1

1

4

5

6

7

8

9

10

11

12

13

ISSUE 8 OCTOBER 2004 

NEWS2USE

OFFICE OF RESEARCH SERVICES

NIH PERIMETER SECURITY SYSTEM:

IMPLEMENTATION PLANS

2004 SECURITY GUARD SURVEY RESULTS

RESEARCH FACILITIES LAUNCHES NEW WEBSITE

NIH TRANSHARE PROGRAM: OVER 5,000

PARTICIPANTS SERVED

OVERVIEW: DIVISION OF TRAVEL AND

TRANSPORTATION SERVICES

NIH VANPOOL OPERATORS: LOOKING FOR

PASSENGERS

EPA AWARD FOR THE NIH: GREAT WORKPLACE

FOR COMMUTERS

SAFETY REMINDER:TURN SIGNALS

BOOKS TOPICS FOR TODAYS VISIONARIES:

MANAGEMENT, LEADERSHIP AND CAREERS

CHILDREN’S MESSAGES OF HEALTHY EATING

PICK ME UP:

RECENT ITEMS IN LOST AND FOUND

CENTER FOR CAREER

RESOURCES MANAGER RETIRES

50’S A CROWD: KEEPING PUBLIC

ASSEMBLY EVENTS SAFE

NIH PERIMETER SECURITY SYSTEM:

IMPLEMENTATION PLANS

The NIH Perimeter Security System (PSS), which

includes the perimeter fence, is scheduled for 

activation in January 2005. In the coming months,

ORS Security and Emergency Response (SER) 

will execute a communications initiative including

campus-wide e-mail, announcements, presentations,

information booths, and other means of communication

in an effort to share the operations and protocols of

the PSS with the entire NIH community.

With the endorsement of NIH senior 

management, the NIH Community Advisory Board 

for Security (CABS) has been instrumental in the

development and review of the PSS protocols for

employees, patients and visitors. Established by the

NIH Director, the CABS provides input, advice and

counsel on behalf of the NIH community regarding

the implemention of the NIH Security Program.

SER has launched a website

(http://ser.ors.od.nih.gov/index.htm) that will act as a

comprehensive resource for information concerning

the Perimeter Security System and its implementation.

The communications initiative is scheduled to begin

later this month and will continue through January.

INFORMATION

Division of Physical 

Security Management

301-402-7788 

2

3
3 2

NEWS2USE

2004 SECURITY GUARD

SURVEY RESULTS

The ORS conducted the 2004 NIH

Security Guard Survey to evaluate

the new guard services contractor

that began in March 2003 under a

performance-based contract.The

purpose of the survey was to assess

employee perception and to solicit

opinions of what is going well and

what still needs improvement with

guard services at the NIH. The

Office of Quality Management

worked with the program manager

of the NIH Security Guard contract

to develop and administer the survey.

SURVEY ADMINISTRATION

The web survey was designed by 

the ORS Information Technology

Branch to ensure the broadest

access.There was an initial e-mail

notification to 26,731 individuals,

followed up by two reminders. Data

was collected in May and June, 2004.

RESPONDENTS 

About one-third of the NIH 

community in the DC area – 9025

to be exact – responded to this survey.

Two-thirds of the respondents work

on campus, one-third off-campus.

Slightly over half commute by car.

SUMMARY OF RESULTS

Analysis of the results shows that

perceptions of security guard services

have improved in every category

since a year ago. Professionalism and

helpfulness in answering questions

were the areas with the most significant improvement.The least changed

security aspect was scrutiny of

badges.

More than 3500 respondents

provided specific comments on two

requested topics: what is being done

well, and what needs improvement.

The content of these comments was

analyzed and will be considered as

the NIH makes improvements and

changes.

MEASURED BEHAVIORS

Survey categories included ease of

entering campus during different

levels of national security alerts

(Code Yellow, Code Orange) and guards’

engagement in security-related duties.

NEXT STEPS

The ORS plans to communicate 

the survey results with important

stakeholder groups within and

beyond our community. Of course,

the management and guards will be

informed in detail.

