committee assignment process

Congressional Rules, Leadership, and Committee Selection

Published on January 31, 2023

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Every two years, at the beginning of each Congress, the House of Representatives is responsible for adopting rules that govern the procedure and process of the chamber, while the Senate uses its traditional rules and procedures. The adoption of these rules is necessary for sessions of Congress to run as smoothly as possible. Standing rules also dictate how party leadership and committee membership are selected. This is a basic guide to rules and procedures in both chambers of Congress.

Rules and Procedures in the House

At the beginning of each Congress, the House of Representatives must vote on a new rules package to determine the rules that will govern the body for the next two years. Before these rules are adopted, the House operates based on general parliamentarian rules. The House usually adopts the rules of the previous Congress and makes amendments the body feels are necessary. The rules package lays out the guidelines for the daily procedure in the House, how the chamber passes legislation, and other rules of decorum.

The House Committee on Rules is among the oldest standing committees and is the mechanism by which the Speaker maintains control of the House Floor. The House Rules Committee has two types of jurisdiction–special orders and original jurisdiction. Special orders, or special rules, determine the rules of debates on a matter or measure on the Floor and are the bulk of the Committee’s work. Original jurisdiction refers to changes being made to the standing rules. The Rules Committee can create or change almost any rule as long as a majority of the House agrees.\

Reporting a special rule to the House Committee on Rules is a process that begins with the committee of jurisdiction requesting a hearing by the Rules Committee. The Rules Committee then holds a hearing in which Members of Congress from the committee of jurisdiction can make their case.

Rules and Procedures in the Senate

Unlike the House of Representatives, the Senate, as a continuing body, does not have to adopt or readopt its rules with each new Congress. A set of standing rules govern proceedings in the Senate in conjunction with a body of precedents created by rulings of presiding officers or by votes of the Senate, a variety of established and customary practices, and ad hoc arrangements the Senate makes. The standing rules guarantee rights to senators, however, these rights are sometimes foregone by senators in the interest of conducting business more quickly.

One rule that separates the Senate from the House is the use of cloture to end a filibuster. Senators can prolong voting on bills by debating at length or using other delaying tactics, but a cloture vote by 60 out of the 100 senators can end the debate and force a vote on the bill.

The Senate Committee on Rules and Administration is responsible for upholding the rules of the Senate floor, the administration of Senate buildings, the credentials and qualifications of senators, and the development and implementation of strategic plans to improve the operations of the Senate. The committee has jurisdiction over any matters relating to the rules and procedures of the Senate rules and regulations. Unlike its counterpart in the House, the Senate Rules and Administration Committee does not need to develop a rules package for each new Congress.

Selection of House and Senate Leadership

Leadership in the House is decided by internal party elections. These elections typically take place behind closed doors via secret ballot in November following the general election. Leadership elections also determine the chairs of the Democratic Caucus and the Republican Conference and the chairs of the two parties’ campaign committees. The parties also elect their nominees for Speaker of the House. The Speaker is elected by a simple majority in a vote put to the entire House of Representatives.

The Speaker is the most powerful member of leadership, followed by the majority leader, minority leader, majority and minority whips, and finally the assistant speaker

In the Senate, leadership consists of the president pro tempore, the majority and minority leaders, conference chairs, policy committee chairs, conference secretaries, and campaign committee chairs. These positions are elected or appointed by their separate parties.

The vice president of the United States serves as the president of the Senate, but the president pro tempore presides over the Senate in the absence of the vice president. The president pro tempore is traditionally, but not always, the most senior member of the majority party in the Senate who is elected to the role by the chamber. Responsibilities of the president pro tempore include appointing the director of the Congressional Budget Office with the Speaker of the House, making appointments to various national commissions and advisory boards, and receiving reports from certain government agencies.

The Democratic leader in the Senate serves as chair of the party conference, but the Senate Republicans divide those duties, electing one person to serve as conference chair and another to serve as leader.

Selection of Committees in the House and Senate

Both parties in both chambers use steering committees, also known as committees on committees, to determine leadership and membership of committees. The Republican Steering Committee and the Democratic Steering and Policy Committee are selected during meetings in November and December after an election. The steering committees then make recommendations to the Republican Conference and Democratic Caucus respectively on committee chairs, ranking minority members, and general committee assignments.

In the House, once the steering committees make recommendations to their parties, the relevant party caucus approves the recommendations of the selection committee. Then the House approves the recommendations of the caucuses, which are brought before the House as privileged resolutions.

Traditionally, though not exclusively, committee chairs have been selected by seniority, so that the longest-serving Members of the committee from the majority and minority parties become the chair and ranking member, respectively, of the committee. Members of the House are typically limited to service on two committees and four subcommittees, with exceptions for particular committees.

In the Senate, the committee assignment process is guided by Senate rules as well as party rules and practices. The Senate governs committee operations through its Standing Rules XXIV-XXVIII.

Senators are formally elected to standing committees by the entire membership of the Senate, but in practice, each party conference is largely responsible for determining which of its members will sit on each committee. Just as they do in the house, steering committees from both parties make recommendations on committee leadership and assignments. In both party conferences, the floor leader has the authority to make some committee assignments, which can provide the leader with a method of promoting party discipline through the granting or withholding of desired assignments. The number of seats a party holds in the Senate determines its share of seats on each committee.

Senate rules divide committees into three categories based on their importance: Class A, Class B, and Class C. Each senator may serve on no more than two Class A committees and one Class B committee, unless granted special permission. There are no limits to service on Class C committees.

In both chambers, the Republican party has term limits on committee leadership roles.

Links to Other Resources

• Congressional Research Service – ​ Commonly Used Motions and Requests in the House of Representatives
• Congressional Research Service – ​ House and Senate Rules of Procedure: A Comparison
• Congressional Research Service – House Standing Committee Chairs and Ranking Minority Members: Rules Governing Selection Procedures
• CNN – What to know about upcoming House leadership elections
• GovInfo – Congressional Calendars
• Office of the Historian of the United States House of Representatives – House Committees
• Roll Call – ​ House adopts rules package for 118th Congress
• United States Congress – ​Glossary of Legislative Terms
• United States House of Representatives – ​ A Guide to the Rules, Precedents, and Procedures of the House
• United States House of Representatives – ​ The Legislative Process
• Unites States Senate – Rules and Procedure
• United States Senate – ​When a New Congress Begins

In Committee

Consideration by committee, public hearings and markup sessions.

Usually the first step in this process is a public hearing, where the committee members hear witnesses representing various viewpoints on the measure. Each committee makes public the date, place and subject of any hearing it conducts. The committee meetings scheduled for today are available along with other House Schedules. Public announcements are also published in the Daily Digest portion of the Congressional Record .

A transcript of the testimony taken at a hearing is made available for inspection in the committee office, and frequently the complete transcript is printed and distributed by the committee.

After hearings are completed, the bill is considered in a session that is popularly known as the “mark-up” session. Members of the committee study the viewpoints presented in detail. Amendments may be offered to the bill, and the committee members vote to accept or reject these changes.

This process can take place at either the subcommittee level or the full committee level, or at both. Hearings and markup sessions are status steps noted in the Legislative Action portion of Bill Status .

Committee Action

At the conclusion of deliberation, a vote of committee or subcommittee members is taken to determine what action to take on the measure. It can be reported, with or without amendment, or tabled, which means no further action on it will occur. If the committee has approved extensive amendments, they may decide to report a new bill incorporating all the amendments. This is known as a “clean bill”, which will have a new number. Votes in committee can be found in Committee Votes.

If the committee votes to report a bill, the Committee Report is written. This report describes the purpose and scope of the measure and the reasons for recommended approval. House Report numbers are prefixed with “H.Rpt.” and then a number indicating the Congress (currently 107).

For more information on bills and resolutions see Consideration by Committee in How Our Laws Are Made .

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How are members of US Congressional committees selected?

I gather that each committee has an assigned number of major/minor party spaces, but what is the selection process for the members who serve on each committee in the Senate/house committees?

• united-states

• 1 I think it's like middle school gym class. –  user1530 Commented Jan 29, 2016 at 5:57

Unlike many other features of the government, Congressional committees are not specified by the Constitution or law. They are entirely a product of the party system (although legislators have created House/Senate rules regarding them).

There are also several kinds of committees.

Standing Committees

Standing committees are "normal" committees. They exist pretty much every session and originate laws.

Prior to each session, leadership from both parties meet to determine how large each committee will be, and what number of Republicans and Democrats will appear in each. Generally each party is represented proportionally.

Each party will have its own internal 'committee on committees' to make committee assignments. Each legislator makes their preferences known, and the committee makes these assignments. The assignments are then approved by the party. Finally, committee assignments must be passed as a resolution in their chamber (so Senate committee assignments require a Senate resolution).

There can be quite a lot of politics here. Legislators generally want to be on committees that are important to their constituents. Party leadership may want to give high visibility positions to loyal party members. Members of the committee on committees may attempt to reward their own supporters within their party.

• FAQ from the Clerk of the House of Representatives
• Congressional Research Service paper on Senate Committee Assignment processes

Special, Select, and Joint Committees

Special and select committees are established by Congressional acts. Typically the act will specify the composition of the committee. Joint committees have members from both chambers.

The party nomination/approval process generally still happens, as long as the committee continues to exist. In these cases party leadership typically have much more influence. These committees are often more strategic than standing committees, and their more ad-hoc nature means there are fewer rules regarding them.

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Committee Assignment Process in the U.S. Senate: Democratic and Republican Party Procedures

January 23, 2003 – November 3, 2006 RL30743

Because of the importance of committee work, Senators consider desirable committee assignments a priority. The key to securing favorable committee slots is often said to be targeting committee seats that match the legislator’s skills, expertise, and policy concerns.

After general elections are over, one of the first orders of business for Senate leaders is setting the sizes and ratios of committees. Although the size of each standing committee is set in Senate rules, changes in these sizes often result from inter-party negotiations before each new Congress. Senate party leaders also negotiate the party ratios on standing committees. Determinations of sizes and ratios usually are made before the process of assigning Senators to committees.

Once sizes and ratios of standing committees are determined, a panel for each party nominates colleagues for committee assignments. Senate Republicans primarily use a Committee on Committees for this purpose, although the Republican leader nominates Senators for assignment to some standing committees. Senate Democrats use a Steering and Outreach Committee to nominate Democrats for assignment to all standing committees. The processes these panels use are distinct. Republicans rely on a seniority formula to make nominations, while Democrats make nominations on a seat-by-seat basis, considering a variety of factors.

