Guidance Liaison Organizations
Transcript of Guidance Liaison Organizations
-
8/10/2019 Guidance Liaison Organizations
1/16
Guidance for ISO liaison organizations
Engaging stakeholders and building consensus
-
8/10/2019 Guidance Liaison Organizations
2/16
ISO in br ief
ISO is the International Organizat ion for
Standardizat ion. ISO has a membership
of 163*national standa rds bodies f rom
countr ies large a nd smal l , industr ia l ized,
developing and in trans it ion, in al l regionsof the wor l d. ISOs portfol io of over 18 500*
standards provides busines s, government
and society wit h practical tools for al l three
dimensions of sustaina ble developme nt :
economic, environmental and social .
ISO standards make a po sit ive contr ibut ion
to the wor ld we l ive in. They fac i l i tate trade,
spread knowledge, d is seminate innovative
advances in tec hnology, and share good
management and conformity assessment
practices.
ISO standards provide solut i ons and
achieve benef i ts for almost a l l sectors of
act iv i ty, including agr icul ture, construct ion,
mechanical engineer ing, manufactur ing,
distr ibut ion, transport, medical devices, in-
formation and communication tec hnologies,
the environment, energy, qual i ty manage-
ment, conformity assessment and services.
ISO only develops standards for which there
is a clear market requirement.
The wo rk is carr ied out by ex per ts in the
subject drawn directly from the industr ial,
technical and business sectors that have
identif ied the need for the standard, and
which subsequently put the standard to use.
These exper ts may be joined by ot hers with
relevant knowledge, such as representatives
of government agencies, testing laborato-
ries, consumer associations and academia,
and by international governmental and non-
governmental organizations.
An ISO International Standard represents
a global consensus on the s tate of the art
in the subjec t of that st andard.
*In October 2010.
International Organization for Standardization
1, chemin de la Voie-Creuse
Case postale 56
CH-1211 Genve 20
Switzer land
Tel.+41 22 749 01 11
Fax+41 22 733 34 30
Web www.iso.org
-
8/10/2019 Guidance Liaison Organizations
3/16
3Engaging stakeholders for ISO liaison organizations
Contents
Section 1About the ISO Te chn ica l
Management Board Process
Evaluat ion Group (PEG)
5
Secti on 2ISO/TMB PEG Task 2 Why i s
it impor tant ? Why is it being
pursued ?
6
Section 3Pr incip les and guida nce on
stakeholder engagement
and consensus deci sion-making for
ISO l ia ison organizat ions
8
3.1 Stakeholder e ngagementfor approved ISO pro jects
8
3.2 Stakeholder e ngagementand consensus decis ion-making
on ISO work
9
3.3 Par t ic ipat ion at ISO standardsdevelopment meet ings
10
3.4 Estab l ishment a nd operat ionsof in ternal mi r ror committees ( IMCs)
12
Annex APEG Task 2 Input col lect i on
methodology and summary
observat ions
13
Guidance for ISO liaison organizations
Engaging stakeholders and building consensus
Why an owl ?
Why an owl to symbolize the work of the ISO/TMB
Process Evaluation Group ? Because owls have a
reputation for wisdom and seem to have a critical,
evaluative look
-
8/10/2019 Guidance Liaison Organizations
4/16
-
8/10/2019 Guidance Liaison Organizations
5/16
5Engaging stakeholders for ISO liaison organizations
Section 1About the ISO Technical Management Board Process Evaluation Group (PEG)
In recent years, to be responsive to both
cur ren t and new stakeho lder needs and
to ma in ta in i tse l f as a h igh ly re levan t
In ternat ional Standards developer , ISO
has seen i ts work p rogramme expand and
evo lve in to new s ub ject a reas. Compel l i ng
chal lenges for ISO regard ing i ts standards
deve lopment p rocesses have come wi thth is evo lu t ion , as s takeho lder expecta-
t ions o f the ISO system are chang ing.
As a resu l t , the ISO Te chn ica l Manage-
ment Board ( ISO/TMB) has formed i ts
Process Evaluat ion Group (PEG) to in-
vest igate the responsiveness of the ISO
standards development processes to
these chang ing dynamics. The u l t imate
intent of the PEGs ef for ts i s to safeguard
the outcom es of the ISO syste m and to
promote the ex ist ing va lue, strength andauthor i ty of In ternat ional Standards and
the p rocesses by wh ich they are p ro-
duced. Indeed, the ISO/TMB agreed that
the PEG, in i ts work, m ust uphold the
commi tment o f the ISO system to par t i c i -
pat ion v ia nat ional standards bod ies, as
wel l as through the considerat ion of the
input rece ived f rom l i a i son organ izat ions.
