# Presentation: 522344

## The NIH EMS

- Terry Leland,
- Division of Environmental Protection,
- Office of Research Facilities, NIH

**Notes:**
Welcome:

I will give some general information about NIH and our organization and activities.  And then I have a few slides at high level of how we are developing EMS and engaging our employees.

## The NIH

- Agency: Department of Health and Human Services
- Mission: NIH is the steward of medical and behavioral research for the Nation.
- 300 acres
- 18,000 employees
- 2,800 foreign scientists
- 75 buildings
- 10 million square feet of offices
- Many smaller sites throughout country
- Community: Well-educated and involved neighbors

**Notes:**
These are some facts about NIH and each of these is significant in that it impacts how NIH does business and therefore how we’ve designed out EMS.

## NIH Organization and Structure

- Twenty-seven different components called Institutes and Centers (ICs).
- NOT a “command and control” type of organization
- De-centralized structure to foster scientific research and creativity

**Notes:**
The NIH is composed of 27 individual institutes each with their own research agenda and most get their funding directly from congress.

Like most organizations with research environments we are decentralized structure necessary to provide the kind of environment to foster research and creativity.

This poses difficulties in developing the EMS, however, we must adapt the EMS to meet our needs and organization and not the other way around.

## NIH Activities

- Laboratories
- Clinical
- Animal Care
- Office
- Facilities
- Research Support

**Notes:**
So at NIH we have a wide variety of activities.  Some that you would intuitively associate with us include our laboratories. Our large clinical center, and our animal care facilities and activities.  But in addition to these we also have a wider variety of activities that support our biomedical mission.

We have a family lodge, a children inn, residences, conference centers child care centers

Operations and maintenance, master planning, design , construction, renovation, and demolition

We have an urban forest, stormwater issues, and habitat and stream revitalization, landscaping

Utilities, cogen boilers, etc.

Commuting, food services, fire and police departments and other support services.  Because of our size many of these are significant.

## 
Link the EMS to the NIH’s mission in health research.
We all contribute to NIH’s impacts
Understand what motivates different types of employees and use that to promote the EMS.
Everyone has a role to play in the EMS!
EMS must fit NIH views, attitudes and culture. 
Focus on results through behavior change. 

- Link the EMS to the NIH’s mission in health research.
- We all contribute to NIH’s impacts
- Understand what motivates different types of employees and use that to promote the EMS.
- Everyone has a role to play in the EMS!
- EMS must fit NIH views, attitudes and culture.
- Focus on results through behavior change.

- Engaging Employees

**Notes:**
This diagram represents overall what we are trying to accomplish with the EMS and getting our lab and all staff involved and engaged.

What we’ve found is that employees are at different stages.  Some are motivated and eager to participate.  Others still need to be made aware.

This is a long term process.

## EMS Phase I

- Formed seven working groups:
- Each addressed a significant aspect
- Comprised of persons throughout the NIH organization
- Focused on research facilities – To be audited June 06
- Initiated outreach and senior management briefings.
- Initiated EMSs at offsite locations:
-  Ft. Detrick, Poolesville, and Baltimore, MD; Rocky Mt. Labs, MT; Research Triangle Park, NC.

## EMS Phase II

- Deploy EMS NIH-wide
- Senior Management Sustainability Team
- Working Groups focused on facilities, laboratories, offices, animal care, and clinical
- Integrate EMS in labs through existing structures as much as possible.
- Audit all off-site NIH campuses by end of 2006

## Guiding Principles

- Get management involved early
- Plan for early small wins
- Keep employees informed
- Integrate the EMS into existing structure, objectives, management style
- EMS is NOT something new and apart from what we already do
- Long-term commitment of management, resources, personnel

## Questions?

- Contact Info:	Terry Leland
- 		(301) 451-6474
-  		lelandt@mail.nih.gov
- _[http://orf.od.nih.gov/Environmental+Protection/Environmental/](http://orf.od.nih.gov/Environmental+Protection/Environmental/)_