The processes also have many common features. After the general election, each panel solicits preferences for committee assignment from party colleagues, then matches these preferences with vacancies on standing committees. Senate rules, along with party rules and practices, guide the work of the Committee on Committees and the Steering and Outreach Committee. Senate rules, for instance, divide the standing and other Senate committees into three groups, the so-called “A” “B” and “C” categories. Senators must serve on two “A” committees and may serve on one “B” committee, and any number of “C” committees. Exceptions to these restrictions are sometimes approved by the Senate. Both parties place further limitations, for example, by generally prohibiting two Senators from the same party and state from serving on the same committee.

The nominations of each of these panels require the approval of the pertinent full party conference and ultimately the Senate. Approval at both stages usually is granted easily, because of the debate and decision-making earlier in the process.

Specific rules regarding Senate membership on and appointments to non-standing committees vary from committee to committee, but party leaders usually are included in the process.

For more information on Senate and party rules governing assignment limitations, see CRS Report 98-183, Senate Committees: Categories and Rules for Committee Assignments.

Introduction

Overview of assignment process, types of committees, coverage of report, committee ratios and sizes, chamber categories and limitations, republicans, the nomination process, republican conference and full chamber approval, democratic conference and full chamber approval, non-standing committees.

Because of the importance of committee work, Senators consider desirable committee assignments a priority. The key to securing favorable committee slots is often said to be targeting committee seats that match the legislator's skills, expertise, and policy concerns.

The processes also have many common features. After the general election, each panel solicits preferences for committee assignment from party colleagues, then matches these preferences with vacancies on standing committees. Senate rules, along with party rules and practices, guide the work of the Committee on Committees and the Steering and Outreach Committee. Senate rules, for instance, divide the standing and other Senate committees into three groups, the so-called "A" "B" and "C" categories. Senators must serve on two "A" committees and may serve on one "B" committee, and any number of "C" committees. Exceptions to these restrictions are sometimes approved by the Senate. Both parties place further limitations, for example, by generally prohibiting two Senators from the same party and state from serving on the same committee.

For more information on Senate and party rules governing assignment limitations, see CRS Report 98-183, Senate Committees: Categories and Rules for Committee Assignments .

Committee sizes and ratios are determined before Senators are assigned to committees. Although the size of each committee is set in Senate rules, changes to these rules often result from interparty negotiations before each Congress. Senate party leaders also negotiate the party ratio of each committee during the discussions of committee size.

Senate rules call for the election of Senators to standing committees by the entire membership of the chamber. Senate Rule XXIV, paragraph 1 states: "In the appointment of the standing committees, or to fill vacancies thereon, the Senate, unless otherwise ordered, shall by resolution appoint the chairman of each such committee and the other members thereof." 1 These elections are based on nominations made by the parties, but Senators do not officially take seats on committees until they are elected by the entire Senate.

While Senate rules are fairly clear regarding how nominations are to be approved , they do not address how the nominations of Senators to committees are to be made . In practice, each party vests its conference with the authority to make nominations to standing committees. Senate Republicans primarily use a Committee on Committees for this purpose, although the Republican leader nominates Senators for assignment to some standing committees. Senate Democrats use a Steering and Outreach Committee to nominate Democrats for assignment to all standing committees. The processes these two panels use are distinct, but the nominations of each panel require the approval of the full party conference and, ultimately, the Senate. Senate approval of the committee nominations of its parties usually is pro forma because the Senate respects the work of each party.

It has been customary for third-party and independent Senators to caucus with one of the major parties. At least for committee assignment purposes, such a Senator is considered a member of that conference and receives his or her committee assignments from that conference through its regular processes.

As used in this report, the term "standing committees" refers to the permanent panels identified in Senate rules. The rules also list the jurisdiction of each committee. Within their jurisdictions, the standing committees consider bills and issues, recommend measures for consideration by the Senate, and conduct oversight of agencies, programs, and activities. Most standing committees recommend authorized levels of funds for government operations and for new and existing programs within their jurisdiction.

The term "non-standing committee" is used here to describe joint committees, and select, special, and other Senate committees. Congress currently has four joint committees that are permanent and that conduct studies or perform housekeeping tasks rather than consider legislation. Members of both chambers serve on them. The assignment of Senators to conference committees (temporary joint committees formed to resolve differences in House- and Senate-passed versions of a measure) is not addressed by this report.

On occasion, the Senate has created select, special, and other committees. Sometimes such panels are created for a short time to complete a specific task, as in the case of the Special Committee to Investigate Whitewater Development Corporation and Related Matters. The committee was created on May 17, 1995, and expired on June 17, 1996.

Select, special, and other committees have sometimes existed for many years. Some, like the Special Committee on Aging, conduct studies and investigations. Others, such as the Select Committee on Intelligence, have legislative jurisdiction, meaning they consider measures and recommend them for action by the Senate.

This report focuses primarily on how Senators are elected to standing committees. It first relates how standing committee sizes and ratios are set. It then identifies the classification of committees the Senate uses for assignment purposes, and the chamber limitations on committee service. It next describes the procedures that each party uses to recommend Senators for assignment to standing committees, and how the full chamber approves these recommendations. Finally, it summarizes the processes used to appoint Senators to non-standing committees.

The report does not address how committee chairs and ranking minority members are selected, or how subcommittee members and leaders are chosen.

Following general elections, one of the first orders of business for leaders of both parties in the Senate is the setting of standing committee ratios and sizes. Committee ratios and sizes usually are set simultaneously because of their interrelationship. These determinations usually are made before assigning Senators to standing committees because the party organizations that make committee assignments need to know the numbers of seats available to each party on each committee. The determination of ratios and sizes sometimes is made with an awareness of Senators' specific desires for seats on particular panels.

The ratio of Republicans to Democrats on each standing committee usually is determined at early organization meetings held in the interval between the general election and the beginning of a Congress. Since the rules of the chamber do not contain provisions regarding committee ratios generally, the majority party possesses the potential to set them unilaterally. In practice, however, ratios generally are set after negotiation between leaders of the two parties. Committee ratios usually parallel the overall party ratio in the Senate, with each party occupying a percentage of seats on all committees consistent with the percentage of seats it has in the Senate.

Senate Rule XXV sets out the number of Senators allowed on each committee. However, these committee sizes typically are amended at the beginning of a Congress through Senate approval of one or more resolutions. Under Senate rules, the majority and minority leaders may agree to adjust temporarily the size of one or more standing committees, by up to two members, to accord the majority party a majority of the membership of every standing committee (a "working majority"). In many cases, however, amendments to committee sizes are made to accommodate the interests and needs of Senators in serving on committees. These amendments, and therefore committee sizes, are usually the product of consultation between the party leaders.

The sizes of standing committees normally differ. In the 109 th Congress, the Senate standing committees ranged from 13 to 28 members. Committees with broader jurisdictions generally are larger than those whose jurisdiction is more narrowly defined. Committees considered more prestigious or otherwise sought-after also tend to be larger. The Senate Select Committee on Ethics has an equal party ratio pursuant to the resolution which created the panel.

The rules of the Senate divide its standing and other committees into categories for purposes of assigning all Senators to committees. In particular, Rule XXV, paragraphs 2 and 3 establish the categories of committees, popularly called the "A," "B," and "C" committees. The "A" and "B" categories, are as follows: 2

" A " COMMITTEES Agriculture, Nutrition, and Forestry Appropriations Armed Services Banking, Housing, and Urban Affairs Commerce, Science, and Transportation Energy and Natural Resources Environment and Public Works Finance Foreign Relations Health, Education, Labor, and Pensions Homeland Security and Governmental Affairs Judiciary Select Committee on Intelligence

" B " COMMITTEES Budget Rules and Administration Small Business and Entrepreneurship Veterans' Affairs Special Committee on Aging Joint Economic Committee

The "C" category comprises three non-standing committees: the Select Committee on Ethics, the Committee on Indian Affairs, and the Joint Committee on Taxation. 3 The Joint Committee on the Library and the Joint Committee on Printing are not listed in any category, but are treated as "C" committees for assignment purposes.

Rule XXV, paragraph 4 places restrictions on Senators' committee membership based on these categories. The restrictions are intended to treat Senators equitably in the assignment process. Essentially, each Senator is limited to service on two of the "A" committees, and one of the "B" committees. Service on "C" committees is unrestricted.

Exceptions to the restrictions are recommended by the pertinent party conference and then officially authorized through Senate approval of a resolution affecting one or more Senators. Sometimes these exceptions are authorized to accord the majority party a working majority on a committee, whereas at other times exceptions are made to accommodate the preferences and needs of individual Senators.

The committee assignment process used by Senate Republicans involves three steps. First, the Committee on Committees and the Republican leader nominate Republican Senators for committee assignments. Second, these recommendations are submitted for approval to the Republican Conference, the organization of all Republican Senators. Third, the recommendations are incorporated into one or more Senate resolutions and approved by the full Senate.

The chair and other members of the Committee on Committees are appointed by the chair of the Republican Conference, subject to confirmation by the Republican Conference. The size of the Committee on Committees fluctuates from Congress to Congress. In recent Congresses, it consisted of nine members, including the majority leader, who served on the committee ex-officio and did not chair the panel. The Committee on Committees is relatively small, in part because it relies on a seniority formula in assigning both returning and newly elected Republican Senators. The formula makes the assignment process somewhat automatic; the absence of significant debate and voting thus requires comparatively few members.

Under Republican Conference rules, the Committee on Committees nominates Republicans for assignment to all category "A" committees, as well as to the Committee on Rules and Administration. According to Conference Rule V, nominations for assignment to other committees are made by the Republican leader (unless otherwise specified by law). In practice, the Republican leader also has nominated members to serve on the Committee on Rules and Administration.

Following a general election, all Republican Senators are asked to submit their committee assignment preferences to the Committee on Committees. The committee prefers that these requests be listed in order of priority. It is considered useful for new Republican Senators to consult with party leaders and the chairs (or ranking members) of desired committees to assess the likelihood of receiving a desired assignment. Under the seniority system used by Senate Republicans, for example, a freshman is likely to have more success if his or her first choice is not a committee seat desired by an incumbent or a "more senior" freshman. Informing party and committee leaders of one's committee preferences also acts to alert them to one's substantive policy interests.

