MAKING AN IMPACT ON U.S. MANUFACTURING

MEP Board Networking and 

Distinctive Practice Meeting

March 1, 2016
MEP Overview

Agenda: Part 1

Time Topic Lead

8:30am Meeting Logistics Zara Brunner, NIST MEP

8:35am Welcome Introductions and Opening Remarks Vickie Wessel, Chair

8:40am Audience Introductions

8:50am Importance of National and Local Center Boards Phillip Singerman, NIST Associate Director

9:00am Overview of the NIST MEP Vision and Strategic Objectives Carroll Thomas, NIST MEP Director

9:15am MEP National Board- Sharing and Linking the MEP Network Vickie Wessel, Chair

Mike Simpson, NIST MEP

10:15am Break

(National Advisory Board and Local Center Boards proceed to 

their meeting rooms at 10:45)

2
MEP Overview

Safety Procedures- Ronald Reagan Building

In the event of an emergency, an announcement with 

specific instructions on how to proceed to safety will 

be made through the loud speaker system.

Thank you!

3
MEP Overview

Welcome and Brief Introductions

Vickie Wessel, Chair 

MEP National Advisory Board

4
MEP Overview

Importance of National and Center Boards

Dr. Phillip Singerman, 

Associate Director for Innovation and Industry Services

National Institute of Standards and Technology

5
MEP Overview

Overview of the Vision and Strategic 

Objectives for the MEP Program

Carroll Thomas, Director

Hollings Manufacturing Extension Partnership

National Institute of Standards and Technology

6
MEP Overview 7

Manufacturing Extension Partnership Program
MEP Overview

MEP Mission: To enhance the productivity 

and technological performance of U.S. 

Manufacturing

8

Strategic Goals

To Enhance Competitiveness

Champion Manufacturing

Develop Capabilities

Support Partnerships
MEP Overview

An exciting time to be in manufacturing!?

9

The Third Industrial Revolution:

The digitization of manufacturing will transform 

the way goods are made. The Economist April, 2012

“We’re on the verge of 

a complete new era in 

manufacturing”

Industry Week August 2014

There is nothing more 

difficult to take in hand 

or more perilous to 

conduct...than to take 

the lead in the 

introduction of a new 

order of things. – Niccolo 

Machiavelli
MEP Overview 10

On the Precipice of the Next Great Revolution in Manufacturing

May 2015 issue of Harvard Business Review Chris Labrooy (rendering); Shapeways (3-D printing); Bruce Peterson (photography) 

But what can a small 

meagerly funded 

program do that 

would make a 

difference?

Never doubt that a 

small group of 

thoughtful 

committed citizens 

can change the 

world. Indeed, it is 

the only thing that 

ever has. – Margaret 

Mead, Anthropologist
MEP Overview

We can and need to be enabling the next great 

revolution in manufacturing

11

The MEP Network will advance and transform U.S. manufacturing 

through the power of technology and partnerships

Right now we’re expanding, developing 

and strengthening our system 

capabilities and reach...

...intuitively guide our clients through the maze 

of new technologies, helping them build 

capabilities, making important connections by 

being their beacon to the future of 

manufacturing.
MEP Overview 12

Change will not come if we wait for some other 

person, or if we wait for some other time. 

We are the ones we’ve been waiting for. 

We are the change that we seek.

– Barack Obama

The Manufacturing Extension Partnership: 

Changing the Way the World Defines Manufacturing!
MEP Overview

MEP National Board- Sharing and 

Linking the Network

Vickie Wessel, Board Chair 

National Advisory Board

Mike Simpson, Director System Operations

Hollings Manufacturing Extension Partnership

13

3
MEP Overview Building Better Boards

Center Board Members :

(Note these Members are non-Voting)

• Ray Yeager Catalyst Connection 501c3

• Carl Spang Maine MEP 501c3

• Mark Tyler UW-Stout University

• Tom Fallo CMTC 501c3

• Felipe Hernandez Primex 501c3

• Alan Edington TN MEP University

• Eric Stebbins New Mexico MEP 501c3

Purpose:

The purpose is to implement the strategic objective - Increasing Roles of the National and Center Boards 

including:

• Increase connectivity between national/center Boards

• Ensure Board members serve as manufacturing advocates

• Strengthen Board governance and accountability

Benefit: By the sharing of distinctive practices we improve the performance of the boards in the 

governance/oversight of the MEP Center 

MEP Advisory Board Sub-Committee on Board Governance - Charter

Interfaces: 

• Mike Simpson NIST MEP

• Gary Thompson NIST MEP

• Phillip Wadsworth NIST MEP

• Wiza Lequin NIST MEP

Goals and Objectives: The MEP Advisory Board Committee will:

ØEvaluate mechanisms and facilitate linkages to increase communication between the MEP Advisory Board and MEP 

Center Boards

ØInventory distinctive practices across Center Board

ØProvide Board development resources

MEP Advisory Board Committee Members:

• Vicki Wessel Chair AZ-RevAZ

• Denny Dotson Ent MN

• Eileen Guarino NY MEP

• Tommy Lee ATN

Center Director Members

1. Bonnie del Conte ConnStep 501c3

2. Bill Donohue GenEdge State

3. Paddy Fleming Montana University

4. Mike Coast Michigan 501c3

5. Mike O’Donnell CIRAS University

6. Loren Lyons Washington 501c3

Mission 

• Strategic Planning Cycle

• Integration of New MEP System Strategy

• Operating Plans and Budgets

Leadership

• Key staff hiring

• Leadership accountabilities

• Succession Planning

• Appraise Performance

Conduct of Operations

• Policy Formulation

• Legal Requirements

• Decision Making

Financial Health

• 5 year Budgeting for MEP Cooperative Agreements

• Center Cost Share Management

• Financial Controls

• Fiscal Goal setting within an MEP Center

Board Organization and Development

• With State in support of Manufacturing

• Board evaluation, recruitment, 

orientation

• Board Information System 

• Voice for/of Manufacturing

Approaches

Communication Plan

To expand the communication between the MAB and NIST MEP with the 

MEP Center Boards 

Distinctive Practice To expand the sharing and learning and to develop MEP’s capabilities 

as a learning organization and high performance system 

Board Self-Assessment To emphasize the critical role the Board plays in the success of an MEP center. 

Self assessment is an efficient way to get input from Board Members on how the 

Board is performing against generally accepted best practice standards.
MEP Overview 15

• Board SelfAssessment 

MAB Advisory Board Sub-Committee

Approaches

• Distinctive 

Practice

• Communication 

Plan

To expand the sharing and learning and to 

develop MEP’s capabilities as a learning 

organization and high performance system 

To expand the communication between 

the MAB and NIST MEP with the MEP 

Center Boards 

To emphasize the critical role the Board plays in 

the success of an MEP center. Self assessment 

is an efficient way to get input from Board 

Members on how the Board is performing 

against generally accepted best practice 

standards.

• Board Orientation

• Regional Board Calls

• Semi Annual Newsletter

• Qtrly Distinctive Practice Webinar

• MEP Connect Website

• RM and Board Chair Sharing

• Shared self-assessment tools
MEP Overview

Resulting Board Resources

Board 

Governance 

Manual

General Board Support Board 

Assessments

Board 

Member 

Orientation 

& MEP 

CONNECT

Engaging & 

Understanding MEP

Board Calls, 

National 

Board 

Exchanges

NIST 

Quarter & 

Annual 

Evaluations

NIST Support Services

Center 

Director 

Search Guide

16
MEP Overview 17
MEP Overview

1. What 2 or 3 activities/topics would you like to hear about regularly from the MEP 

Advisory Board (MAB)? (e.g. Status of Sub-Committee Project, or Re-competition)?

2. What 2 or 3 items/issues would you like the MEP Advisory Board to represent the 

Local Boards on during this up coming years? (e.g. Cost Share Changes)?

3. Given items 1 and 2 above, what/how is the best way to 

share/communicate/disseminate information between the MAB and the Local 

Boards? (e.g. Quarterly Newsletter)

Sharing and Linking the Network

18
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 19

BREAK

National Advisory Board Moves 

to Horizon Room, 1st Floor
MEP Overview

State of MEP and Director’s Update

Carroll Thomas, Director

Hollings Manufacturing Extension Partnership

National Institute of Standards and Technology

21
MEP Overview

Topic Updates

• Budget FY16 and FY17

• MEP Competition

• Preview of Federal Funding Opportunity

• Management & Staff Hires

• NIST MEP Culture Transformation and Structural 

Reorganization

• Performance Management Update

– Performance approach

• MFG 2017- October 7, 2016

– Goal to have an event in every county!

211
MEP Overview

BUDGET: NIST MEP Appropriations History 

FY 2011 $128.4

FY 2012 $128.4

FY 2013 $120.0

FY 2014 $128.0

FY 2015 $130.0

FY 2016 $130.0 $141.0

FY2017 $142.0

($ million)

Actual Requested

22
MEP Overview

NIST MEP FY 2016 Spend Plan

($ million)

Total Available Funds $143.4A

Existing MEP Center Renewals $103.7B

Additional MEP Center Funding 8.6C

Centralized MEP System Support 9.6

(Programmatic and Non-programmatic Contracts/Cooperative Agreements)

NIST MEP (Staff Labor, Benefits, Supplies, Travel, etc.) 10.4D

NIST Overhead 5.4

Total Planned Expenditures $137.8

Anticipated Carry Over $5.6

A. FY2016 $130M appropriation, FY2015 carryover ($9.347M) and prior year recoveries ($4.078M)

B. Includes Legacy, Round 1, Round 3 Extension, Round 3 Competition, Round 3’s 6 months additional funding, Round 

4 Competition

C. Round 2 Competition, Round 3 “rightsizing” Competition Amount 

D. Assumes full NIST MEP Staffing

23
MEP Overview

FY	17	President’s	Budget	for	the	

Hollings	Manufacturing	Extension	Partnership	(+$11.1	M)

