space telescope science institute€¦ · he hubble space telescope was the first of nasa’s...

syn•er•gism —the union of separate strengthsto achieve a greater reality

A N N U A L R E P O R T | 2000

S pa c e T e l e s c o p e S c i e n c e I n s t i t u t e

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Director ’s Foreword

The Hubble Space Telescope was the first of NASA’s ‘Great

Observatories.’ The Great Observatories, including Hubble,

the Compton Gamma Ray Observatory, the Chandra X-Ray

Observatory, and the Space Infrared Telescope Facility, were

meant to operate together, viewing the sky through comple-

mentary spectral windows and studying different aspects of

complex phenomena. Ten years after Hubble’s launch, the power

of this idea appears in many multispectral and multimission

observations that involved contributions from Hubble. In the

coming decade, Hubble will join forces with the Next Generation

Space Telescope (NGST) to increase its power even further.

It is now common in science for

diverse approaches to supply comple-

mentary pieces of a puzzle, fitting

together for scientific progress. Last

year, Hubble and the Chandra X-Ray

Observatory won kudos for their com-

bined discovery that supermassive

black holes may exist in centers of most

if not all galaxies. Similarly, sources of

bursts of gamma rays have been known

since the 1960’s, when they were

discovered accidentally by satellites

monitoring nuclear tests on Earth, but

their origin remained unknown until

three years ago. Then, a combination

of an Italian satellite called Beppo-Sax

with the William Herschel Telescope,

the Keck Observatory, and Hubble

solved the mystery, showing that they

came from objects in very distant galaxies

when the universe was less than half

its present age. The discovery that the

universe is accelerating relied on com-

bining observations at ground-based

observatories, which found distant

supernovae and got their spectra, with

Hubble images, which measured

accurately the supernovae brightnesses

as they waxed and waned. These

examples of Hubble’s collaborative

strength portend synergy with SIRTF

in 2002 and NGST in 2009.

Synergism—the union of separate strengths to achieve a reality more than the

parts—was an Institute theme in the year 2000 and will be our major challenge for

the next several years. It was at work in our science collaborations, our reorganiza-

tion to operate multiple missions, our efforts to optimize Hubble and NGST, and our

archive of astronomical data from many sources. This union is simple in concept,

yet it is difficult to harness the diversity in a large organization such as ours to benefit

our mission and support the astronomical community. By continually emphasizing

the need to combine our diverse talents in every aspect of our work, we will achieve

the collaboration needed to make all of our missions successful.

The Institute’s Annual Report for 2000 shows you how our organization and staff

have worked together on behalf of our stakeholders on many fronts, with the Hubble

instrument teams, with Hubble researchers, with NASA and ESA, and with educators

and the news media to produce discoveries with Hubble and bring them to classrooms

and homes. It also provides a snapshot of astronomy at the turn of the millennium.

The Views section offers a perspective on the changing character of astronomy as a

professional activity. The News items showcase personalities, events, and science.

The Reviews section presents a report from the organizational units at the Institute,

including a mission statement, a basic description of the work, and important achieve-

ments of the last year. We hope you find our Annual Report interesting and informa-

tive. Most particularly, we hope you find that the Institute is harnessing the benefits

of diversity with good effect for the advancement of knowledge.

Steven Beckwith

Baltimore, Maryland | 6 March 2001

f r o m t h e d i r e c t o r

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By continually emphasizing the need to combine

our diverse talents in every aspect of our work, we will achieve the

collaboration needed to make all of our missions successful.

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v i e w s | n e w s | r e v i e w s

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Astronomyin the 21st Century

Now is a good time to be an astronomer. Investment in

astronomy is large and growing, from both private and public

sources. The generosity of private donors, such as the Keck Foundation

and the Research Corporation, and public support for projects like

Gemini and the VLT have created a revolution in ground-based astron-

omy. Strong backing at NASA, ESA, and the Japanese space agency

has produced a similar revolution in space astronomy. Never have

astronomers had access to more state-of-the-art observing

facilities. These developments have been helped by the remarkable

success of the Hubble Space Telescope. The impacts of Hubble on

science—and on public awareness of science—have helped convince

the sponsors of astronomy that their support will be repaid many

times over in pushing back the limits of our knowledge

about the universe.


it’s It is through scientifically motivated Institutes such as ours that scientists can guide the nature of big

projects so that the spark of individual creativity can flourish after the project is built.

There is a trend toward largerprojects. Science projects, likeyoung galaxies, have undergone

hierarchical clustering. Many of thesmall exploratory projects have beendone, and the natural tendency is toincrease the size or capability of ourinstruments. We are on the thresholdof building facilities to answer very old questions. These questions include,how did the universe look when thefirst stars and galaxies were created?And, have other planetary systemsgiven rise to life? To address thesequestions, we need new telescopes ofunprecedented scale, and we mustlearn how to build them, even if theyare technically daunting.

Such great investments in telescopescall for corresponding investments inscientists to define the facilities anduse them wisely. Indeed, the opportu-nities for young scientists today aregood and getting better. Most youngastronomers are finding secure researchor teaching positions; the best haveseveral choices. The problem, if thereis one, lies in the changing relationshipbetween the individual scientist andthe ever-larger scale of research facilities.

The challenge of this trend is topreserve the individual creativity stim-ulated by small-scale science, whiletaking advantage of the techniques oflarge-scale organization to build andoperate major facilities. Culturally,astronomy is in a better position tomeet this challenge than, for example,high-energy physics has been. Ourlarge facilities enable hundreds of individual projects each year. The



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Hubble program provides money alongwith the telescope time, allowing inves-tigators to get all the support they needwith one proposal—support that nowincludes time at NOAO and on Chandra,based on time-sharing agreements wehave with those facilities. The majorityof science done with our observingfacilities is of the small sort, involving afew researchers working creatively to solvethe problems of most interest to them.Perhaps the most difficult challenge will be to educate the next generationof instrument scientists, since use ofshared facilities does not teach the skillsneeded to build them.

There are passionate debates onthe merits of this culture shift, andthere are clearly some advantages anddisadvantages to its long-term impacton science. Yet, it seems inevitable thatwe must understand how to do large-scale science and learn to manage theconsequences. The frontier has movedfarther away. The next frontier needslarge-scale organization to be conquered.Two hundred years ago, there were stillunexplored regions on Earth that couldbe breached by a few people in canoesor on foot. Those days are gone forever.

The Space Telescope ScienceInstitute enables small science by takingresponsibility for the many routinetasks needed to make the observations.We do not do your science; we enableyou to do your science. It is no longernecessary for many observers to learntechnical details of their trade in thesame manner as past generations, who often needed engineering and fabri-cation skills, not to mention physical

stamina, just to get the data. Hubbleusers can spend their time planningtheir observations and interpreting theresults. The consequence is for scientiststo become more specialized and to relyincreasingly on other people to enablethe research enterprise.