Essential ly t he PEG has two mai n tasks :
Task 1
To review the current s i tuat ion and
consider the possib i l i ty of al ternative
models1) of standards development op-
erat ions and part ic ipat ion in ISO 2) .
Task 2
To examine processes for consensus
decision-making and stakeholder en-
gagement with in nat iona l standards
bodies (NSBs) and l ia ison organiz at ions,
which may impact the credib i l i ty of re-
sult ing ISO standards 3) .
Please note that th is document is a res ult
of the PEGs pursuit of Task 2 above.
1) It is important to note that, in the majority of cases, the exist-
ing ISO model works well, is well defned and is accepted by
stakeholders.
2) It is anticipated that the PEG will provide recommendations to
the ISO/TMB for action on this task by February 2011.
3) It was anticipated that the PEG would provide recommenda-
tions to the ISO/TMB for action on this item by September 2010.
-
8/10/2019 Guidance Liaison Organizations
6/16
6 Engaging stakeholders for ISO liaison organizations
Section 2ISO/TMB PEG Task 2 Why is it important ? Why is it being pursued ?
Any discussion of the rat ionale for PEG
Task 2 must begin by recogniz ing the fo l-
lowing importa nt statements made in ISO
governance documents :
ISO members are committed to develop-
ing g lobal ly re levant International Standards
by.. . Organiz ing nat ional input in a t imelyand ef fect ive manner, tak ing into account
a l l re levant inte rests at nat ional leve l...
ISO part ies are committe d to.. . Communi-
cating in a fai r a nd transparent manne r to
int erested par t ies when work on new stand-
ards is in i t iated and subsequent ly on the
progress of the i r development.. .
From the ISO Code of Ethics, 2004
For the ISO work in which they cho ose to
par t ic ipate, ISO members are expected to
organize national consultat ion me chanisms,
according to the ir nat ional needs and pos-
s ib i l i t ies, which prepare national posi t ions
that ref lect a balance of their countrys
nat ional interests...
From the List of Fundamental Principlesof the ISO System, 1999
. ..National bodies have the respons ib i l i ty
of ensur ing that the ir technical standpo int
is establ ished tak ing account of al l inte r-
ests conce rned at nat iona l level . ..
From the ISO/IEC Directiv es, Part 1,Foreword, I tem C on Discipline
In addition, ISO/IEC Guide 59:1994, Code
of good practice for standardizat ion, states
the fol lowing under clause 6.3 :
At international level , nat ional par t ic ipat ion
in the standardizat ion process is organized
under the auspices of the appropr iate na-
t ional standards body which is the memberof the relevant international sta ndards or-
ganizat ion. National members shal l ensure
that their part ic ipat ion ref lects a balance
of nat ional interests in the subject matter
to which the internatio nal standardizat ion
activ i ty re lates.
General ly, ISO processes and national body
engagement have been viewed as success-
fu l to result in ISO sta ndards ref lect ing a
double level of consens us among ma rket
players and experts at the draf t ing stagesof the standards, and amo ng countr ies at
the formal vot ing stages of the standards.
However,recently wit hin some ISO
activ i t ies there have been some con-
cerns expressed regarding the integ-
r i ty of ISO nat ional body processes for
stakeholder engagement and consen-
sus decision making. The cre dibi l i ty
of these nat ion al processes is v i t al to
ensure the credibi l i ty of the result ing
ISO standards an d, ul t imately, of the
ISO brand in the marketplace. I t is im-
portant to rec ognize that the ISO sta ndards
development process is one that is col lec-
t ively owned and imple mented by ISO and
its members in acco rdance with broadly
accepted pr incip les and guidance.
I t is important to consi der that international
and some broadly based regional organiza-
t ions also ma ke active contr ibut ions to the
development of ISO standards as recog-nized l ia isons. Therefore, i f the credibi l i ty
of internal processes of nat ional bod-
ies has an impact on the credibi l i ty
-
8/10/2019 Guidance Liaison Organizations
7/16
7Engaging stakeholders for ISO liaison organizations
of ISO standards and ISO i tsel f , th en
in pr inciple, the sam e is true for the
internal processes of organiza t ions in
l ia ison and their input.
I t is for th is reaso n that the PEG has
decided to se ek input f rom ISO nat ional
bod ies and l ia ison organ izat ions on the i r
in ternal processes for stakeholder engage-
ment and consensus decis ion making. T he
process for co l lec t ing input and summar y
observat ions of that input is deta i led in
Annex A to th i s document. Through con-
s iderat ion of th is input, the PEG has devel-
oped the pr inc ip les and gu idance present-
ed in Sect ion 3 of th is document.
