NIST Director NIST Director

’s Update s Update

Visiting Committee On Advanced Technology February 2, 2010Dr. Patrick D. GallagherDirector
Overview Overview

 Departing and New VCAT Members NIST update VCAT report topics

 Planning and direction 3-year plan Budget Documentary standards Safety Organization

 Next year...
Departing VCAT Members Departing VCAT Members

Elsa Reichmanis Reichmanis

Term: Feb. 1, 2007 Term: Feb. 1, 2007 

– March 31, 2010 March 31, 2010

Contributions include: Contributions include:• Member of VCAT Nanotechnology Su

Member of VCAT Nanotechnology Su

James Serum

Term: March 5, 2004 Term: March 5, 2004 

– March 4, 2010 March 4, 2010

Contributions include: Contributions include:

• VCAT Chair and Vice Chair VCAT Chair and Vice Chair

• Guidance on Strategic Planning Guidance on Strategic Planning 

–

“Dare to be Great Dare to be Great

”

• Member of VCAT Bioscience/Healthcare Subcommitt

Member of VCAT Bioscience/Healthcare Subcommitt

• Helped establish a strategic planning framework for N

Helped establish a strategic planning framework for N

program expansion in biosciences and health program expansion in biosciences and health• Congressional Testimony Congressional Testimony• Educating and welcoming new VCAT members Educating and welcoming new VCAT members
Darlene J. S. Solomon Darlene J. S. Solomon

Chief Technology OfficerAgilent Technologies

New VCAT Member New VCAT Member

• Joined Agilent Technologies in 1999 when the company was fir

• Former R&D manager for the Chemical and Biological Systems 

• Board member of the National Research Council Review Comm

• National Academies’ Board on Chemical Sciences and Technol• California’s Blue Ribbon Task Force on Nanotechnology• External advisory board for the National Science Foundation Na

• Inducted into the Women in Technology International’s Hall of F

• Numerous patents and publications

w
Direction & Planning: at 100,000 feet

Major drivers:Economic recovery Jobs! Long-term growthEnergy/environmentNational securityHealthcare

Lens:Government rolePolicy approach – Inno

Resources/leverage

(Official White House Photo by Pete Souza) 
....at 50,000 feet

Major drivers: R&D  Innovation & entrepreneurship Job creation Tech transfer Promoting new technologies IP Trade promotion Manufacturing Workforce/education Energy Environment Healthcare Cybersecurity etc.

Lens: Department/Agen Legislative author Aligning major pro Interagency coord External partnersh Resources
....at 15,000 feet

Drivers ARRA  Manufacturing Facilities and equipment Staffing Promoting new technologies Tech transfer Partnerships: Clusters, RICs Standards Cybersecurity Energy & energy efficiency Smart Grid Climate measurements Health IT Advanced technology Resilient structures – disasters Forensic science Electronic voting EducationEtc...

Effective strategic man

essential. It must be roin” to NIST programs. Any effective strategic 

process must support tEffective strategic man

essential. It must be roin” to NIST programs. Any effective strategic 

process must support t
Direction

“To promote U.S. innovation and industrial competitivenes

To promote U.S. innovation and industrial competitivenes

measurement science, standards, and technology in ways 

measurement science, standards, and technology in ways 

economic security and improve our quality of life. economic security and improve our quality of life.”

Unique programmatic span:

 NIST laboratory programs NIST laboratory programs Technology Innovation Program Hollings Manufacturing Extension Partnership Pro Baldrige Baldrige National Quality Program

NIST is the nation NIST is the nation’s innovation agency

s innovation agency
NIST 3-year Programmatic Plan

With the aim of promoting U.S. innovation and industrial competitiveestablished four overarching priorities to guide and align investmenStrengthen and focus NIST’s Laboratories and facilities to ensmeasurement science and standards.

 Improve NIST measurement and standards services Enhance the NIST facilities and equipment that enable cu Promote leadership at the frontiers of science and techno

Focus new NIST activities to address critical national priorities

 Energy  Environment  Healthcare  Information Technology  Manufacturing  Physical Infrastructure 

Promote innovation & competiveness working in partnership wacademia through NIST extramural programs.

