MEP Advisory Board Meeting

Wednesday, March 7, 2018

part 1 - morning
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020

Horizon 

Room

Emergency Exit:

• Make a left out of doors

• 1st Intersection Make a right

• Closest exit to the street 13 1⁄2 Street Exit

Restrooms

• Make a left out of doors

• At 1st Intersection restrooms will be on right

Welcome!
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 3

Wednesday, March 7, 2018: The Reagan Building 

9:00 – 9:05 a.m. Board Meeting Opening/Logistics

9:05 – 9:45 a.m. Welcome and Introductions

• Opening Remarks

• Welcome from NIST Leadership

• Board and Audience Introductions 

• Director’s Report

9:45 – 10:15 a.m. Presentation

• National and State Economic Challenges and Opportunities, Data 

Trends, D. Berglund, SSTI

10:15 – 10:30 a.m. Break

10:30 – 11:15 a.m. MEP National Network Strategic Plan Update 2017-

2022/Future is Now (FIN)

• Board Feedback & Discussion
MEP Overview

Wednesday, March 7, 2018 

11:15 – 12:00 p.m. Center Board & MEP Advisory Board– Roundtable 

Discussions

• Strategic Plan and the FIN Framework at the Center Level

12:00 – 1:30 p.m. Lunch Break*

1:30 – 1:35 p.m. Welcome Back/Afternoon Overview

1:35 – 1:55 p.m. Working Group Update:

• Supply Chain Development Working Group

• Board Feedback & Discussion

1:55 – 2:45 p.m. Presentation

• U.S. Defense Industrial Base, E. Chewning, DOD

• Board Feedback & Discussion

www.nist.gov/mep mfg@nist.gov (301) 975-5020 4

Continued...

*Non-FACA programming
MEP Overview

Wednesday, March 7, 2018 

2:45 – 3:00 p.m. Break

3:00 – 3:20 p.m. Working Group Update:

• Performance/Research Development Working Group

• Board Feedback & Discussion

3:20 – 4:00 p.m. Board Governance & Board Assessment Discussion:

• Executive Committee Working Group

• Board Structures within the MEP Network

• BoardSource Review – Assessment Process, L. Stewart, Galliard 

International

4:00 – 4:30 p.m. Wrap-up/Public Comments

www.nist.gov/mep mfg@nist.gov (301) 975-5020 5

Continued...
MEP Overview

Welcome and Introductions

• Jeffrey Wilcox, MEP Advisory Board Chair

• Phil Singerman, NIST Associate Director for Innovation 

and Industry Services

• Carroll Thomas, NIST MEP Director

• Guests

• Name

• Name of Organization

• How many years involved with MEP

www.nist.gov/mep mfg@nist.gov (301) 975-5020 6
MEP Overview

Director’s Report

Carroll Thomas, NIST MEP Director

www.nist.gov/mep mfg@nist.gov (301) 975-5020 7
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 8

2018 MEP Advisory Board

Mr. Jeff Wilcox, MD (Chair)

Ms. Bernadine Hawes, PA (Vice-Chair)

Members

Mr. Jose Anaya, CA Mr. Matthew Newman, OK

Ms. LaDon Byars, TN Ms. Kathay Rennels, CO

Dr. Carolyn Cason, PhD, TX Mr. George Spottswood, AL

Mr. Joe Eddy, WV Ms. Leslie Taito, RI

Ms. Mary Isbister, WI Mr. Chris Weiser, AR

Mr. Mitch Magee, DE Mr. Jim Wright, MT

MEP Advisory Board
MEP Overview

Advisory Board and NIST Staffing Updates

www.nist.gov/mep mfg@nist.gov (301) 975-5020 9

Advisory Board

• Current Board count = 14; 2019 next membership expires

• Gary Groleau retired 12/31/2018

• Search started for Board member located in the New England region

NIST MEP Staff

• Jennifer Rosa, Marketing Communications Specialist

• Gina Simpson, Administrative Officer

• Several other positions in process

Center Directors

• TX – Mark Sessumes (interim)

• AL – Keith Phillips (permanent director status)

• WY – David Bell

• NV – Mark Anderson

• KS – Tiffany Stover (interim)
MEP Overview

Legislative Outlook

(as of 3/6/18)