The W TO Commit tee on Techn ica l Bar r ie rs
to Trade has estab l ished cer ta in pr inc i -
p les for the development of in ternat ional
standards that shou ld be obse rved when
internat ional standards, gu ides and rec-
ommendat ions are e laborated, to ensure
transparency, openness, impart ia l i t y and
consensus, ef fect ivenes s and re levance,
coherence, and to address the concerns
of develop ing countr ies. The co rrect refer-
ence for the WTO/TBT document prov id ing
these pr inc ip les is Decis ions and Recom-mendat ions Adopted by the WTO Commit-
tee on Technical Barr iers to Trade since
1 January 1995. These pr inc ip les, espe-
c ia l ly in re lat ion to t ranspa rency, open-
ness, impart ia l i ty and consensus, commu-
n icate important ide as that, i f imp lemented
by standards bod ie s, contr ibute to the
cred ib i l i ty of the in ternal proce sses of ISO
nat ional standards bod ies and in ternat ion-
a l l ia ison organ izat ions. Therefore, these
ideas have been incorporated in the de-
ve lopment of the pr inc ip les and gu idancepresented in Sect ion 3 of th is document.
One of the un ique strengths of the ISO
system is the d ivers i t y that ex ists among
NSBs and l ia ison organ izat ions. Such d i-
vers i ty is seen not just in geograph ic loca-
t ion, number of staf f or annual budgets of
the NSBs or l ia ison organ izat ions, but a lso
in the ar ray of approaches they employ
that may be su i tab le to support the i r en-
gagement in ISO standards development.
Di f ference s in approach may occur for
many reasons, and may be based on di f fer-
ing organizat ion operat ional models, stake-
holder dynamics o r avai lable resources.
Embracing and shar ing the range of ef fec-
t ive approaches and good practices enr ich-
es the total ISO proces s, whi le forcing ver y
speci f ic expectat ions on al l part ies may in-hib i t creat iv i ty, innovation and the engage-
ment of impor tant market p layers in ISOs
work. Effect ive and cooperat ive con-
sensus stan dards development must
be bui l t on a foun dation of mutu al
respect and construct ive col laborat ion
among al l part i es engaged. Therefore,
ISO, NSBs and l ia ison organizat ions
benefi t from diversit y of thought and
approach and from mutual respect.
Within the documents deve loped for th is
ISO/TMB PEG task, we hope to str ike a bal-
ance between helpfu l pr incip les and guid-
ance to benef i t the proces ses of NSBs and
l ia isons and recogniz i ng and respecting the
sovereignty of NSBs and l ia ison organiza-
t ions to determine their processes.
-
8/10/2019 Guidance Liaison Organizations
8/16
8 Engaging stakeholders for ISO liaison organizations
Section 3Principles and guidance on stakeholder engagementand consensus decision-making for ISO liaison organizations
3.1 Stakeholder engagementfor approved ISO projects
This section prov ides pr inc ip les and guid-
ance to enable l ia iso n organizat ions to
assess their level of interest i n approved
new work i tems and a pproved new f ie lds of
act iv i ty in ISO.
Principles
3.1P1 For new ISO projects, the proposerof the in i t iat ive shal l indicate the
range of organizat ions/stakeholder
groups support ing the in i t iat ive,
as wel l as those that, according to
their interests and identi f ied needs
should as a minimum be involved
in i ts development in order to
fac i l i tate the ar rangements of
nat ional consensus bu i ld ing.
3.1P2 Liaison organizations s hould becommitted to informing and seeking
input from a broad ra nge of their
relevant stakeholders on any new
ISO projects once they are approved
by the ISO member bodies .
3.1P3 All relevant stakeholders should begiven equal access to information
and equal opportunity to provide
input.
3.1P4 Liaison organizations should becommitted to basing decisions on
their level of involvement in the
ISO activity on consideration of
the collected input from relevant
stakeholders.
3.1P5 Information on new ISO projectsshould be provided to the l ia ison
organizat ions stakeholders in a
t imely manner and at the ear l iestappropr iate opportunity to al low
al l relevant stakeholders to access
the information, determine their
interest in i t and provide input
ef fect ive ly by any dead l ines.
3.1P6 Liaison organizat ions shouldmake provision for a range of
approaches to support t imely and
effect ive stakeholder engagement
and part ic ipat ion based on the
needs of the stakeholders.
3.1P7 Comments submitted by l ia isonorganizat ion should ref lect
consensus agreement rather than
a compi lat ion of al l comments
expressed with in the l ia ison
organizat ion. Submittal of
redundant or even contradictory
comments shou ld be avoided.