The purpose of the Institute is tolet scientists set the major directions for large efforts while continuing tosupport the small groups that stimulateindividual creativity. We take this roleseriously, especially the need to make iteasy for individual scientists to get thesupport they need to carry out research.Our grants program is one of thelargest in astronomy. We made available$22 M for support of Hubble observa-tions, fellowships, and related researchlast year. This amount will grow in the coming years to accommodate theincreasing data rates from new instru-ments to be installed on Hubble.

For the last seven years, we havecontinually lowered the cost of Hubbleoperations while increasing the grantsbudget at a rate above inflation to meetgrowing user needs as the data ratesbecome higher. Even while we reducedthe number of people needed to sched-ule Hubble observations, we nearlydoubled the observing efficiency of thetelescope. Our response time to targetsof opportunity is now as short as 48hours, compared to a few weeks earlierin the program.

Many of our projects are aimed at making it easier for scientists to useInstitute services while reducing thelong-term costs to the government. Forexample, our Astronomer’s Proposal

Tools project will make proposal prepa-ration and observation planning easierthrough the use of visually intuitiveinterfaces. Grant management is nowdone electronically through our newGrants Management System interface,making it easier for both users andadministrators to request and trackresearch funding. By themselves, suchinnovations may not produce new science directly, yet they have the posi-tive effect of unburdening individualscientists of details that have little to do with research.

More importantly, we represent the community in the enterprise ofconstructing large astronomical facili-ties in space. The Next GenerationSpace Telescope requires many dailydecisions about the way it is constructedand how it will be operated. Thesedecisions shape the future of the facilityin the same way that individual scien-tists once determined the destiny oftheir own experiments by hand. It istruly big science to undertake a largeproject and ensure that it is optimizedfor its intended purpose. It is throughscientifically motivated Institutes suchas ours that scientists can guide thenature of big projects so that the sparkof individual creativity can flourishafter the project is built.

Big Time


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Henry (Harry) Ferguson is the new Headof the Science Instrument SupportDepartment. Harry's formative years werespent in New York and New England,although for three years he lived in India,where he developed life-long interests in music and in other cultures. His inter-est in astronomy began at an early age,and as a teenager he spent many nightsobserving Messier objects, variable stars,and meteor showers. He obtained hisundergraduate degree in Astronomy andAstrophysics from Harvard University,where he worked as a research assistanton the Einstein Observatory and alsoled the percussion section of the “march-ing” band.

After a year teaching high-schoolphysics, Harry enrolled as a graduate student in Physics and Astronomy at The Johns Hopkins University. There hebecame heavily involved in the HopkinsUltraviolet Telescope (HUT) project, writing much of the ground-support soft-ware and assisting in the calibration ofthe detector and gratings. He was gear-ing up do his thesis on observations of elliptical galaxies with HUT when theChallenger shuttle explosion put the mission on hold. Harry retooled himselfas a ground-based astronomer andundertook a study of dwarf galaxies innearby clusters with visiting professorAllan Sandage.

From Hopkins, Harry moved toCambridge, England, for postdoctoral fellowship at the Institute of Astronomy,where his interest in dwarf galaxies ledhim to explore possible solutions to the“faint blue galaxy” problem. He also spentmuch of his time commuting back to the United States for repeated attemptsto launch HUT and for collaborations onreducing and interpreting HUT resultsfrom the successful 1990 flight on theSpace Shuttle.

Harry returned to the US in 1993,spent two years as a Hubble Fellow at

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proud toserveCommunity Service

In keeping with AURA expectations, Institute staff serve the national andinternational communities in many ways beyond the operation of our observatories. They serve on advisory committees, science working groups,review panels, and as officers of professional societies. In roles large and small, formal and informal, Institute staff strive to be good citizens of the science community.

In 2000, our staff members served the National Academy of Sciences’sNational Research Council as members of the Space Studies Board, theCommittee on Planetary Exploration, and the Astronomy and AstrophysicsSurvey Committee (the Decadal Survey), including chairing the Panel onUltraviolet, Optical, Infrared, and Radio Astronomy from Space.

They served on numerous NASA committees and panels. Last year, these included the Origins Subcommittee of the Space Science AdvisoryCommittee, the Mars Climate Orbiter Mishap Investigation Board, thePlanetary Atmospheres Program Review Panel, the review panel for the LongTerm Space Astrophysics and Astrophysics Data Programs, the AstrophysicsSenior Review Committee, and the SIRTF Science Center OversightCommittee. They chaired a Terrestrial Planet Finder Architecture Study science team, the 2 Micron All Sky Survey (2MASS) External Review Board,the Astrophysics Data Centers Coordinating Council, and the Second NASAPanel for the Non-Advocate Review of Ground-Based IR Interferometry forDetecting Exozodiacal Dust.

They participated on users committees and time allocation committees of many other observatories, including NOAO, NRAO, Chandra, andNASA/Keck.

They served as officers or committee members in professional organiza-tions, including the American Astronomical Society, the InternationalAstronomical Union, the American Association for the Advancement ofScience, and the Optical Society of America. Many staff members providedother professional services as members or leaders of organizing committees for major professional meetings, as reviewers of proposals to NASA and NSF, and as reviewers of research papers for the leading journals.

Institute staff are proud of their many

opportunities to serve astronomy and the astronomical

community on a personal basis.


Antonella Nota, the Deputy Head of theScience Division, was born and raised in Venice, Italy. Her love of astronomystarted very early. As a teenager, shewas one of the first women to join theAmerican Association of Variable StarObservers in Europe and monitored variable stars for years from the Lido inVenice. She completed her universitystudies at the Institute of Astronomy ofthe University of Padua, home of Galileo.She worked at the Italian AerospaceCompany LABEN where she participatedin the initial design of the Beppo-Saxmission. Later she moved to Darmstadt,Germany, where she spent almost two

years providing scientific support for the Exosat x-ray astronomy mission.

Antonella joined the Institute in1986, as a member of the science team for the Faint Object Camera. Shebecame a member of the ESA staff in1990. She spent ten years supportingHubble instrument science operations,taking on increasingly challenging management positions, as Lead of theFaint Object Camera Group, Lead of the Observatory Support Group, andLead of the NICMOS Group. Recently,she has taken on a new challenge asDeputy Head of the newly formedScience Division.