 Technology Innovation Program Hollings Manufacturing Extension Partnership Baldrige National Quality Program

Expand collaboration to leverage NIST capabilities and advancregional and national levels.
NIST Three NIST Three-Year Plan Year Plan

NIST Programs

NIST Investment Priorit

Buildings and

Physical 

Infrastructure

Energy Environment Healthca

Advanced Alternative Energies  9 Net-Zero Energy Buildings  9 Greenhouse Gas Measurements and 

Climate Change  

Sustainable Manufacturing 9 9 Biomedical Measurements to Support 

Disease Diagnosis and Treatment 

Nanomaterial Environmental Health 

and Safety  9 

Scalable Cybersecurity for Emerging

Technologies and Threats 

Infrastructure Development and 

Remediation 

Standards for National Priority 

Critical Infrastructures

Smart Grid Interoperability

Health Information Technology

 9



NIST ProgramNIST Program
Changes from last year

Initial efforts (FY09): Clear statement of mission focus What NIST is: 4 programs Priorities (included investment priorities)

This year (FY10):

 Building on FY09 plan Changed internal planning to program plans, not 

 Allows multi-year planning framework Improves information on program focus/goals

 Improving stakeholder input process

The strategic and programmatic planning process at NISdevelopment. I welcome VCAT comments/recommendaimprovements and progress. I especially welcome commprogress towards the goal of effective strategic managem
NIST Budget NIST Budget FY 2008 FY 2008 – FY2011

FY 2008 

Enacted

FY 2009 

Enacted

FY 20

Enact

STRS1 $440.5 $472.0 $515

ITS $154.8 $175.0 $194

Technology Innovation Program 65.2 65.0 6

Hollings Manufacturing Extension Partnership 2 89.6 110.0 12

CRF $160.5 $172.0 $147

NIST Construction & Major Renovations 42.6 29.7 2

Safety, Capacity, Maintenance, and Major Repairs 36.6 68.3 5

Competitive Construction Grants Program 30.0 30.0 2

Congressionally Designated Projects 51.3 44.0 4

Total NIST $755.8 $819.0 $856

1 FY 2011 Includes $69.4 M in initiatives and redirection of FY 2010 Congressionally Designated Projects toward FY 2 FY 2011 Includes $0.4 M in ATBs.3 FY 2011 includes $66.1 M to fund $52.3 M in construction and major renovations (to include $22 M of construction 

Renovation ($37.9 M), General Purpose Laboratories ($14.4 M), and $13.8 M in Safety, Capacity, Maintenance, and in ATBs increases SCMMR to $14.5 M from the FY 2010 enacted level.
FY 2010 STRS Summary FY 2010 STRS Summary

Scientific and Technical Research Services: Focused InNational Priorities (+$34.2 M)

 Towards a Nationwide Healthcare Information Infrastru

Quality, Accessibility, and Cost Containment of Healthc

 Powering Up America: Accelerating an Interoperable S Measurement Standards and Measurement Technolog

Innovation in Healthcare, Clinical Diagnostics and Med

 Greenhouse Gas Emission Measurements (+$7.0 M) Measurement Science for Net Zero Energy, High Perfo

Buildings (+$4.0 M)

 Comprehensive National Cybersecurity (+$5.5 M) Quantum-Based Measurements (+$3.0 M) NIST Center for Neutron Research (NCNR) Reactor O
NIST FY 2011 Budget Request NIST FY 2011 Budget Request

STRS: Investments on National Priorities (+$69.4 M)

 Measurement science research and standards to 

address critical national priorities in energy, environment, manufacturing, cybersecurity, and healthcare

ITS: Revitalizing extramural programs (+14.6 M)

 Hollings Manufacturing Extension Partnership ($4.6 M) Technology Innovation Program ($10 M)

CRF: Strengthen facilities to assure U.S. leadership in measurement science (+66.1 M)

 Boulder Building 1 Renovation ($37.9 M) Gaithersburg General Purpose Laboratories (GPL) Renovation Planning and Design ($14.4 M) Safety, Capacity, Maintenance, and Major Repair ($13.8 M)
FY 2011 STRS Initiative Requests FY 2011 STRS Initiative Requests