Guidance
To ass ist in achiev ing these pr inciples, the
fol lowing guidance may be hel pfu l :
3.1G1 Liaison organizations s hould conducta consultation wit h al l relevant
stakeholders. This c ould take place
via a s tep-wise approach such as :
1. Identif ication of potential stake-
holders
2. Providing stakeholders with infor-
mation on the approved project
3. Identifying those stakeholderswil l ing to par ticipate in the ISO
work on an ongoing basis
4. Once relevant stakeholders have
been engaged in the process and
have contributed view s, based
on the input received, the l iaison
organization should assess its
support for, and its level of par-
ticipation intere st in, approved
new work items a nd approved
new f ields of activity in ISO.
3.1G2 There are many ways of engagingwith the relevant st akeholders,
both proactively and passively. For
-
8/10/2019 Guidance Liaison Organizations
9/16
9Engaging stakeholders for ISO liaison organizations
example, i f your organizat ion has
a Website, detai ls of the approved
project should be placed on the site
and a more targeted ident if ication
can be made via notices in relevant
publications, on-l ine news it ems to
stimulate discussio n, and through
already established sectors within
l iaison organizations. Furthermore,
active outreach and communica tions
to identif ied stakeholders should be
pursued. Stakeholders in need of
funding to support t heir participation
should seek out sources of such
funding.
3.2 Stakeholder engagementand consensus decision-
making on ISO work
This section prov ides pr inc ip les and guid-
ance to support the ef forts by l ia ison
organizat ions related to stakeholder en-
gagement and consensus decision-making
in the development of consensus co mments
on ISO work on an ongoing basis.
Principles
3.2P1 The approach by w hich aliaison organization determines
its consensus comments is
the decision of the liaison
organization.
3.2P2 Liaison organizat ions shouldestabl ish an appropr iate process
to develop consensus comments
on ISO work, as wel l as to
determine the l ia ison organizat ionsrepresentat ion at ISO meetings. I t
is recommended that internal mirror
committees ( IMCs) are formed
whenever possib le, but some
l iaison organizat ions may determine
their consensus comments by
other means. Some l ia isons may
already have an internal committee
in a f ie ld where new international
projects are started and the l ia ison
should use these exist ing structures
in i ts part ic ipat ion in ISO work.
3.2P3 Differences in approaches maybe based on differing operational
models, dynamics or available
resources. Regardless of the
specific approach used, what
is vital is that the development
of the consensus comments is
informed by and responsive to theinput collected from the relevant
stakeholders.
3.2P4 A descr ipt ion of how the l ia isonorganizat ion determines i ts
consensus comments should
be publ ic ly avai lable to al l i ts
stakeholders or made avai lable to
them upon request.
3.2P5 I t is t he responsib i l i ty of the l ia isonorganizat ion to arr ive at consensus
comments that ref lect and reconci le
the views of the range of i ts
stakeholders that have a legit imate
interest in the ISO subject.
3.2P6 Decisions on the comments ofl ia ison organizat ions should be
taken based on the consensus
pr incip le, and such decisions
should carefu l ly consider the
balance of interests across the
input col lected f rom relevant
stakeholders.
3.2P7 All relevant stakeholders shouldhave equal access to participation
in the liaison organizations process
for development of positions, and
all stakeholders formally engaged
in the liaison organizations
process should be assured of
fair and equitable treatment and
consideration in that process.
3.2P8 When consensus is reached
among stakeholders with in thel ia ison organizat ion on technical
content issues on the ISO work,
i t is expected that the l ia ison
organizat ion wi l l s ubmit the
stakeholder consensus posit ion
and technical comments to ISO in
accordance with i ts establ ished
procedures. It is recognized that on
occasion a l ia ison organizat ion may
need to make editor ial revisions for
pol i t ical or legal reasons.
3.2P9 Comments submitted by thel ia ison organizat ion should ref lect
consensus agreement rather than
-
8/10/2019 Guidance Liaison Organizations
10/16
10 Engaging stakeholders for ISO liaison organizations
a compi lat ion of al l comments
expressed at the organizat ional
level . Submittal of redundant or
even contradictory comments
shou ld be avoided.
3.2P10 When consensus is reached with ina l ia ison organizat ion on comments
on ISO work, al l relevant
stakeholders should respect
and support those consensus
comments with in ISO activ i t ies and
at ISO meetings, and they should
not express views with in the ISO
activ i ty that may l imit the success
of the consensus comments.
3.2P11 Where consensus cannot bereached and a fundamental
object ion cannot be overcome,
i t is important that the l ia ison
organizat ion have a procedure for
dispute resolut ion or appeals.