Antonella’s scientific interests aremainly in the field of post main sequenceevolution of very massive stars, espe-cially Luminous Blue Variables andOfpe/WN9 stars. She has studied thenebulae ejected by these stars and usedthe nebular properties to constrain theejection mechanism and to refine the

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Hubble Heritage Wins AwardThe Institute’s Hubble Heritage Project has received the Infinity 2000Award for Applied Photography from the International Center ofPhotography (ICP) in New York City. The award cited Hubble Heritage’spurpose, “to mine the scientific observations to create breathtakingimages intended to both inform and inspire,” and noted that Hubbleimagery has “stimulated the global public’s contemplation of the cosmicin emotional and philosophical ways.”

The mission of the ICP is “to present photography’s vital and centralplace in contemporary culture, and to lead in interpreting issues centralto its development.” The ICP’s Infinity Awards “celebrate the infinitepotential of the photographic medium.” The selection of HubbleHeritage was announced at the 16th annual awards ceremony, whichtook place in New York City on May 11.

The Applied Photography category of the Infinity Awards encompasses architectural, fashion, and scientific photography. Past winners of this award include some of the biggest names in photography, likeAnnie Leibovitz, whose work has appeared in Rolling Stone, Vogue and Vanity Fair.

The Hubble Heritage team consists of astronomers and technical experts whose goal is to produce beautiful and compelling images. Hubble Heritage Program Scientist Keith Noll says, “We plan all ourobservations keeping in mind the immense scientific value of Hubble images. We want the end products to be both beautiful images and research papers, and this has already happened.”

The Hubble Heritage website is http://heritage.stsci.edu, and the ICP’s is http://www.icp.org.

understanding of the last evolutionaryphases of these very luminous and massive objects. More recently, she hasdeveloped an interest in the stellar func-tion of young star clusters, especially atvery low masses.

Outside astronomy, Antonella hasmany interests, including modern artand classical music. She loves extremesports and spends her vacations scubadiving in remote areas of the world,parachuting, or skiing. She is married toMark Clampin, an astronomer colleaguewhom she met at the Institute. Theyhave a six-month-old daughter, Simona.

bravo


Kudos onHubble’s TenYears in Space

On April 24, 1990, a spectacular morninglaunch of the Space Shuttle Discovery ushered ina new era of astronomy. The payload in Discovery’scargo bay, NASA’s Hubble Space Telescope, was released by thecrew into Earth orbit the next day. Initially impaired by a flawin its main mirror, Hubble’s position above the distortion ofEarth’s atmosphere enabled it to begin making discoverieseven before astronauts repaired it in 1993. When correctiveoptics were installed during that dramatic first servicingmission, the universe snapped into sharp focus, and therefollowed a flood of spectacular images and discoveries,which have forever changed how we view the cosmos.

In its first ten years, Hubble studied 13,670 objects,made 271,000 individual observations, and returned 7 terabytes of data. Its scientific achievements resulted inover 2,651 scientific papers.

Many voices strove for fresh superlatives in praisingHubble on its 10th birthday, including the following from various quarters.

“The breadth of Hubble’s achievements is just staggering,” said Wendy Freedman of the CarnegieObservatories in Pasadena, California. “Hubble increasedthe volume of space we could see by a factor of 1,000.”

“No one imagined that HST would get us this far inunderstanding galaxy morphology,” said Dr. Alan Dressler,also of the Carnegie Observatories.

“This month marks the anniversary of one of thegreatest observatories ever flown. We have watched in aweas the Hubble Space Telescope has produced some of themost amazing images about the universe that surroundsus,” said Sen. Barbara A. Mikulski (D-MD). “I am so proudof the NASA team that has worked to keep it running and I’m pleased my support has kept your efforts funded and in business.”

“Hubble’s rate of discovery is simply unprecedented for any single observatory,” said Dr. Ed Weiler, AssociateAdministrator for Space Science, NASA Headquarters,Washington, DC, who has been associated with theHubble program since 1978.

“But what may be even more important in the long term is what Hubble has given to just about everyone on Earth.

Hubble’s spectacular images and discoveries of black holes,colliding galaxies and bizarre objects at the edge of theuniverse have been brought into millions of homes bynewspapers, television, and the Internet.”


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the Institute, and joined the staff in1995. He began in the WFPC2 Group,but soon joined the STIS Group and ledthe orbital verification program, whichwas carried out jointly by the Instituteand the instrument development team.Harry was in charge of STIS calibrationfor two years before becoming DeputyProject Scientist in the NGST group in 1999. There he undertook a number of studies to firm up the scientificrequirements for NGST, and to developconcepts for operating it. He also servedas a liaison to the Ad-hoc ScienceWorking Group.

Harry's research interests in faintgalaxies led to an involvement in theHubble Deep Field (HDF) projects. In1995 and again in 1998, Hubble tookvery deep exposures of representativepatches of sky, one in the northern andone in the southern hemisphere. Harrycoordinated the overall Institute effortfor both campaigns, from planningthrough the release of the data. He hassince focused much of his research on interpretation of the HDF data. Hehas used the data variously to rule out certain evolutionary models for dwarfgalaxies motivated by the Cold DarkMatter theory, to set limits on the num-ber of low surface brightness galaxiespresent in the low redshift universe, and to search for intergalactic starsusing HDF as a control field. Harry’s discovery of intergalactic stars in theVirgo Cluster earned him the AURA science award in 1997. Harry continueshis broad attack on problems of galaxyevolution with active Hubble observingprograms on dwarf elliptical galaxies,spiral galaxy halos, and hot horizontalbranch stars in elliptical galaxies. He is a co-investigator on the Great Obser-vatories Origins Deep Survey SIRTFLegacy project, which aims to measurethe mass assembly history of galaxiesover the last 10 billion years. Harry alsocontributes to a survey project at theNational Optical Astronomy Observatoriesto improve our understanding of therelation between star formation and theneutral gas content in nearby galaxies.

While in graduate school, Harry setdown his drumsticks and took up thehammered dulcimer. He and his wifeMeg (guitar) and Institute colleague RayLucas (fiddle) can be found from time to time around Baltimore performing traditional Celtic music.


Station. While the Hubble mission hadpioneered the design of spacecraft tobe serviceable by astronauts, designingthe Space Station to be serviceable byrobots was breaking new ground. Davidworked closely with industry and withthe United States and Japanese spaceagencies to develop a robotic-mainte-nance architecture for the Space Stationand a manipulator system that couldperform the required repair operations.

In 1990, the Canadian SpaceAgency (CSA) was formed, and it wasannounced that the Space StationProgram would be relocated to the newspace agency headquarters in Montreal.

