What happens when a critical federal agency undergoes drastic workforce cuts that critically impact the work of your association’s members? In the latest edition of C-Suite Conversations, Larry Sloan, CEO, FASAE of the American Industrial Hygiene Association (AIHA), shares how he is navigating unexpected changes at the National Institute for Occupational Safety and Health (NIOSH) and leading AIHA’s advocacy response. Previously, Larry served as CEO at SOCMA, a trade association representing the US specialty chemical industry, and the Adhesive and Sealant Council. He began his career as a chemical engineer at Air Products and later worked for Nalco Chemical in marketing, manufacturing, and sales capacities.
Mary Ellen: Please describe the situation AIHA faces and its impact on members.
Larry: AIHA’s members apply scientific knowledge to protect workers and their communities from occupational and environmental hazards. Our members rely on the research conducted by the NIOSH to do their jobs. Many AIHA members come from NIOSH. AIHA relies on its members from NIOSH as subject-matter experts and thought leaders on its many technical committees and as speakers at its annual conference and webinars throughout the year. The decimation of the agency will have a profound adverse impact on the ability to keep the profession apprised of the latest research.
AIHA had been working with a coalition of allied association partners to successfully advocate for funding for the agencies supporting worker health and safety in the 2025 budget continuing resolution. The Continuing Resolution approved in March ensured funding through September 30th (end of the current fiscal year). Then, on April 1—April Fool’s Day (but it was no joke) — over 90% of NIOSH employees received notices placing them on administrative leave for two months with an imminent termination in employment status on June 2. A second group received the same notice on May 2 with a two-month administrative leave window. Nearly every employee will be terminated on June 2 or July 2, leaving only the Commissioned Health Officers and a few staff in two small program areas (World Trade Center Health Program and the Division of Compensation Analysis and Support, which administers the Energy Employees Occupational Illness Compensation Program Act). The reduction in force affects approximately 1,200 employees, significantly impacting NIOSH’s capacity to continue its work. AIHA, its members, and even Congress were caught off guard by this action.
With our annual conference less than a week away, we are anticipating a decline in attendance as many governmental members will not be able to attend. To assist displaced federal workers, we started a campaign for donations to support members who are unable to attend.
Mary Ellen: What initial actions did you take in response to this unanticipated situation?
Larry: Immediately after hearing the news in early April, we started a grassroots letter-writing campaign in support of restoring NIOSH staff immediately. A former head of OSHA contacted us and volunteered to write his own personal letter to the leadership of the Senate HELP (Health, Education, Labor & Pensions) Committee calling for several key NIOSH programs to be reinstituted. Based on this, we created a second letter-writing campaign in support of restoring funding to six mission-critical NIOSH programs (which include those referenced in the personal letter referenced above). We asked AIHA national members and those of our 60+ local chapters across the country to blanket their elected officials with the letter. We also sent an AIHA organizational letter directly to key members of Congress in the Senate HELP and Senate & House Appropriations Committees focused on labor and health issues.
Since then, we have been complementing these efforts with visits to the Hill to meet with members of the aforementioned committees. We continued to work with our allied partners and added a new partner—an organization representing universities offering programs in worker health and safety. By coordinating our efforts, we have already been able to restore one of the councils that was funded by NIOSH.
Mary Ellen: I realize that at the time we are speaking, it’s only been a month since the situation ensued. What actions have already been effective?
Larry: While advocacy is typically a marathon, not a sprint activity, we are hearing that our efforts are making an impact. The coordination of our efforts with our allied association enabled us to hit the ground running. Our initial “Friends of NIOSH” letter garnered more than 450 organizational sign-ons. The strength of the AIHA name and our strong network built over time have amplified our advocacy work, which has enabled coordination with other coalitions. We are hearing anecdotally that our letter-writing campaigns are reaching leaders on congressional leaders, with even some key Republican members taking note.
Mary Ellen: What leadership skills have you utilized in leading AIHA’s response?
Larry: Outreach to legislators has come naturally to me, given my sales background, and I approach it as I would any sales engagement – you must first invest in relationship-building. My sense is that AIHA and the industrial hygiene profession are not well known to legislators or their staff. I approach every meeting assuming a complete lack of awareness of AIHA and the vocation we represent, why NIOSH is so critically important, and why staffing must be restored immediately. I strive to keep my tone and candor low-key. I have felt it to be important that I be the AIHA representative to attend each meeting and not send any delegates.
Communication skills have been critical in this effort. Our messaging needed to be carefully curated, using simple verbiage and avoiding technical terminology. The goal of each communication has been to share the impact of the situation on American workers and present the business case for how worker health impacts the competitiveness of American companies. We have clearly and carefully delivered these messages and tailored them to different audiences. It is important to be as relatable as possible and communicate in a way that even Congressional interns can understand. I’ve had to be super organized to manage the communications plan. Fortunately, I have an incredible team of support in the office and through our outsourced government affairs contractor to lean on.
Finally, I’ve drawn on my interest in and knowledge of emotional intelligence to read body language during meetings with legislative staff, allowing me to tailor my messaging to resonate more effectively.
Mary Ellen: What have you learned from this experience thus far?
Larry: In hindsight, I believe we acted swiftly and comprehensively, recognizing we can’t control the situation. Our work has underscored the importance of deploying across multiple channels, not just relying on members’ letters, and working with coalitions of other nonprofits, universities, and related stakeholders to leverage our own efforts.
Members appear to be pleased with our response and have provided supportive feedback that commends AIHA’s leadership in this fight.
Mary Ellen: What advice would you share with other CEOs facing similar situations?
Larry: STEM societies will be hard hit by the Administration’s initiatives in different ways. I would advise CEOs to be prepared by reviewing all Executive Orders and staying on top of what’s happening in Congress and other news every week. Now is the time to build or strengthen relationships with congressional committees that impact your profession or industry.
Mary Ellen: Thank you, Larry, for taking the time to share your experience.
Mary Ellen Brennan is a Career & Executive Coach and HR Consultant with many years experience in associations. She empowers professionals to find their dream job.
As a dedicated Career & Executive Coach and HR Consultant, Mary is passionate about helping both people and organizations unlock their potential and achieve their goals. With a focus on associations, she specializes in guiding professionals through job search strategies, career planning, and leadership development. She thrives on partnering with organizations to help them attract, develop, and retain top talent while creating high-performing teams. Whether it's offering strategic HR consulting or executive coaching, her goal is always the same: to drive growth, enhance performance, and deliver tangible results.
Her approach blends practical, actionable strategies with a people-first mindset, ensuring that both individuals and organizations achieve lasting success. Whether you're an individual seeking career guidance or an organization looking to build a strong, effective team, she's there to support you on your journey.
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