Based on comments received,

more scrutiny will be given to 

specific locations at the NIH.

Regular communication via global

e-mail to the NIH community will

update correct procedures for I.D.

checks.The ORS will continue to

emphasize the need for continued

improvement and assess the effectiveness of current security policies.

INFORMATION

Antonio Rodriguez

Office of Quality Management

301-402-3440 

RESEARCH FACILITIES

LAUNCHES NEW WEBSITE:

PART OF A COMPLETE

COMMUNICATIONS PLAN

In early September, the Office of

Research Facilities (ORF) launched

its first internet site.The website

allows Research Facilities to disseminate essential information about the

facilities program to NIH, the public

and other Federal entities.A limitedaccess internal website was also

launched several months ago as a

single source of information for

employees to complete their work

effectively. Together, these sites provide the framework for a comprehensive communications program.

The ORF was formed in 

April 2003 when real estate and

property management functions

were separated from ORS as part of

an organizational restructuring

aimed at improving the way facilities’

work is managed and performed at

the NIH.

The new website,

http://orf.od.nih.gov, establishes a

corporate identity for the relatively

new office and makes it easier for IC

customers, stakeholders and the 

public to locate information on a

broad range of facilities’ issues. Quick

links at the top of the page take

users directly to contact information,

the Central Call-In Desk for

requesting maintenance, and the

ORF phone directory. In addition,

a service-based navigation bar always

remains on the left, and the site has 

a Google-powered search tool.

Headings in the navigation bar 

allow users to find information on:

■ Acquisitions

■ Construction

■ Environment

■ Planning and Space

■ Policies and Guidelines

■ Project Resources

■ Property Management
ISSUE 8 OCTOBER 2004 

The Research Facilities homepage uses a question and answer 

format to provide links to the Office

of the Director and six functional

divisions.The page is also a source

for often-requested information on

Research Facilities and the NIH

facilities program.

WHAT ELSE IS ON THE WEBSITE?

Visitors to the website will find a

wealth of current information. A

sampling:

● Guidance on the ORF/DHHS

policy on appropriate use of funds.

● A detailed description of how we

define and calculate square feet.

● Documents such as the NIH

Master Plan and the Waste Disposal

Guide.

● Links to NIH and ORF facilities’

policies and standards.

● Names, building assignments and

contact information for Facility

Managers and Real Estate

Specialists.

● Information on the NIH

Mercury-Free Buildings Campaign.

● A form for submitting or monitoring status of maintenance requests

online to the Central Call-In Desk

(CCID).

● A way to check on scheduled utility shutdowns.

WHAT’S NEXT?

Looking ahead, Research Facilities

plans to expand the services and

information covered to create a more

robust website,and will enhance the

communications program with more

tools and information for IC customers. Efforts currently underway

include the following:

÷ Implementation of a Content

Management System that will make

it easier to keep information on

both websites continually updated.

÷ Addition of several tools and

resources both web-based and in

hard copy such as a commissioning

checklist and a facilities handbook

that will make projects of every size

go more smoothly for project managers and customers.

÷ Publication of updated occupancy

guides for existing buildings and the

development of guides for buildings

just coming on line.

÷ Development of online survey

instruments to provide customers

another way to communicate with

Research Facilities and, in turn, help

ORF better understand and respond

to customer needs.

÷ Creation of a Lessons Learned

database to make it easier for

Research Facilities employees to

share on-the-job experiences that

may benefit others.

BACKGROUND

The NIH created the Office of

Research Facilities Development 

and Operation (ORF) to provide a

single point of accountability in the

facilities program, to streamline

information flow, and to facilitate

decision-making. The ORF combines the functions of several former

organizations under the leadership of

Leonard Taylor, formerly Deputy

Director of ORS and now Acting

Director of Research Facilities.

From the standpoint of the

customer, facility needs continue to

be met in much the same way they

were prior to the organizational

change.The following contact information for ORF Division Directors

may be helpful, or you can find a

more comprehensive directory on

the website at http://orf.od.nih.gov.

