Guiding Principles for the Volunteer Selection Process
In November 2010, the Board of Directors/Trustees approved a set of guiding principles for use by the Nominating Committee in creating the BoD/T slate. At that time, GAC noted a similar set of principles would be developed to guide the volunteer selection process for all other volunteer bodies: boards, committees, subcommittees, task forces and working groups. Similar to the guiding principles for the nomination process, these principles represent the underlying philosophies that drive the decisions made in support of the volunteer selection process. They do not supersede the bylaws and are intended as guidance only, not requirements. Because of their high-level nature, the guiding principles are expected to last for a few years (as opposed to selection criteria, which may change more frequently) but they will be reviewed annually by GAC. In addition to these principles, specific requirements or considerations for each volunteer body are outlined within its board-approved charter and should serve as a primary consideration in the appointment of the volunteers selected to serve on the respective volunteer body. Based on guidance from the charters and these principles, individuals are recommended for service. Those serving on an oversight board, committee, sub-committee or task-force are appointed by the international president and ratified by the Board of Directors for each administrative year. Individuals recommended for appointment to a working group formed to address a specific issue within a volunteer body may be approved by the respective volunteer body.
Guiding Principle Rationale for the Principle
1. The primary consideration in placing volunteers is selecting the candidates best qualified for the position and most able to help ISACA achieve its strategic objectives. In addition, consideration of the overall composition of the volunteer body should be considered, optimizing the diversity of constituency profiles and the appropriate balance of those profiles within the volunteer body should be pursued as much as it is practicable.
It is important for ISACAs volunteer bodies to reflect the associations membership, which includes a broad diversity of geographic areas, industries, experience levels and areas of professional expertise. However, the association is best served by the most capable volunteer bodies possible, therefore strategic appropriateness of a candidate and the overall ability of the team to be appointed to accomplish the volunteer bodys objectives should be more heavily weighted than demographic fit.
2. In general, volunteers will be rotated off a volunteer body after serving two or three one-year terms. The refresh of members on the group will be considered on a rolling basis, so as to maintain a balance of continuity and fresh viewpoints. In addition, if individuals are requested to serve on more than one committee, care should be taken to not overextend the individual or deny service of an equally qualified individual who would not otherwise serve.
As the association has grown, so too has the pool of potential volunteers. The Leadership Development Committee is committed to further developing this growing pool of talent. More regular turnover among the volunteers makes it possible to offer more members an opportunity to serve, therefore providing them with valuable experience that will assist them with other leadership roles both within and outside ISACA. More frequent turnover, which generates more openings, also conveys to members that there is an open, level playing field for them to become involved in ISACA, if they so aspire. While a rolling basis for appointments is beneficial to the organization in the long-term, there may be special cases in which an individuals service in excess of three years is appropriate and advisable, based on the needs of the organization.
3. Placement of the maximum number of volunteers on a volunteer body is encouraged, subject to Guiding Principle #1.
ISACAs team-driven, consensus approach to decision making is best served by a full complement on each volunteer body, provided qualified individuals are available.
4. Chairs are appointed for a one year term, and under normal circumstances, should serve no more than three one-year terms in addition to the time served as a member of the volunteer body. Service in that position longer than three terms should be considered an extraordinary exception, rather than the rule.
Three years is a significant time investment and may make it impossible for some highly qualified individuals to chair a volunteer body. However, it is recognized that in certain circumstances the work of a volunteer body may require that the chairs service be extended. As with all things, a balance between continuity and refreshed outlooks is the goal.
5. Individuals recommended by the Nominating Committee and/or the Leadership Development Committee should receive consideration for appointment. In addition, for individuals currently serving in a volunteer role, input from the current chair and staff liaison should be taken into consideration in determining those individuals recommended for re-appointment. The current chair and staff liaison should also be asked for input on potential new members and a new chair.
The importance of the work each volunteer body does for ISACA cannot be overestimated. As such recommendations from the NC and LDC will be evaluated against the objectives and composition requirements for the respective volunteer bodies so that the best possible outcomes for ISACA can be achieved from both an operational and volunteer development perspective.
Recommended for Board approval by the Governance Advisory Council on 30 January 2011. Approved by the Board of Directors/Trustees on 4 March 2011.