• Complete	the	recompetition	of	

national	MEP	centers	

– Enhance	local	flexibility	and	

increase	accountability	

• Provide	MEP	centers	with	

greater	capability	

– Better	serve	very	small,	rural,	

and	start-up	companies	

• Expand	efforts	to	transfer	

federally	funded	technologies

– Better	reach	smaller	

manufacturers	

– Connect	manufacturers	with	

business	 opportunities

Provide	additional	

manufacturers	with	

tools	needed	to	

respond	to	the	rapid	

technology	change

12 M Americans	employed	in	

manufacturing	jobs	

12.5% manufacturing’s	

contribution	to	the	GDP

58MEP	centers	nationwide

1,200 MEP	technical	experts	

solving	manufacturers’	challenges

30,056 clients	served	by	MEP	

centers	in	FY	2014

24
MEP Overview 25

MEP Center Competition Update

Authority: The statutory authority for the MEP cooperative agreement is 15 U.S.C. § 278k, 

as implemented in 15 C.F.R. part 290. 

o The nature of NIST MEP “substantial involvement” will generally be a 

collaborative relationship between MEP and the recipient organization. 

State Competition Awards (for the operation of an MEP Center in each State)

– Round 4 – FFO Projected release date – Jun 2016

• 11 States: DE, HI, IA, KS, ME, MS, NM, NV, ND, SC, WY

– Round 3 – Active: Released Jan 2016

• 13 States: AL, AR, CA, GA, LA, MA, MO, MT, OH, PA, PR, UT, VT

– Round 2 – Awarded with start dates of Jan 2016

• 12 States: AK, ID, IL, MN, NJ, NY, OH, OK, UT, WA, WV, WI 

– Round 1 –Awarded with Start date of July 2015

• 10 States: CO, CT, IN, MI, NH, NC, OR, TN, TX, V
MEP Overview

Preview of New Federal Funding Opportunity

EMBEDDING MEP IN NNMI INSTITUTES

WHAT:

Pilot test approaches to provide technology acceleration assistance to small and mid-sized U.S. manufacturers 

through the establishment of strong collaborations between the nationwide system of MEP Centers and NNMI 

Institutes.

FOCUS:

Demonstrating ways to leverage capabilities and reach of the MEP Program to provide assistance to small U.S. 

manufacturers in technology areas that are the focus of the NNMI Institutes. These Pilots will embed 

personnel from MEP Centers in NNMI Institutes to accelerate the transition of technological 

innovations manufactured goods.

FFO DETAILS:

• Approximately 7 Pilot Project awards at a level of approximately $300,000 - $600,000 per year for each 

award (up to 2-year period of performance). 

• Applicants must be established and operating NNMI Institutes and be able to clearly identify the MEP 

Center or Centers involved

• NIST MEP is targeting an FFO release in March 2016 and funding awards made in FY16.

26
MEP Overview

Current Established and Operating Institutes

• America Makes- Ohio

• Digital Manufacturing & Design Innovation Institute DMDII- Illinois

• Lightweight Innovations for Tomorrow (LIFT)- Michigan

• Power America- North Carolina

• Institute for Advanced Composites Manufacturing Innovation 

(IACMI)- Tennessee

• Flexible Hybrid Electronics- California

• Integrated Photonics Institute for Manufacturing Innovation- New 

York

27
MEP Overview

The MEP Organization

28

Manufacturing 

Policy & Research Communications Administration & 

Finance

New Hires
MEP Overview

NIST MEP Culture Transformation and Structural 

Reorganization

29

TRACK 1: 

STRATEGIC

RESULTS

FEB MAR APR MAY JUN JULY

TRACK 2: 

TRAINING &

OUTFITTING

TRACK 3: 

COMPLEX

INITIATIVES

LEADERSHIP 

COACHING

ORGANIZATIONAL

TRANSFORMATION

1⁄2 DAY

SESSION

1⁄2 DAY

SESSION

1. PROCESS IMPROVEMENT* 

2. PROCESS IMPROVEMENT* 

3. PROCESS IMPROVEMENT* 

ID

OPPORTUNITIES

ID TOPICS

(2HRS)

ALL STAFF MTG

BU LEVEL MTGS

ALL STAFF MTG

BU LEVEL MTGS

ALL STAFF MTG

BU LEVEL MTGS

ALL STAFF MTG

BU LEVEL MTGS

ALL STAFF MTG

BU LEVEL MTGS

1⁄2 DAY LEADERSHIP 

SUPPORT SESSIONS

1⁄2 DAY LEADERSHIP 

SUPPORT SESSIONS

1⁄2 DAY LEADERSHIP 

SUPPORT SESSIONS

1⁄2 DAY LEADERSHIP 

SUPPORT SESSIONS

1⁄2 DAY LEADERSHIP 

SUPPORT SESSIONS

1⁄2 DAY LEADERSHIP 

SUPPORT SESSIONS

CONTINUE 8 BI-WEEKLY COACHING 

LAUNCH LEADERSHIP TRAINING PROGRAM

VISION MISSION STRATEGY PRIORITIES ORG 

DESIGN SOCIALIZE TRANSITION PLAN IMPLEMENT

2016

Sample initiatives could address:

• Performance Review Process

• Employee Recognition

• Collaboration / Networking 

• Standard Operating Procedures
MEP Overview

Future State

MEP: Changing the Way the World Defines Manufacturing by Enabling the Next Great Revolution in Manufacturing

30
MEP Overview

MEP Performance and Evaluation Management Value System

• Performance Measurement Policy (an input into the decision-making process)

– Based on activity- and survey-derived impacts on SMEs, taking into account Center 

diversity and the strategy-specific metrics employed to arrive at net aggregate impacts 

which will be scaled to differing Center sizes to ensure equitable comparisons. 