KEY ORF CONTACTS 

Division/Office Director Phone FAX 

ORF Office of the Director Leonard Taylor 594-0999 496-7172 

Facilities Planning (DFP) Stella Serras-Fiotes 496-5037 402-0017 

Policy & Program Assessment (DPPA) Farhad Memarzadeh 435-8746 402-7619 

Capital Project Management (DCPM) Anna Franz 496-3193 402-4815 

Property Management (DPM) Juanita Mildenberg 496-6186 402-0401 

Real Property Acquisition Services (DRPAS) Melissa Richardson 402-0878 402-0331 

Environmental Protection (DEP) Kenny Floyd 496-3537 480-8056 
5

NEWS2USE

4

NIH TRANSHARE

PROGRAM: OVER 5,000

PARTICIPANTS SERVED

Our Transhare Program is pleased 

to announce that it has surpassed

5,000 participants.This program

started at NIH on October 1, 1992,

as a one-year pilot open to 2,000

participants who were willing to use

public transportation to commute to

the NIH campus. Funding at that

time provided employees a subsidy

of up to $21.00 per month, now

currently up to $100 per month.

Since 1992, the program has

been expanded extensively to

include a wider variety of alternative

transportation modes such as vanpools, Metrorail, MARC trains and

public buses.

Employees located in off-campus

facilities in Montgomery County

became eligible for Transhare 

subsidies in 1994. In 1998, Congress

approved adding Intramural

Research Training Award employees,

Fellows,Volunteers and Trainees to

the list of eligible employees.

On April 21, 2000, the

President signed an Executive 

Order requiring Federal agencies

within the National Capital Region

to provide commuting subsidies to

all qualified Federal employees, and

removed the participation ceiling.

A Department of

Transportation survey conducted by

NIH in 2000 revealed that NIH

Transhare participants on a daily

basis saved over 57,400 vehicle

miles. At today’s Transhare level’s,

this would translate to a savings of

over 100,000 vehicle miles daily.

Employees participating in

Transhare may be required to participate in random audits to verify

commuting costs.A small number of

employees are chosen each month

for an audit. If selected, employees

should calculate their commuting

costs using the correct procedure as

described in the following example:

■ Employee #1’s total round trip

cost from the Bethesda Metro

Station to the Medical Center

Metro Station is $2.70 based on the

regular fare for Metro.The total

number of days that Employee #1

will be commuting to and from the

Medical Center Metro Station in

July is 20. Employee #1 multiplies

the round trip cost by the total

number of days that he/she will be

working in July. Employee #1’s

Transhare subsidy for the month of

July is $54.00. This is the correct

way to calculate transportation cost.

The following is an example of an

incorrect calculation:

■ Employee #2’s public transportation (Metrorail) cost for the month

of July is $54.00. He/She also

includes $25.00 in parking expenses,

$17.00 in commuting cost associated

with two meetings that he/she

attended in Washington, DC, and

$5.40 in round trip travel expenses

to have lunch in Bethesda. Employee

#2 declares that his/her Transhare

subsidy for the month of July is

$101.40.This employee collects

$100.00 in Metrocheks on July 1,

the maximum subsidy allowed by

law. On July 25, this employee gave

a $20.00 Metrochek to a friend

because he/she decides to ride to

work with a neighbor during the

last week of July.

The correct amount this

employee is eligible to receive is

$54.00, the Metrorail expense for

the month of July.

GOVERNMENT TRANSPORTATION

SUBSIDIES DO NOT INCLUDE:

• commuting costs associated with

work related meetings

• commuting costs associated with

personal travel

• parking expenses

IT IS A VIOLATION OF THE LAW 

TO SELL OR TO GIVE AWAY YOUR

METROCHEKS.

If you need assistance in calculating your monthly transportation

cost, the NIH Transhare Program

Policies and Procedures document

includes a “Monthly Public

Transportation Calculator.”This

document can be accessed through

the Division of Travel and

Transportation Services’ website at

http://dtts.ors.od.nih.gov.