Focused Investments on National Priorities (+$69.4 M)Competitive Manufacturing and Construction In a Clean Ene

 Green Manufacturing and Construction Innovations for 21st Century U.S. Manufacturing

Standards and Conformity Assessment for Interoperability in ($10 M)Scalable Cybersecurity for Emerging Technologies and ThreInnovations in Healthcare – Measurement Science and StanManufacturing and Regulatory Approval of Biologic Drugs ($Sustainable Energy Sources and Nanomaterials ($9 M)

 Advanced Solar Technologies – 3rd Generation Photovo Nanomaterial Environmental, Health, and Safety

Disaster Resilient Buildings and Infrastructure ($5 M)Enhancing Science, Technology, Engineering and Math Edu

 NIST NRC Postdoctoral Research Associateships

Strategic and Emerging Research Initiatives ($2 M)
NIST ARRA Update NIST ARRA Update
Standards

Documentary standards have emerged as a maactivity, closely tied to major programs:

 Cybersecurity Smart Grid Health IT

Coordination of federal development and use of standards is also a unique and significant role foprograms play a key role in shaping the related technical programs. Æ Will cover later...
Safety Management

Goal: Manage NIST to achieve zero accidents 

that works at NIST, but also prepare for, and lea

incidents and accidents that do occur.

 Use, assess, and improve the OU hazard 

and management observation programs b

 Continue to improve the safety office to pr

quality safety support to our programs.

 Develop key metrics and improve safety i

sharing across NIST.

 Improve our emergency preparedness.
Safety Management: VCAT comments

Blue Ribbon Commission findings (November 2008)1. Safety is not a core value at NIST.2. Safety is not integrated with the conduct of operat

meaningful way across organizational units.

3. NIST has not benchmarked safety protocols and 

against similar organizations with strong safety cu

4. NIST is plagued by lack of resources for safety.5. The staff is eager, willing, and ready to embrace a 

Improving safety management at NIST is, and must remanagement priority. VCAT recommendations in supobjective are most welcome. For example, a request for a follow up review by exterNIST progress in safety management is appropriate. could be made available to VCAT.Improving safety management at NIST is, and must remanagement priority. VCAT recommendations in supobjective are most welcome. For example, a request for a follow up review by exterNIST progress in safety management is appropriate. could be made available to VCAT.
Organization: one year ago Organization: one year ago

...
View official NI

 official NI
VCAT focus for FY2010

Suggested possibilities:Measurement services: calibrations, laboratory accredita

legal metrology, technical reports/guidance, etc – are a activity for the agency. These programs impact major t

 Energy Healthcare  Safety Defense and homeland security

Innovation and industrial programs: MEP, TIP, and Ba

renewed attention for their role in the innovation strategorganization is being refocused to better coordinate theaddress related functions previously provided by the DO
Discussion Discussion
NIST-related roles in documentary stand

National Technology Transfer and Advancement Act (1995) Compare standards used in scientific investigations, engineering, man

industry, and educational institutions with the standards adopted or rec

government.

 Coordinate the use of private sector standards used by Federal agenci

possible, the use of standards developed by private consensus organiz

 Coordinate Federal, State, and local standards activities and conformit

with private sector standards activities and conformity assessment acti

Office of Management and Budget (OMB) Circular A-119:Through the Secretary of Commerce (Section 13):

 Coordinate and foster executive branch implementation of Circular A-1

provide administrative guidance to assist agencies in implementing Cirguidance on identifying voluntary consensus standards bodies and volstandards.

 Sponsor and support the Interagency Committee on Standards Policy, 

consider agency views and to advise the Secretary and agency heads 

 Report to the Director of OMB about implementation of the policy provi Establish procedures for agencies to use when developing directories 

employees participating in voluntary consensus standards bodies and consensus standards bodies where they participate.