In December or January following the general election, the Committee on Committees first meets to nominate Senators to committees. Senate Rule XXV, as described above, sets out the rules and restrictions that guide the committee in distributing standing committee seats. The Republican Conference has established additional rules and guidelines that govern the procedures of the Committee on Committees. One such rule generally prohibits any Republican from serving on more than one of the "Super A," or "big four" category "A," committees: Appropriations, Armed Services, Finance, and Foreign Relations. 4 Conference rules also generally prohibit two Republican Senators from the same state from serving on the same panel. 5

Republicans usually nominate Senators to "A" committees before filling vacancies on other committees. The seniority formula used by the Committee on Committees in making assignment nominations is as follows. First, in order of seniority in the chamber, each incumbent chooses two committee assignments; incumbents may decide to retain current committee seats or choose among existing vacancies. However, a Senator who has served on a committee and lost a seat due to a change in the party ratio has priority over any and all Senators to claim the first vacancy on the committee. While such instances have been rare, they have occurred when party control of the Senate has changed.

Second, each newly elected Senator chooses seats in order of seniority, based on previous service in the Senate; previous service in the U.S. House of Representatives and length of service in the House; and previous service as a state governor. 6 Ties in seniority of freshmen are broken by draw. In addition, every newly elected Senator receives one assignment before any newly elected Senator receives a second assignment.

The Republican Leader has the authority to appoint half of all vacancies on each "A" committee. If there is an odd number of vacancies, the Leader can appoint half plus one of all vacancies.

Effective in the 108 th Congress, all Republican Members are offered two "A" committee slots in order of seniority. Each Member can retain only one "B" committee assignment from the previous Congress. Following this process, the Republican Leader makes any remaining "A" committee assignments.

Conference rules provide a guideline governing the time frame for Senators to choose among assignment options presented by the Committee on Committees. If a Senator is presented with selection options before noon on a given day, the Senator should notify the Committee on Committees of his or her decision by the close of business on that day. If a Senator is presented with selection options after noon on a particular day, then a decision should be made by noon on the next business day. This provision is designed to expedite the assignment process by preventing Senators from engaging in lengthy deliberation that could delay the assignment of Senators with less seniority.

Rank on each committee generally is determined by length of continuous service on the committee. If a Senator leaves a committee and returns in a subsequent Congress, the Senator likely would lose his or her previous seniority. However, the chair (or ranking member) of a committee need not be the Member with the longest committee service. 7

While nominations for assignment to "non-A" committees (except, officially, Rules and Administration) are at the discretion of the Republican leader, the leader generally follows the seniority formula used by the Committee on Committees. Moreover, the leader usually works in close cooperation with the chair and other members of the Committee on Committees.

Through this system, the assignment process is relatively consensus-oriented and automatic, and formal votes on nominees usually are not necessary. In assigning freshmen, the Committee on Committees does not consider the multiple factors relied upon by the Senate Democrats' party organization (discussed below); instead, the most important factor appears to be Senators' requests. Personal efforts to compete for committee seats appear to be minimal (though not unknown) as compared with Senate Democrats.

When the Committee on Committees and the Republican leader have finished their work, they submit their recommendations for assignment to the Republican Conference. For each committee, a slate of committee members in order of proposed seniority is presented for consideration. Voting by recorded written ballot, as specified by conference rules, ordinarily is not necessary. The conference usually adopts the recommendations by unanimous consent, presumably because they are based largely on seniority.

Once accepted by the Republican Conference, the assignment recommendations are packaged into one or more Senate resolutions that are submitted to the full Senate for approval, usually by the Republican leader. Because the resolutions are privileged, they can be brought up at any time. These resolutions are amendable and any Senator may demand a separate vote on the appointment of the chair or on the other members of a standing committee. However, the resolutions usually are adopted without incident. 8 Nominations rarely are challenged on the floor because it is in the parties where decisions are made; by custom, neither party has challenged the nominations of the other party. Indeed, the routine character of the Senate's approval of nominations highlights the importance of the nomination process.

In filling vacancies that occur on standing committees after their initial organization, Senate Republicans follow the same procedure used for each new Congress. Committee vacancies may occur during the course of a Congress because party leaders decide to change a committee's size or party ratio, or because Members die, change parties, or resign from the Senate. A new Senator replacing a late or former Senator may be chosen to fill the vacated committee seats. However, if the new Senator is of the opposite party from the departed Senator, adjustments in sizes and ratios often are needed to make slots for the new Senator. Moreover, incumbents also might seek to compete for the newly open committee seats, especially if they occur on one of the more prestigious panels, such as the Appropriations Committee or the Finance Committee. When an incumbent is chosen to fill a committee vacancy, that Senator often gives up an existing assignment to comply with party or chamber assignment limitations (although a waiver might be granted). This may cause a chain reaction involving a series of shifts of committee assignments.

There are three steps in the nomination and assignment process for Senate Democrats. The first is for the Democratic Steering and Outreach Committee to make nominations for committee assignments. The second consists of approval of the nominations by the Democratic Conference, which comprises all Democrats in the Senate. The final step is for the assignment rosters to be incorporated into one or more Senate resolutions and considered and approved by the full Senate. Senate Democrats do not have written rules governing this assignment process, as do Senate Republicans.

The size of the Steering and Outreach Committee is set by the Democratic Conference. The Democratic leader serves on the committee and appoints its members, subject to ratification by the conference. Steering and Outreach Committee members (except party leaders) may not serve simultaneously on the Democratic Policy Committee. Instead of chairing the panel, in the past few Congresses the Democratic leader has named another Senator as chair. In appointing Senators to vacancies, the Democratic leader attempts to achieve regional balance on the committee under a system that divides the country into four regions. The Steering and Outreach Committee continues from Congress to Congress, appointing Democratic Senators to vacancies as they arise.

In the 109 th Congress, the Steering and Outreach Committee had 18 members, including the Democratic leader, the Democratic whip, the chief deputy Democratic whip, and a deputy Democratic whip. While it is not composed exclusively of the most senior Democrats, the Steering and Outreach Committee includes many committee ranking members.

Once elected to the Senate, it is customary for new Democratic Senators to communicate committee preferences to the Steering and Outreach Committee. While the Democratic leader and the Steering and Outreach Committee chair generally solicit committee preferences from new Senators, incumbents desiring to switch committees usually initiate contact. Democrats are encouraged to submit their requests for assignment as early as possible. A Senator who delays risks the potential of not securing primary or even secondary requests. While the Steering and Outreach Committee does not require Senators to rank order their assignment preferences, many have done so in the past to give the committee alternatives if it is unable to grant initial requests.

It appears to be important for Senators-elect, in formulating their preferences, to consult with party leaders, Steering and Outreach Committee members, and the chairs (or ranking members) of preferred committees. This consultation acts both to notify senior Senators of a freshman's substantive interests and to inform the freshman Senator of the likelihood that he or she will be assigned to preferred committees.

The Steering and Outreach Committee organizes, and begins the process of making committee assignments, in November or December following the general election. Unlike its Senate Republican counterpart, the committee nominates Senators for assignment to every standing committee. Given that most returning Senators choose to retain their assignments from the previous Congress, most of the committee's work involves matching freshman Democrats with vacancies created by retirement or electoral defeat, as well as by adjustments in committee sizes and ratios.

In making nominations for committee assignments, the Steering and Outreach Committee is bound by the categories of committees and the limitations on committee assignments contained in Senate Rule XXV, discussed earlier. Within the confines of these restrictions, the Democratic Conference has formulated additional restrictions for its own members. One such restriction generally limits each Senator to service on no more than one of the "Super A," or "big four" "A," committees: Appropriations, Armed Services, Finance, and Foreign Relations. Senate Democrats also have an informal practice of prohibiting two Democratic Senators from the same state from serving on the same committee.

In addition to these chamber and party restrictions, the Steering and Outreach Committee considers many factors. These include Senators' preferences, state demographics, length of time since the state was last represented on the committee, perceived willingness to support the party, policy views, and personal and occupational backgrounds. Personal intervention, by the requesting Senator or another Senator, is sometimes helpful.

The Steering and Outreach Committee usually fills vacancies on "A" committees before slots on other panels. Because the Steering and Outreach Committee does not rely on a seniority formula in assigning Senators, its process is relatively less automatic than that of Senate Republicans. For Democrats, there are no rules guaranteeing priority in assignment to incumbents switching committees, or governing the seniority of freshmen in choosing assignments. However, a Senator who served on a committee but lost the seat due to a change in the party ratio generally receives priority in assignment to a vacancy on that committee.

Nominations for assignment are made on a seat-by-seat basis, and Steering and Outreach members usually make nominations by consensus. However, if significant competition exists for a particular seat, then secret balloting usually is conducted and the majority-vote winner is granted the nomination. Senators who do not win election to their most preferred committee seat are protected by the "Johnson Rule," providing that all Democrats are appointed to one "A" committee before any Senator receives a second assignment. 9

Rank on each committee generally is determined by length of continuous service on the committee. If a Senator leaves a committee and returns to it in a subsequent Congress, the Senator likely would lose his or her previous seniority. However, the ranking member (or chair) need not be the Member with the longest committee service. The committee rankings of Senators assigned to a committee at the same time generally are determined by their seniority in their party in the Senate. When an incumbent and a freshman are assigned to a committee at the same time, the incumbent ordinarily ranks higher than the freshman. Similarly, when elected, each freshman is given a seniority ranking among Senate Democrats, and his or her rank on committees is based on this overall chamber ranking.

Once all veteran and freshman Democratic Senators have been recommended for assignment, the roster is forwarded to the Senate Democratic Conference. While separate votes are possible, the conference usually ratifies the entire slate of assignments by unanimous consent.

After ratification, the assignment recommendations are packaged into one or more Senate resolutions and submitted on the Senate floor for adoption. The resolutions usually are submitted by the Democratic leader, and they can be brought up at any time because they are privileged. The resolutions also are amendable, and any Senator may demand a separate vote on the appointment of any member. However, the resolutions containing the committee rosters usually pass without debate, by voice vote. It is in the party where significant debate and decision-making already has occurred regarding committee assignments.

