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Report of the for the
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2013 Institute Visiting Committee
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Space Telescope Science Institute!
Submitted by:! Edmund Bertschinger, MIT! Megan Donahue, Michigan State University! Persis Drell, Stanford University! Hans-Walter Rix, MPIA Heidelberg! Monica Tosi, INAF - Bologna Observatory (chair)
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May 24th 2013

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Table of Contents !
! Executive Summary Introduction General Comments Hubble Space Telescope Mission 3! 5! 7 8

James!Webb!Space!Telescope!Mission!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!9 ! EPO,!Budget!and!Sequestration!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!10 ! InBHouse!Scientific!Research!at!the!STScI!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!10! Office!Space!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!12! Climate!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!12! Communications!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!14! Postdocs!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!15! ESA!Scientists!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!15! Appendix A: IVC Terms of Reference Appendix B: IVC 2013 Agenda Appendix C: Documents Reviewed by the IVC and Acronyms 17! 18! 20!

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Executive Summary !
The 2013 IVC is pleased to report that the Institute's traditional strengths in carrying out its core missions HST and JWST, as well as its other tasks, are in clear evidence. The Director is fully committed to guarantee a smooth and successful transition of STScI to entirely support JWST, while ensuring continuous support to the functional and scientific needs of the still exceptionally productive HST. ! The staff declared their enthusiasm for being employed at STScI. This feeling was expressed by employees from any level and division, and shows that the issues raised below do not hinder the STScI being a place of employment highly sought after. ! The principal findings and recommendations of the 2013 IVC review of the STScI are summarized in the following points. They are elaborated in more detail in the text of the report.!
The IVC commends the Institute for the excellent performances of the HST and

JWST activities, and the handling of the functional support to all missions. The outstanding performance of the Institute education and outreach programs are recognized worldwide.!
The IVC is deeply concerned for the effects of the sequestration bill and the

President's FY2014 Budget on the effectiveness of the Institute activities. In particular the effects on the Education and Public Outreach programs are going to be devastating, not only for the people working in the STScI Office for Public Outreach (OPO), but for the entire nation and its international partners. Segregating education and public outreach activities from local and daily contact with the scientists performing forefront space science jeopardizes the chances of having a whole new generation of students directly involved and interested in space science. !
The IVC recommends a full technical assessment of the possible lifetime of HST to

significantly overlap with JWST in orbit operations, in the event that operations can be continued beyond the currently planned date. The IVC is looking forward to a very positive HST Senior Review in 2014. This study is of particular importance both 3! !


! for continuing the outstanding scientific return of HST and for retaining the HST operational expertise for the JWST project.!
The IVC appreciates the strong and successful partnership, based on mutual respect

and understanding of needs, between STScI and GSFC on the JWST project. The IVC recommends that all possible actions be taken to recover and reinforce the excellent level of partnership that has been in place for many years on the HST project. !
The IVC reiterates its 2011 recommendation that the funding for GO/AR HST

programs be maintained at the highest level possible.!
The scientific output of the HST continues to be outstanding worldwide, with the

number of publications and citations, and of observing proposals in continuous growth. The scientific performance of the Institute staff is also very good, as are the levels in hiring and retaining first class scientists. The rate of tenure track success is also reassuring. However, as in 2011, the IVC finds that a higher degree of science leadership and oversight is considered necessary by several Institute scientists; for this reason, we reiterate the recommendation of appointing an Associate Director for Science.!
The IVC reports the concerns expressed by several staff members regarding the

problem of office space shortage. While the IVC is aware of the existing (budget and environmental) difficulties to find a fully satisfactory solution, it encourages the Directorate to communicate more often with staff about problems and possible solutions, and to hear their concerns.!
The IVC commends the Institute's efforts for improving workplace climate and staff

diversity, and recommends that Institute management continue to give high priority to these issues. The IVC recommends that the Institute review and enhance its current communication strategies. Although significantly improved since 2011, communications between the Directorate and the rest of the staff need to be augmented. The IVC notices that the level of communications varies across different divisions/branches, and recommends that a higher and more homogeneous level be reached in all of them.! 4! !