 Issue guidance to agencies to improve coordination on conformity asse
Standards: VCAT focus

Focused on three high-profile standards related 

 Smart Grid Health IT Cybersecurity

Objectives:

 Demonstrate high profile nature of role Illustrate the wide variety in approaches Pull out “common mode” issues in NIST r
Standards for Smart Grid Interoperability Standards for Smart Grid Interoperability 

• Launched the Smart Grip Interoperability Panel on November 19, 2009 at the Grid-Interop Conference and convened first meeting of the Governing Board on December 8-9, 2009.• Solicited nominations for a new Smart Grid Advisory Committee through a Federal Register Notice on January 12, 2010.• Announced the officers for the Smart Grid Interoperability Panel’s Governing Board on January 15, 2010 with John D. McDonald (General Electric) serving as Chair.• Issued the NIST Framework and Roadmap for Smart GriInteroperability Standards, Release 1.0 that provides an instandards, a preliminary cyber security strategy, and elemSmart Grid Framework on January 19, 2010 • Issued the NIST Framework and Roadmap for Smart GriInteroperability Standards, Release 1.0 that provides an instandards, a preliminary cyber security strategy, and elemSmart Grid Framework on January 19, 2010 
• The first generation NIST Health IT Testing Infrastructure 

debuted to over 70 vendors at the Integrating the 

Healthcare Enterprise (IHE) Connectathon, Chicago, January 2010, and will be used for the IHE Connectathonsin Europe and Asia

• Provided expertise on authentication to the Policy 

Committee’s Nationwide Health Information Network (NHIN) Workgroup 

• Health IT usability road map presented and discussed at 

Informatics for Consumer Health Summit, November, 2009

• Working closely with ONC to develop effective conformity 

assessment (testing/certification) procedures for Health IT

• Participating in review and selection processes for the HHS 

Strategic Health IT Advanced Research Projects (SHARP) Program

Nationwide Healthcare Information Infrastru

Nationwide Healthcare Information Infrastru
Cybersecurity Cybersecurity - Update

 60-Day Cybersecurity Cybersecurity Review

 Howard Schmidt named as White House Cyberse

• Interagency coordination to respond to the report’s • Member of ISPAB until his appointment

 NIST involvement in addressing report recommen

• Conducting cybersecurity R&D• Developing an international cybersecurity policy fra• Creating an identity management strategy for the F

• Promoting workforce cybersecurity awareness and 

 CyberMaryland CyberMaryland Summit

• CyberMaryland Report—comprehensive inventory 

sector in Maryland

• Cybersecurity economic development plan for Ma• Showcase for NIST cybersecurity research project

 Pending Pending cybersecurity cybersecurity legislation legislation

• 13 cybersecurity bills introduced during 2009 and 
Common issues

Strengthening federal coordination: Define need (policy), framework (e.g. archite

approach to developing standards and a conassessment system before it is needed.

 Provide a federal forum to develop policy rec

for standards related issues.

 Improve USG coordination between standard

efforts and standards promotion efforts.

 US standards approach Specific standards  Effectively addressing standards related b
Documentary Standards Documentary Standards

How can NIST strengthen its role How can NIST strengthen its role and authority i

and authority 

the development of national and the development of national and international do

international do

standards in high standards in high

-priority areas (e.g. Smart Grid

priority areas (e.g. Smart Grid

Healthcare IT)? Healthcare IT)?How can NIST strengthen its role How can NIST strengthen its role and authority i

and authority 

the development of national and the development of national and international do

international do

standards in high standards in high

-priority areas (e.g. Smart Grid

priority areas (e.g. Smart Grid

Healthcare IT)? Healthcare IT)?

VCAT recommendations/findings are needed in the folloShould NIST play a central role in coordinating – in closwith the EOP – the development, use, and promotion of standards needed by the federal government? Why is Nagency?Does the NIST role in documentary standards play an imthe direction and focus of the technical programs in the laboratories? Should this connection be strengthened?What should NIST do to enhance its effectiveness in coostandards development with other federal agencies?VCAT recommendations/findings are needed in the folloShould NIST play a central role in coordinating – in closwith the EOP – the development, use, and promotion of standards needed by the federal government? Why is Nagency?Does the NIST role in documentary standards play an imthe direction and focus of the technical programs in the laboratories? Should this connection be strengthened?What should NIST do to enhance its effectiveness in coostandards development with other federal agencies?
Discussion
Management Challenges Management Challenges