In filling vacancies that occur on standing committees after their initial organization, Senate Democrats follow the same procedure used for each new Congress. Committee vacancies may occur during the course of a Congress because party leaders decide to change a committee's size or party ratio, or because Members die, change parties, or resign from the Senate. A new Senator replacing a late or former Senator may be chosen to fill the vacated committee seats. However, if the new Senator is of the opposite party from the departed Senator, adjustments in sizes and ratios often are needed to make slots for the new Senator. Moreover, incumbents also might seek to compete for the newly open committee seats, especially if they occur on one of the more prestigious panels, such as the Appropriations Committee or the Finance Committee. When an incumbent is chosen to fill a committee vacancy, that Senator often gives up an existing assignment to comply with party or chamber assignment limitations (although a waiver might be granted.) This may cause a chain reaction involving a series of shifts of committee assignments.

Non-standing committees are divided between the so-called category "B" committees and category "C" committees. The Special Committee on Aging and the Joint Economic Committee, along with four standing committees, are included in the "B" category of committees. Under Senate rules, no Senator may serve on more than one "B" committee, whether standing or non-standing. The Select Committee on Ethics, the Committee on Indian Affairs, and the Joint Committees on Taxation, the Library, and Printing essentially are treated as "C" committees, although Joint Library and Joint Printing are not explicitly listed as such in Senate rules. The "C" committees are exempt from the assignment limitations in Senate rules, so a Senator may serve on any number of them without regard to his or her other assignments.

Specific rules regarding Senate membership on and appointments to non-standing committees often are contained in the legislation creating these panels. Thus, the procedures vary from committee to committee. A review of the legislation establishing the non-standing committees, and the appointment practices that have evolved, reveal that party leaders are usually included in the process.

The members of the Select Committee on Ethics and the Special Committee on Aging are elected by the Senate by resolution, essentially in the same manner as the standing committees. The Ethics Committee is the only Senate committee with an equal party ratio, consisting of three Senators from each party. 10 Republican members of both committees are chosen by the Republican leader and confirmed by the Republican Conference before election by the full Senate. Democratic members of the Ethics Committee are selected initially by the Democratic leader. In contrast, Democrats on the Aging Committee are nominated by the Steering and Outreach Committee and confirmed by the Democratic Conference before election by the full Senate.

Majority-party Senators are appointed to the Select Committee on Intelligence on the recommendation of the majority leader, and minority-party Senators on the recommendation of the minority leader. Senators are appointed to this committee from the Appropriations, Armed Services, Foreign Relations, and Judiciary Committees, as well as from the Senate "at large." The majority and minority leaders, as well as the chair and ranking member of the Armed Services Committee serve on the committee as ex-officio , non-voting members. The resolution creating the Intelligence Committee provided for a rotation of membership; no Senator could serve on the committee for more than eight years of continuous service. To the extent practicable, one-third of the Senators appointed to the committee at the outset of each Congress should be Senators who did not serve on it in the preceding Congress. 11 S.Res. 445 , adopted October 9, 2004, ended the eight-year limitation on the Intelligence Committee.

The majority and minority leaders recommend Senators for appointment to the Committee on Indian Affairs, but the members are officially appointed by the President of the Senate (the Vice President of the United States). 12 Appointments to the Committee on Indian Affairs are announced to the Senate from the chair.

Ten Senators, six from the majority party and four from the minority party, are appointed to the Joint Economic Committee by the President of the Senate. The Senate membership of the Joint Committee on Taxation consists of five Senators from the Committee on Finance, three from the majority and two from the minority, chosen by the Finance Committee. 13 Appointments to both joint committees are announced to the Senate from the chair.

The Senate participants on the Joint Committee on the Library and the Joint Committee on Printing are selected by the Committee on Rules and Administration from among the committee's members. The chair and four other members of the Rules Committee are to serve on each joint committee. 14 However, in some Congresses, the House and Senate have agreed to a concurrent resolution allowing another member of the Senate Rules Committee to serve on the Joint Committee on the Library in place of the Rules Committee's chair. The membership of the Joint Committee on Printing typically includes not only the chair but also the ranking minority member of the Senate Rules Committee. Members of both joint committees are elected by the Senate by resolution.

House Committees: Assignment Process

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Congressional Committees and the Legislative Process

U.S. Capitol dome.

Library of Congress

This lesson plan introduces students to the pivotal role that Congressional committees play in the legislative process, focusing on how their own Congressional representatives influence legislation through their committee appointments. Students begin by reviewing the stages of the legislative process, then learn how committees and subcommittees help determine the outcome of this process by deciding which bills the full Congress will consider and by shaping the legislation upon which votes are finally cast. With this background, students research the committee and subcommittee assignments of their Congressional representatives, then divide into small groups to prepare class reports on the jurisdictions of these different committees and their representatives' special responsibilities on each one. Finally, students consider why representation on these specific committees might be important to the people of their state or community, and examine how the committee system reflects some of the basic principles of American federalism.

Guiding Questions

What role do Committees play during the legislative process?

How is Committee membership determined?

What role do Committees play with regard to oversight and checks and balances?

Learning Objectives

Analyze the legislative process of the United States Congress by focusing on the role of Committees. 

Evaluate how Congressional representatives can influence legislation through their specific committee assignments.

Evaluate how Committees uphold the Constitutional responsibilities of the Legislative Branch. 

Lesson Plan Details

NCSS.D2.His.1.9-12. Evaluate how historical events and developments were shaped by unique circumstances of time and place as well as broader historical contexts.

NCSS.D2.His.2.9-12. Analyze change and continuity in historical eras.

NCSS.D2.His.3.9-12. Use questions generated about individuals and groups to assess how the significance of their actions changes over time and is shaped by the historical context.

NCSS.D2.His.12.9-12. Use questions generated about multiple historical sources to pursue further inquiry and investigate additional sources.

NCSS.D2.His.14.9-12. Analyze multiple and complex causes and effects of events in the past.

NCSS.D2.His.15.9-12. Distinguish between long-term causes and triggering events in developing a historical argument.

NCSS.D2.His.16.9-12. Integrate evidence from multiple relevant historical sources and interpretations into a reasoned argument about the past.

Begin this lesson by guiding students through the basic process by which a bill becomes law in the United States Congress. The Schoolhouse Rock cartoon "I'm Just a Bill" below provides a look at the process and can be accompanied by a flow-chart diagram of this process.

A detailed explanation of the legislative process is available through EDSITEment at the CongressLink website. At the website homepage, click "Table of Contents" in the lefthand menu, then look under the heading, "Know Your Congress" for the link to How Our Laws Are Made , which describes lawmaking from the House of Representatives' point of view.

For a corresponding description from the Senate's perspective, look under the "Know Your Congress" heading for the link to "Information about Congress," then select "... The Legislative Process," and click " ... Enactment of a Law ." CongressLink also provides access to a more succinct account of the legislative process: on the "Table of Contents" page, scroll down and click "Related Web Sites," then scroll down again and click THOMAS , a congressional information website maintained by the Library of Congress. Click "About the U.S. Congress" and select "About the U.S. Congress" from the list that follows for a chapter from the U.S. Government Manual that includes this outline of the process:

• When a bill ... is introduced in the House, [it is assigned] to the House committee having jurisdiction.
• If favorably considered, it is reported to the House either in its original form or with recommended amendments.
• If ... passed by the House, it is messaged to the Senate and referred to the committee having jurisdiction.
• In the Senate committee the bill, if favorably considered, may be reported in the form it is received from the House, or with recommended amendments.
• The approved bill ... is reported to the Senate and, if passed by that body, returned to the House.
• If one body does not accept the amendments to a bill by the other body, a conference committee comprised of Members of both bodies is usually appointed to effect a compromise.
• When the bill ... is finally approved by both Houses, it is signed by the Speaker ... and the Vice President ... and is presented to the President.
• Once the President's signature is affixed, the measure becomes a law. If the President vetoes the bill, it cannot become law unless it is re-passed by a two-thirds vote of both Houses.

Point out to students the important role that Congressional committees play in this process. Public attention usually focuses on the debate over legislation that occurs on the floor of the House and Senate, but in order for a bill to reach the floor on either side, it must first be approved by a committee, which can also amend the bill to reflect its views on the underlying issue. Congressional committees, in other words, largely control the legislative process by deciding which bills come to a vote and by framing the language of each bill before it is debated.

Provide students with background on the organization and operation of Congressional committees, using resources available through the U.S. Congress  website. A schedule of Congressional committee hearings can be used to identify topics currently under consideration. 

• Although committees are not mentioned in the Constitution, Congress has used committees to manage its business since its first meetings in 1789.
• Committees enable Congress to divide responsibility for its many tasks, including legislation, oversight, and internal administration, and thereby cope effectively with the great number and complexity of the issues placed before it.
• There are today approximately 200 Congressional committees and subcommittees in the House and Senate, each of which is responsible for considering all matters that fall within its jurisdiction.
• Congress has three types of committees: (1) Standing Committees are permanent panels with jurisdiction over broad policy areas (e.g., Agriculture, Foreign Relations) or areas of continuing legislative concern (e.g., Appropriations, Rules); (2) Select Committees are temporary or permanent panels created to consider a specific issue that lies outside the jurisdiction of other committees or that demands special attention (e.g., campaign contributions); (3) Joint Committees are panels formed by the House and Senate together, usually to investigate some common concern rather than to consider legislation, although joint committees known as Conference Committees are formed to resolve differences between House and Senate versions of a specific measure.
• Many committees divide their work among subcommittees, upon which a limited number of the committee members serve. Subcommittees are responsible for specific areas within the committee's jurisdiction and report their work on a bill to the full committee, which must approve it before reporting the bill to its branch of Congress.
• Party leaders determine the size of each committee, which average about 40 members in the House and about 18 members in the Senate, and determine the proportion of majority and minority committee members. The majority party always has more seats on a committee and one of its members chairs the committee. Each party also determines committee assignments for its members, observing rules that have been adopted to limit the number and type of committees and subcommittees upon which one member can serve.
• Each committee's chairperson has authority over its operation. He or she usually sets the committee's agenda, decides when to take or delay action, presides at most committee meetings, and controls the committee's operating budget. Subcommittee chairpersons exercise similar authority over their smaller panels, subject to approval by the committee chair.
• The work of Congressional committees begins when a bill that has been introduced to the House or Senate is referred to the committee for consideration. Most committees take up only a small percentage of the bills referred to them; those upon which the committee takes no action are said to "die in committee." The committee's first step in considering a bill is usually to ask for written comment by the executive agency that will be responsible for administering it should it become law. Next, the committee will usually hold hearings to gather opinions from outside experts and concerned citizens. If the committee decides to move forward with the bill, it will meet to frame and amend the measure through a process called markup. Finally, when the committee has voted to approve the bill, it will report the measure to its branch of Congress, usually with a written report explaining why the measure should be passed.
• Once a bill comes to the floor of the House or Senate, the committee that reported it is usually responsible for guiding it through debate and securing its passage. This can involve working out parliamentary strategies, responding to questions raised by colleagues, and building coalitions of support. Likewise, if the House and Senate pass different versions of a bill, the committees that reported each version will take the lead in working out a compromise through a conference committee.