3.2P12 A descr ipt ion of how thestakeholder engagement
wi l l be conducted by the
l ia ison organizat ion should be
communicated to ISO.
3.2P13 ISO committees and their leaders,NSBs and l ia ison organizat ions and
their delegates and experts should
respect the consensus posit ions
and comments submitted by NSBs
and l ia isons.
3.2P14 Liaison organizat ions shouldper iodical ly assess their processes
and procedures for stakeholder
engagement and consensus-
decision making on ISO work, and
seek to continual ly improve them
as necessary.
Guidance
To assis t in ach ievi ng these pr incip le s, the fo l-
lowing guidance may be helpful :
3.2G1 Consensus is defined in the ISO/IEC Directives, Part 1as : General
agreement, characterized by the
absence of sustained opposition to
substantial issues by any important
part of the concerned interests andby a process that involves seeking
to take into account the views of all
parties concerned and to reconcile
any conflicting arguments. Consensus
need not imply unanimity.
3.2G2 When consensus on commentshas been established, it is good
practice for the liaison organizationto communicate these consensus
comments to all relevant stakeholders
that have been engaged in its
development.
3.2G3 Liaison organizations have anobligation to address and make
an effort to resolve all views
expressed.
3.2G4 Liaison organizations may organizemeetings, teleconferences or Web-
based discussions to assist in thedevelopment of consensus comments.
Al l re levant stakeholders shou ld have
an equal opportunity to participate.
3.2G5 Achievement of consensus entailsrecognizing the wider in terest
and sometimes making certain
compromises. Arguments for
and against the existence of an
ISO project should be pursued
at the stage where the project
proposal is considered and action
is taken on it. However, once an
ISO project has been approved,
all liaison organizations and their
stakeholders involved in the
process should be committed to
advancing the global relevance of
International Standard(s) within
the agreed-upon scope, and
they should not seek to hinder
its further development. Where
a liaison organization sustains
a fundamental objection and
supports it with sound arguments,
these concerns will be taken
seriously.
3.3 Participation at ISO standardsdevelopment meetings
Th is se ct ion prov ides pr incip les and gu idanc e
on selecting and preparing (1) l iaison organi-
zation delegation members to attend meetings
of ISO technical committees, project com-mittees and subcommi ttees, and (2) l iaison
organization experts to at tend ISO working
group meetings.
-
8/10/2019 Guidance Liaison Organizations
11/16
11Engaging stakeholders for ISO liaison organizations
Principles
3.3P1 Delegations and expertsare appointed by the l ia ison
organizat ion, in some cases th is
wi l l be staf f members and in others,the organizat ion members.
3.3P2 All re levant and intere stedstakeholders who are members
of the liaison organization
should be afforded fair and
equitable consideration to
serve as a liaison organization
delegate or expert.
3.3P3 The l ia ison organizat ion delegationshould be able to represent al l
aspects of the agreed consensuscomments. This might entai l having
more than one delegate attend t he
ISO meeting.
3.3P4 All members of a liaisonorganization delegation to an
ISO TC/PC/SC meeting should
be expected to speak with
one voice to advocate for the
liaison organizations consensus
comments.
3.3P5 Experts to an ISO WG shouldbe selected on the basis of their
relevant technical expert ise.
Guidance
To assist in achieving these pr inc ip les, the
fol lowing guidance may be helpfu l :
3.3G1 Delegations and experts should beselected from the members of the
l iaison organization and be actively
engaged in the work of the l iaisonorganization.
3.3G2 The selection criteria may be basedon a number of factors, for example
technical expertise, effective
communication ski l ls in the language
of the meeting, and meeting
location.
3.3G3 Experts should be nominatedand selected through the l ia ison
organization. Though select ed for
their individual technica l knowledgeand expertise, such e xperts should
be aware of the views of the
stakeholders in order to m inimize
confl ict as the project progresses.
WG experts should regularly report
to their l iaison organization on the
progress of work within the WG.
3.3G4 Where applicable, liaisonorganizations may wish to fund
the participation of their experts
via fund-raising programmes or
events to promote the activity. All
delegation or WG experts with a
financial need should have fair
and equitable access to, and
consideration for, such funding.
3.3G5 Members of delegations and WGexperts should have suff icient
language ski l ls to effectivelycommunicate in the environment of
the particular ISO committee or WG.
3.3G6 Preparation of delegations andexperts before meetings should
include :
a) A brief ing by the l ia ison org aniza-
tion on consensus comments (this
may occur via a physical meeting,
a teleconference or a Web-based
discussion)
b) Formal or informal training on ISOrules and procedures (e.g. ISO/
IEC Directives)
c) Access to documentation, meet-
ing minutes and any papers that
are relevant to the technical sub-
ject and meet ing.