INFORMATION

Division of Travel and 

Transportation Ser vices

http://dtts.ors.od.nih.gov 

301-402-7433

DIVISION OF TRAVEL AND

TRANSPORTATION

SERVICES:AN OVERVIEW

The Division of Travel and

Transportation Services (DTTS)

provides all levels of NIH employees, patients, visitors and contractors

with various reliable, safe, and

dependable parking, transportation,

and travel programs that facilitate

travel and transportation requirements to and throughout the NIH

campus and local leased facilities.A

full list of DTTS services coupled

with links to important information

is available at: http://dtts.ors.od.nih.

gov/index.htm.

Site highlights include:

÷ Tips on how to manage restricted

travel budgets by utilizing the most

cost effective options (i.e., GSA City

Pair Fares, alterative airports, use of

e-tickets to avoid paper ticket fees)

÷ Alternative commuter options

(i.e.,Transhare, car and vanpools,

bicycle, pedestrian options and

telecommuting) 

÷ Live updates on traffic or 

construction activities affecting 

shuttle and parking services 
7

DTTS is dedicated to providing excellent customer support

while also enforcing all relevant

transportation and travel regulations

and policies.The DTTS understands

the importance of prompt dissemination of information, whether it be

related to traffic congestion, road

closures, changes to shuttle schedules, or other transportation related

updates.

With that in mind, DTTS created a listserv for those who are

interested in the most current and

relevant NIH transportation information. Messages come in participants’ e-mail. Join the list by visiting

http://list.nih.gov. Once there, select

“Browse,” type the word “Travel,”

and select the option “NIH_Travel_L.”

Then select “Join” and enter your

name and e-mail address. Encourage

others to do the same if you find the

information useful.

INFORMATION

Division of Travel and 

Transportation Ser vices

301-402-8981

EPA NAMES NIH ONE OF

WASHINGTON REGION’S

BEST WORKPLACES FOR

COMMUTERS

The ORS is pleased to announce

that on October 14, 2004 the NIH

will be named as one of the “Greater

Washington Region’s Best

Workplaces for Commuters” by the

Environmental Protection Agency

(EPA).The EPA acknowledged our

efforts to reduce congestion and air

pollution by providing outstanding

commuter benefits to employees.

In the past, the NIH has also

received several commuter awards

from the Washington Metropolitan

Area Transit Authority including:

“Outstanding Participation and

Support in the Federal Transit

Benefit Program”,“Golden M

Award for Metrochek Leadership,”

and the “Outstanding Service

Award.”

The NIH implemented the

Employee Transportation Services

Office (ETSO) back in 1992 to 

assist employees with transportation

options and opportunities.A full

range of initiatives included

Transhare, Ridefinders Network,

alternate modes of transportation,

and coordination with other regional

employers to address transportation

issues. Since that time, the ETSO has

expanded its range of programs and

improved service to the NIH community.

Transhare, with over 5,000 

participants [see separate article on

Transhare in this issue], has been the

single most effective tool in promoting and expanding the use of public

transportation, carpools and vanpools.

The maximum monthly subsidy for

participants allowed by law is $100.00

at present.

We are proud of Transhare,

but we have many other programs

that benefit public transportation

commuters as well as the community.

There are partnerships with the

North Bethesda Transportation

Management District, Metropolitan

Washington Council of Governments,

Commuter Connections, and others

to address transportation and parking

issues.The NIH honors agreements

with local and Federal planning

agencies about transportation management and clean air initiatives.

The ETSO answers thousands

of transportation inquiries annually.

They assist employees, guests,

patients and visitors to the NIH

campus.They established abundant

carpool spaces in preferred parking

ISSUE 8 OCTOBER 2004 

6

NIH VANPOOL OPERATORS: LOOKING FOR PASSENGERS

If you have considered joining an NIH vanpool, contact any of the vanpool operators listed below for information.

Vanpool participants are eligible to receive up to $100.00 a month in Transhare benefits. For more information, go

to http://dtts.ors.od.nih.gov.