Activity 1. Research the committees and subcommittees

Begin by viewing the Library of Congress video on Congressional Committees . Have students research the committees and subcommittees upon which their Congressional representatives serve, using library resources or the resources available through the U.S. Congress  website.

• To help students find out who your Congressional representatives are, use the U.S. Congress  website to search by state.
• Click on the name of each representative for a profile, including a photograph, which lists the representative's committee assignments.
• The U.S. Congress  website page provides information pertaining to sponsored and cosponsored legislation, member websites, and allows users to track legislation.
• To find out which committees and subcommittees a representative serves on, use the U.S. Congress Committee Reports page .
• For an overview of Congressional committees and their jurisdictions, use the  U.S. Congress Committee Reports page .

Congressional Committee Activity:

Divide the class into small groups and have each group prepare a report on one of the committees (or subcommittees) upon which one of your Congressional representatives serves, including the size of the committee, its jurisdiction, and whether your representative has a leadership post on the committee. Encourage students to include as well information about legislation currently before the committee. They can find this information using library resources or through the  U.S. Congress Committee Reports page . 

After students present their reports, discuss how committee assignments can affect a Congressional representative's ability to effectively represent his or her constituents.

• Do your representatives have seats on committees with jurisdiction over issues that have special importance for your state or community? If so, how might their presence on these committees help assure that Congress takes action on questions of local interest?
• Do your representatives have seats on committees with jurisdiction over important legislative activities, such as budget-making or appropriations? If so, how might their presence on these powerful committees help assure that your community's views receive careful Congressional consideration?

After exploring these questions, have students debate the extent to which a Congressional representative's committee vote may be more influential than his or her vote on the floor of the House or Senate. Which vote has more impact on legislation? In this regard, have students consider President Woodrow Wilson's observation that "Congress in session is Congress on public exhibition, whilst Congress in its committee-rooms is Congress at work."

Activity 2. How do Congressional committees reflects some of the fundamental principles of federalism?

Conclude by having students consider how the structure and function of Congressional committees reflects some of the fundamental principles of federalism. For a broad discussion of federalism, have students read The Federalist No. 39 , in which James Madison highlights the Constitution's provisions for a federal, as distinguished from a national, form of government.

Have students imagine, for example, that they are members of a Congressional committee that is considering a bill with special importance for the people of your community.

• How would they balance their responsibilities to their constituents with their responsibilities to the nation as a whole?
• To what extent is this a question each Congressional representative must answer individually?
• To what extent is it a question that the mechanisms of our government answer through the legislative process?

Related on EDSITEment

Commemorating constitution day, a day for the constitution, balancing three branches at once: our system of checks and balances.

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Committee Assignments: Theories, Causes and Consequences

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Shane Martin, Tim A Mickler, Committee Assignments: Theories, Causes and Consequences, Parliamentary Affairs , Volume 72, Issue 1, January 2019, Pages 77–98, https://doi.org/10.1093/pa/gsy015

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Conventional wisdom suggests that a strong legislature is built on a strong internal committee system, both in terms of committee powers and the willingness of members to engage in committee work. Committee assignments are the behavioural manifestation of legislative organisation. Despite this, much remains unknown about how committee assignments happen and with what causes and consequences. Our focus in this article is on providing the context for, and introducing new research on, what we call the political economy of committee assignments —which members get selected to sit on which committees, why and with what consequences.

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National Consultant - Mercury and Health Project - (2405029)

Contractual Arrangement:  External consultant

Contract Duration (Years, Months, Days):  08 months

Job Posting:  Jun 26, 2024, 3:56:36 PM

Closing Date:  Jul 11, 2024, 3:29:00 AM

Primary Location:  Sri Lanka-Colombo

Organization:  SE_SRL WR Office, Sri Lanka

Schedule:  Full-time  

IMPORTANT NOTICE:  Please note that the deadline for receipt of applications indicated above reflects your personal device's system settings. 

Area of expertise

National Consultant - Mercury and Health Project

Purpose of consultancy

The global project on elimination of mercury containing skin-lightening products is being implemented in three countries including Sri Lanka. The project is under the United Nations Environment Programme (UNEP) Global Mercury Partnership and is jointly being implemented by the Ministry of Health Sri Lanka and the Ministry of Environment Sri Lanka in close collaboration with the World Health Organization (WHO), United Nations Environment Programme (UNEP) and the Biodiversity Research Institute (BRI).

Under the proposed project, the consultant will support the Ministry of Health to develop and implement a national plan to update national legislation and strengthen surveillance of mercury in skin-lightening products in Sri Lanka. The project is expected to help country move towards elimination of mercury containing skin-lightening products from the market, in compliance to the Minamata Convention on Mercury.

The World Health Organization (WHO) is actively leading and working to eliminate the use of mercury Skin Lightening Products (SLPs) and to discourage the use of SLPs overall. In response to the health-related issues or activities and articles of the Minamata Convention on Mercury, the Sixty-seventh World Health Assembly adopted and approved Resolution WHA67.11 (2014): Public health impacts of exposure to mercury and mercury compounds: the role of World Health Organization (WHO) and ministries of public health in the implementation of the Minamata Convention. The Resolution calls on WHO Member States to address the public health aspects of mercury and mercury compounds in the context of the health sector by identifying measures and preparatory actions to be taken by their health ministries for implementation of the health-related articles of the Convention.

To protect the public from negative health effects of mercury in SLPs, the proposed project seeks to support Parties in implementing the Minamata Convention on Mercury. Sri Lanka is Party to the Convention since 2017.  The Convention requires Parties to phase out the manufacture, import, and export of mercury-containing products subject to the provisions of Article 4. The phase out is also related to other articles, including Article 16 (health aspects), Article 17 (information exchange), and Article 18 (public information, awareness and education). These also apply to products including cosmetics containing mercury, including skin lightening creams and soaps.

Deliverables

• To implement the project, the consultant, in close consultation with the relevant national stakeholders and international partners, is expected implement the national plan to phase out mercury-added skin-lightening products from the market. The consultant is also expected to hold national consultations and capacity building to improve stakeholder and public awareness on mercury in skin-lightening products and the Minamata Convention, and draft technical products to achieve the objectives of the project. 
• The consultant will work with the Directorate of Environmental & Occupational Health of the Ministry of Health, Government of Sri Lanka as primary responsible agency of the project. A national project activity plan agreed by the national stakeholders will need to be implemented, in close consultation with the National Project Steering committee, other national stakeholders, and in collaboration with global SLP project partners. The following key activities would be completed in the assignment period.
• Facilitating the process of establishing or improving existing regulations and revision of of standards for mercury containing cosmetics (SLP).
• Evaluating existing laboratory capacities related to mercury assessment in SLPs.
• Planning and conducting SLP sampling and testing for mercury content and finalizing analyses and reports.
• Developing recommendations and guidance on enforcement and compliance to strengthen surveillance of mercury in SLPs.
• Participating in meetings of Technical Sub-Committees as established the Ministry of Health under the project.
• Planning and conducting awareness and training workshops with identified national stakeholders. E.g. Government officials, health professionals, producers, traders importers.
• Developing education and awareness materials for varied target audience on mercury in SLPs and their health impact.
• Preparing policy briefs, communication products, and project reports, targeted to policymakers, consumers, health practitioners and tailored to the products found in the national marketplace as required during the implementation phase of the project.
• Preparing regular project updates and supporting evaluation of country’s participation and contribution to global project efforts.
• Participating in project coordination and progress review meetings, held virtually or physically, develop minutes and follow up on agreed actions throughout the assignment period.

Qualifications, experience, skills and languages

Educational Qualifications

Essential: Bachelor’s degree in public health, environmental health, or biological sciences, from a recognized university

Desirable: Master’s degree in public health

Essential: At least one year of experience in developing, supporting, or managing environmental health related projects.

Desirable: Experience of working in public health or environmental health within the government sector. Frequent contacts inside and outside government agencies and international organizations involved in environmental health and/or product safety. Experience in collaborative programmes supported by bilateral or multi-lateral international agencies would be an advantage. Experience of working on heavy metals in the environment will be an advantage

Skills/Knowledge

• Knowledge and understanding of the policies and procedures on environmental health and/or product safety.
• Experience and proficiency in working with government and other partners in an effective and culturally competent manner.
• Ability to work effectively in health and non-health sectors, with government and non-government partners.
• Ability to analyze issues and formulate conclusions and recommendations.

Languages and level required (Basic/Intermediate/Expert):

Essential: Expert knowledge of English

Desirable:   Expert knowledge of Sinhala or Tamil

Off site : Directorate of Environmental Health, Ministry of Health and Ministry of Environment, with occassional attendance at WHO Country Office Sri Lanka for required coordination.

The Consultant may require to travel within the country to hold meetings with relevant stakeholders. Dates and venues to be decided as and when required.