3.3G7 Delegations and expert s shouldmaintain close co mmunication,
which should include a debrief ing by
the delegation members or experts
to the l iaison organization fol lowing
the international meeting.
3.3G8 Liaison organizations should providetheir delegates a nd experts with
guidance concerning how much
negotiating f lexibi l i ty t hey have
regarding their consensus comments
at an ISO TC, SC or WG meeting. In
addition, l iaison organizations should
advise the delegates and expert s as
to their positions and negotiating
f lexibi l i ty in relation to positions and
comments of other NSBs and l iaison
organizations.
-
8/10/2019 Guidance Liaison Organizations
12/16
12 Engaging stakeholders for ISO liaison organizations
3.4 Establishment and operationsof internal mirror committees(IMCs)
This section prov ides pr inc ip les and guid-ance to l ia iso n organizat ions on IMCs to
ISO work, for l ia ison orga nizat ions that
choose to use a n IMC approach.
Principles
3.4P1 Internal procedures for theestablishment and operations of
imcs should exist and should be
publicly available.
3.4P2 Some l iaison organizat ions mayalready have internal committee s
in a f ield where new int ernational
projects are started and the l iaison
organization should use a n existing
committee in a capacity a s an IMC
if it is interested in serving in such
a capacity and a ble to fulf i l l the
requirements of such a role.
3.4P3 For those l iaison organizationsthat form IMCs, an IMC should be
established as early as poss ible in
the process to ens ure that l iaison isin a position to respond to the ISO
process.
3.4P4 The l iaison organization shouldmake every effort to identify the
relevant stakeholders that should be
engaged in the IMC.
3.4P5 The composition of the IMCshould demonstrate participat ion
of representative organizat ions
across the relevant st akeholders
with a legitimat e interest in the ISOsubject.
3.4P6 Attempts should be made toachieve balance with respect to the
composition of the IMC. Procedures
should exist to safeguard against
dominance by any stakeholder or
stakeholder category
3.4P7 Al l members of the IMC should ha veequal participation r ights and equal
access to relevant information.
3.4P8 Once the IMC has been established,the composition of the committe e
should be reviewed regularly and
additional stakeholders may be
invited to participate throughout the
l i fe-cycle of the ISO work.
3.4P9 Liaison organizations should provide
suitable information, advice ortraining on ISO standardization to al l
members of the IMC.
3.4P10 IMCS should maintain inter nalrecords of their decisions.
Guidance
To ass ist in achiev ing these pr inciples, the
fol lowing guidance may be hel pfu l :
3.4G1 Relevant stakeholders should be
contacted and invited to participatewil l depend on the subject matter
of the ISO activity. Examples of
how this may be approached may
include enquir ies, Internet searches,
networks, personal approaches,
advertisements, etc.
3.4G2 For the purposes of openness andtransparency, the procedure for
the establishment of an IMC should
be made publicly available (e.g.
Through the liaison organization
Website, presentations, experts
communicating within the
community, etc.)
3.4G3 The consensus developmentprocess of liaison organizations
and imcs should be open to all who
are directly and materially affected
by the standardization activity in
question. There should be no undue
financial barriers to participation.
If a fee for participation is charged,
then it should be reasonable andfair. A fee waiver or fee reduction
option is encouraged. Where
potential funding sources for
participating (underrepresented)
stakeholders are known, such
information should be made
available as appropriate.
3.4G4 IMC members should be encouragedto develop their knowledge of
standardization operations and
procedures. This could be achievedvia introductory information packages,
training and education sessions,
mentoring programs, IT tools, etc.
-
8/10/2019 Guidance Liaison Organizations
13/16
13Engaging stakeholders for ISO liaison organizations
Annex APEG Task 2 Input collection methodology and summary observations
To co l lect input for considerat ion to pro-
duce Section 3 of th is document, the ISO
Secretary-General issued a letter to a
selected group of approximatel y 100 or-
ganizat ions in l ia is on with a broad var iety
of ISO committee s, invi t ing them to submit
their input on a ser ies of ques tions via an
onl ine survey tool. Responses were re-ceived f rom 29 l ia ison orga nizat ions. This
was regarded as a very good survey re-
sponse, and in par t icular, i t should be not-
ed that the responses showed a ver y good
distr ibut ion of organizat ion size, stakehold-
er category focus, and ISO subject areas.
The numbered i tems presented below rep-
resent the questions a sked of the l ia ison
organizat ions, and fol lowing eac h question
are the PEGs summary obser vat ions on the
responses received.