FY 2018 Appropriations Status

• FY 2018 President’s Budget proposed program elimination with $6 million 

for wind-down

• Continuing Resolution funding of $60.6 million through 3/23/18

• Appropriation Committee Actions

– House Omnibus at $105 million

– Senate Mark at $130 million

• Final Appropriation TBD

President’s FY 2019 Budget Request

• FY 2019: Program proposed for elimination with $0 funds for wind-down

www.nist.gov/mep mfg@nist.gov (301)975-5020 10
MEP Overview

NIST Funding Overview FY 2017-FY 2019

www.nist.gov/mep mfg@nist.gov (301) 975-5020 11

(Appropriations in millions of dollars)

Budget Account

FY2017

Enacted

FY2018

Request

FY2018

H. Omb.

FY2018

S. Cmte.

FY2018

CR

FY2019

Request

Scientific and Technical Research 

and Services $690.0 $600.0 $660.0 $695.0 $310.8 $573.4

Industrial Technology Services 153.0 21.0 110.0 145.0 72.4 15.1

Manufacturing Extension 

Partnership

128.0 6.0 105.0 130.0 60.6 0

Network for Manufacturing 

Innovation

25.0 15.0 5.0 15.0 11.8 15.1

Construction of Research Facilities 109.0 104.0 100.0 104.0 51.6 40.5

NIST, Total $952.0 $725.0 $870.0 $944.0 $434.8 $629.1
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 12

NIST MEP FY 2018 Current Spend Plan

(In the Continuing Resolution through 3/23/18) ($ millions)

Available Funding:

Continuing Resolution Funding $60.6

Carryover from FY 2017 $ 5.9

Total Available Funding $66.6

Planned Expenditures:

Center Renewals $38.3 

Strategic Competitions $ 3.2

Contracts $ 0.5

NIST MEP Labor $ 4.0

NIST MEP Overhead $ 2.4

Total Planned Expenditures $48.4
MEP Overview

NIST MEP FY 2018 Projected Spend Plan

(Full Year at Senate Mark)

($ millions)

Available Funding:

Full Year Appropriation $130.0

Carryover from FY 2017 $ 5.9

Total Available Funding (with carryover from FY17) $135.9

Planned Expenditures:

Center Renewals $110.0 

Strategic Competitions $ 5.9

Contracts $ 5.3

NIST MEP Labor $ 9.3

NIST Overhead $ 5.4

Total Planned Expenditures $135.9

www.nist.gov/mep mfg@nist.gov (301)975-5020 13
MEP Overview

MEP National Network Brand and Marketing

www.nist.gov/mep mfg@nist.gov (301) 975-5020 14
MEP Overview

FY 2017 MEP National Network Results for U.S. Manufacturers

www.nist.gov/mep mfg@nist.gov (301) 975-5020 15

The MEP National Network connected with 26,313 manufacturers, leading 

to $12.6 billion in sales, $1.7 billion in cost savings, $3.5 billion in new 

client investments, and helping to create and retain more than 100,000 

U.S. manufacturing jobs.
MEP Overview

Top Reasons Manufacturers choose MEPNN

16

22%

23%

23%

39%

63%

Knowldege of

Industry

Fair Service

Reputation for

Results

Cost of Services

Expertise of Staff

83

Net Promoter 

Score

Numbers are based on FY 2017 MEP National Network Client Impact Survey

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

Client Challenges

69%

51%

51%

44%

19%

16%

14%

10%

7%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Cost Reduction

Growth

Employee Recruitment

Product Development

Sustainability

Technology Needs

Manage Partners

Financing

Exporting

17

Numbers are based on FY 2017 MEP National Network Client Impact Survey

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

Competitive Awards Program 

Adding New Capabilities to the MEP National Network

• Seven Awards (September 2017)

o MEP Centers – Georgia (2), Michigan, North Carolina, New Jersey, Nevada, and Virginia

o ~20 Partnering MEP Centers

o $5.1 Million total funding

o 2 Year Award duration

o Competitive Award Process, No Cost Share

o Topical Areas – Transportation, Growing Small Machine Shops, Cybersecurity, Digital 

Supply Chain, Food Safety, MEP Center Sales & Marketing, Medical Device Supply Chain

• Objectives

o Increase capabilities of the MEP National Network 

o Develop projects to solve new and emerging manufacturing problems

• Themes

o New manufacturing technologies of relevance to the SMMs (Industry 4.0)

o Supply chain management technologies and practices

o Workforce intermediary

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

Natural Disaster - Manufacturer Assessment Awards

(Manufacturers Impacted by 2017 Hurricanes Harvey, Irma, Maria)