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The IVC is pleased to report that postdoctoral fellows are now enjoying an efficient

mentoring program and a proper employment and career support formulated by the Institute's Human Resources Office. Their scientific contributions look now well integrated into the Institute's overall research program.!
The IVC appreciates the greater attention placed on the leadership training of branch

managers and other lower level supervisors. We strongly support that an evaluation of their performance as managers, including supervisee input, be a regular part of their annual review. Introducing awards or nominations for science and management achievement may result in a better appreciation of the performances.!
The IVC recommends that suitable encouragement be given to ESA to continue its

support to HST.!
ESA scientists are well and successfully integrated in STScI functional and scientific

responsibility positions. The IVC recommends that NASA and ESA ensure that ESA scientists have equal access to STScI staff positions, and jointly revisit the MoU to let ESA scientists work on JWST at STScI also before launch.! ! !

Introduction!
! The Space Telescope Science Institute (STScI) is a free-standing science center operated by AURA under NASA contracts, and has around 500 total staff members.! The IVC met at the STScI for two full days on May 6-7, 2013 to carry out a full review of the activities of the Institute. There was a limited review by the Interim Institute Visiting Committee in May 2012. The IVC membership, set by the Space Telescope Institute Council (STIC), is listed on the cover sheet of this report. Persis Drell and Hans-Walter Rix were not able to attend the meeting at STScI, due to previous commitments. ! During this meeting the IVC considered all the issues and questions given in its charge, attached as Appendix A, and a number of other broad issues which the Committee feels 5! !


! to be important to the overall health and effectiveness of the Institute. The scheduled visit, the meeting agenda, and the list of major topics for review were developed by the IVC Chair in consultation with Antonella Nota, delegated by the STScI Director some weeks before the meeting.! The meeting agenda is attached as Appendix B and included presentations by, and discussions with, the STScI Director, Matt Mountain, the Deputy Director, Kathy Flanagan, and other members of the Directorate, as well as with representatives of several other groups of Institute staff members. These included Division and Mission Heads, branch managers, scientific staff and post-docs, and a cross section of administrative, support and functional staff members. The IVC also met with AURA President and VicePresident, Bill Smith and Heidi Hammel, the GSFC Senior HST Project Scientist Jennifer Wiseman, the Associate Director of the Astrophysics Project Division at GSFC, Mansoor Ahmed, the JWST Senior Project Scientist at GSFC, John Mather, the HST Program Scientist at NASA HQ, Richard Griffiths, and the JWST Program Scientist at NASA HQ, Eric Smith. Pat Crouse, GSFC HST Operations Project Manager, Jim Jeletic, Deputy GSFC HST Operations Project Manager, and Bill Ochs, GSFC JWST Project Manager, were able to participate to the meeting via teleconferences. In addition, the Committee met with six individual Institute employees who had requested an opportunity to discuss privately specific issues with the IVC. After executive sessions at which Committee perspectives and conclusions were formulated, a verbal debrief was provided to the Director. ! In preparation for the meeting, the IVC received a body of documents, listed in Appendix C. ! The IVC thanks Loretta Willers for the excellent support to the organization of the meeting and her continuous and outstanding help in all our needs.! ! ! ! ! 6! !