– Full performance dashboard to include levels, trends and appropriate comparisons. 

• Performance Management Policy

– Annual (RM, FPO, and others), Panel (Peer), Operating Outcomes (center reported data) 

and other Information. 

– Panels will be peer to peer, advisory to Centers and to the MEP Director with the principal 

products focusing on actionable feedback reports to Centers. 

– The panel reports will focus on improving Center performance, via diagnostic assessment 

and performance advice. 

– Performance impact measures (levels, trends, and comparisons) will be tracked and 

reported over time and provide a common basis for linking Annual Review and Panel 

Review evaluations, thus revealing trends and other insights. 

– Panels will not asses Center compliance (that is a NIST MEP responsibility). 

– A process for sharing best practices across the system will be instituted.

31
MEP Overview

Performance Management Policy

Annual Review/Operating 

Outcomes/Performance 

Measures/Other information 

(Qualitative/Quantitative)

Panel Review/Annual 

Reviews/Performance 

Measures/Operating 

Outcome/Other Information 

(Quantitative/Qualitative)

Decision Point: Based on the 

Information in blocks 1 & 2 and 

progress on these, helps 

determine type of center support 

needed and what is 

recommendation based on RM and 

other inputs? Renew or Compete?

32
MEP Overview

• 3,000 registered events

• 500k+ participants, especially students

• Continued positive trends in perception survey conducted by Deloitte 

• Please help 

– Recruit endorsers

– Get the word out to hosts and students/educators

– Public relations

– Day of participation

33
MEP Overview

NIST Director’s Charge to the 

MEP Advisory Board

Dr. Phillip Singerman, 

Associate Director for Innovation and Industry Services

National Institute of Standards and Technology

33
MEP Overview

United States Department of Commerce

National Institute of Standards and Technology

Office of the Director 

Memorandum For: Vickie Wessel, Chair, 

Manufacturing Extension Partnership Advisory Board 

Jeff Wilcox, Vice Chair, 

Manufacturing Extension Partnership Advisory Board

CC: Carroll Thomas, Director, 

Manufacturing Extension Partnership

FROM: Willie May, Under Secretary of Commerce for 

Standards and Technology and NIST Director

DATE: February 29, 2016

SUBJECT: Charge to the MEP Advisory Board for 2016

34
MEP Overview

Mandate of MEP Advisory Board

The MEP Advisory Board is authorized under Section 3003(d) of the American 

COMPETES Act of 2007 (P.L. 110-69) in accordance with the provisions of the Federal 

Advisory Committee Act (FACA) of 1972 (P.L.92-463) as amended.

The Advisory Board is appointed by the NIST Director to provide:

• Advice on Manufacturing Extension Partnership programs, plans and policies;

• Assessments of the soundness of Manufacturing Extension Partnership plans 

and strategies; and

• Assessments of current performance against Manufacturing Extension 

Partnership program plans

As the primary private sector advisory board for the National Institute of Standards and 

Technology Hollings Manufacturing Extension Partnership Program (MEP), the Board is 

best positioned to provide recommendations on several high priority operational and 

programmatic issues of major importance to MEP. I would like to request that the Board 

focus on the following areas:

35
MEP Overview

Areas of Interest:

• Reengaging senior management to provide guidance 

and advice to create the 2017-2022 strategic plan

• Guidance on the development of a protocol to connect 

user facilities, research and technologies at NIST and 

other federal laboratories with small and medium-sized 

manufacturers

• Recommendations on the establishment of an MEP 

Learning Organization

36
MEP Overview

Reengaging senior management to provide guidance and 

advice to create the 2017-2022 Strategic Plan

• MEP began development of a strategic planning process in 

fall, 2012, and has developed a Strategic Framework which 

now needs to support the vision that the Director has for 

the Program.

• Taking the next step of completing a 3-year strategic plan will 

aid in preparing the MEP Program for the next Administration, 

which will take office in January 2017.

The Board is requested to provide guidance to the MEP 

Program on the completion of a system-wide strategic planning 

process that would engage all stakeholders.

37
MEP Overview

Guidance on the development of a protocol to connect user facilities, 

research and technologies at NIST and other federal laboratories with 

small and mid-sized manufacturers

• The development of a connection protocol would leverage the benefit 

that the MEP Program has in being part of the National Institute of 

Standards and Technology.

• The MEP Program is becoming more engaged in larger original 

equipment manufacturer supply chains that require smaller 

manufacturers to use advanced manufacturing production processes 

that are customizable and secure.