Remuneration and budget (travel costs are excluded):

Remuneration: LKR 450,873.00 per month

Living expenses: Not applicable

Expected duration of contract: 8 months – 100%

Competencies

• Respecting and promoting individual and cultural differences
• Communication in a credible and effective way
• Ensuring effective use of resources
• Building & Promoting partnerships across the Organization and beyond

A dditional Information

• This vacancy notice may be used to identify candidates for other similar consultancies at the same level.
• Only candidates under serious consideration will be contacted.
• A written test may be used as a form of screening.
• If your candidature is retained for interview, you will be required to provide, in advance, a scanned copy of the degree(s)/diploma(s)/certificate(s) required for this position. WHO only considers higher educational qualifications obtained from an institution accredited/recognized in the World Higher Education Database (WHED), a list updated by the International Association of Universities (IAU)/United Nations Educational, Scientific and Cultural Organization (UNESCO). The list can be accessed through the link: http://www.whed.net/. Some professional certificates may not appear in the WHED and will require individual review.
• For information on WHO's operations please visit: http://www.who.int.
• The WHO is committed to creating a diverse and inclusive environment of mutual respect. The WHO recruits workforce regardless of disability status, sex, gender identity, sexual orientation, language, race, marital status, religious, cultural, ethnic and socio-economic backgrounds, or any other personal characteristics.
• The WHO is committed to achieving gender parity and geographical diversity in its workforce. Women, persons with disabilities, and nationals of unrepresented and underrepresented Member States (https://www.who.int/careers/diversity-equity-and-inclusion) are strongly encouraged to apply for WHO jobs.
• Persons with disabilities can request reasonable accommodations to enable participation in the recruitment process. Requests for reasonable accommodation should be sent through an email to [email protected]
• An impeccable record for integrity and professional ethical standards is essential. WHO prides itself on a workforce that adheres to the highest ethical and professional standards and that is committed to put the WHO Values Charter (https://www.who.int/about/who-we-are/our-values) into practice.
• WHO has zero tolerance towards sexual exploitation and abuse (SEA), sexual harassment and other types of abusive conduct (i.e., discrimination, abuse of authority and harassment). All members of the WHO workforce have a role to play in promoting a safe and respectful workplace and should report to WHO any actual or suspected cases of SEA, sexual harassment and other types of abusive conduct. To ensure that individuals with a substantiated history of SEA, sexual harassment or other types of abusive conduct are not hired by the Organization, WHO will conduct a background verification of short-listed candidates.
• WHO has a smoke-free environment and does not recruit smokers or users of any form of tobacco.
• Consultants shall perform the work as independent contractors in a personal capacity, and not as a representative of any entity or authority.
• WHO shall have no responsibility for any taxes, duties, social security contributions or other contributions payable by the Consultant. The Consultant shall be solely responsible for withholding and paying any taxes, duties, social security contributions and any other contributions which are applicable to the Consultant in each location/jurisdiction in which the work hereunder is performed, and the Consultant shall not be entitled to any reimbursement thereof by WHO.
• Please note that WHO’s contracts are conditional on members of the workforce confirming that they are vaccinated as required by WHO before undertaking a WHO assignment, except where a medical condition does not allow such vaccination, as certified by the WHO Staff Health and Wellbeing Services (SHW). The successful candidate will be asked to provide relevant evidence related to this condition. A copy of the updated vaccination card must be shared with WHO medical service in the medical clearance process. Please note that certain countries require proof of specific vaccinations for entry or exit. For example, official proof /certification of yellow fever vaccination is required to enter many countries. Country-specific vaccine recommendations can be found on the WHO international travel and Staff Health and Wellbeing website. For vaccination-related queries please directly contact SHW directly at [email protected].
• In case the recruitment website does not display properly, please retry by: (i) checking that you have the latest version of the browser installed (Chrome, Edge or Firefox); (ii) clearing your browser history and opening the site in a new browser (not a new tab within the same browser); or (iii) retry accessing the website using Mozilla Firefox browser or using another device. Click the link for detailed guidance on completing job applications: Instructions for candidates.
• This assignment is subject to local recruitment and will be filled by persons recruited in the local commuting area of the duty station/assignment location.

Link to apply:

• WHO Careers Website:  Careers at WHO
• Vacancies (staff member access):  https://careers.who.int/careersection/in/jobsearch.ftl  
• Vacancies (external candidate access):  https://careers.who.int/careersection/ex/jobsearch.ftl

College of Nursing Handbook, Section 4: Faculty policies, procedures and guidelines

Section 4: table of contents, 4-a. faculty performance: promotion and tenure, annual evaluation.

• CON Standards for Quality and Excellence in Faculty Roles
• Faculty Annual Review Form
• FAR Approval and Retention Process
• College of Nursing Tenure and Promotion Committee Approved Procedures

4-B. Faculty Assignments/Responsibilities/Expectations

• Clinical Faculty and Teaching Assistant Dress Code and Appearance, Guideline
• Outside Professional Activity
• Professional Development
• Faculty Workload
• Behavioral Intervention (BIT), Guideline
• Liability and Malpractice Insurance
• University Faculty Handbook

4-C. Faculty Support

• New Faculty Mentorship Program
• Research and Scholarship Resources for Faculty
• Serving as a preceptor, Guideline
• Support for Doctoral Study

4A. Faculty Performance: Promotion and Tenure, Annual Evaluation

4a-1. standards for quality and excellence in faculty roles, policy #f5725.

Description: This document provides a discipline-specific framework for distinctive academic performance. It guides professional development plans and annual performance evaluation. Performance standards for three CON tracks are included in this document: professorial, lecturer and clinical.

• College of Nursing Standards *

*Requires password to access

Reviewed by the Bylaws and Handbook Committee: 2/2015, 11/2019; 2/2024 University links updated: 1/06/2016, 07/13/2019, 06/15/2020, 08/09/2021

4A-2. Faculty Annual Review Process (FAR), Guideline

Purpose: To inform nursing faculty regarding the process of completing the Faculty Annual Review.

Description: Information given in the web link described the Faculty Annual Review (FAR), including guidelines and forms for completing the FAR as well as instructions for using Digital Measures.

Associated link(s):

• South Dakota State University Faculty Handbook *

*Requires InsideState password

Reviewed by the Bylaws and Handbook Committee: 4/16/2018; 3/2021; 2/2024 University links updated 4/2018;3/2021

4A-2a. Faculty Annual Review (FAR) Form

See faculty annual review form on *InsideState.

*InsideState password required

4A-2b. Faculty Annual Review (FAR) Process

Step 1: Faculty member completes FAR.

• Focus on substantive contributions.
• Consider dossier structure-highlight significant contributions- narrate the process to illustrate the connections (ex: link professional development to student outcomes)
• Goal (College of Nursing standard):
• College of Nursing Imagine Strategic Plan Goal:
• Implementation:
• Evaluation:

Step 2: Faculty member send FAR to supervisor.

• If faculty member has RSCA workload, cc associate dean for research (ADR).

Step 3: ADR sends feedback on the RSCA sections of the FAR to the supervisor only (may include general feedback and feedback related to goals/effort/outcomes).

• Supervisors will review feedback and incorporate into their own comments based on their discretion.
• Feedback directed towards supervisor, not faculty member. Comments should not be shared directly with faculty member as the ADR is an indirect report.

Step 4: Supervisor reviews FAR. Refer to section 6 of the SDSU Faculty Handbook:

• If a majority of standards are in the column of the faculty member’s current rank, then the rating will be “meets”.
• If roughly half of standards are in the column of the faculty member’s current rank and half in the column of the rank one level above the faculty member’s current rank, then the rating shall be “exceeds”.
• If a majority of standards are in the column of the rank one level above the faculty member’s, then the rating will be “substantially exceeds”.
• The standards document will be included in the appendices of the FAR.

Please note, ratings are not adjusted by any additional signers of the FAR document.

Step 5: Supervisor provides feedback and meets with faculty. Please note: this process may be different based on supervisor preference.

• Supervisor reviews FAR.
• Supervisor may request additional edits from faculty member (may include edits suggested by the ADR).
• Supervisor prepares part B.
• Supervisor sends faculty member part B to review before meeting.
• Supervisor and faculty member meet to discuss part B (including future plans, goals etc.)
• FAR is routed for signatures (see step 6).
• Supervisor meets with faculty member (30-45 minutes) to discuss the FAR (may include discussion about edits to part A related to gaps or things to limit).
• Faculty member sends revised version (if applicable) to supervisor.
• If approved by faculty member, FAR is routed for signatures (see step 6).
• If not approved by faculty member, follow up emails or meetings may occur.

Step 6: FAR is routed for signatures. Optional text boxes should be included for all signers.

Via Docusign

• Faculty member
• HSCS director if faculty member has >50% simulation workload for the academic year
• ADR if faculty member has RSCA time
• Associate dean for academic programs
• Include all supporting documents and combine into one PDF file.
• Log into DocuSign and click the yellow new button and select send an envelope.
• Click on upload document and select your PDF file.
• Add name and email address.
• Once the first person is added, click on add recipient until all names have been added.
• For those who should only receive a copy, click on needs to sign and select receives a copy option.
• Associate dean for research (if faculty member has RSCA time)
• Dean for College of Nursing
• Senior secretary dean's office - copy only to be retained in employee file
• The final recipient is SDSU Human Resources - copy only.
• Click the yellow next button.
• Date signed
• Text - this box should be dragged to the right of the signature line for the following: Associate Dean for Research (if faculty has RSCA time), faculty member, Associate Dean for Academic Programs, and Dean for the College of Nursing.
• Click on the corner to expand the width of the box to allow space for text.
• Click the yellow send button.

Step 7: Send ratings to director of nursing operations and associate dean for academic programs using the following table format.

Faculty FAR Scores

• Does not meet = 0
• Meets expectations = 1
• Exceeds expectations = 2
• Substantially exceeds expectations = 3
• Not applicable = NA

Step 8: Following completion of the FAR process, supervisors of faculty members and the Associate Dean for Academic Programs will meet to review faculty FAR scores using a blinded process (only the scores will be shared; faculty names will be removed). Any FAR scores that are identified as outliers will be reviewed by the group to review validity of the process.

Other relevant information related to the FAR process:

Writing FAR part B:

Part B should include supervisor comments on each of the following specific sections:

• RSCA (if applicable)
• Professionalism/community standards

Reviewed by the Bylaws and Handbook Committee 3/2021; updated 11/2/21 by HR/Shianne Ovall; updated 11/24/21

4A-3. University Faculty Handbook:Tenure and Promotion Criteria and Guidelines

See South Dakota State University Faculty Handbook: Tenure and Promotion Criteria and Guidelines on *InsideState.