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General Comments

As already found by the IVC in 2009 and 2011, it is clear that the Institute and its staff are revitalized and efficiently focused on their substantial tasks, mostly thanks to the outstanding leadership of Matt Mountain. His leadership style, through a period of continuing change, guided by foresight and excellent judgment of the key drivers for the future of the Institute is highly appreciated both by STScI staff and by NASA HQ and GSFC officials. ! Of particular note has been the attention to issues of diversity of the Institute leadership. Several initiatives, which ensure that climate and diversity remain as active issues, are in place within the Institute. Staff and the postdocs of any level and division declared their enthusiasm for being employed at STScI. The IVC has had the opportunity of checking the Institute records on the last ten years of hiring and retaining employees at all levels, as well as the records on the tenure track process of scientists, and is pleased to report that they are all excellent and significantly improved since the advent of the current Director.! The Institute has provided strong and creative leadership within the international arena in developing new operational and support modes for astronomy space missions, and their archives. The IVC recommends that the Institute continue its proactive efforts to develop new operating and support modes in a climate where budgets will come under increasing scrutiny.! The IVC was pleased to find that areas of concern for the previous IVCs were positively addressed in the meantime, and either solved or improved. Among them we commend the initiatives taken for the postdocs involvement in the Institute overall science activities, for the management of the IT division, and for the training and performance appraisal of managers of all levels. ! The Space Telescope Science Institute serves a range of missions, including the Kepler data archive and the Transiting Exoplanet Survey Telescope (TESS). The MAST archive is also a major activity at the Institute, and we are pleased to report that the 7! !


! number of publications based on MAST steadily increases with time. The two major missions remain HST and JWST.

Hubble Space Telescope Mission
! The HST mission remains one of the two flagship projects for the Institute, with a high level of public recognition and outstanding service provided to the astronomical community. The operational support provided by the Institute is widely acknowledged as outstanding, and the scientific program of HST remains one of the key astronomical achievements within the international community. The outstanding performances of the Institute education and outreach program are recognized worldwide.! Given the excellent performances of the current HST instruments, and their tremendous scientific impact, the IVC shares the hope that the lifetime of HST be extended up to around 2020. An! extended! HST! life! will! allow! astronomers! to! continuing!making!highBimpact!discoveries!with!Hubble,! to significantly overlap with JWST observations and to ensure the retention at the Institute of all the HST expertise that is essential also for JWST. ! The IVC commends the Institute efforts to optimize the performances of all the HST operating instruments, while also studying alternative observing modes to mitigate the consequences of possible instrumental failures. The previous instructive experience achieved before SM4 (e.g. with 2 or 1 Gyro modes) gives us confidence that the telescope lifetime can be very productively extended for several years.! All aspects of support to the HST Mission received the highest commendations from all the interviewed stakeholders. This included scheduling efficiency, Time Allocation process, servicing external partnerships and communications with all stakeholders. There continues to be strong support for the GO/AR programs. The IVC reiterates its strong recommendation that the funding for GO/AR programs be maintained at the highest level possible.! 8! !


! The! IVC! was! concerned! that! the! relations! between! the! Institute! and! the! HST! Project! at! Goddard! have! not! yet! recovered! the! full! level! of! mutual! respect! and! understanding,! and! the! sense! of! partnership! that! has! been! in! place! for! many! years.! The! IVC! was! concerned! in! particular! by! the! continuous! decrease! of! the! rating! provided! by! the! HST! project! in! the! Performance! Assessment! Committee! (PAC)! letters,! which! corresponds! to! a! lower! support! to! Director's! funding.! The! IVC! appreciates! that! the! quarterly! meetings! between! STScI! and! GSFC! HST! staff!go!in!the! right!direction!to!overcome!this!situation,!but!there!is!still!work!to!be!done.!The!IVC! recommends!that!all!possible!actions!be!taken!to!recover!and!reinforce!the!excellent! level! of! cooperation! previously! achieved,! in! order! to! be! fully! responsive! to! the! upcoming! HST! Senior! Review! and! to! work! effectively! towards! allowing! the! possible! extension! of! HST! life,! with! the! leaner! operations! that! will! be! required! to! extend! the! mission!while!allowing!new!missions!to!be!developed.! ! !

James Webb Space Telescope Mission
! The IVC was informed of the progress on construction of the JWST detectors and mirrors. The IVC is pleased to see that JWST is still on budget and on schedule. We are impressed by the excellent results of the various initiatives, including tests and activities in preparation of observations. ! The JWST program managers from NASA and Goddard considered that the Institute teams are providing outstanding leadership and support on the JWST project. Both formal and informal communications between all the stakeholders remain strong. The outstanding performance of the Institute outreach program on JWST was also noted. ! ! ! ! 9! !