Life in Montreal proved to be bothculturally rich and politically tumultuous.The Parti Québécois came to power in 1994 and brought the province tothe brink of separation from Canada.The Space Station Program was no less turbulent, and it endured a period offluctuating budgets and rescopes. AtCSA, David soon became Manager ofSystems Engineering and responsiblefor control systems, simulations, flightsoftware, the control station, the SpaceVision System, the robotic task verifica-tion facility—and of course systemsengineering. The Space Vision Systembecame standard equipment for Shuttledocking and assembly operations. (The black dots on the space station are targets used by the Vision System toenable the astronauts to align preciselythe modules and structures they install.)

In 1993, David was selected as theCanadian representative to the Inter-national Advanced Robotics Programme,a position he held until he moved toBaltimore to join the Institute in 1999.

David went on to serve as DeputyProject Manager and Acting ProjectManager for the Mobile ServicingSystem and Acting Director of SystemsEngineering for CSA. In the latter posi-tion he was responsible for the overallengineering of the major CSA missions.He now eagerly anticipates the launch ofthe first element of the Mobile ServicingSystem, scheduled for April 2001.

Reflecting on his current position,David comments, “Space Station wasrewarding because there was always a new challenge and a new project totackle. Usually we were trying to dosomething that had never been donebefore while trying to meet budgetaryconstraints. NGST looks to me like it isgoing to be similar.”

The central region of the starburst galaxy M83,the massive companion of NGC5253, is shown

in the ultraviolet (~3000Å), V-band (~5500Å),and I-band (~8000Å) light. The images are

from the Hubble WFPC2, with north up andeast left. The site of the recent star formation

forms a blue half-ring of small knots and diffuselight centered on the red nucleus. A prominent

dust lane cuts the western side of the ring from north to south.

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David Hunter, the Institute’s ProjectManager for the Next Generation SpaceTelescope (NGST), spent his childhoodin Scotland before moving to Canada in1967. Fascinated by space from an earlyage, he obtained a degree in AerospaceEngineering from the University ofToronto. Uncertain in which field to spe-cialize he passed up a scholarship forgraduate school and spent the followingsummer teaching computer program-ming and mathematics at St. LawrenceCollege in Brockville. Thereafter, hejoined the Communications ResearchCenter in Ottawa in the position ofSatellite Dynamics Engineer.

The six and a half years that Davidspent at the Communications ResearchCenter proved to be formative for his life and career. While about half of histime was consumed developing aremotely controlled system to measuremass properties for the Olympus space-craft of the European Space Agency, themandate of the Center enabled him toexplore other fields of interest. He devel-oped orbit analysis software, performedstudies in structural dynamics, developeda control system for the Space Shuttlefor the Waves in Space Plasmas experi-ment, and conducted research in neuralnetworks and robotics. Outside of work,life was becoming equally interesting. In1983, he met Maureen Hunt whom hewould later marry. Together, they boughta turn-of-the-century row house and proceeded to gut and remodel it.

In 1988, David became the depart-mental liaison to the Space StationProgram at the National ResearchCouncil of Canada and in 1989 joinedthe program full time. At the NationalResearch Council, he was responsiblefor the robotic aspects of the MobileServicing System, a successor to theshuttle Remote Manipulator, which isthe Canadian contribution to the SpaceStation. In this capacity, he led thedevelopment of the Special PurposeDexterous Manipulator—a two-armrobot designed to repair the Space

The central region of the starburst galaxy NGC5253 isshown in the light of Hα (~6563Å) [red] and ultraviolet(~2600Å) [blue]. The images are from the HubbleWFPC2, with north up and east left. The two-color picture highlights the complex morphology of the starburst,where the Hα emission traces not only the most recent starformation, but also galactic-scale ejecta from the evolvingmassive stars. The ultraviolet emission traces star forma-tion over timescales of a few hundred million years and is not exactly co-spatial with the Hα emission. Images likethis one show clearly that the evolution of a starburst cannot be simply described as the aging of a single stellarpopulation; a starburst comprises a wide range of compo-nents of different ages, actively interacting with the surrounding medium.

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Unveiling Star FormationDaniela Calzetti & Jason Harris

Despite the many advances in astrophysics and cosmologyover the past decade, there is one fundamental aspect

of the physics of galaxies for which we still lack a basic quan-titative understanding: star formation. Not yet unveiled arethe mechanisms that regulate star formation and the durationof a star forming event, the duty cycle of star formation, itsspatial and temporal evolution, and, finally, the interplay andfeedback between star formation and the surrounding inter-stellar medium.

Addressing these issues is of critical importance forunderstanding the star formation and heavy element enrichmenthistories of the universe, the nature of galaxies at all redshifts,and their evolution on cosmological timescales. For instance,whether the actively star forming galaxies at high redshift arebuilding the bulk of their stellar populations or a relativelyinsignificant number of stars depends on whether starburstshave long or short durations.

Starburst galaxies (galaxies undergoing a major star formation event in their centers) are ideal laboratories fortackling the questions above, as they provide optimal condi-tions for investigating the production of stars on galacticscales. To disentangle the spatial and temporal evolution ofstarbursts, we turn to the nearest galaxies, where high spatialresolution can be achieved with the Hubble Space Telescope.In addition, the ultraviolet capabilities of Hubble enable thestudy of the hot, ionizing stars, the most prominent productof a starburst, in the wavelength range where they emit thebulk of their energy.

The two galaxies M83 and NGC5253 form a nearbymassive dwarf pair in the Centaurus Group. Details as small

as the typical sizeof stellar clusterscan be resolved by Hubble’s WideField PlanetaryCamera 2(WFPC2). M83 isa grand-design spiral, with a masssimilar to ourMilky Way, hostinga starburst near its

center. Its companion is an amorphous dwarf about 100times less massive; it hosts a comparably intense starburstnear its center. A past interaction has been suggested as thetrigger of the central starbursts.

The complex morphology of the starburst in NGC5253is illustrated in Fig. 1, where the WFPC2 Hα and ultravioletimages have been combined in a two-color picture. The Hαemission of hydrogen traces the current star formation, whilethe ultraviolet emission at ~2600Å traces the star formationintegrated over the last few hundred million years. By com-bining these tracers with longer wavelength colors and withultraviolet spectra, the various components of the stellar population can be dated in nearby galaxies. It has been knownfor a few years that the ultraviolet light of starbursts appearsto comprise two components: only about 20% of the emissioncomes from identifiable stellar clusters and the remaining80% originates from a diffuse stellar population. The picturethat emerges for the starburst in NGC5253 is that star for-mation has been on-going at a roughly constant pace for thepast ~200–500 million years. The starburst forms stellar clusters, and the least massive clusters evaporate over time-scales of ~20 million years or less. The surviving stars fromthe evaporated clusters constitute the diffuse population.Remarkably, we find that the starburst in NGC5253 has lastedten times longer than the duration predicted by semi-analyticalmodels, thus challenging current star formation theories.