 Our unique mission activities are not clearly u

Our unique mission activities are not clearly u

applied across NIST; applied across NIST;

 Decision making and execution is hampered 

Decision making and execution is hampered 

roles and responsibilities roles and responsibilities

 Across OUs Between program/policy and execution Between program/policy and execution

 Program planning is weak, follow up assessm

Program planning is weak, follow up assessm

 Leadership engagement is weak (NIST with i

Leadership engagement is weak (NIST with 

Congress, senior officials, trade/science orga

Congress, senior officials, trade/science orga

 Significant gaps and overlaps in operational 

Significant gaps and overlaps in operational 
Management agenda Management agenda

Why seek a change now?Motivated by opportunity and management agen

 Clarify our mission: What NIST is and what it 

Clarify our mission: What NIST is and what it 

clear to us and our key stakeholders clear to us and our key stakeholders

 Improve program planning and external enga

Improve program planning and external enga

 Integrate services and operations into our pro

Integrate services and operations into our pro

 Foster a strong client Foster a strong client

-service model for our in

service model for our in

services services

 Improve decision Improve decision

-making and execution making and execution

Organization changes and assessment Organization changes and assessment

 Approve top Approve top

-line organizational change line organizational change

 Compete to fill the AD positions Compete to fill the AD positions Initiate an assessment of OU/Chief structure 

Initiate an assessment of OU/Chief structure 

 Is our organization optimized with the maj

Is our organization optimized with the maj

activities/program areas? activities/program areas?

 Can we improve integration of measurem

Can we improve integration of measurem

services and functions with our programs? services and functions with our programs

 Can we increase the operational responsi

Can we increase the operational respons

program organizations? program organizations?

 How do we most effectively provide servic

How do we most effectively provide servic

NIST programs? NIST programs?
Organization: Phasing

Vertical definition: AD level: agency level policy and program pl

direction, evaluation and oversight 

 OU level: program execution, operations, an

major program or service element of the age

Horizontal definition (assessment):

 Role delineation between laboratory activities Definition of functions managed within OU Definition of functions managed across OUs

 Between labs Between labs and service OUs
Comments to NLB Comments to NLB

 No secret plan in a drawer No secret plan in a drawer Re-alignment, not reduction alignment, not reduction A (rare) opportunity to assess our organiz

A (rare) opportunity to assess our organiz

effectiveness and make adjustments effectiveness and make adjustments

 Want decision to be based on broad input 

Want decision to be based on broad input 

analysis analysis
Process

 Solicited input from NLB and from general staff Four major areas for assessment:

 Laboratory alignment Innovation & industrial programs; Relationship between program and support un Director’s office functions

 Lab realignment

 Compare several possible scenarios, then ask What are:

 Right number of labs? What is managed within lab? What is managed across lab? How?
Alignment consideratio

Alignment orientation Pros/Cons

Disciplinary Pros:

• Strong shared identity and profession

• Simplifies recruitment and reward of 

Cons:• Multidisciplinary R&D a challenge to c

• Redundant capabilities can develop• Roles and responsibilities overlap

Sector Pros:

• Strong external constituencies

• Roles and responsibilities clearer

Cons:• NIST breadth implies numerous secto• Technical capabilities are widely distri

Mission Pros:

• Emphasizes primary NIST functions

• Aligns NIST structure with major activ

• Preserves some disciplinary identity

Cons:• Still requires strong program managemprograms
Next steps

 AD (top-level) reorganization plan is under formal revie If approved, we will compete to fill all three AD position I believe that it is time to realign the laboratory structure

 Favor segregation into OUs by area of mission acti

 Industry ties through services and program offic Cross cutting programs managed through AD f Disciplinary management through sub-OU leve

 Must include empowered program office in AD for l To be meaningful, the measurement and research 

activities that support the mission area) must be fulthe research activities of the OUs, and provide thosentire agency.

 Details need to be worked out and a formal plan prepa
VCAT input

I would appreciate input from the VCAT, and individual VC

any aspect of the proposed laboratory realignment app

meeting) or details (going forward). 

I need a strong statement of support from the VCAT in ord
Discussion