MEP Advisory Board Meeting

April 30, 2017

Denver, CO
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Agenda - Morning

Time Topic Lead

9:00 – 9:05am Meeting Logistics Cheryl Gendron, NIST MEP

9:05 – 9:30am Welcome & Introductions: 

Opening Remarks, Board and Audience Introductions, 

Introduce New Board Members

Vickie Wessel, Chair, MEP Advisory Board

Phil Singerman, NIST Associate Director for 

Innovation and Industry Services

Carroll Thomas, NIST MEP Director

9:30 – 10:10am Board Assessments Lisë Stewart, EisnerAmper LLP

10:10 – 11:10am MEP Advisory Board / Center Advisory Board 

Discussions

Topical Discussions:

- Learning Organization

- Technology

- Workforce

MEP Advisory Board Members

11:10 – 11:30 am Break

11:30 – 12:00pm Debrief out from Activity MEP Advisory Board Members

12:00 - 1:00 pm Lunch Break Altitude Restaurant – in Hotel
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Agenda - Afternoon

Time Topic Lead

1:00 – 2:00pm MEP Strategic Plan 2017 - 2022 Vickie Wessel, Chair, MEP Advisory Board

2:00 – 2:30pm Connecting User Facilities and Labs with SMMs Bernadine Hawes, MEP Advisory Board

2:30 – 3:00pm MEP Learning Organization Carolyn Cason, MEP Advisory Board

3:00 – 3:15pm Break

3:15 – 3:45pm MEP Advisory Board Governance

• Advisory Board Annual Report

• Charter

• By-laws

Vickie Wessel, Chair, MEP Advisory Board

3:45 – 4:15pm Open Items / Future Topics & Subcommittees Vickie Wessel, Chair, MEP Advisory Board

4:15 – 4:30pm Wrap-up/Public Comments Vickie Wessel, Chair, MEP Advisory Board

Carroll Thomas, NIST MEP Director
Welcome and Introductions

Vickie Wessel, MEP Advisory Board Chair

Phil Singerman, NIST Associate Director for 

Innovation and Industry Services

Carroll Thomas, NIST MEP Director
MEP Overview

WELCOME NEW ADVISORY BOARD 

MEMBERS!

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

Board Training and 

Survey Discussion

Lisë Stewart – Facilitator 

EisnerAmper LLP
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Today’s Purpose

Review results of the Board 

Source Surveys

Identify key trends for discussion 

Discuss recommendations
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BoardSource Survey Results

 Participation statistics for 10 centers: 158 surveys distributed 

/ 137 surveys completed / 89.7% response rate 

 The scores are based on this answer scale: 0 = Poor; 1 = Fair; 

2 = OK; 3 = Good; 4 = Excellent 
+

High Level Results – 4 Areas of 

Board Responsibility

This is an example of what each center board saw when they received 

their results. These are not actual or aggregated numbers.
+

Average Scores in Each Area 

Across the Country

Board Responsibilities Average

A Set Direction 2.97

1 Mission 3.04

2 Strategy 2.92

B Ensure Resources 2.78

3 Funding and Public Image 2.80

4 Board Composition 2.78

C Provide Oversight 3.02

5 Program Oversight 2.86

6 Financial Oversight 3.12

7 Chief Executive Oversight 3.12

D Board Structure and Operations 3.06

8 Board Structure 2.90

9 Meetings 3.25
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What is working 

well

The 3 areas with highest average and 

median scores
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What is working? –

Board Meetings 3.25
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What is working? –

Chief Executive Oversight 3.12
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What is working? –

Financial Oversight 3.12
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Key Areas for 

Improvement

The 3 areas with lowest average and 

median scores
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What needs improvement? –

Board Composition 2.78
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What needs improvement? –

Funding and Public Image 2.80
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What needs improvement? –

Program Oversight 2.86
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Observations 

These are trends observed in both the survey results and during training 

and action planning with the various Center Boards. 
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Doing a better job...

 How can board members be 

better external advocates? 

What does this mean and what 

does it entail?

 Want to understand the needs 

of manufacturers – trends, 

global changes, technology 

and specific challenges. 

 Need to better understand the 

programs and services and 

what projects both entail and 

achieve. 

 Need to understand 

expectations in regard to 

securing funding. 
+

Being a better board...

 Need more attention paid to 

orientation and on-going 

development. 

 Would like to be more 

knowledgeable and involved 

in Strategic Planning. 

 Need to improve the level of 

engagement of ALL board 

members, including managing 

expectations. 

 Need to undertake more selfevaluation and review. 
+

Being a better resource 

 Need to understand role in 

regard to providing 

performance feedback to the 

Center Director/CEO. 

 Need to play an active role in 

raising the profile, brand 

image of the Center. 

 Need more diversity on the 

board, to bring a wider 

perspective and experience. 