While the distribution of cluster ages across the center of NGC5253 does not follow any particular order, there is asuggestion of propagating star formation among the clustersin the starburst region of M83. The visible star formation inthe center of this galaxy is distributed in a circumnuclearhalf-ring (Fig. 2). A dust lane crosses the north-western partof the starburst region, likely hiding a fraction of the mostrecent star formation. The clusters in M83 appear to span alarger range of ages than those in NGC5253, up to 40 millionyears old; they are also more massive. A different picture fromthat of NGC5253 seems to be suggested for the evolution of the starburst in M83. In this galaxy, the starburst began inthe south-eastern region approximately 40 million years agoor earlier, and moved across the ring towards the north-westernregions. While pockets of star formation remain active through-out the half-ring, the most active star forming regions are currently located toward the western end of the circumnuclearring. Still unclear are the fundamental mechanisms that havedetermined the different evolution of the starbursts in the two galaxies.

Hubble, with its multiwavelength capability and its superior angular resolution, will play a fundamental role overthe next few years in our quest to understand star formation.Our investigation has just begun with NGC5253 and M83;by comparing the star formation histories of starbursts in avariety of environments, we hope to shed light on the mysteryof star formation.


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The Demography of Supermassive Black HolesRoeland van der Marel

Supermassive black holes in the centers of galaxies aresome of the most enigmatic objects in the universe. In

active galaxies and quasars, their appetite for matter providesus with a stunning display of fireworks, including X-rayemission, radio jets, and rapidly moving gas clouds. In normalgalaxies, starved of fuel, they lurk quiescently.

The Hubble Space Telescope has revolutionized ourknowledge of these supermassive black holes. By measuringthe motions of stars and gas in the centers of galaxies, Hubblehas not only proven their existence but also determined theirmasses. The Space Telescope Imaging Spectrograph (STIS) is particularly well suited for such studies. STIS is now allow-ing us to address the demography of the supermassive blackhole population.

A special session entitled “Supermassive Black HoleResearch and Advances with STIS” at the American Astro-nomical Society meeting in Rochester drew togetherastronomers to discuss newly emerging results. Earlier reportswere confirmed that supermassive black holes may well exist

in all galaxies, and that the black hole mass correlates looselywith the mass of the galaxy bulge. In addition, two groupsindependently reported a strong correlation between themass of the black hole in a galaxy and the magnitude of therandom motions of its stars.

These results provide new insight into the origin ofsupermassive black holes. One plausible scenario is thatgalaxies and their black holes form simultaneously in anphase that manifests itself through strong quasar activity.This is quantitatively consistent with the statistics of quasarsin the distant universe and with the statistics of black holesin the nearby universe.

In the coming years, further studies of supermassiveblack holes using STIS will undoubtedly bring a clearerunderstanding of the origin and demographics of theseremarkable objects.

Fireworks around Supernova 1987ANino Panagia

Supernova 1987A exploded on 1987 February 23 in theLarge Magellanic Cloud. Although Hubble was not yet

in orbit when this rare chance to observe a nearby supernovaappeared, it took advantage of the opportunity as soon as itbecame operational. The European Space Agency’s Faint ObjectCamera took the first images of SN 1987A on 1990 August23-24, which revealed the supernova crowned by a gloriouscircumstellar ring. Later, two more rings were discovered.

Hubble has kept an attentive eye on SN 1987A. Hubbleobservations have produced many fundamental results, includ-ing a direct measure of the supernova expansion, the detailedproperties of its surrounding rings, the distance to the super-nova, and the origin of the stars associated with the supernova.

Recently, Hubble has observed the high velocity materialfrom the supernova explosion starting to overtake and crashinto the slower moving inner ring. The accompanying imagesshow the dramatic evidence of these collisions. The circum-stellar ring, which until 1995 was relatively quiescent (leftpanel), started to develop bright spots in 1997. In November2000 (right panel), one can identify almost a dozen brightspots due to interactions between the material ejected by thesupernova and the ring material. Within the decade ahead,the full force of the supernova’s fast material will hit thewhole inner ring, heating and exciting its gas to produce anew series of cosmic fireworks. Hubble will take pictures ofthis spectacular scene until its end of life in 2010.

True color images of SN 1987A and its inner circumstellar ring obtained withHubble’s Wide Field Planetary Camera 2 in May 1995 (left) and November2000 (right). These images show that the quiescent ring has developed a numberof new hot spots in the last five years. In a few more years the entire ring will beglowing much more brightly. [Courtesy of Peter Challis (Center for Astrophysics),on behalf of the SINS project. (Supernova INtensive Study, PI: R.P Kirshner)]

6

StarStar

17

8

23

94

5

10?

11?

New Collision Spots 1 - 11

HST/WFPC2 May 1995 HST/WFPC2 Nov 2000

Supermassive black holes exist in the centers of many—perhaps all—galaxies.Recent results suggest that the mass of the black hole increases with the mass of thespheroidal bulge component of the galaxy. If the black hole is accreting material,the galaxy is identified as an active galaxy or a quasar.


search to date—which also produced the most enigmaticresults—was performed in 1999 using the Wide Field PlanetaryCamera 2 imager on the Hubble Space Telescope.

Principal Investigator Ronald Gilliland and his investigatorteam chose to observe a tightly packed star field in the globularcluster 47 Tucanae. The 30,000 stars they monitored are normalstars but demographically quite different from stars near the Sun,due to their greater age, lower metalcontent, and greater physical crowd-ing. In the most data intensiveobservation yet by Hubble, the teamobtained over 1,300 exposures of 47 Tucanae in 8.3 days to look forhot Jupiter transits. Such a transitwould appear as a dip of a few percent in the intensity of a star’simage, lasting about three hours andrecurring every 3 to 5 days. Theteam expected to find about 20 transiting planets if hot Jupitersoccur around globular cluster starsat the same rate as around the starsin our neighborhood.

The team found none. Themany variable stars they found(valuable in their own right) demonstrate the superb quality ofthe observations and the excellent sensitivity to transiting planets—if they were there! It seems that the stars in the globularcluster 47 Tucanae have at least a ten times lower chance of having a hot Jupiter than do stars closer to the Sun.

At this time, multiple explanations are under considerationto help explain the lack of close-in planets in 47 Tucanae. Thelower heavy element abundance may work against the initialnucleation process of planet coalescence out of protoplanetarynebulae. During the cluster formation, when the crowded stellarensemble included many massive stars with prodigious radiationand wind output, the protoplanetary nebulae may have beendisrupted. The greater gravitational interactions between thecrowded stars may disrupt planetary orbits, even cast the planetsfree of their host stars. While these possible biases against globularcluster planets were recognized before proposing the observa-tions, none seemed sufficiently convincing to argue that planetswouldn’t exist. Now that planets are known to be much lesscommon in a globular cluster, we need to understand why.