• Five Awards (September 2017 – January 2018) to MEP Centers in:

• Texas 

• Louisiana 

• Florida

• Puerto Rico

• Georgia 

• $6.2 Million total funding

• Over 800 planned assessments, close to 400 have been completed to date

• Non-Competitive Award process, no cost share

• Used NIST Authority, cannot duplicate MEP Center base award activities

• Objectives

• Identify obstacles keeping affected manufacturers from returning to normal operations

• Develop plans to support recovery 

• Connect the SMMs to local, state, and federal resources 

• Collect information, best practices, etc., and disseminate

• Development of proactive strategies for risk avoidance by U.S. manufacturers

• Recovery planning for manufacturers across the U.S.
MEP Overview

Performance-based Panel Review

• Intent

• AICA requires a PERFORMANCE-based Review to satisfy statutory requirement

• Provide analysis, diagnosis and feedback to Centers regarding their strengths and 

opportunities for improvement identifying deficiency areas, if any; performance is defined as 

market penetration, economic impact

• Includes an evaluation of a Center’s own Performance Management System effectiveness, 

use and self-assessment

• Promotes the sharing of information across the Network

• Identifies common Center performance gaps so the Program can leverage internal and/or 

external resources to assist the Network in development of performance improvement 

practices

• Schedule

• Round 1

• CO, CT, FL, IN, MI, NH, NC, OK, OR, TN, TX and VA (All completed except IN – 3/1/18)

• Round 2

• AK, ID, IL, MN, NJ, NY, WA, WV and WI (Scheduled for June/July 2018)

www.nist.gov/mep mfg@nist.gov (301) 975-5020 20
MEP Overview

Cybersecurity

2018 MEP National Network Focus – More to Come Later on Agenda

www.nist.gov/mep mfg@nist.gov (301) 975-5020 21

• Development of replicable Cybersecurity assistance practices that MEP Centers 

can deploy to small U.S. manufacturers nationwide

• Led by and aligning efforts of MEP Centers’ CAP Project, NIST MEP, and 

National Network Cybersecurity Working Group

• Apply to any manufacturer, with emphasis on defense suppliers

• Continued close partnership with DoD as it conducts comprehensive assessment 

of Defense Industrial Base, including defense manufacturing supply chain 

resiliency, in response to July 2017 White House Executive Order (EO) 13806

• NIST MEP is member of Interagency Task Force (ITF) responding to EO

• NIST MEP Chairs ITF Cybersecurity for Manufacturing Working Group

• Working with NIST Labs to continue to develop resources for MEP Centers to 

deliver to manufacturing clients, ensuring alignment of MEP manufacturingspecific cybersecurity assistance with NIST guidance.
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 22

Knowledge & Learning Management

How do we get the right information, to the right people, in the right media, at the right time?

• Initial Goals/Objectives

• Establish a structure of content collection for the learning management system 

• Create system of connecting those who know, with those that want to know (Ask the Expert System)

• Develop a system of rating that builds our abilities to meet today’s and tomorrow’s National Network and 

client needs

• Planning and Development

• Convene a meeting of principals and partners to determine sequence of development 

• Establish a Coordinating Committee (Steering Group)

• Create a framework that defines actions, roles and responsibilities

• Establish Small Teams to implement components of the plan

• Use Plan to Coordinate Activities Currently in Process

• NIST MEP submitted a Request for Information (RFI) to learn how others approach this challenge

• FIN published in Sept. 2017 a Knowledge Sharing Appendix to their Report

• Foundation evaluating Learning Management Systems and collaborative development tools

• NIST MEP continued the development and enhancement of MEP Connect & MEIS

• NIST MEP has several Communities of Practice operational and supported by MEP Connect

• Planning for the Best Practice Conference, MEP Summit, and Regional Training
MEP Overview

MEP National Network Strategic Plan, Establishing 

the Integrated National Network 

www.nist.gov/mep mfg@nist.gov (301) 975-5020 23
MEP Overview

MEP National Network Strategic Goals 

Assist U.S. manufacturers in embracing productivityenhancing innovative manufacturing technologies, 

navigate advanced technology solutions and recruit 

and retain a skilled and diverse workforce.