*requires InsideState password

4A-3a. College of Nursing Tenure and Promotion Committee Approved Procedures

Composition of the Committee

• The Promotion and Tenure Committee will consist of six (6) members. Three (3) members will be appointed by the Dean and three (3) members will be elected by tenured and tenure-track faculty. A COHE representative will conduct the election of the faculty members.
• Faculty members will be elected for three-year terms. Only tenured faculty are eligible for election. Any faculty member under consideration for promotion and/or tenure is not eligible to serve on the committee.
• Administrative appointees may be tenured Associate or Full Professors, Assistant Deans, or Associate Deans who are not the primary evaluator of the candidates under review.
• Clinical Associate Professors, Clinical Professors, Associate or Full Professors who are Advanced Practice Registered Nurses (APRNs), Lecturers, and Senior Lecturers may be appointed in addition to the six committee members when clinical and lecturer track candidates undergo promotion or rank adjustment review. These appointees will not participate in tenure-track promotion and tenure review and decision-making.
• The chairperson of the committee must be elected from the six (6) core members.
• A person serving on the University Promotion and Tenure Committee is not eligible to serve on this committee.
• A committee member must recuse him/herself from the vote on a candidate if there is a conflict of interest

Function of the Committee

• This committee will review applications for tenure, promotion, rank adjustment, and/or third-year reviews.
• Duties include reviewing the complete promotion and/or tenure or rank adjustment dossier and external reviews, voting on promotion, tenure, and rank adjustment decisions, and making written recommendations for promotion, tenure, rank adjustment, and/or third year reviews to the Dean.
• The Dean will convene the initial committee meeting, charge the committee, call for the election of the committee chairperson, appoint a recorder, and review the Promotion and Tenure Committee’s timeline within the College and University schedules. The chairperson will thereafter convene the Promotion and Tenure Committee as needed, assuring completion of the committee’s duties. The recorder will keep thorough minutes of the discussion and record the vote.
• Voting will be by secret ballot and the results will be forwarded to the Dean with written rationale for the recommendation. The Dean is not obligated to accept the recommendation, but will inform the committee of the reason for not accepting a recommendation. Deliberations, findings, and data of this committee will be treated with confidentiality.
• The recorder will keep minutes, including discussion of candidates with strengths and weaknesses of the dossier. In addition, minutes will reflect any other discussion that takes place. Minutes will be approved with signatures of all members of the committee and routed with the dossier.
• Meetings: The committee will meet according to the College and University timeline for promotion and tenure.

*link is on InsideState and requires a password.

Link updates 10/26/2021; 2/2024

4B. Faculty Assignments/Responsibilities/Expectations

4b-1. clinical faculty and teaching assistant dress code and appearance, guideline.

Purpose: To describe the expectations for faculty and clinical teaching assistants (CTAs) dress code and appearance in the clinical setting.

Description: While there is no prescribed uniform for faculty and CTAs in the clinical setting, the expectation is that these individuals will comply with the nursing student uniform and appearance policy requirements ( policy U3166: nursing student uniform and appearance ).

The following guidelines are to be followed by faculty and CTAs in the clinical setting:

• Adhere to the uniform/appearance requirements of the specific agencies
• When possible, select a different color scrubs than those worn by staff nurses in the setting
• Wear the name badge provided by the College of Nursing

Approved by bylaws/handbook committee: 4/2018; Reviewed: 12/2022

4B-2. Outside Professional Activity for Additional Compensation

Description: Guidelines, procedures, and forms for outside professional activities of faculty. Instructions for completing the Outside Professional Activity Report* are found below under Associated Links . Faculty members who propose to enter into private practice, private consulting, additional teaching or research, or other activity for which additional compensation is received, may devote up to but not exceeding four working days per month (cumulative to six days) on such activity. The activity must be related to assigned responsibilities and must promote state and local economic development or benefit the professional discipline or development of the staff member, as determined by the institution. Outside activities may not interfere with assigned responsibilities.

Faculty Handbook XIII Consulting and Private Practice p.16:

SDSU encourages professorial and librarian faculty members to participate in outside professional activities that contribute to their professions, to the broader communities, to the expansion of economic and cultural resources in SD, and to the SDBOR’s public service mission. Outside engagement is an important part of the academic community and supports our need for and enhances scholarly excellence. Consulting and private practice experiences allow faculty members to maintain contact with professional colleagues, keep current with research priorities and advancements, and develop contacts with private and government entities. This knowledge and skill help faculty prepare students for various career options, helps the faculty members to better compete for research grants, and/or benefits SDSU and SD (Section 10.5 of the BOR/COHE Agreement).

Example: For a nine month faculty with no assigned clinical practice day (referred to as inload), and who practices a day (or evening) a week in addition to the assigned 15 units of workload per semester, the allowance of 32 hours per month (4 days if an 8 hour shift, but could be cumulative 6 days if shifts are shorter) is acceptable if the other assigned workload can be completed in addition to the clinical shift hours should those occur on a weekday. This example would fall under ‘university time.’ Alternatively, if the faculty member is in practice on the weekends it falls under personal time, but still needs to be reported using the Outside Activity Form .

Associated Links

• South Dakota State University Conflict of Interest Policy Manual 4:9
• Outside Activity Form
• South Dakota Board of Regents Intellectual Property Policy Manual 4:34
• Section 10.5 of South Dakota Board of Regents/Council of Higher Education Agreement (pp.37-40; Private Practice and Consultation)

*Requires InsideState password Reviewed by the Bylaws and Handbook Committee: 2/2015, 11/2018, 10/2019 University links updated 2/09/2016 mtd, 10/4/2016, 11/2018

4B-3. Development

Purpose: The SDSU College of Nursing supports individual and collective development activities for nursing faculty who must maintain current knowledge and expertise related to nursing and health care.

Description: The mission, role and scope of the SDSU College of Nursing advocates for the development of its faculty. Faculty Development is defined as an ongoing process which seeks to facilitate the growth of faculty in teaching/advising, research/scholarship, service and expertise in the practice of nursing. Faculty Development is meant to stimulate professional growth of the individual and the collective faculty. The primary goals are to identify and respond to faculty needs which are relevant to the mission, role and scope of the College of Nursing. The responsibility for this faculty development lies with both the individual and the collective faculty (See table below).

I. Faculty development of individual faculty member.

• Identify measurable short- and long-term goals annually.
• Develop strategies for achievement of identified goals.
• Identify pertinent faculty development activities that will increase individual growth.
• Assess relevance of identified activities to the mission, role, scope and selected goals of the College of Nursing.
• Assess feasibility of engaging in the identified activities.
• In-state faculty development (less than $500—which includes conference fee, travel, meals and lodging).
• Faculty/committee meetings or teaching obligations that require travel.
• Dean's travel.
• Faculty development travel paid by a leadership team member's discretionary funds.
• Faculty travel requested by the Administration.
• Formal education (e.g. masters or doctoral courses).
• Funding by grants, research incentive funds, or Scholarly Excellence Funds, Dissemination Award from SDSU.
• Annual review of progress toward short- and long-term goals.
• The supervisor discusses short- and long-term goals with the individual at the annual review and facilitates goal achievement throughout the year.
• Administrators and the faculty organization (e.g., committees and specialty groups) disseminate information that will facilitate development of the individual faculty member.
• A leadership team member may allocate portions of discretionary funds for development activities of an individual faculty member.
• The Dean distributes other funding when available through other sources (such as the SDSU Foundation).

II. Faculty development of the collective faculty.

• Participating in the annual identification of collective faculty development needs (e.g., surveys from the welfare and development subcommittee).
• Disseminating information from individual development activities (e.g. conferences and workshops).
• Sharing skills and areas of expertise with other faculty (e.g. conducting workshops, providing consultations).
• The welfare and development subcommittee is responsible for annual assessment of collective faculty development needs.
• The welfare and development subcommittee analyzes data from the needs assessment and presents findings to steering committee with recommendations for implementation.
• The steering committee acts upon recommendations of the welfare and development subcommittee to implement faculty development activities.
• The welfare and development subcommittee reviews applications for professional development funding and makes recommendations to the Dean.
• Any committee or group from the faculty organization can recommend, initiate and implement faculty development activities.
• The welfare and development subcommittee serves as a resource for those implementing faculty development activities (e.g., guidelines for workshop planning and evaluation).

III. Faculty development responsibilities of the welfare and development subcommittee

• The welfare and development subcommittee will review application submissions for faculty development funding during each monthly meeting throughout the academic year. Applications must be submitted prior to the first day of a given month in order to be reviewed during that respective month's meeting. No application submissions will be reviewed between the dates of May 1 and September 1.
• Category I: Individual presentation of research or scholarly activity and faculty development
• Category II: Individual attendance for faculty development
• Category III: Collective faculty for faculty development (event will be for a group of CON faculty members)
• Faculty Development funding requests can be made by individuals or committees/teaching teams and can only be requested for the CURRENT fiscal year (July 1- June 30). A faculty member may receive faculty development funding only once within a fiscal year (July 1 - June 30).
• The Faculty Development Funding Application is to be used for requests for funding from the Faculty Development Fund. Incomplete or illegible applications or failure to follow the procedure will result in the return of the application without a review by the welfare and development subcommittee. NOTE: Faculty need to complete the College of Nursing Conference Attendance Request Form with their intent to seek faculty development funding and receive supervisor approval FIRST before submitting the faculty development funding application.
• The welfare and development subcommittee will review the applications during each monthly meeting. Following the meeting, a subcommittee member will then share the subcommittee's recommendations with the dean.
• If a faculty member learns that an abstract for podium/poster presentation has not been accepted for a conference that they have received funding to attend (Category I), the faculty member must inform the welfare and development subcommittee to determine if they remain eligible for funding.
• By May 1, funds that have not been allocated or funds that the faculty member was unable to use will be returned to the Dean of the College of Nursing. Funds may not be used to enhance previously awarded requests. Funds awarded may only be used for the approved request.
• The welfare and development subcommittee will assist individual/collective faculty in dissemination of professional development activities.

Faculty Development Policy Rationale

Associated Links:

• South Dakota Board of Regents Time and Leave Policy
• South Dakota Board of Regents Employee Travel Policy 5.12
• South Dakota Bureau of Human Resources (BHR) Training (opportunities for employees)
• South Dakota State University Scholarly Excellence Funding
• SDSU Center fro Professional Enrichment and Teaching Excellence
• South Dakota State University Instructional Design Services (IDS), available via the SDSU Intranet (login required)
• South Dakota State University Faculty Handbook: Section 8, Professional Development Plan
• South Dakota State University Faculty Handbook: Section 13: Sabbatical, Career Redirection, and Career Redirection Leaves
• College of Nursing Standards for Quality and Excellence in Faculty Role Policy #57345

*Requires Inside State Password Formerly Policy- #F6220 Reviewed by the Bylaws and Handbook Committee: December 2016; March 2019; May 2023 University links updated: July 2016, February 2024

4B-4. Faculty Workload (Course Designation Values), Policy #F6181

Description:  Workload is assigned with variations for undergraduate, graduate and health science courses based on Course Designation Values *. Workload assignment policy is applied according to the SD Board of Regents and SDSU Faculty Handbook.

• The South Dakota State University Faculty Handbook * summarizes Faculty Workload Policy as well as explaining calculation of Course Designation Values in detail.