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EPO, budget and sequestration
! The IVC is deeply concerned for the effects of the sequestration bill and the President's FY2014 Budget on the effectiveness of the Institute activities. In particular the effects on the Education and Public Outreach programs are going to be devastating, not only for the people working in the STScI Office for Public Outreach (OPO), but for the entire Nation and its international partners. Segregating education and public outreach activities from local and daily contact with the scientists performing forefront space science jeopardizes the chances of having a whole new generation of students directly involved and interested in space science, and furthermore limits access by the tax-paying public to the scientific discoveries that they funded. Our concern is that violent surgery was performed before consulting the patient, much less conducting an examination. By consolidating STEM funding to only three organizations, the administration has in a stroke erased highly effective scientific communication and education programs along with (possibly) duplicative efforts. STScI is encouraged to work very hard with the Smithsonian, NSF, and the Department of Education to minimize the danger of losing decades of experience and demonstrated success to the Administration's bureaucratic notion of efficiency.! ! !

In-House Scientific Research at the STScI
! From its inception, the STScI was intended to be a top-rank scientific institution for astronomical research, in addition to being a service organization supporting the operation and scientific utilization of HST and follow-on observatories. The argument, advanced at the time by Riccardo Giacconi and others, was that for a scientist to perform optimally in a functional role supporting a mission, he/she must be intimately familiar with the challenges and opportunities for doing science with that mission, and that this intimate familiarity could only come from allowing the scientist the freedom and the time 10! !


! to perform independent research of his or her own choosing. As a result, AURA Astronomer Track positions were created at STScI in which the holders of such positions are expected to spend 50% of their time on independent research and 50% on functional activities. In addition to their service work, staff astronomers are evaluated on academic criteria, similar to the evaluation of faculty at universities, and there is a tenure process in place, in which the research accomplishments of the candidate play a crucial role in the evaluation of the award of tenure, as well as their functional accomplishments. AURA Scientist Track positions (which are untenured) are designed to allow 20% research time. This process has worked well over the many years since the founding of STScI, and a number of outstanding scientists have served, and continue to serve, as members of the scientific staff, while providing excellent service to the community. ! Part of the IVC mandate is to evaluate the distinction of STScI in-house research on a continuing basis, and in previous reports the Committee asked for detailed presentations of indicators of research productivity. The Head of the Science Mission Office (SMO), Neill Reid, made a presentation on the research productivity of the staff, showing a variety of statistical indicators, including numbers of publications, numbers of first-order publications, and numbers of citations, for STScI astronomers and staff, and their counterparts at other AURA member universities. On the basis of this presentation, we can conclude that STScI is a leading center for astronomical research, close but not at the very top. The excellent levels of recruitment, retention, and tenure rate recovered in the last few years confirm that the science activity at the Institute is good and well regarded. ! The IVC notices, however, that some tension still remains between some senior staff members and the Directorate over the role of scientific research at the Institute. The Institute has a responsibility to both NASA and the community to ensure that the research time is optimally utilized. This issue was already addressed by the IVC in 2011, and we appreciate that the implementation of a mentoring program for scientists goes in the direction of alleviating it. Nonetheless, we continue to believe that a higher degree of leadership, attention and oversight is required, and that a position of Associate Director (AD) for Science should be created. Ideally, this person would be a distinguished individual with an outstanding scientific reputation, who could garner the respect and admiration of the staff, possibly a scientist from outside the Institute and willing to move 11! !


! there for a relatively short term (e.g. 5 years). In that capacity, he or she could establish an appropriate standard for research excellence, and work with the staff to ensure that the in-house research that is pursued rises up to meet that standard. !