1) Ini t iat ion of new ISO work
1.1) When ISO embarks on a new f ie ld ofstandardizat ion, how does your or-
ganizat ion ass ess the level of interest
in and support for th is ISO activ i ty ?
Summary observat ions :
General ly, most l ia isons are responding to
work in a n iche area of ISO standardiza-
t ions and few have ver y broad scopes thatwould cross many of the subjects ad-
dressed by ISO. Therefore, level of i nterest
or support for new ISO activ i t y wi l l depend
on whether the subje ct is relevant to the
scope of the l ia ison organizat ion.
2) Establ ishment of internal l ia isonorganization mechanisms to ad-
dress ISO standards activi t ies
2.1) Do you have an internal procedure todevelop your organizat ions input to
ISO standards a ctiv i t ies ?
Summary observat ions :
Eighteen l ia isons re sponded that they have
such a procedure and e ight responded that
they do not.
2.2) I f yes, p lease provide det ai ls of theprocedure.
Summary observat ions :
While in some cases l ia ison organizat ions
may form inte rnal commit tees in re lat ion
to ISO committees, others si mply circulate
re levant ISO documents to al l members of
the l ia ison organizat ion, and a staf f person
from the l ia ison organizat io n coordinates
communications and their inputs.
2.3) Please advise i f , and how, th is proce-dure is made publ ic ly avai lable.
Summary observat ions :
Most responses f rom l ia is on organizat ions
stated that they do not make such proce-
dures publ ic ly avai lable, but they are avai l-
able to the i r members/p ar t ic ipants.
3) Internal organizat ional membershipparticipation in relation to ISO
standards activi t ies
3.1) Do you have a procedure for theidenti f icat ion of stakeholders and bal-
ance of part ic ipat ion in your organi-
zat ion in relat ion to ISO st andards
activ i t ies ?
Summary observat ions :
Nine l ia ison organiz at ions responded that
they have such a procedure, but 16 re-
sponded that they do not. It is impor tant to
note that a number of l ia ison organizat ions
responded that they do not fee l they must
engage stakeholders and balance concernsbecause the i r membership only comes f rom
one stakeholde r categor y.
-
8/10/2019 Guidance Liaison Organizations
14/16
14 Engaging stakeholders for ISO liaison organizations
The PEGs observat ion is t hat whi le i t may
be t rue that engagement and balance across
stakeholder categor ies is not re levant for a l l l i -
a ison organizat ions, proper broad engagement
and balance wi th in the stakeholder category
re levant to the l ia ison organizat ion is very im-por tant. For example, an internat ional industry
organizat ion should ensure that e ngagement
and balance ex ists across large, medium and
smal l companies and across industry sectors
re levant to the organizat ion. An NGO should
ensure i t represe nts a broad engagement and
balance, for example, of developed and devel-
oping countr ies as wel l as broad geog raphical
diversity.
3.2) I f you do not have such procedures,
how do you determine which stakehold-ers wi l l be involved ?
Summary observat ions :
The major i ty of l ia ison organizat ions respond-
ing indicated that they wi l l provide informat ion
on the ISO activ i ty broadly to their membe rs
to determine who may l ike to be involved.
3.3) Do your procedures al low for new stake-holders to become eng aged at any
t ime ?
Summary observat ions :
Nineteen l ia iso n organizat ions responded that
their procedures al low new stakeholders to
become engaged at any t ime, whi le only three
responded that the i r procedures do not sup-
por t th is.
3.4) Please descr ibe any special resourcesor approaches that support the part ic i-
pation of persons in part icular stake-
holder groups in the decisio n-makingrelated to ISO standards activ i t ies.
Summary observat ions :
Most l ia ison organiz at ions responded that they
provide no special suppor t or programs that
suppor t par t ic ipat ion. A number of responses
indicated that l ia ison organizat ion staf f is
made ava i lable provide to suppor t. In a ve ry
smal l number of cases some funding may be
avai lable for persons to par t ic ipate. Ve ry l i t t le,
i f any, response was provided on tra in ing or
or ientat ion programs for par t ic ipants.
3.5) How do you address the c omposit ionof bodies deal ing with ISO standards
activ i t ies in ca ses where there is l imi ted
but strong interest in your c ountry in the
outcome of an International Standard ?
Summary observat ions :
As th is quest ion was not correct ly draf ted to
apply to l ia ison organizat ions (s ee the words
in your country above), almost al l l ia ison or-
ganizat ions responding did not fee l the ques-
t ion was relevant to them.
4) Addressing dif fering ISO technicalsubjects in your internal consensus
bodies related to ISO standardsactivi t ies
4.1) Do you approach the es tabl ishment a ndmembership of your bodies di f ferently
dependent upon the subject area ?