13

Searching for Planet TransitsRonald L. Gilliland

Six years ago, the discovery by Michel Mayor and DidierQueloz of the very short period planet orbiting the

solar-neighborhood star 51 Peg opened a new age of extra-solar planet detections. These ground-based radial velocityprograms have now yielded over 50 planets, most of whichare Jovian scale, with orbits of a few days to now as long asthree years. Continuing these programs for a decade or morepromises to return a rich census of yet longer period planetshaving Jovian masses.

The discovery of a class of ‘hot Jupiters’ was particularlyexciting. These Jovian-mass planets, which orbit very close tothe host stars, have major theoretical and practical implica-tions. For example, it seems likely that such planets did notform where they were found close to their host star, but thatsignificant orbital evolution has occurred, moving the planetsfrom cold formation sites far out in to their present toastypositions. The prevalence of such large planetary migrations—nearly 1% of stars searched by the radial velocity programshave such gas-giant planets with orbital periods of only 3 to 5days—was entirely unexpected.

Hot Jupiters create new observing opportunities. Becausethese planets are so close to their host stars, observable tran-sits become possible. Transits are observed when the planetpasses between the observer and the stellar disk, which isexpected 10% of the time for random orientations of 3 to 5day orbits around solar-type stars. Such a transit will producea 1-2% dip in the stellar intensity, proportional to the relativeareas of the planet and star. Indeed, a photometric searchfound the transiting planet of HD 209458 ‘on schedule’ in1999, just as the count of hot Jupiters neared the point of50% expectation for at least one system oriented for observ-able transits.

Monitoring stars for radial velocity variations due toplanetary companions is a painstaking endeavor. That approachinvolves observing one star at a time with a state-of-the-artspectrograph. By contrast, a search for planets via transits canmonitor a large number of stars simultaneously with widelyavailable imaging instruments. The most massive transit

Mosaic of the 47 Tuc core imaged withWide Field and Planetary Camera 2formed by combining 26 U-, 636 V-, and653 I-band exposures used in the search forplanetary transits around some 30,000main sequence stars.

The transit of HD 209458b, a ‘hot Jupiter’ with a 3.5 day period orbiting aSun-like star as observed with Hubble. Note the extreme accuracy obtainedwith these observations obtained from above the Earth’s atmosphere.[Courtesy of T. Brown, High Altitude Observatory, National Center forAtmospheric Research.]

1.000

0.995

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–0.15 –0.10 –0.05 0.00 0.05 0.10 0.15

rela

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time from center of transit (days)

fig 1

fig 2


revi

ews


D i r e c t o r

StrategicCommunications

StrategicPlanning

ProgramManagement

DTIDTDD

director’s office

DeputyDirector

AssociateDirector

for Science

Head ofAdministration

ChiefInformation

Officer

Computing &Information

Services Division

AdministrationDivision

science dir

ctora

teScienceDivision

Office ofPublic

Outreach

SciencePoliciesDivision

mis

sio

ns

directorate

HubbleDivision

Hubble Operations Dept.Operation

New Instruments and Servicing Dept.nts and S

Science and Instrument Support Dept.strumen

Engineering& Software

Services Divsion

Planning and Scheduling Systems Dept.heduling

Ground Systems Dept.System

Mission and Flight Engineering Dept.light Eng

tems Dept.Science Usser Syst

Archives, Catalogs,& Data Services

Division

NGSTDivision

15

instituteorganization


we lead the institute

Director ’s Of f ice

Our responsibility is to lead the Institute. By defining the organiza-

tion, strategy, policy, and management team, we support the work

of the staff and guarantee the Institute’s commitments to NASA,

the scientific community, and the public. We strive to make it easy

for everyone in the Institute to contribute their best capabilities

to our mission. We obtain the resources needed by our staff to do

their work, and we allocate them to optimize the productivity of

the Institute. We represent the Institute by conducting its external

relations, reporting to oversight committees, and receiving guidance

from advisory groups.

At the beginning of 2000, we adapted the organization to meet ourresponsibility for more than one mission. The Institute continues tooperate the Hubble Space Telescope, which is NASA’s most successful

space science mission ever. We are now developing the science and missionoperations plans for the Next Generation Space Telescope (NGST), which will open an infrared window on the early universe. The data archives forHubble and other missions have become research engines in their own right,and they constitute a separate division in the new organization on par withHubble and NGST.

To provide this variety of services with flexibility and economy ofscale, we devised an organizational structure that sharpens project responsibil-ities and cultivates the strengths needed to meet them.

Each of the projects in the Missions Directorate now reports to theDeputy Director. Into the Science Directorate, we group all of our scientistsand science-based services. Most scientists report for technical work to divi-sions in the Missions Directorate. In this manner, science advice permeateseverything we do: operating Hubble, building NGST, and delivering themost useful data to astronomers’ desktops.

The reorganization gave us an opportunity to examine all of ourmanagement processes. We spent much of the year 2000 looking at ourprocesses for communication, delegation of authority, and budget planningunder the new structure. This work is continual, since the organizationremains fluid as the staff changes and as unforeseen issues develop with themissions. We recruited two new top managers: Dr. Ian Griffin as the Head ofthe Office of Public Outreach, and Professor Bruce Margon as the AssociateDirector for Science (both starting early in 2001). We worked closely withour counterparts in NASA to maintain good working relationships at all levels within our projects.

Meeting of the Director’s Office Group



17The Hubble project suffered severe budget pressure in 2000

owing to the delay of the third servicing mission and its impacton the schedule for subsequent missions. This budget pressureresulted in a 10% reduction in the Hubble staff at the Institute.The Director’s Office managed that reduction with minimaldamage to the Hubble operations, and we worked to minimizethe negative impact on staff morale. In addition to the budgetreductions, our projects have been affected by new governmentrules, such as those arising from the International Traffic in ArmsRegulations, which require considerable attention to ensure thatthe mission operations can function smoothly while remainingwithin guidelines. We worked with the NGST Division and the project office at Goddard Space Flight Center to makesure that impacts on operations are included in any decisionsabout the construction of NGST.

The Hubble mission is NASA and ESA’s flagship of science.We worked to make its highly efficient operations even betterand to increase its capacity for science. By talking with observersworldwide, we sought to understand their needs and to ensurethat their use of Hubble can maintain its preeminent position inastronomy, which is so well evidenced today by research papers,scientific collaborations, meeting topics, and headlines. Westressed the importance of bringing Hubble’s discoveries to thepublic, to inform and inspire all people with these scientificadvances of our culture.