CHAMPION MANUFACTURING

Actively promote the importance of a strong 

manufacturing base as key to a robust U.S. economy 

and protection of our national security interests; create 

awareness of innovations in manufacturing; create 

enabling workforce development partnerships to build 

a stronger and diverse workforce pipeline; and 

maximize market awareness of the MEP National 

Network

LEVERAGE PARTNERSHIPS

Leverage national, regional, state and local 

partnerships to gain substantial increase in market 

penetration; identify mission-complementary advocates 

to help the MEP National Network become a 

recognized manufacturing resource brand; build an 

expanded service delivery model to support 

manufacturing technology advances.

TRANSFORM THE NETWORK

Maximize MEP National Network knowledge and 

experience by operating as an integrated National 

Network; increase efficiency and effectiveness by 

employing a Learning Organization platform; and create 

a resilient and adaptive MEP National Network to 

support a resilient and adaptive U.S. manufacturing 

base.

www.nist.gov/mep mfg@nist.gov (301)975-5020 24
MEP Overview

►Create an integrated National Network Service 

Delivery System

►Update National-level Partnerships and Performance 

Support Services 

►Define Areas of Focus for Manufacturing Technology 

Advances 

►Build Infrastructure for National Network Learning 

Organization

►Develop Supply Chain National Services and 

Information and Technology Access

www.nist.gov/mep mfg@nist.gov (301) 975-5020 25

Network Priorities for the Next 18 Months:

Empower 

Manufacturers

Champion 

Manufacturing

Transform 

the Network

Leverage 

Partnerships
MEP Overview

Eighteen-Month Measures of Success

• Piloted integrated national networked approach to delivery 

system engaging half of the Centers in multi-center delivery 

projects. 

• Increased small/rural engagements through 3rd party 

partnerships by 10% and increased longer-term impactful 

projects with these smaller firms by 5%.

• Attained Operational Excellence in 25% of Centers’ 

operations and in 50% of NIST MEP administrative support.

• Increased awareness of the MEP National Network brand 

by 10% over base brand recognition measurement a year 

after the Network launches the brand. 

www.nist.gov/mep mfg@nist.gov (301) 975-5020 26

March 2019
MEP Overview

National and State Economic Challenges and 

Opportunities, Data Trends

Dan Berglund, SSTI, President and CEO

www.nist.gov/mep mfg@nist.gov (301) 975-5020 27
Trends and New Developments

Presentation by:

Dan Berglund

March 7, 2018
Takeaways for today

 Economic challenges persist

 Manufacturing’s standing

 Challenges for MEP centers

• State and city fiscal stress

• Higher education’s standing

• Gubernatorial transitions

 MEP’s positioning to take advantage
ECONOMIC CHALLENGES 

PERSIST
Macro trends: Income inequality
Disparity in increasing income

People earning in 

the

Saw an increase in 

their income from 

1980 to 2014 (in 

constant dollars) of

Bottom 50% None

50-90% 32%

90-100% 68%

Top 1% 36%
Income gap increased

In 1980

(in 2014 

dollars)

In 2014

Income top 1% $428,000 $1,300,000

Times the top 1% 

was greater than 

bottom 50%

27 81

Bottom 50% $16,000 $16,000
Equality Opportunity Project

Small population areas lag in recovery

Measuring economic recovery by four indicators 

shows:

 One of four counties recovered on all indicators by 

2016

 Counties with more than 500,000 residents have 

the highest rate of full recovery (41 percent). 

 In counties with fewer than 50,000 residents, more 

than three quarters had not reached full recovery 

by 2016 
Rural men lower employment rates
Underemployed

 Young people, 16-24, jobless and not in school, on 

average, from 2010 to 2014

• Counties in urban centers: 14 percent

• Suburban counties: 12 percent

• Completely rural areas: 20 percent

 Almost 4.9 million people in total

--Measure of America
The problem with men

 Labor participation rate among men 25-54

• 1948: 96.7 percent

• 2017: 88.5 percent

 Of the 11.5 percent not employed or looking

• More than half blame illness or disability

• “In other words, fully 6 percent of American men 

between the ages of 25-54 feel that their minds or their 

bodies are too broken for them to work.” [1.6 percent in 

1968]

• 44 percent took pain medication the day prior, two-thirds 

of which were taking prescription drugs
Growth in average income by county, 1990-2015
Millennials falling behind

 Median personal income in 2015 dollars for 25-34 

year olds

• 1975: $36,858

• 2016: $34,837

 Educational attainment increased; percentage with 

bachelors degree

• 1975: 23 percent

• 2016: 37 percent
Student loan debt

 Student loan debt has grown 149% in the last 

decade

 Average student loan debt:

• Increased 62 percent

• Balance stands at $34,144

 13.4 percent of American hold student loan debt
Decrease in dynamism, EIG
Great Recession accelerated trend
Job turnover rate drops
$11,583 

$12,907 

$8,688 

$6,966 

$2,896 

$6,006 

 $-

 $2,000

 $4,000

 $6,000

 $8,000

 $10,000

 $12,000

 $14,000

1990 1995* 2000* 2005 2010 2015

Constant Adjusted Dollars (Thousands) 

Higher Ed Revenue Total by Source (1990-2015)

Total

Educational

Revenue Per

FTE

Educational

Appropriations

Per FTE

Net Tuition

Per FTE

Source: State Higher Education Executive Officers Association (2016)

2000 and 2005 data are estimates

MANUFACTURING’S 

STANDING
Mfg a popular policy prescription

 Above average wages that help support middle class

 Can be an economic pathway for those not going to 

college

 It’s creating jobs

 However...

• State economic development policy goes in cycles

• Down cycle for manufacturing likely to occur when/if:

• Next big thing presents itself

• Something else solves the first three bullet points

• Major job losses occur in manufacturing
Positive public perception of 

mfg
Support job creation

 Ranking by US public of type of new industry 

facility they would support to create 1,000 new 

jobs in their community
But not for their kids
Concerned about stability
Focus group

 Innovation– 65% positive; 3% negative

Necessary

Creative

Technology

Research

Creativity

Progress

New

Advancement

Growth
Focus group

 Entrepreneurship– 49% positive; 20% negative

Money

Own boss

Risk takers

Brave

Owning own company

Freedom

Risky

New companies
Focus group

 Technology– 40% positive; 15% negative

Electronics

Internet

Computers

New ideas

Money

Software

Improving life

Progress
Focus group

 Manufacturing– 23% positive; 33% negative

China

Waning

Hard work

Lay-offs

Foreign

Overseas

Pollution

Blue collar
WORKFORCE
 In the next 10 years, do you think we will see the 

emergence of new educational and training 

programs that can successfully train large 

numbers of workers in the skills they will need to 

perform the jobs of the future?

• 70 percent of technologists, scholars, practitioners, 

strategic thinkers and education leaders canvassed by 

the Pew Research Center and Elon’s Imagining the 

Internet Center says no
No one “workforce” issue/solution

PROBLEMS

• Lack of skilled workers for 

long-term

• Lack of skilled workers for 

short-term

• The flow of people

• Unemployed

• Underemployed

• Underrepresented

APPROACHES

• Pay level

• Setting realistic 

expectations

• Increase STEM supply

• Increase # of mfg workers

• On the job or for the job 

training

• Apprenticeships/intern- ships

• Retaining people in place 

and in company

• Attracting people to places

• Image campaigns

• Scholarships/tuition free
Workforce stats

 Middle skill jobs– require some post-secondary 

education, but not a four year degree

• Account for 54 percent of U.S. labor market

• But only 44 percent of workers are trained to fill them

---National Skills Coalition

 30 million jobs in the U.S. pay well without a BA. 

These “good jobs” have median earnings of 

$55,000 and are changing from traditional bluecollar industries to skilled-services industries

--Georgetown University Center on Education and the 

Workforce
Workforce

 Too few skilled workers is the problem

• Wash Post: Zimmer Biomet, artificial bone company, has 

40 open positions (“The problem isn’t China. It’s too 

many jobs”); possibility of company relocation

• NY Times: “The main economic concern in Utah and a 

growing number of other states is no longer a lack of 

jobs, but a lack of workers.”

• Nearly a third of the 388 metropolitan areas tracked by 

the Bureau of Labor Statistics have an unemployment 

rate below 4 percent
Problem bigger than skills mismatch

 Employers defining qualifications too narrowly

 Not recruiting widely enough

 Not recognizing they’re not paying enough 

• 22 percent of employers surveyed by Utah’s Dept of 

Workforce Services named low wages as a hiring problem

• 68 percent were paying below average wages

 Employees may lack transportation or child care
FISCAL STRESS
Fiscal stress at state level

 Since January 2016, S&P has issued credit rating 

downgrades in at least 10 states

 In April 2017, states had a median cushion of 

4.9% in day-to-day operating revenue, enough to 

last 18 days, according to Pew Charitable Trusts

 Medicaid spending in states

• FY2000: 12.2 percent of state revenue

• FY2015: 16.7 percent of state revenue

 State pension funding gap reached $1.1T in 2015
Fiscal stress at the city level
A piece of advice

 In this political and fiscal environment [on the state 

level], if we want more money, then we have to 

bring something new to the table.