The Board is requested to provide advice concerning the MEP Program 

methods to connect NIST resources to the MEP Network for the benefit 

of U.S. small and medium-sized manufacturers. 

38
MEP Overview

Recommendations on the establishment of an MEP Learning 

Organization: a continuance and further development of the 

Board Governance charge

• After the completion of competition in 2017, the MEP plans to have 

the first comprehensive gathering of the Network since 2012 to 

strengthen connections and reacquaint MEP staff with sharing best 

practices 

• Working Groups and Communities of Practice will be reestablished 

and the MEP University will be reborn 

The Board is requested to provide guidance on the development of 

an integrated MEP Learning Organization

39
MEP Overview

Lunch

Elephant and Castle

1201 Pennsylvania Ave, NW

40
MEP Overview

Agenda: Part 2

Time Topic Lead

10:45am State of MEP and Director’s Update Carroll Thomas, NIST MEP Director

11:30am NIST Director’s Charge to the MEP Advisory Board Phil Singerman, NIST Associate Director

Noon Lunch Elephant & Castle

1:15pm Technology Acceleration Subcommittee

Final Report-out

Jeff Wilcox, MEP Advisory Board

Mark Troppe, Clara Asmail, Ben Vickery, NIST MEP

1:45pm National Board Governance Subcommittee

Final Report Out

Vickie Wessel, Board Chair, MEP Advisory Board

Mike Simpson, NIST MEP

2:15pm 2017 MEP National Summit Dave Cranmer, NIST MEP 

Zara Brunner, NIST MEP

2:45pm Break

3:00pm Advisory Board Review of Board Draft Report Carroll Thomas, NIST MEP Director

3:45pm Wrap-up and Adjourn Vickie Wessel, Board Chair, MEP Advisory Board

41
MEP Overview

MEP Technology Acceleration 

Subcommittee Final Report-Out

Jeff Wilcox, Vice Chair

MEP Advisory Board

Mark Troppe, Director PPDO

Hollings Manufacturing Extension Partnership

National Institute of Standards and Technology

33
MEP Overview

Agenda

• Recap of ABCTA Activity

• Technology Acceleration Implementation Plan: 

Executing on Recommendations and Actions 

• Questions / Discussion

44
MEP Overview

Purpose:

To provide Board guidance to shape MEP’s Technology Acceleration strategy and 

activities, which contribute to the MEP mission of enhancing the productivity and 

technological performance of U.S. manufacturing. 

About Technology Acceleration:

• MEP defines Technology Acceleration as integrating technology into the products, processes, services 

and business models of manufacturers to solve manufacturing problems or pursue opportunities and 

facilitate competitiveness and enhance manufacturing growth. Technology Acceleration spans the 

innovation continuum and can include aspects of technology transfer, technology transition, technology 

diffusion, technology deployment and manufacturing implementation.

Advisory Board Committee on Technology Acceleration Charter

Contacts: 

• Mark Troppe NIST MEP

• Ben Vickery NIST MEP

• Clara Asmail NIST MEP

Objectives: The Advisory Board Committee on Technology Acceleration (ABCTA) will:

• Represent manufacturers’ — and especially SMMs’ (small- and medium-sized manufacturers’) —

viewpoints regarding current MEP services and emerging opportunities.

• Assist with setting priorities among competing demands and focus on highest-impact Technology 

Acceleration activities.

• Seek alignment between MEP Technology Acceleration activities and existing structures of MEP Centers.

Schedule: 

• Launch Committee and schedule meetings (NIST MEP) Nov/Dec 2014

• Collect data on current TA activities (NIST MEP) Nov 2014-March 2015

• Present to Board draft work plan for analysis and research (Committee) Jan 21, 2015

• Inform/validate findings and recommendations with Center leaders (NIST MEP) Nov 2014-May 2015

• Deliver MEP Technology Acceleration Implementation Plan to Board (Committee) May 19, 2015

Opportunities for Center Input:

• Inventory of Center Activities Nov-Dec, 

Jan-Feb 2015.

• Nashville Quarterly Update meeting Nov.

• Inform/validate findings and 

recommendations Jan-May 2015.

• Convene Center Leadership Team (CLT) 

on TA March 2015.

Critical Issues:

• Collect and analyze data from inventory 

and Nashville System Update Meeting in 

time to incorporate into draft work plan.

• Respond to stakeholder interest in 

expanded MEP role with realistic goals.

CLT Members:

• Christian Cowan 

• Dan Curtis

• Karen Fite

• Steve Hatten

• Phil Mintz

• Petra Mitchell

• Jim Watson

Committee Members:

• Jeff Wilcox, Chair

• Carolyn Cason

• Roy Church

• Bernadine Hawes

• Bill Shorma

• Ed Wolbert

45
MEP Overview

About the Technology Acceleration Implementation Plan

Structure of Implementation Plan:

• Background 

• Work Plan 

• Key Findings 

• Eleven Recommendations: 

I. Setting Priorities

II. Barriers and Incentives

III. Scale-Up and Sustainability

• Available at the NIST MEP public site 

(http://nist.gov/mep/about/advisory-board-meetings.cfm)

46
MEP Overview

Agenda

• Recap of ABCTA Activity

• Technology Acceleration Implementation Plan Implementation: 

Recommendations and Actions 

• Questions / Discussion

47
MEP Overview

ABCTA Recommendations

I. Setting Priorities

1. NIST MEP should adopt a rubric of agreed-upon criteria for evaluating future 

Technology Acceleration opportunities, setting priorities, and investing and allocating 

resources. 