To NIH From Vanpool Operator Phone E-mail 

Frederick, MD John Barnhart 301-496-2346 barnharj@mail.nih.gov 

Glen Arden & New Carrolton Metro Station Robert Hunter 301-435-6766 hunterr@mail.nih.gov 

Frederick, MD William Monath 301-496-5083 monathw@mail.nih.gov 

Frederick, MD George Smith 301-496-5862 smitgeo@mail.nih.gov 

Oxen Hill, MD Ennis Wilson 301-435-4363 wilsone@mail.nih.gov

Frederick, MD Michael Shaw 301-496-0668 shawm@ors.od.nih.go
9

8

NEWS2USE

lots located in close proximity to

buildings. Registered vanpools may

obtain reserved spaces in the lot of

their choice. Carpool and vanpool

participants can get Transhare benefits.

For bicyclists and employees

who walk to work, there are shower

and locker facilities in nine campus

buildings and four off-campus locations. Bicycle racks and lockers

accommodate 600 bicycles.The

NIH Bicycle Club helps provide

information on local bicycle routes

and walking paths leading to campus.

Also, our pedestrian friendly campus

has well lit pathways for walking

commuters.

About a year ago, to streamline

the administration and management

of so many parking and transportation programs, the NIH Parking

Office began using a new Parking and

Transhare (PARTS) software system.

Thanks to PARTS and the

parking office staff who uses it every

day, the NIH’s 25,000 customers are

served 50 to 75 percent faster.There

isn’t much of a wait anymore at the

parking office.The Parking Office

staff scans a customers NIH badge

with a barcode scanner, and PARTS

immediately looks up that person’s

record in the NIH Enterprise

Directory. By using a complex but

customized set of rules, PARTS also

indicates to the clerk the products

and the services the customer may

already have.This is important

because certain parking and

Transhare benefits are mutually

exclusive.The design and implementation of the custom “business rule

engine” in PARTS is an important

innovation, given current parking

and security restrictions here on

campus.As parking and Transhare

situations change, rules and regulations can be easily added, changed or

removed from PARTS.

The NIH is proud of its record

in transportation, traffic and parking

efforts, and is committed to continuing to provide commuter benefits

and programs designed to reduce

traffic congestion, improve employee

worklife, and minimize the environmental impacts associated with single

occupant vehicles.

INFORMATION

Division of Travel and 

Transportation Ser vices

301-402-RIDE

SAFETY REMINDER:

VEHICLE TURN SIGNALS

It’s another Monday morning and

you’re driving your car to work.You

are almost there. Just one more turn

to complete the journey.As you

make a left turn, a car hits your passenger side, causing severe damage.

Fortunately, no one is hurt, but they

could have been.

So what went wrong? In this

case, the damage to property and the

chance of injuries could have been

avoided by simply using a turn signal.A turn signal (also called a directional signal) allows other drivers

and pedestrians to know your plans.

In addition to the possibility of an

accident caused by lack of a turn

signal, there could be other repercussions like a traffic ticket.A ticket

issued on the NIH campus has a

$75.00 fine and/or one point on

your driver’s license.

More importantly, there is no

price for safety for you, your family

and others around you. Please

remember to drive safely.

INFORMATION

William Dougherty

Division of Police

301-496-3020

BOOK TOPICS FOR TODAY’S

VISIONARIES:

MANAGEMENT, LEADERSHIP AND

CAREERS

On the premise that administrative

staff need information as much as

researchers do for optimal work performance, the NIH Library provides

a collection of books on management, human resources and leadership. Here are a few of the recent

additions to this collection:

What’s the Big Idea?: Creating

and Capitalizing on the Best

Management Thinking by Thomas H.

Davenport. Boston: Harvard Business

School Press, 2003.Call Number:

HD53 .D38 2003 

Reviewer D.W. Huffmire

writes in Choice magazine that the

authors “discuss how to evaluate and

select the right business ideas to fit

each organization and improve its

performance.” Examples are given 

of companies in the same industry

comparing success or failure based

on implementation of good ideas.

Content includes a select survey of

business ideas, where management

ideas come from, and how to sell

ideas to your organization.