 Need to ensure that boards are 

paying attention to BOTH the 

financial management of the 

program AND the strategic 

needs, while avoiding 

operational issues. 
+

Recommendations

What are the most powerful leverage 

points?
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Recommendations

 Continue to support the orientation process, provide opportunities 

for new board members to learn about the program and about other 

centers. 

 Provide examples of effective materials for orientation, selfevaluation, meeting management and other best practices. 

 Encourage Centers to provide more opportunities for staff (internal 

and field staff) to engage with the boards. 

 Explore ways to provide board members with research, access to 

subject matter experts and shared institutional knowledge to inform 

strategy development and support the Learning Organization 

concept. 
+

Thank you!

 Lisë Stewart 

Director, Center for Family Business Excellence

EisnerAmper LLP

www.eisneramper.com 

208.867.6251 

Lise.Stewart@eisneramper.com
MEP Overview

MEP ADVISORY BOARD AND 

CENTER BOARD DISCUSSION

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Morning Break
MEP Overview

DEBRIEF FROM DISCUSSION

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Lunch Break
MEP Overview

STRATEGIC PLAN

Vickie Wessel

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MEP Overview

Structure of the Proposed Plans

MEP National Network Strategic Implementation Plan 

MEP National Network 

Strategic Plan

MEP National Network Strategic

Implementation Plan 

MEP National Network Strategic Plan

... To Be Discussed by the Advisory Board Today 

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MEP Overview

Reminder ... 2014-2017 Strategy Content

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MEP Overview

THE COMMITTEES ASK OF THE FULL BOARD?

• DISCUSS THE FOLLOWING:

– WHAT GOALS, OBJECTIVES, OR STRATEGIES APPEAR TO

BE MISSING FROM THE PROPOSED STRATEGIC PLAN?

– FOR EACH GOAL, HOW WOULD YOU MEASURE SUCCESS? 

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Goal 3 - Leverage Partnerships

Goal 2 - Champion Manufacturing Goal 4 – Enhance MEP National Network Operations

Goal 1 - Enhance Competitiveness

Because there are so many Strategies See next Slide.

Because there are so many Strategies See next Slide.

What Goals, Objectives, or Strategies Appear to be Missing from the Proposed Strategic Plan?

& FOR EACH GOAL, HOW WOULD YOU MEASURE SUCCESS? 

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MEP Overview

Goal 3 - Leverage Partnerships

What Goals, Objectives, or Strategies Appear to be Missing from the Proposed Strategic Plan?

& FOR EACH GOAL, HOW WOULD YOU MEASURE SUCCESS? 

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MEP Overview

Goal 4 – Enhance MEP National Network Operations

What Goals, Objectives, or Strategies Appear to be Missing from the Proposed Strategic Plan?

& FOR EACH GOAL, HOW WOULD YOU MEASURE SUCCESS? 

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THANK YOU!

MEP Advisory Board Strategic Planning Committee

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CONNECTING USER FACILITIES AND 

LABS WITH SMMS

Bernadine Hawes

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Discussion Topics for The Board

39

MATTR

• NIST MEP is seeking connections with small manufacturers through 

MEP Centers that don’t always immediately result in revenue generation 

opportunities for MEP Centers

 This provides additional resources from MEP Centers to serve as Trusted 

Advisors to manufacturers

 Initial MEP Center interest seems high, but early assistance requests are low

• MATTR assistance models have not yet been formalized with NIST 

Labs – in terms of thresholds of “free” service

 NIST MEP has examined other models including “DOE Small Business Vouchers” 

and “NASA 8 Hours Free Small Business Consultation with Center Experts”

Guidance from the Board on addressing these important 

challenges is invited
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Discussion Topics for The Board

40

Embedding MEP into Manufacturing USA Institutes

• Transitioning individual project learnings and results into Nationallevel capacity and service offerings for the MEP National Network 

will prove challenging

• Developing a high-functioning network on a National scale among 

the MEP National Network and the Institutes will also prove to be 

challenging (due in part to MEP Center tendencies to mainly think 

and act locally?)

Guidance from the Board on addressing these important 

challenges is invited
MEP Overview

MEP LEARNING ORGANIZATION

Carolyn Cason

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MEP Overview

Agenda

• Background

• High-level ‘vision’

– Key components

– Recommended priorities

– Current Action: MEP Knowledge Base

• Questions/Discussion

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MEP Overview

MEP Learning Organization

Learning Organization is embedded in one of the MEP Strategic Goals:

Strategic Goal 4: 

• Develop MEP’s capabilities as a learning organization and high performance system 

(Develop Capabilities)

– Strategic Objective: Promote system learning

– Strategic Objective: Continue administrative reform 

The 2016 Charge to the MEP Advisory Board from Dr. Willie May:

Recommendations on the establishment of an MEP Learning Organization which would be a 

continuance and further development that came out of the Board Governance charge

• MEP plans to have the first comprehensive gathering of the Network since 2012 in 2017 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

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MEP Overview

MEP Learning Organization – Why?