Ø Organizational Lead: ABCTA and NIST MEP 

Ø Deliverable: Finalized list of criteria 

These include:

• aligning with Administration priorities 

• aligning with NIST and MEP mission 

• tapping core strengths of MEP Centers and the MEP System 

• generating high return for low investment of resources, 

• addressing key SME needs

• identifying ready, willing and able partners

48
MEP Overview

ABCTA Recommendations

I. Setting Priorities

2. MEP should give priority to developing and implementing TA 

opportunities with NIST labs and National Network for 

Manufacturing Innovation (NNMI) Institutes over the next year, 

while also pursuing the emerging collaboration with DOE labs.

ØOrganizational Lead: NIST (MEP, Labs and Advanced 

Manufacturing Program Office) and Centers that are engaging 

early with Institutes 

ØDeliverable: Listing and descriptions of specific actions engaging 

MEP with NIST Labs, NNMI Institutes, and DOE Labs. 

49
MEP Overview

ABCTA Recommendations - Execution

Priority to developing and implementing Technology Acceleration 

opportunities with NIST, NNMI and DOE

• NIST MEP-DOD MOU including DMDII – MEP Pilot

• DOC-DOE MOU to focus on collaboration with DOE Labs

• NIST MEP-DOE MOU to focus on DOE-funded NNMI Institutes

• Embedding MEP Center Staff in NNMI Institutes FFO

• Technology Acceleration Connector to connect MEP Centers and NIST 

Labs

• Penn State University Additive Manufacturing Challenge

• DOE Lab Small Business Voucher Pilot

• NIST Engineering Lab-MEP Collaborative Robotics & Flexible 

Automation Workshop

50
MEP Overview

ABCTA Recommendations

II. Barriers and Incentives: Reduce Risk

1. The MEP system should work diligently to enable permanent 

change in the cost share requirement to 1:1 to reduce Centers’ risk 

of experimenting with Technology Acceleration services. 

ØOrganizational Lead: MEP Centers, MEP advocates, partners 

and stakeholders, not NIST MEP

ØDeliverable: Legislation that permanently changes the cost share 

requirement from 2:1 to 1:1. 

ØEXTERNAL TO NIST MEP STAFF

51
MEP Overview

ABCTA Recommendations

II. Barriers and Incentives: Reduce Risk

2. NIST MEP should provide more competitive funding and, when 

available, supplemental funding, to Centers willing to experiment 

with Technology Acceleration strategies, tool development, and 

partner development. 

ØOrganizational Lead: NIST MEP advised by the Technology 

Acceleration Working Group

ØDeliverable: FFO to provide funds to Centers to develop 

Technology Acceleration products, services and practice across 

the system.

52
MEP Overview

ABCTA Recommendations - Execution

NIST MEP should provide more competitive funding and, when 

available, supplemental funding, to Centers willing to experiment with 

Technology Acceleration

• Embedding MEP Center Staff in NNMI Institutes FFO

• NIST MEP State Competition FFOs

• Technology Collaboratives

• Penn State University Additive Manufacturing Challenge

• Technology Acceleration Working Group (Committee on Scale-Up and 

Sustainability)

53
MEP Overview

ABCTA Recommendations

II. Barriers and Incentives: Professional Development / 

System Learning

1. Develop an 18-month systematic plan for system learning across the MEP 

system that would include education on new technologies, their 

implications, and Technology Acceleration strategies employed by 

Centers. 

Ø Organizational Lead: NIST MEP P-PDO working with System Operations team

Ø Deliverable: A plan for system learning through Fall 2016.

Execution:

• Work underway in the Technology Acceleration Working Group 

• Working in concert with MEP System Operations Division and Workforce Working Group

• TA Professional Development / Systems Learning plan to serve as pilot for NIST MEP 

Systems Learning Strategy

54
MEP Overview

ABCTA Recommendations

II. Barriers and Incentives: Professional Development / 

System Learning

2. Launch a Technology Acceleration Working Group to encourage peer-topeer learning and build relationships that strengthen the network. 

ØOrganizational Lead: NIST MEP Partnership and Program Development 

team and the Center Leadership Team for the ABCTA

ØDeliverable: A charter and initial membership roster for the working group 

along with a plan of proposed activities for the first year.

55
MEP Overview

Purpose:

To encourage technology acceleration activities throughout the MEP system through 

peer-to-peer learning and building network-strengthening relationships. The TAWG is 

established in response to a recommendation of the MEP Advisory Board approved in 

May 2015.

Contacts/Staffing: from NIST MEP

• Mark Troppe, Ben Vickery, Clara Asmail

Objectives: The TAWG will:

• Implement the recommendations of and continue to develop and operationalize the ABCTA vision, and;

• Seek foundational supports, partnerships and opportunities to advance the TA agenda.