Office Space

The Director has illustrated the increasing shortage of office space at the Institute, mostly due to the increasing number of employees working on JWST. He has described various possible solutions, but none of them looks fully satisfactory. Telecommuting has been introduced in several branches, but cannot be considered a viable alternative for all. A questionnaire has been recently distributed to all the employees to survey their feelings and suggestions on how to deal with the office space problem. The IVC reports the concerns expressed by several staff members regarding this issue. In particular, people currently dislocated in the external Bloomberg building feel sometimes disconnected from the main Institute actions. At the same time, people sharing the office with 2-3 others feel that their activity is hampered by the presence of too many people. While the IVC is aware of the existing budget and environmental difficulties to find a fully satisfactory solution, it encourages the Directorate to communicate more often with staff about problems and possible solutions, and to hear their concerns.! ! !

Climate
! STScI employees frequently expressed their satisfaction with their job, their work, and the place, thus confirming the conclusion of the 2009 and 2011 IVC that the atmosphere at the Institute has improved substantially. Many employees reported that their job 12! !


! expectations are clear, and while the work is challenging, they understand their role and what they need to do. However, the variance in the reported quality of life was high. As in 2011, the IVC recommends that the Institute review and enhance its current communication solutions. For example it could: ! - encourage regular vertical and lateral communications between and within working groups,! - encourage regular, informal, face-to-face interactions between supervisors and staff,! - monitor how and whether communications are implemented, from the top through to the ground levels,! - model civil and acceptable modes of dissent and listening to dissent, ! - encourage fluid and open communication,! - treat and train the managers as professional managers: the performance of all managers should be evaluated, using data from their employees in addition to the assessments of their supervisor(s), ! - decrease the distance of both director and deputy director from internal affairs.! There is still some heterogeneity in the grading scale in performance evaluations. Cases were reported of branch chiefs who, as a matter of principle, systematically attribute moderate grades in the appraisal forms, independently of the actual staff performances. While we understand that this does not necessarily affect the way in which raises are allocated, it can lead to problems with morale if employees feel that they are being judged unfairly in comparison to their colleagues in other departments. ! The IVC recommends that greater attention be placed on the training of branch managers and other lower level supervisors, and that an evaluation of their performance as managers, including input by the supervised persons, be a regular part of their annual review. ! We also recommend that good management should be rewarded. All managers should have an "excellence in management" goal that is annually assessed by their supervisor, who should review every manager in their reporting. Success in management can be rewarded with a STScI Manager of the Year award (which we suggest as something that would be easy enough to implement). But more importantly (and even more cheaply) 13! !


! acknowledgement can come in the form of every day, informal interactions, as noticing and commending good management practices can become part of the culture. Employees, both current and potential managers, should be given opportunities and encouragement to spend a small fraction of their time improving their management skills, through courses, support groups, even reading and reflection on best practices. These efforts should be reported as part of every manager's annual performance review.! ! !

Communications

During the course of its two-day meeting, the IVC had the opportunity to interview and interact with many staff members at the Institute, at all levels of the organization. These meetings proved to be very useful, as they gave a clear indication of what is working and what is not working at the day-to-day level. Inadequate communication remains the dominant issue in most of these cases. Several employees feel quite disconnected from the general workings of the Institute. While they believe they are kept well-informed about what they need to know to perform their individual jobs, they feel that they are given no insight into what others are doing, or how things are progressing for the major activities of the Institute as a whole. In general, they were happy with the All Hands Meetings that have been conducted to discuss Institute-wide issues, but they would like to see more communication from/to the Directorate and the rest of the staff.! The situation has evidently improved in the last two years, specially for what concerns the branch managers. However, variability of communication across different divisions/branches is apparent, and seems to be strictly related to the personality of the Head/Top managers. Some are quite interactive with their staff, holding frequent open meetings where a variety of issues are discussed. Others are much less interactive. Some direction from upper management to encourage more uniformity in this respect would be helpful.

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! Even better: measure it. Modern polling techniques, ranging from on-line survey monkey forms, to quick polls on an internal web page, to clicker use in all-hands meetings have blossomed over the last half decade. The institute can easily find out who knows what by asking a few questions of the staff once in a while, and analyzing responses based on, for example, division. These polls can be lightweight -- less than a few minutes to take, and do not require 100% participation to provide the data. Clickers are extremely fast and perfectly anonymous if people think their IP addresses identify them.! !