-- Stolen from a tech-based economic development leader
Thoughts on funding

 Defend what you have

 Bring something new to the table

• Within your mission/capabilities/needs of the region

• Relevant to today’s problems 

 Develop a longer-term strategy exploring new 

collaboration and funding partners
What are the issues of the day?

• Income inequality

• Workforce

• Rural

• Manufacturing

• Inclusion

• Climate change and clean energy

• Something that will create a better future
GUBERNATORIAL 

TRANSITIONS
8 new govs elected in 16/17
16 open seats in 2018
16 govs running for re-election
4 new govs running in 2018
CENTERS AND 

STATE RELATIONS
Centers and state: audiences

 Various audiences

• Governor

• State econ dev agency

• Host organization

• State legislators

• Other orgs
Centers and states: actors

 Center actors

• Center directors

• Center staff

• Outside support

• Center boards
DEMAND FOR 

ACCOUNTABILITY AND 

TRANSPARENCY

CONCLUSION
MEP is well positioned

 Addresses the issues of the day, particularly

• Growing the middle class

• Addressing needs of rural areas

• Workforce issues

 Have the track record with the data and the stories 

to make the case

 Great opportunities with a new wave of governors 

coming in (and legislators)

 But approach has to be all elements of the 

National Network working together
Contact 

Information

For more information, contact:

Dan Berglund

614.901.1690

berglund@ssti.org

To sign up for SSTI Weekly Digest go to:

http://www.ssti.org
MEP Overview www.nist.gov/mep mfg@nist.gov (301) 975-5020 83

Morning Break
MEP Overview

Establishing an Integrated National Network

www.nist.gov/mep mfg@nist.gov (301) 975-5020 84
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

MEP National Network

The Go-To Experts for Advancing U.S. Manufacturing

MEP Advisory Board Meeting March 7, 2018
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

National Network Development Chronology

• Fall 2016 MEP Update Meeting – NIST MEP Leadership announced the need for 

Centers to address the future technology needs of SMMs

• January 2017 – Collection of Centers met and selected 6 Centers as a FIN Core 

Team for Network development

• March 2017 – Draft of Network Framework Developed

• June 2017 - FIN Core Team submits a proposal to demonstrate the power 

of the Network using cybersecurity

• September 2017 – Expanded FIN Team meet to review Framework and begin 

work on a Framework Appendix to operationalize the 

Network

• January 2018 – Framework and Appendix finalized

• February 2018 – Center Leadership Team populated 
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

Examples of Activities Supporting Network Behaviors

• Cybersecurity Competitive Award Program (CAP)

– Six Centers were awarded a CAP to demonstrate the National Network through the 

development and adoption of cybersecurity services

– Tasked with creating a framework for cybersecurity services, piloting the services and 

establishing regional “Go To” Centers for cybersecurity

• Regional Meetings 

– PacNW Regional Technology Transfer meeting, including Centers from Other Regions

– Southwest Regional Meetings on Operational and Performance Improvement, 

Including Sessions with NIST-MEP staff

• Cross Center Sharing

– Two Centers from Western and Southwest Regions collaborating on major Additive 

Manufacturing Workshop, being offered in both states

– Southwest Center invited to Central Center’s internal Social Media Workshop 

– Manufacturing USA workshops being offered by embedded Centers at the request of 

other Centers...NextFlex and Robotics scheduled in the next few months

– Arkansas MEP provided KATA training to 2 Southwest Centers

– One FIN Core Center has shared best practices, service offering research, training 

efforts with 11 Centers in the last 12 months 

– Centers reaching out to adjoining Centers with invitations to staff and manufacturers to 

join workshops, 87
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

• MEP Center Directors

 Tom Bugnitz – Manufacturers Edge 

(Colorado)

 Buckley Brinkman – Wisconsin 

Center for Manufacturing and 

Productivity

 Mike Coast – Michigan 

Manufacturing Technology Center

 Bill Donohue - GENEDGE 

(Virginia)

 Jim Shillenn – Pennsylvania IRC 

Network Foundation, Inc. 