The Astronomy and Astrophysics Survey Committee of theNational Research Council designated NGST as the highest priority major initiative in the United States astronomy programfor the decade starting in 2000. The Institute undertook a majorchallenge when we agreed to help NASA develop NGST. Thattask will be an increasing focus of our attention in the years tocome. Our goal is to operate NGST for a fraction of the cost of Hubble. That goal will be realized in a mission design and aground system concept that emphasize technical innovation,streamlining, and simplicity. These are qualities with which wehave experience. We were able to nearly double the efficiency ofHubble operations through software improvements and carefulorganization of the scheduling team. We intend to build theseeconomies into the NGST efficiency by using our experience of improving Hubble’s efficiency.

In 2000, we embarked on several new opportunities toenable science on behalf of the community. We are working withthe Sloan Digital Sky Survey team to enable standard archivingand public distribution of the data. We joined a community-basedgroup to propose the preparatory work for a National VirtualObservatory, which is the highest priority small initiative recommended by the Astronomy and Astrophysics SurveyCommittee.

Strategic Planning

Starting in the summer of 2000, we developed a new strategicplan for the Institute taking account of our opportunities,proven strengths, and philosophy of partnership with the com-munity, NASA, and ESA. The plan presents a vision for theInstitute: “To enable astronomers to explore new realms of spaceand discover humankind’s place in the universe.” Our strategic

plan portrays an appropriate leadership role for the Institute,performing the tasks it must and enabling the community to dothe many tasks it can and should. Through our synergisticpartnerships with the community and sponsoring agencies, theInstitute will help bring about a new era of scientific discovery in space astronomy.

Program Management

Program management comprises two groups dealing with finan-cial and resource management and one group for developinginnovative programs throughout the Institute. The ResourceManagement Group leads financial and business planning activi-ties Institute-wide. It prepares, negotiates, and administers contract proposals, prepares and administers budgets and staffingplans, and generates government reports such as budget varianceanalyses. Our Operations Management Group provides a managerial and programmatic liaison between divisions and theDirector’s Office. It is a focal point for managing staffing andwork plans as well as schedules and requirements. This group’sprogram managers participate in process improvement activitiesand lead special projects, where they promote effective integra-tion, coordination, communication, and conflict resolution.

In early 2000, we completed the myriad details to imple-ment the reorganization. We worked with the new division managers to prepare individual staff assignments, budget reallo-cations, and internal management structures. The Instituteimplemented the reorganization on schedule, which permitted a smooth staffing readjustment in April 2000 in response to budget pressures.

We conducted a bottom-up review of the work performedby all Institute divisions to find areas where we might increaseefficiency and reduce cost. As a further efficiency improvement,we installed a new suite of planning and budgeting software foruse at both the division and Institute level.

Development, Technology, and Innovation Projects

Our goals are to engage the Institute’s expertise in new challengeswithin our AURA charter.

In 2000, we defined a new Institute process for identifyingnovel ideas and supporting them with appropriate resources. Weexamined process improvements in several areas, including theadministrative procedures for procurement and travel and theHubble operations tasks of observation planning and instrumentcalibration. We also investigated the benefits of incorporatingnew communication technologies into conferences and meetingsthat the Institute supports.


Strategic Communications

We help provide a coherent Institute voice to the outside world.We produce the Annual Report. We conduct studies of scientificand technical issues to increase the value of space astronomy.Within the Institute, we facilitate improvements of managementprocesses, promote more effective communications, and provideorganization support to the Director’s Office.

The Annual Report of the Space Telescope Science Institutewas delivered to AURA in April 2000 and widely distributedwithin the community, including via the Internet.(http://sco.stsci.edu/annual_reports/)

We distributed the final recommendations of the HubbleSecond Decade Committee. An earlier recommendation led tothe near-infrared channel currently under development for theWide Field Camera 3, which will be installed on the finalHubble servicing mission. The final recommendations weredirected at the Hubble data archive, which is becoming a majorfocus of research in its own right, and at the process for allocat-ing Hubble observing time, which the Committee thoughtshould be supplemented with a ‘Hubble Treasury Program’ tofacilitate large, strategic, research projects.(http://sso.stsci.edu/second_decade/recommendations/)The Institute has taken the first steps in implementing theHubble Treasury Program by increasing the fractions of mediumand large programs approved in Cycles 9 and 10.

The Strategic Communications staff

D i r e c t o r ’ s O f f i c e


we conduct science & mission

operationsMiss ions Di rectorate

We plan, develop, and implement science and mission operations

for all missions for which the Institute is responsible. We are

currently responsible for the Hubble Space Telescope, the Next

Generation Space Telescope, the Multimission Archive at STScI,

and Engineering and Software Services

The Missions Directorate includes four divisions designed to provide clear responsibility for managing our major missions. We draw supporting staff, services, and products

from the expertise within the Missions Directorate and the Science Directorate.

The Hubble Division is responsible for all science opera-tions of the Hubble Space Telescope. The Next Generation SpaceTelescope (NGST) Division is responsible for designing and implementing the science and mission operations for NGST. TheArchive, Catalogs, and Data Services Division provides pipelineprocessing and distribution of Hubble data, manages the Hubbledata archive and archives of other ground-based and space tele-scopes, and develops and maintains the Guide Star Catalog andDigitized Sky Survey. The Engineering and Software ServicesDivision provides engineering and software development services to all programs at the Institute.

In the past year, we carried out orbital verification of theHubble observatory following the third servicing mission, resumingnormal science operations with the Wide Field Planetary Camera 2,Space Telescope Imaging Spectrograph, and Fine Guidance Sensorwithin three weeks. We made substantial progress preparing tooperate three new Hubble instruments, the Advanced Camera forSurveys, Cosmic Origins Spectrograph, and Wide Field Camera 3,and to operate the Near Infrared Camera and Multi-ObjectSpectrometer when its cryo-cooler is installed on the next servicingmission. We released the first elements of a new generation ofAstronomer’s Proposal Tools, which promise to aid astronomers inplanning their observations with Hubble or other observatories. Asignificant transition in archive operations was reached as we beganto migrate data from optical to magneto-optical storage. We wereselected to supply the data archive and public distribution for theSloan Digital Sky Survey. We prepared a new facility to house theHubble Flight Operations Team and began conducting Hubblemission operations from the Institute. We participated in many


M i s s i o n s D i r e c t o r a t e

definition and design studies for NGST and worked with thescientific community to define its detailed science goals. Suchefforts have led to the European Space Agency selection ofNGST as one of their future missions and to establishment of NGST as the top priority U.S. astronomy program for thenext decade.

Hubble Division

We carry out the science program of the HubbleSpace Telescope.

