Executive Secretariat
Mission
The Executive Secretariat (ES), located within the Immediate Office of the Director, supports the NIH Director's and Principal Deputy Director's responsiveness, decision-making, meeting participation, and official records.
Objective
To manage, analyze, and preserve information to and from the NIH Director and Principal Deputy Director and to ensure that correspondence, emails, memoranda, other communications, and documents requiring clearance and approval are delivered efficiently and accurately. Serving as an honest broker in adjudicating differences in organizational perspectives, ES works to maintain integrity, accountability, confidentiality, transparency, and resiliency in all we do. ES ensures assignments from the Department of Health and Human Services are completed and fully vetted in an accurate and timely manner.
Vision
To be recognized as experts by sharing and integrating up-to-date information and using best practices to serve NIH leadership through a network of liaisons in NIH’s Institutes and Centers, and the Office of the Director. We strive to provide outstanding, seamless support to our principals and to connect, guide, teach, inspire, and set innovative standards that will endure.
Values
The following core values represent the fundamental principles that are the basis for our mission, vision, strategies, plans, policies, and actions. We strive to sustain:
- Public Service
- Confidentiality
- Leadership
- Accountability
- Efficiency
- Resourcefulness
- Professionalism
- Innovation
- Collaboration
- Support
Contact Us
You can contact us at the following address, phone number, or fax number:
Executive Secretariat
Office of the Director, National Institutes of Health
Shannon Building (Building 1), Room B1-56
1 Center Drive, MSC 0122
Bethesda, Maryland 20892-0122
Phone: 301-496-1461
Fax: 301-496-8276
To submit suggestions for improvements to the Director’s and Deputy Director’s Document Management System (DDRMS), please send email messages to DDRMSSuggestions@od.nih.gov.
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