To create a national framework to enable Center’s to 

focus on and gain access to:

• best practices

• knowledge and education 

designed to enhance Center 

performance

• expanded market penetration

• technology transfer

• increased client top and bottom 

line performance

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MEP Overview

Center 

focused 

Learning

• MEP processes

• Staff Development

• Strategic Planning

• Coaching

• HR Support – succession planning, 

recruit/retain

Client 

focused 

Learning

• New Technology—Additive, 

Digital

• Client Services – TDMI, Lean, 

Export....

• C-level consulting

• New Program development

Future 

Tech 

focused 

Learning

• Sharing Best Practices –

Summits/conferences

• Working Groups

• Networking platforms (MEP Connect 

or other)

MEP Learning Organization

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MEP Overview

MEP 

Knowledge 

Base

MEP 

Network 

Learning

MEP Best 

Practices

MEP 

Future 

Needs 

Sensing

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MEP Overview

MEP Knowledge Base

Programs to meet the needs 

of Client needs and Center 

operations.

• Define what

• Descriptions of content

• Does Course Exist?

• Make or Buy-Internal or 

external

• Team Vetting

• Keyword Searchable

• Make affordable

• Schedules

• Payments

• Materials

• Trainers

• Evaluation process –

measure success

MEP Network Learning

Process to allow centers to 

connect to systems 

expertise

• Engage Community

• Capture Systems’ Expertise

• Provide Guidance

• Process to Share Expertise

• Keyword Searchable

• Cross Center Mentoring (ex. 

Emerging Leaders)

• Community of Practice (s) –

need to define and structure

• 2 Way Communications

MEP Best Practices

Clearing house 

• Catalog of past summits, 

meetings

• Targeted Working Groups

• Tools/Resources (i.e. 

articles, blogs, recordings, 

etc.)

• Static

• 1 Way Communication

• Searchable, rated

MEP Future Needs Sensing

Process/system to gather 

and disseminate 

information to inform for 

trends, future development

• Trends/Informational

• Manufacturing USA

• National Labs

• External Sources

MEP LEARNING SYSTEM

Processes needed: for startup, for sustaining, for evaluating success

Platform needed: access, info storage, info sharing, registration, tracking

Resources needed: staff to develop and implement, funding for platform, Staff for on-going 

content and upkeep

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MEP Overview

Recommended Priorities

• Learning Management System 

– Need a Technology Platform

– Process to determine what should the content be

– How to make it available

– How to sustain it 

• Resources – staff, contractors, partners, technology

• Ongoing for new content

• Network Learning

– Communities of Practice, Working Groups

• Guidelines for startup and maintenance

• Resources

• Evaluation of outcomes

– Networking

• Summits/conferences 

– Resources, content, follow-up

– Evaluation of outcomes

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MEP Overview

Current Actions

Learning Management System:

• Developed details of needs for a Technology Platform for MEP 

Knowledge Base (MEPKB) – Planning team with PPD Team Lead for 

Systems Deployment

– Critical components

– Expectations

– Statement of Work drafted for competitive bid to be released late spring 

• Draft MEPKB content start up 

– Assemble an implementation team (MEP staff and center reps)

– Develop Decision Matrix

– Pilot the decision matrix with Tech Platform start up

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MEP Overview

Draft SOW highlights

• Task 1: Identify, acquire and manage 

Learning Management System (LMS) 

• Task 2: Program Management

• Task 3: Creation and maintenance of 

course materials

• Task 4: Course Delivery

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MEP Overview

Concurrent Actions Needed

Systems Learning and Management Group

• Network Learning – Systems Learning and Management Group

– Define Communities of Practice and Working Groups

– Start/re-start current Groups

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MEP Overview

Discussion

• The team is recommending that the LMS and management of the 

development and delivery of programming be contracted. After 

review of the Draft SOW, are there any key tasks we need to 

consider?

• What initial Key Performance Metrics might we consider to measure 

the impact/outcome of the learning management system?

• This committee has gathered good information, and focused on 

defining the Learning Management system needs. Do we need to 

identify a new committee to support the other component of the 

Learning Systems identified: Network Learning -- Communities of 

Practice and Networking?

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Afternoon Break
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MEP Advisory Board Governance

• Annual Advisory Board Report

– Any feedback / additional items that need to be included

• Charter 

• By-laws
MEP Overview

OPEN ITEMS / 

FUTURE TOPICS

Vickie Wessel

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MEP Overview

WRAP UP/PUBLIC COMMENTS

Vickie Wessel, NIST MEP Advisory Board Chair

Carroll Thomas, NIST MEP Director

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