Post-docs

The IVC looked at the situation of STScI post-docs from several perspectives, interviewed a group of post-docs, and discussed post-doc issues and the post-docs' role within the Institute with the scientific staff and members of the directorate.! We are pleased to see that they were happy, ecstatic to be released from the basement offices. They are spread across Bloomberg and the Muller building, and report that this separation is not a problem. The postdocs at our interviews reported a desire to participate in TAC support, in order to gain experience and insight about proposal reviews but also to contribute and to feel fully a part of the Space Telescope Science Institute mission. They are currently not being utilized in this way in an attempt to somehow reclassify them for potential reductions in overhead charges. We encourage STScI to reconsider their classification and allow them to participate in the TAC support.! ! !

ESA scientists
! The IVC talked to a good fraction of the ESA scientists at STScI, mostly recent hires on fixed term AURA contracts. Overall the IVC got a very positive impression of the 15! !


! ESA scientists at STScI: they very much like working at the Institute, and they are fully integrated in STScI operations and mission; in particular, they hold crucial roles in the stewardship of HST instrumentation. ! There are two significant issues, however, that bear reporting here: the younger ESA scientists all play effectively the role of 'staff scientists' without having any of the longterm/tenure-track career prospects that usually come along with such functional responsibility. This appears to be a significant factor in their motivation and overall career outlook. Second, these career limitations are compounded by the fact that all ESA scientists at STScI work only on HST, due to the NASA-ESA MoU that does not allow them to work on JWST. The current MoU situation, which links the ESA-JWST staffing at STScI to the JWST launch date, also provides no prospect beyond HST work during the ESA scientists fixed-term tenure.! The IVC suggests two ways to address this problem. First, ensure that ESA scientists get an equal opportunity to apply for STScI staff positions, even though they are there on institute-external resources. Second, let NASA and ESA jointly revisit the current situation that makes JWST work off limits for ESA scientists at STScI. In addition, ESA is encouraged to take an active role for re-integrating ESA scientists in Europe.! Finally, the IVC reports its impression that Antonella Nota has been very effective as liaison between the ESA scientists at STScI and ESA HQ.! ! ! ! ! ! ! ! ! ! ! 16! !


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Appendix A!
ABSTRACT OF THE IVC TERMS OF REFERENCE! The Association of Universities for Research in Astronomy (AURA) has a contractual responsibility for the management of the Space Telescope Science Institute (STScI), and included in that responsibility is the presentation to the AURA Board and to NASA of a report "... assessing and reporting the effectiveness of the STScI as a research center" as seen by persons of varying expertise who have no direct connection with AURA. Responsibility for that review and for preparation of a report to AURA is placed with the Institute Visiting Committee (IVC).! AURA's policy for the IVC is described in Section A-XV of the Policy Manual, which is part of these terms of reference. This policy calls for an annual `peer review' of the health and well being of the STScI and of the effectiveness of AURA as the managing entity.! The IVC may review any aspect of the STScI's operations and of AURA management but should focus on the status and health of the STScI. The specific roles of the IVC include: a. assessing how effectively the STScI is functioning (1) as a national astronomical center, responsible for the operation of the HST; and (2) as a research institution;! b. judging how well AURA policies are being carried out;! c. assessing the adequacy of AURA and NASA policies with respect to STScI;! d. advising the STIC, the AURA Board, and after appropriate notification, the NASA HQ Program Office of its findings.! A balanced review should be conducted.! The scheduled visit(s), agenda(s), and list(s) of major topics for review should be developed by the IVC Chair in consultation with the STScI Director and should be defined as soon as practicable to permit STScI to prepare for the visit.! Reports of the IVC are to be prepared and transmitted through the President to the STIC and STScI Director within a reasonable time following each visit. The reports will consist of a brief executive summary and the body of the report of no more than 8 to 10 pages.! IVC reports are accessible only to the STScI Director, AURA officials, and members of STIC and the AURA Board. Privileged portions of the IVC report will not be forwarded to NASA. No part of the IVC report may be released, except by the AURA President. IVC members may not discuss the report with outsiders until it becomes public.! The AURA President is available to meet with the IVC and to discuss topics relating to STScI or AURA.! !