Near-Term Goals: The TAWG will execute and/or provide input to:

• Form the TAWG, including charter, initial membership roster and plan of proposed activities;

• Explore methods to promote professional development among the MEP System for TA engagements;

• Establish policy for TA scale-up throughout the MEP system; and,

• Advise NIST MEP regarding enhancements to performance metrics to acknowledge and encourage 

Centers’ TA activities.

Long-Term Goals: The TAWG will execute and/or provide input to:

• Encourage, expand and track prioritized projects with NIST Labs, Institutes for Manufacturing Innovation 

(IMIs) and DOE Labs;

• Identify distinctive TA practices and coordinate sharing among the MEP System – this may include 

partnerships with universities and other technology sources;

• Advise NIST MEP on strategic investments related to TA; and,

• Enhance and participate in knowledge management system for TA activities, information and 

opportunities.

Near-Term Opportunities for TAWG Input:

• Webconferences: 7/16/15, 8/19/15, 4/16

• MEP System Update & Advisory Board 

Meeting (Dallas, TX September 23-24, 2015)

• In-person dedicated TAWG Meetings (Atlanta, 

GA 11/17-18/15 & May ‘16 Update Meeting)

• TAWG Committee Call 2/9/16, ongoing

• Ongoing utilization of TA knowledge mgmt sys

Membership Policy:

• TAWG membership is open to any Center 

staff willing to contribute expertise, share 

experiences, and/or volunteer to pilot activities 

to advance TAWG goals.

• TAWG members will share interest in 

engaging SMEs in transformational 

consultation. 

• TAWG Committees to be formed for specific 

topic areas/recommendations.

• TAWG Steering Committee may be formed to 

help guide and move activity forward.

• TAWG to be facilitated by NIST MEP staff and 

convened via multiple mechanisms, including 

webinars, calls, and in-person meetings on an 

as-needed basis but at least three times per 

year.

TAWG Members:

• Members opt in via the dedicated MEP TA 

Connect portal. 

Technology Acceleration Working Group (TAWG) Charter

56
MEP Overview

ABCTA Recommendations - Execution

Launch a Technology Acceleration Working Group to encourage peer-to-peer 

learning and build relationships that strengthen the network

• Three TAWG Committees:

Ø System Learning (Dan Curtis, AMS & Karen Fite, GA MEP: Clara Asmail 

staffing)

Ø Scale-up (Ron Lehman, TMAC & Jim Watson, CMTC: Ben Vickery staffing)

Ø Metrics (Paul Jennings, TN MEP & Peter Russo, MA MEP: Gary Thompson 

staffing)

• In-person TAWG meeting11/15 Atlanta

• Next In-person TAWG Meeting in conjunction with May MEP Update Meeting 

57
MEP Overview

ABCTA Recommendations

II. Barriers and Incentives: Performance Measures

1. Review MEP Center performance measures to explore quantitative and 

qualitative options for capturing impacts or other ways for acknowledging 

Centers’ work as they engage in Technology Acceleration activities. 

2. As the MEP performance measures seek to increase Centers’ ability to 

articulate their own metrics, work with Centers to encourage and assist in 

developing useful metrics for Technology Acceleration activities.

ABCTA Recommendations - execution

• Metrics Committee: Next Steps for TA Metrics document produced and 

refined, focus on Engaging 2.0 MEP Centers via Operational Plans 

58
MEP Overview

ABCTA Recommendations

III. Scale-Up and Sustainability

1. NIST MEP should work with Centers to consider formal options for 

how to best stay informed about the growing number of crosscutting technologies and emerging opportunities in order to fully 

engage and leverage the value of the MEP Centers. 

ØOrganizational Lead: NIST MEP working with the Technology 

Acceleration Working Group

ØDeliverable: A plan for designating staff and/or Centers as expert 

resources in individual emerging technologies. The plan should 

take advantage of existing relationships and expertise and seek 

to disseminate that across the system as appropriate.

59
MEP Overview

ABCTA Recommendations - Execution

NIST MEP should work with Centers to consider formal options for how to 

best stay informed about the growing number of cross-cutting 

technologies and emerging opportunities

• Work underway in the Technology Acceleration Working Group (Committee 

on Scale-up and Sustainability) 

• Embedding MEP Center Staff in NNMI Institutes FFO

• DOC-DOE MOU to focus on collaboration with DOE Labs

• DOC-DOE MOU to focus on DOE-funded NNMI Institutes

• Technology Acceleration Connector to connect MEP Centers and NIST Labs

• Technology Collaboratives

• Penn State University Additive Manufacturing Challenge

• DOE Energy Efficiency & Renewable Energy (EERE) State Workshops/ 

Bootcamp

60
MEP Overview

Agenda

• Recap of ABCTA Activity

• Technology Acceleration Implementation Plan 

Implementation: Recommendations and Actions 

• Questions / Discussion

61
MEP Overview

Questions / Discussion

62
MEP Overview

MEP Board Governance 

Subcommittee Final Report-Out

Vickie Wessel, Chair

MEP National Advisory Board

Mike Simpson, Director, System Operations

Hollings Manufacturing Extension Partnership

National Institute of Standards and Technology

42
MEP Overview Building Better Boards

Center Board Members :