*Requires InsideState password. Reviewed by the Bylaws and Handbook Committee: 2/2015; 11/23/2020; 2/2024 University links updated 2/15/2016; 2/2016; 1/17/18;

4B-5. Behavioral Intervention (BIT), Guideline

Purpose: To inform faculty and staff of the reference guide for behavioral intervention for students.

Faculty and staff are in excellent positions to recognize students who are in distress. However, it is important to have the right information about how to both identify students in distress and to make referrals to Counseling Services or other crisis support services. This reference guide has information on how to make a referral, what your role should/might look like, and can be used with the warning sign information also provided.

Associated links:

• South Dakota State University Faculty and Staff Behavioral Intervention (BIT) Guide *

*Requires InsideState Password

Reviewed by the Bylaws and Handbook Committee: 4/2018; 11/2019; 10/2022; 2/2024

4B-6. Liability and Malpractice Insurance

Description: The College of Nursing adheres to the South Dakota Board of Regents policy regarding malpractice insurance coverage provided by the State of South Dakota. The Public Entity Pool for Liability (PEPL Fund) was activated on July 1, 1988, to provide tort liability coverage for employees of the state of South Dakota. The State Risk Manager is appointed the PEPL Fund Executive Director.

Associated link:

• Explanation of PEPL Fund

Formerly Policy# F5420 Reviewed by the Bylaws and Handbook Committee: 2/2015, 9/24/2018; 11/2021; 2/2024 University links updated 11/18/2015 mtd

4B-7. Testimony

Description: South Dakota Board of Regents policy that addresses correct procedure for staff if approached to provide testimony or to serve as legal witness.

• South Dakota Board of Regents State Relations Policy Manual 1:12
• South Dakota Board of Regents Conflict of Interest Policy Manual 4:35

Formerly Policy# F5960 Reviewed by the Bylaws and Handbook Committee: 2/2015, 09/24/2018; 2/2024 University links updated 11/10/2015 mtd

4B-8. University Faculty Handbook

See * South Dakota State University Faculty Handbook.

4C. Faculty Support

4c-1. new faculty mentorship program.

Description: The new faculty program is designed to facilitate role transition, to support excellence in teaching, to guide growth in scholarship, and to provide a formal means of support for new faculty members in the College of Nursing.

Guidelines : Associate and Assistant Deans pair each new faculty members with an experienced faculty mentor (or co-mentor) appropriate to their role.

Mentor Roles

• Welcome and support the new faculty member.
• Communicate on a regular basis to facilitate new faculty transition to the teaching, scholarship, and service roles.
• Identify needs and provide information when needed.
• Review relevant SD Board of Regents, SDSU, and College of Nursing programs and policies, especially in the areas of faculty role performance, course and clinical grading, evaluation of students, appropriate interactions/guidance of students, web-based instructional resources, and professional development opportunities.
• Invite and accompany new faculty member to meetings or events within the College, SDSU, professional health care and scholarly communities.
• Orient faculty to library and other campus or site-specific facilities.
• Informally evaluate the mentorship experience twice during the academic year in collaboration with the mentee and request support from Associate and Assistant Deans as needed

Mentee Roles

• Develop goals for role transition to an SDSU College of Nursing faculty position.
• Share role transition goals with mentor and establish an ongoing communication plan for the academic year.
• Communicate with the mentor on a regular basis to facilitate transition to the teaching, scholarship, and service roles and related teams.
• Seek opportunities to participate in meetings or events within the College, SDSU, and the greater professional, health care and scholarly communities.
• Access library and other campus or site-specific facilities.
• Informally evaluate the mentorship experience twice during the academic year in collaboration with the mentor and request support from Associate and Assistant Deans as needed.

Associated link: New faculty orientation guide and checklist *

Revised: 1/2015 Reviewed by Bylaws/Handbook committee: 1/2018; 3/2021 University Links up-dated: 11/2015; 1/2018

4C-2. Research and Scholarship Resources for Faculty

Purpose: Support for research and faculty scholarship is available from the University and the College of Nursing, in the forms of workload release time, research start-up funding, Office of Nursing Research services, and external research mentorship. Faculty members with scholarship/research role expectations are to develop 1, 3, and 6-year professional development plans that align individual goals with SDSU and College of Nursing strategic planning goals.

SDSU Resources

• SDSU Office of Nursing Research  
• College of Nursing Research Resources
• Division of Research and Economic Development

Revised & Approved by Bylaws/Handbook Committee: 3/2019; 4/2022; 3/12024

Approved by Executive Committee: 3/2019 Reviewed: 3/2019

4C-3. Service as a Preceptor for Non-APRN Graduate Students from External Universities, Guideline

Purpose: Provide guidelines for facilitating preceptor requests from graduate nursing students enrolled in non-APRN practicum courses from an external university.

Background: Acting as a preceptor falls under the “service” component of a faculty member’s workload. All requests for serving as a preceptor for students from external universities will be routed to the Master’s Specialization Coordinator for the Nurse Educator program.

Bolded bullet items must be completed as initial steps prior to implementation of the preceptor role.

Role of the Master's Specialization Coordinator for the Nurse Educator Program:

• Assure that the university of enrollment has a current clinical affiliation agreement with the College of Nursing at South Dakota State University. The university of enrollment initiates this agreement.
• Facilitate preceptor requests in a timely manner.
• Confirm SDSU faculty preceptor’s desire to serve as a preceptor during the requested time period.
• Review external university preceptor handbook and/or preceptor contract.
• Ensure the external university (if out-of-state) is authorized to offer the program in SD .
• Confirm there is a faculty member from the external university that is licensed in the state where the experience will occur (must have a SD license or a multistate compact license if applicable).
• Confirm with the SDSU faculty preceptor the state location of any clinical experience the graduate student may attend.
• Confirm if the graduate student is licensed in the state where the clinical experience will occur (the graduate student cannot attend clinical unless licensed in that state).
• Notify SDSU faculty preceptor of any concerns and/or approval of the preceptor request.
• Notify direct supervisor of faculty preceptor regarding his/her service role.
• Ensure SDSU faculty are meeting SDSU student needs prior to considering non-SDSU student requests.
• Communicate with graduate student when request is denied; provides rationale.

Role of the Graduate Student Seeking Preceptor:

• Identify a potential SDSU faculty preceptor; the name should be provided with the initial request.
• Provide a preceptor handbook and/or preceptor agreement from the external university.
• It is the responsibility of the students’ institution to follow the state licensure requirements for classroom and/or clinical experiences.
• Under the advisement of the university of enrollment, contact clinical agency (if applicable): seek permission to attend clinical; ensure clinical agency contract is in place if necessary; ensure all necessary paperwork is completed prior to beginning the preceptorship; and provide SDSU with a copy of the contract for any clinical agencies.
• Provide course syllabus to SDSU faculty preceptor and to Masters Nurse Educator Specialization Coordinator.
• Provide estimation of how many hours are included in the preceptorship and indicate if amount is less than or equal to stated hours in course syllabus.

Role of the SDSU Faculty Preceptor

• Refer student to Master’s Nurse Educator Specialization Coordinator.
• Review the provided course syllabus, preceptor handbook and/or preceptor agreement from the external university.
• Contact clinical agency (if applicable) to ensure student has completed all necessary paperwork to attend clinical (see bullet under graduate student role).
• Sign the preceptor agreement from the external university.

Please note:

• SDSU College of Nursing cannot provide access to all course materials (ATI, Elsevier e-books, etc.). Preceptors should work with the graduate student to provide access to necessary resources or course materials.
• SDSU cannot ensure that graduate students from external universities will have access to the full scope of practice allowed within the clinical setting.
• Direct access is not provided to intellectual property of SDSU such as simulation scenarios.
• If the student is conducting research as a component of the practicum experience, approval is required by the College of Nursing Research Committee and the University Institutional Review Board (IRB). Additionally, the student must complete CITI training as required by SDSU. If SDSU students are included as participants in the research, the following policy must be followed: Students as Research Participants .

Written: 12/7/17 Approved by Bylaws/Handbook Committee: 1/2018; Updated 1/2019; 2/2024 Approved by Executive Committee: 2/2018

4C-4. Support for Doctoral Study

The College of Nursing dedicates up to 1.0 FTE (30 WLU) per academic year (fall, spring, summer) to support completion of terminal degrees to meet the faculty composition and strategic planning needs of the college. All support will be based upon availability of funding and driven by College of Nursing faculty priorities, including research and scholarly productivity, APRN specialization and faculty composition goals. This support is limited to nursing PhD and APRN-focused DNP degrees. Priority will be given to faculty whose terminal degree contributes to the program and strategic enrollment goals for the College of Nursing.

Faculty are encouraged to discuss any plans to enroll in a terminal degree program with their supervisor prior to enrollment. This type of discussion facilitates alignment of college needs with degree choice. Topics for consideration include faculty composition needs, strategic planning needs, and potential for terminal degree adjustment.

To receive this support, candidates must submit a request annually via email to their supervisor and cc the associate dean for academic programs no later than January 1 of the academic year prior to the program enrollment date (for example, January 1, 2025, for the 2025-2026 academic year). The request should include the number of credits and course titles for fall, spring, summer.

All submitted requests will be reviewed by the associate dean for academic programs to ensure time allotted to such requests 1) do not exceed the 1.0 FTE (30 WLU) allocation across the College of Nursing and 2) meet the College of Nursing faculty priorities. These requests will be considered at a March deans and directors’ meeting for final approval. Faculty will be notified of the funding decision no later than March 31.

Support for doctoral study during the academic year

Faculty members applying for doctoral programs are eligible to submit a request, however, support is contingent upon admission and enrollment in coursework. Faculty members who request continuing support for doctoral study must satisfactorily complete all courses and progress toward degree completion according to a plan of study. Faculty will submit an updated plan of study to their supervisor on an annual basis by January 1.

The College of Nursing will make decisions concerning terminal degree adjustment independent of the fact that a faculty may have received doctoral education support. In general, this support will be prioritized for fall and spring semester, however, will be considered for summer semester for employees with 12 month contracts. Consideration is subject to availability of support funds.

Support does not release the faculty member from daily employment responsibilities. In the event a faculty member cannot be available to students and/or colleagues, they need to discuss leave options with their supervisor.

Written: 3/2018 Revised: 7/2021 Approved: 4/2022 Reviewed: 3/2022; 6/2023; 2/2024