Leadership That Matters: the

Critical Factors for Making a Difference

in People’s Lives and Organizations’

Success by Marshall Sashkin and

Molly G. Sashkin. San Francisco:

Berrett-Koehler, 2003. Call

Number: HD57.7 .S27 2003 

Thirteen well-documented but

concise chapters cover leadership

behavior and leadership characteristics. Readers get an overview of the

360-degree leadership assessment

(the Leadership Profile) and a historical overview of leadership literature.

Reviewer M.J. Safferstone tells us

that the authors “document key

behavioral attributes associated with

visionary leadership, and examine

the significance that the situation—

the organizational context—plays in

the lives of leaders.”
ISSUE 8 OCTOBER 2004 

10

11

12

Competing Devotions: Career and

Family among Women Executives by

Mary Blair-Loy. Cambridge, MA:

Harvard University Press, 2003. Call

Number: HD4904.25 .B57 2003

“Sociology, rather than 

management, is the underlying 

perspective” in this book, according

to reviewer F. Reitman. It is a work

that contributes to the body of literature on work-family issues, covering the topic of men’s and women’s

differing views of a work versus a

family schema. Chapter 5—Turning

Points—voices career women’s

choices while the chapter titled

Implications presents a discussion on

organizational “family-friendly”

policies.

To place a hold on a book in

the NIH Library collection that is

currently checked out, or to have a

book delivered to you via campus

mail (for NIH staff working outside

of the Clinical Center), click on the

Request button located

on the right side of the

online catalog record.

For more information, call the

Reference & Information Services

Desk at 301-496-1080; click on the

AskUs Live! link located on the

upper-left of the website http://nihlibrar y.nih.gov/ or e-mail

nihlibrar y@nih.gov.

INFORMATION

Cindy Clark

NIH Library 

301-496-2186

CHILDREN’S MESSAGES OF

HEALTHY EATING

Have you seen the lively artwork in

the NIH Cafeteria display cases? You

can thank the children of the Parents

of Preschoolers Program (POPI), an

NIH sponsored child care program

on campus, for creating and contributing their work.

These delicious masterpieces

depict children’s favorite foods.

While the children learn the value

of good choices, adults are also

pleasantly reminded of the importance of making healthy choices that

will lead to living healthier lives.

We will continue to impart

good food messages to our young

NIHers, in part by showcasing their

artistic talents on a regular basis in

the cafeteria.

INFORMATION

Mary Ellen Savarese

Division of Employee Ser vices

301-402-8180

PICK ME UP:

RECENT ITEMS IN 

LOST AND FOUND 

Purse

Money

Checkbook

Reading glasses

Pagers

Cell phone

Necklace

Pocket PC

Wallet

Driver’s licenses

Keys

INFORMATION

Division of Police 

Building 31C

301-496-2387

CENTER FOR CAREER

RESOURCES MANAGER

RETIRES

Ronald W. Poole, Program Manager

for the ORS Center for Career

Resources and Manager of the NIH

Apprenticeship Program, retired

September 3. Mr. Poole came to the

NIH in 1976 as an HVACR

Mechanic. In subsequent years under

the Office of Quality Development

(OQD), he took a leadership role in

implementing “Quality Circles.”

These tools were developed in the

1970s to empower employees to

solve problems associated with

workplace safety, health and producing quality goods and services.

Mentored by Arturo Giron,

then Manager of the Office of

Quality Development, Ron made a

career transition from the trades to

training and career counseling. His

work in providing training opportunities and improving the NIH

Apprenticeship Program in the

Division of Engineering Services, as

well as his role as a member of the

Division of Support Services

Employee Retraining Team led to

his placement as Program Manager

of the Center for Career Resources.

“What has really made this a

great trip for me are the people,”

Ron explained.“It’s been less about

being in a management position and

more about having opportunities to

serve some really great people.” He

added,“I have learned so much from

others - about life, and work, and

about leadership.And I’ve been able

to work for some great leaders, people

like Arturo Giron, Jan Maltbie, Rich

Southers, Leonard Taylor and Steve

Ficca.”