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Appendix B!

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IVC Agenda ­ May 6 & 7, 2013 STScI Boardroom

Monday, May 6th!
! 8:00 ­ 8:30 ­ 9:30 ­ ! 10:00 ! 10:30 11:15 12:00 ! 12:45 ! 1:45 ­ 2:30 3:15 ! 4:00 ! 4:30 5:15 ! 8:30 9:30 10:00 ­ 10:30 ­ 11:15 ­ 12:00 ­ 12:45 ­ 1:45 2:30 Breakfast & Executive Session! Welcome, STScI & Mission Status ­ M. Mountain [Directorate]! STScI Scientific Productivity ­ N. Reid [Directorate] ! Morning Break ! !

Meet STScI constituencies! Instrument and Telescope Support ­ M. Meixner [closed] Engineering and Software ­ C. Johnson [closed]! Office of Public Outreach ­ H. Jirdeh [closed] ! Lunch & Executive Session! HST, JWST, CMO, SMO Mission Offices ­ K. Sembach, ! M. Stiavelli, M. Postman, N. Reid [closed]! Business and Administration ­ J. Ashwell & V. Schnader [closed]! IT Support ­ D. Liska [closed]! Afternoon Break! Research Staff ­ H. Ferguson [closed] Executive Session ! !

- 3:15 ­ 4:00 ­ 4:30 ­ 5:15 ­ 6:00 !

Tuesday, May 7th!
! 8:00 8:30 9:00 9:45 ­ ­ ­ ­ 8:30 9:00 9:45 10:15 Breakfast & Executive Session! Branch Chiefs ­ P. Stanley [closed] Post-Docs ­ I. Reid [closed] ! IVC ESA reps meet with ESA staff ­ A. Nota [closed]! Private meetings with individuals! Morning Break! AURA - Bill Smith & Heidi Hammel [closed]! HST Project ­ J. Wiseman and A. Mansoor [closed] ! !

! 10:15 ­ 10:45 ! 10:45 ­ 11:45 11:45 ­ 12:30 ! 18! !


! 12:30 ! 1:30 ­ 2:15 ­ ! 2:45 ­ ! 3:15 ­ 4:00 ­ 4:45 ­ 5:30 ­ 6:00 ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! 19! ! ­ 1:30 2:15 2:45 3:15 4:00 4:45 5:30 6:00 Lunch with the Directorate! JWST Project ­ J. Mather [closed] ! Executive Session! Afternoon Break! HST/NASA ­ R. Griffiths [closed]! JWST/NASA ­ E. Smith [closed] ! Executive Session! Briefing with Director and Deputy Director! Adjourn!


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Appendix C !
Documents reviewed by the IVC!
1 2 3 4 5 6

2011 IVC Report and Director's response! 2012 IIVC Report and Director's response! JWST Project Evaluation Committee reports Oct. 2010 ­ Sept. 2012! HST Performance Assessment Committee reports for FY11 and FY12 ! Summary!of!the!2012!STScI!Annual!Report! 2010 Report of the STScI Committee on Diversity, climate and the future

of the workplace! ! Acronyms! AURA ­ Association of Universities! ESA ­ European Space Agency! GSFC ­ Goddard Space Flight Center! HST ­ Hubble Space Telescope! IVC ­ Institute Visiting Committee! JWST ­ James Webb Space Telescope! NASA ­ National Aeronautics and Space Administration! SM4 ­ Servicing Mission 4! SMO ­ Science Mission Office! STIC ­ Space Telescope Institute Council! STScI ­ Space Telescope Science Institute! STUC ­ Space Telescope Users Committee!

20! !