Summary observat ions :
In response to th is que stion, 11 l ia ison organi-
zat ions responded in the af f i rmative, and 13
responded in the negative.
4.2) I f yes, p lease provide detai ls.
Summary observat ions :
In response, most l ia ison organizat ions did
not indicate a speci f ic procedure, or indicated
that because of their spec i f ic n iche interest,
they do not address mult ip le subject areas.
5) Decision-making in your internalconsensus bodies related
to ISO standards activi t ies
5.1) Please descr ibe how you take dec isions(e.g., by consensus, by voting, require -
ments to take decisions) in bodies deal-
ing with ISO standards activ i t ies.
Summary observat ions :
Most responses indicated use of the conse n-
sus pr inc ip le to take decis ions.
5.2) Please descr ibe w hat happens with insuch bodies i f agreem ent cannot be
reached on a decision.
-
8/10/2019 Guidance Liaison Organizations
15/16
15Engaging stakeholders for ISO liaison organizations
Summary observat ions :
Liaison organizat i on responses var i ed widely,
inc luding tak ing no posi t ion, implement ing a
voting procedure i f conse nsus is not clear or
in quest ion, refer r ing the decis ion to a h igher
author i ty or senior staf f wi th in the l ia ison or-
ganizat ion, or they did not regard the question
as re levant to the i r organizat ion.
5.3) Please descr ibe any procedures for ap-peals of decisions ta ken by such bodies
related to ISO standards activ i t ies.
Summary observat ions :
Almost al l l ia ison organizat ions responding
indicated that they have no appeals procedure
or regarded the que stion as not relevant totheir organizat ion.
6) Participation at ISO standardsdevelopment meetings
6.1) Please descr ibe how you select and ap-prove your delegation members to meet-
ings of ISO technical committee s (TCs),
project committees (PCs) and subcom-
mittees (SCs), and your exper ts to ISO
working group (WG)s.
Summary observat ions :
A var iety of approaches were indicated in-
cluding l ia ison organizat i on staf f decid ing,
or l ia ison organizat ion staf f serving in these
roles rather than member vo lunteers. In some
cases, a ca l l for volunteers wi l l be issued. In
many cases, exper t knowledge of the ISO sub-
ject area is an impor tant considerat ion.
6.2) Please desc r ibe how you prepare your
delegation me mbers to meetings of ISOTC s, PCs, SCs.
6.3) Please desc r ibe how you prepare yourexperts to meetings of ISO WGs.
Summary observat ions :
The responses f rom l ia ison organizat ions to
questions 6.2 and 6.3 var ied widely. Some
stated that they made ISO documents avai l-
able, whi le other indicated that they held
meetings in advance of ISO meetings to pre-
pare the i r de legates and exper ts. St i l l others
indicated that they re ly on the i r members a lso
be ing engaged in ISO NSB mirror commit tees
for such preparat ion, and so me indicated they
do no preparat i on at al l .
6.4) Please descr ibe any special resourcesor approaches that support the part ic i-
pation of persons in part icular stake-
holder groups in the international com-
mittee meetings.
Summary observat ions :
Responses to th is question were ver y simi lar
to responses on que stion 3.4 above.
7) Leadership of bodies relatedto ISO standards activi t ies
7.1) Please descr ibe a ny procedures youhave for the select io n and appointment
of chairs and secretar ies of bodies re-
lated to ISO standards activ i t ies.
Summary observat ions :
Responses var ie d widely, f rom no speci f ic
procedures, to very deta i led procedures im-
plemented wi th in the l ia ison organizat ions. In
some cases, i t was indicated that decis ions
were taken by senior staf f of the l ia ison or-ganizat ion. St i l l other responses regarded the
question as not relevant to the operat ions of
the organizat ion.
7.2) Please descr ibe a ny procedures youhave for the qual i f icat ions and respon-
sib i l i t ies of chairs a nd secretar ies of
these bodies.
Summary observat ions :
Most responses f rom the l ia is on organizat ions
indicated that they did not have any speci f ic
procedures, but some did indicate that they
assess the candidates in te rms of the ir lead-
ership ski l l and expe rt knowledg e of the ISO
subject.
7.3) Please descr ibe any programmes or ac-t iv i t ies you have for train ing or prepara-
t ion of the leaders hip of these bodies.
Summary observat ions :
Almost al l responses indicated that the l ia isonorganizat ions had no such programmes or
act iv i t ies.
-
8/10/2019 Guidance Liaison Organizations
16/16
International Organization for Standardization
ISO December 2010/3 000 ISBN 978-92-67-10539-0