseils www.fidic.org

FederationofEuropeanHeating&VentilatingAssociation www.rehva.com

GreenBuildingCouncilofAustralia www.gbcaus.org

Health & Safety Executive www.hse.gov.uk

Hong Kong Institution of Engineers www.hkie.org.hk

HongKongInstitutionofEngineers,BuildingServices Division www.hkiebs.org

Illuminating Engineering Society of Australia and NewZealand www.iesanz.org

IlluminatingEngineeringSocietyofNorthAmerica www.iesna.org

Institute of Hospital Engineering Australia www.ihea.com.au

Institute of Leadership and Management www.i-l-m.com

InstitutionofProfessionalEngineersNewZealand www.ipenz.org.nz

IntelligentBuildingGroup www.ibgroup.org.uk

International Organisation for Standardisation www.iso.ch

Labs21 (a US website covering sustainable laboratory design and operation) www.labs21century.gov

Learning and Skills Councils www.lsc.gov.uk

Mind Tools (a commercial site offering bite sized tutorials on management themes) www.mindtools.com

Ministry of Justice www.justice.gov.uk

Movement for Innovation www.architecture.com/go/Architecture/Reference/Links_1280.html

NEBOSHdistancelearning www.qmt.co.uk

NewConstruction,Research&Innovation Strategy Panel www.crisp-uk.org.uk

OfficeoftheDeputyPrimeMinister–BuildingRegulations Division www.safety.odpm.gov.uk/bregs/index

QualificationsandCurriculumAuthority www.qca.org.uk

QualityAssuranceAgencyforHigherEducation,The www.qaa.ac.uk

Royal Academy of Engineering (formerly Fellowship of Engineering) www.raeng.org.uk

Royal Institution of Australian Architects www.architecture.com.au

Solar Trade Association www.solartradeassociation.org.uk

Summit Skills www.summitskills.org.uk

The Carbon Trust www.thecarbontrust.co.uk

The Work Foundation www.theworkfoundation.com

UKGovernmentEnvironmentAgency www.environment-agency.gov.uk

Workplace Safety Australia www.worksafe.com.au

World alliance for decentralised energy www.localpower.org

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CIBSE222BalhamHighRoadLondonSW129BSUnited Kingdom+44 (0) 20 8675 [email protected]


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