Ron’s belief in “hands-off ”

support of people, as well as his

interest in growing them to their full

potential, exemplifies his leadership

qualities.

“Within three months of 

coming to work as his assistant and

to do training,” says Nancy Ludewig,

“Ron helped me map out a development plan, told me to don a hard

hat, and scheduled me to accompany

20 trades employees as they made

their work rounds. Besides this being

a great way for me to get to know

our customers, it was also a way for

me to experience their work environment first hand and at the same

time learn their training needs.”
13

8 ISSUE OCTOBER 2004 OFFICE OF RESEARCH SERVICES

WE WANT TO HEAR FROM YOU! The Office of Research Services encourages you to submit 

questions, comments and suggestions about the services we provide to the NIH community. Someone from 

the ORS staff will respond to each question. Just e-mail, phone or fax your comments and questions to the

appropriate location listed below.

For questions or comments about ORS services,

contact the ORS Information Line:

E-mail: ORSInfo@mail.nih.gov

Phone: 301-594-6677 

Fax: 301-402-2204 

Website: http://www.nih.gov/od/ors/security/index.htm

For questions or comments about articles in the

News2Use or to suggest future story ideas:

E-mail: ORSNews2Use@mail.nih.gov

NEWS2USE

News2Use is published on recycled paper by the 

OFFICE OF RESEARCH SERVICES

NATIONAL INSTITUTES OF HEALTH

DEPARTMENT OF HEALTH AND HUMAN SERVICES

EDITOR Bradley Moss

WRITER Ann Cochran

ORS ACTING DIRECTOR Shirl A. Eller 

LAYOUT DESIGN Medical Arts and Printing Services

INTERNET ADDRESS www.ors.od.nih.gov

Rich Southers, Director, OAM/ORS, remembers in particular Ron’s overall management of the

NIH Apprenticeship Program.“The feedback we have

received from the Department of Labor is that the

NIH has one of the best, most well-managed programs in the Federal Government, and there are a

number of individuals at the NIH who owe their success in the program and their current position of

employment to the efforts that Ron put forward into

making this a quality program.”

Mr. Southers also recalls how Ron took his

understanding of ORS and developed and adapted a

program, not just of training, but also of career development, career resources, and transition management

and planning that really benefited the ORS, and now

the Office of Research Facilities. “He had a vision of

how these different programs could truly support the

work done here, which of course in the long run

benefits all of NIH. Ron knew what was needed,

and then got it done.The legacy that Ron created

will not be forgotten.”

INFORMATION

Nancy Ludewig

Center for Career Resources

301-402-1082

50’S A CROWD:

KEEPING PUBLIC

ASSEMBLY EVENTS SAFE

A Public Assembly Event is defined by the National

Fire Codes as a gathering of 50 or more people for

almost any purpose including lectures, sporting

events, entertainment, banquets and worship services.

Public assembly events are typically held in structures

that are classified as Assembly Occupancies; examples

include auditoriums with fixed or loose chair seating,

large conference rooms, exhibition halls, libraries and

cafeterias.

NIH public assembly events are required to

comply with specific life safety requirements.The

Division of the Fire Marshal provides consultations,

pre-event planning, open flame permits, approvals for

interior finishes and decorative materials, fire protection surveys and crowd control.

Recent tragedies involving crowds in nightclubs

and even on apartment building balconies demonstrate the importance of staff emergency preparedness

and assistance in fire survival.

Support the personnel who oversee the various

assembly occupancies in order to avoid the following

problem conditions:

■ Overcrowding

■ Blocked or impaired exits or means of exit access

such as aisles

■ Chained or locked exits

■ Storage of combustible materials in non-approved

locations

■ Improper use or control of smoking materials and

open flames

■ Disregard for the fire characteristics of nonapproved interior finish and decorative materials

The safety of employees and visitors at public

assembly events here is of paramount importance. If

you are responsible for an event, you and your staff

should devise an emergency plan with assistance from

the Division of Emergency Preparedness and

Coordination to help ensure that all are trained in

emergency procedures.

INFORMATION

Division of the Fire Marshal

301-496-1985