 Jim Watson – California 

Manufacturing Technology 

Consulting

 Bonnie Del Conte – CONNSTEP 

(Connecticut)

 Jennifer Hagan-Dier- University 

of Tennessee Center for 

Industrial Services 

 Ethan Karp – MAGNET 

(Northeast Ohio)

 Chuck Spangler – SCMEP 

(South Carolina)

• MEP Staff

 Dave Cranmer – Deputy Director 

National Network Center Leadership Team

88
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

An organization of MEP Centers, collaborating 

with the MEP Program and Partners, that 

collectively act on a national or regional basis to 

provide solutions to the current and future needs 

of small and medium-sized manufacturers

National Network Definition

89
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

• Centers working together as a National Network

• Faster development & introduction of new capabilities, 

products, and services

• Access to capabilities/resources to provide solutions to 

complex challenges facing SMMs

• Provide seamless service offerings for supply chain

Vision – “Go -To MEP Network”

90
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

The National Network is Critical to the 

Future Success of the MEP Program

• Only a National Network will have the collective 

capabilities to solve the future technology needs of SMMs

• Only a National Network can leverage resources to serve 

more SMMs and increase impacts

• Only a National Network can provide seamless multistate supply chain assistance

• Only a National Network can deliver on the 

Brand Promise to be the “Go-To Experts 

for Advancing U.S. Manufacturing” 

91
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

9

2

Strategic Shift from an MEP System to a 

National Network
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

• Ability to think more broadly about serving manufacturers

• New capabilities to increase project activity, client fees 

and the number of manufacturers served

• More opportunities to participate in 

Multi-Center projects

• Access to capabilities to solve unique, 

complex business and technology 

challenges

Network Participation Enhances a Center’s 

Sustainability, Performance and Customer Value

93
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

9

4

National Network Principles and Behaviors sets 

the foundations for successful Center Interactions

Cooperation between Centers Ready to assist with in-state and 

multi-state projects

Obligation to share resources and 

Best Practices

Actively providing assistance to solve 

another Center‘s business issues

Responsibility to adopt a 

common culture

Share values and approaches to support 

rapid network development

Support the use of "Go-To′′ Centers 

for expertise

Comfortable asking another Center for 

expertise to solve a client problem

Commitment of Centers with resources to 

help Centers in need

Leadership of Centers with resouces are 

ready to provide assistance

Willingness to take risks to develop 

the National Network

Proactively engage in the Network knowing 

that it is new with open questions

Key Principles Behaviors
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

National Network Operational 

Interrelationships

9

5
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

Successful National Network Requirements

• Centers adopts and demonstrates National Network 

Principles and Behaviors

• Center Directors and Boards establish a National Network 

viewpoint

• Centers uses Go-To Centers 

for Excellence

• Center leadership participates in 

National Network peer accountability

• Centers are receptive to using and

lending resources and services 

from and to the National Network

96
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

National Network will Monitor Progress via 

Key Success Measures

• Mission Performance

– Number of manufacturers served and quantified impacts

– Network aggregated Card Performance trends

• Value of the National Network

– Number of Centers participating in the Network

– Contribution of Go-To Centers

– New capabilities and services 

focused on technology deployment

– Number of Centers in Multi-Centers 

projects

97
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

Next Steps to Operationalize the National 

Network

Short Term ( 6 months)

• Develop a Charter for the Center Leadership Team to 

effectively lead the National Network

• Finalize the Network Communications Plan and begin 

to secure Network participation

• Populate the Knowledge Sharing Team to collaborate 

with MEP Staff on Network strategies and objectives

• Formalize, encourage and document 

multi state engagements 

(e.g. cybersecurity)

98
The Go-to Experts for Advancing U.S. Manufacturing

© 2017 CMTC® All rights reserved.

Questions
MEP Overview

MEP Advisory and Center Board Roundtables

www.nist.gov/mep mfg@nist.gov (301) 975-5020 100

Opportunity for Group Discussions

The Strategic Plan and the Future is Now (FIN) Framework

at the Center Level

Session Details

• Opening: Jeff Wilcox, MEP Board Chair & Dave Cranmer, MEP Deputy Director

• Assigned Tables: Advisory Board & Center Board by Region

• Two Questions

• Integrated National Network Approach to Service and Delivery

Information and resources needed?

• Network Citizenship as a Measure of Success 

Behaviors of a “good” network citizen at the Center level?