(Note these Members are non-Voting)

• Ray Yeager Catalyst Connection 501c3

• Carl Spang Maine MEP 501c3

• Mark Tyler UW-Stout University

• Tom Fallo CMTC 501c3

• Felipe Hernandez Primex 501c3

• Alan Edington TN MEP University

• Eric Stebbins New Mexico MEP 501c3

Purpose:

The purpose is to implement the strategic objective - Increasing Roles of the National and Center Boards 

including:

• Increase connectivity between national/center Boards

• Ensure Board members serve as manufacturing advocates

• Strengthen Board governance and accountability

Benefit: By the sharing of distinctive practices we improve the performance of the boards in the 

governance/oversight of the MEP Center 

MEP Advisory Board Sub-Committee on Board Governance - Charter

Interfaces: 

• Mike Simpson NIST MEP

• Gary Thompson NIST MEP

• Phillip Wadsworth NIST MEP

• Wiza Lequin NIST MEP

Goals and Objectives: The MEP Advisory Board Committee will:

ØEvaluate mechanisms and facilitate linkages to increase communication between the MEP Advisory Board and MEP 

Center Boards

ØInventory distinctive practices across Center Board

ØProvide Board development resources

MEP Advisory Board Committee Members:

• Vicki Wessel Chair AZ-RevAZ

• Denny Dotson Ent MN

• Eileen Guarino NY MEP

• Tommy Lee ATN

Center Director Members

1. Bonnie del Conte ConnStep 501c3

2. Bill Donohue GenEdge State

3. Paddy Fleming Montana University

4. Mike Coast Michigan 501c3

5. Mike O’Donnell CIRAS University

6. Loren Lyons Washington 501c3

Mission 

• Strategic Planning Cycle

• Integration of New MEP System Strategy

• Operating Plans and Budgets

Leadership

• Key staff hiring

• Leadership accountabilities

• Succession Planning

• Appraise Performance

Conduct of Operations

• Policy Formulation

• Legal Requirements

• Decision Making

Financial Health

• 5 year Budgeting for MEP Cooperative Agreements

• Center Cost Share Management

• Financial Controls

• Fiscal Goal setting within an MEP Center

Board Organization and Development

• With State in support of Manufacturing

• Board evaluation, recruitment, 

orientation

• Board Information System 

• Voice for/of Manufacturing

Approaches

Communication Plan

To expand the communication between the MAB and NIST MEP with the 

MEP Center Boards 

Distinctive Practice To expand the sharing and learning and to develop MEP’s capabilities 

as a learning organization and high performance system 

Board Self-Assessment To emphasize the critical role the Board plays in the success of an MEP center. 

Self assessment is an efficient way to get input from Board Members on how the 

Board is performing against generally accepted best practice standards.
MEP Overview 44
MEP Overview

Resulting Board Resources

Board 

Governance 

Manual

General Board Support Board 

Assessments

Board 

Member 

Orientation 

& MEP 

CONNECT

Engaging & 

Understanding MEP

Board Calls, 

National 

Board 

Exchanges

NIST 

Quarter & 

Annual 

Evaluations

NIST Support Services

Center 

Director 

Search Guide

45
MEP Overview

2017 MEP Summit

Dr. Dave Cranmer, Senior Researcher

Hollings Manufacturing Extension Partnership

National Institute of Standards and Technology

Zara Brunner, Acting Director, Communications Office

Hollings Manufacturing Extension Partnership

National Institute of Standards and Technology

42
MEP Overview

Why a National Summit?

This is a major 

way for the 

SYSTEM to 

learn and grow.

Brings together 

the leadership 

and the 

practitioners to 

share formally 

and informally 

what works and 

what doesn’t.

Networking to 

introduce us to 

one another and 

build trust among 

the various 

organizations and 

people.

Identify gaps in 

the System that 

need to be filled.

68
MEP Overview

Background • 2012 MEP National 

Conference – Manufacturing Innovation – Orlando, FL – May 2012 – Three primary tracks • Embracing transformative 

manufacturing trends

• Leading innovative 

organizations

• Implementing growth 

strategies

– Around 600 attendees

69
MEP Overview

Center and Board Sessions in 2012 

• New board member 

orientation

• Board member networking

• National Advisory Board 

meeting

• Board member workshop 

with various topics

– Strategic planning

– Measuring board effectiveness

– MEP impacts

– Strategic partnerships

70
MEP Overview

Next Steps

• 2016 Update Meeting

• Revisit the 2012 schedule and content as a starting 

point

• Get input from Centers, Working Groups, and other 

stakeholders

• National Advisory Board “ask”

– Input on the agenda, specifically Board Training

71
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 72

BREAK
MEP Overview

Advisory Board Review of Board Report 

Draft

MEP Advisory Board 

2015 ANNUAL REPORT

46
MEP Overview

Thank You 

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5:00Pm ASMC Reception at Russell Senate Building

47