We support the astronomical community with scientific andtechnical advice on observing programs, as well as on the use ofarchival data. We process and schedule the selected observingprograms. We ensure the proper calibration of Hubble data. Weprepare the community and the Institute for the most effectiveuse of future Hubble instruments.

We combine in one functional unit all the scientific andoperational resources needed to implement the Hubble mission.We have three departments. Our Hubble OperationsDepartment has the operational responsibility for scheduling the current Hubble observing program and includes the FlightOperations Team, which transferred to the Institute in 2000.Our Science and Instrument Support Department includesteams for active instruments and supports observers to ensure anoptimal science program. Our New Instruments and ServicingDepartment facilitates the transition of new instruments fromdevelopment to operations and ensures their optimal usage andcalibration for science observations.

The year 2000 began with the quick reactivation of theobservatory after Servicing Mission 3A and the preceding six-week period in zero-gyro safemode. All equipment installed inthe servicing mission worked well, and the two current scienceinstruments, the Space Telescope Imaging Spectrograph (STIS)and Wide Field Planetary Camera 2 (WFPC2), were quicklyback in normal operations.

Successful proposers submitted their Cycle 9 observing programs in the spring, and the programs began executing inJune with high efficiency.

We have made process improvements, including reductionof the lead time for generating detailed observing schedules. This reduction has improved our responsiveness for many target-of-opportunity programs, and we are continuing to reduce theresponse time below 48 hours on a routine basis.

The Flight Operations Team (FOT) began full-time Hubbleoperations from facilities in the Institute in October 2000.Previously, this team had been located at Goddard Space FlightCenter (GSFC). The FOT relocation required major modifica-tions to facilities on the first floor of the Muller Building and anextensive test and familiarization period for the team.

The current workhorse instrument of Hubble, the WFPC2,provided some excitement this year when the shutter did notoperate as planned on a few occasions. Analysis by staff at theInstitute, GSFC, and the Jet Propulsion Laboratory (JPL) led toan understanding of the problem and then to a software fix,which was installed in the instrument microprocessor. The repairwas made in time to save a high-redshift supernovae observingprogram, which had invested a large amount of ground-basedobserving time just prior to the shutter faults.

We actively supported preparations for installing the AdvanceCamera for Surveys (ACS) and the Near Infrared Camera andMulti-Object Spectrometer (NICMOS) cooling system inHubble during the next servicing mission. This work includedsupport of ground tests and continued development of opera-tional and data processing systems.

Our staff participated in the development of the Wide FieldCamera 3 (WFC3) and the Cosmic Origins Spectragraph (COS)in 2000. We completed plans to adapt our ground systems tosupport these instruments and started the work. We obtainedinput from the community and selected filters for the WFC3.We participated with colleagues at GSFC in the testing of proto-type optical and infrared detectors for the WFC3. We developeda detailed Design Reference Mission for the WFC3 and pub-lished, with the WFC3 Science Oversight Committee, a whitepaper elaborating the scientific goals of the instrument. In July2000, we conducted a successful Critical Science Review of thedetailed engineering design to demonstrate compliance with the Design Reference Mission and science white paper.(http://www.stsci.edu/instruments/wfc3/wfc3-csr.html)

Hubble Operations Department | We implement

Hubble observations to provide observers with data of

the highest possible quality.

We currently provide four functions: observing program develop-ment, long-range planning, short-term planning and scheduling,and—since October 2000—flight operations.

In 2000, we completed all observations remaining in Cycle6. Cycle 7 is now over 99% complete, with only 21 observationsremaining. Cycle 8 is 97% complete. We are midway throughCycle 9.

The ingest of Cycle 9 General Observer (GO) programs ransmoothly. We finished the initial processing and released thelong-range plan on schedule in May 2000. Cycle 9 includes twotarget-of-opportunity programs that require execution within 24 hours of activation.

The case of Comet Linear last summer illustrated the scien-tific benefits of improving our response time. On the morning of 1 August, the Director approved a target-of-opportunity proposal to observe Comet Linear, which had swung past theSun on 26 July but had not been recovered by ground-basedobservers. We prepared the new observations, created a new calendar timeline, and generated new flight products, whichintercepted the timeline at the earliest moment that was safe for


the telescope. Hubble obtained the first observations of CometLinear on 4 August. A press release on 7 August announced theHubble discovery that the comet had broken into pieces.(http://oposite.stsci.edu/pubinfo/PR/2000/27/pr.html)A second set of Comet Linear observations planned for 9 Augustwere placed in jeopardy when Hubble entered a hardware, sun-pointing safemode on 5 August. However, we helped returnHubble to normal operations in time for the second set of observations.

Observing Program Development | We work with

Hubble users to ensure the optimal translation of their

scientific requirements into the technical terms of the

operating observatory.

Our focus is on Phase 2, which follows an observing program’sapproval by the Director. During Phase 2, we interact with theuser to clarify the operational details of his or her observations.We assign to each Hubble user a Program Coordinator from ourObservation Planning Team, who serves as the user’s primarycontact with the Institute. The Program Coordinator guides userinputs to ensure the smooth flow of this initial segment of theoperational pipeline.

The most recent servicing mission left Hubble with onlytwo guiding Fine Guidance Sensors (FGSs) from December1999 until April 2000 when the replacement FGS2r was broughtonline. We reprocessed over 1000 orbits of previously plannedobservations to reflect the shift in launch dates and the commis-sioning time for the FGS, and we also reworked more than 300orbits of observations that were originally planned for Novemberand December of 1999 but were deferred because of entry in tozero-gyro safemode.

We improved the process of generating and schedulingpure-parallel GO observations to address two such programs thathad had no scheduling success in Cycle 8. As a result, these programs began execution. The new process, which is almostentirely automatic, should increase Hubble’s scientific through-put due to parallel observations, particularly when the ACS’s survey capability becomes available.

Long-Range Planning | We prepare the multiyear,

master observing schedule, which reconciles observing

requirements and operational constraints at a high level.

Both community astronomers and Institute staff use the long-range plan to assess their observing-related workloads. To be successful, the plan must meet the goals of individual scienceand calibration programs as well as satisfy physical, scientific,and programmatic requirements. Our ability to reconcile 12 to18 months of planned Hubble observations minimizes theimpact of observatory changes and increases our accommodationof special observing campaigns, targets of opportunity, and servicing missions.

During 2000, we began to migrate our long-range planningprocedures from the VMS to the Unix computing environment.This migration has afforded an opportunity to streamline andsimplify as well.

Short-Term Planning and Scheduling | We fit

candidate observations into an optimal observing

sequence and create the detailed command loads to

execute each week of the Hubble science program.

Short-term scheduling has been likened to assembling a jigsawpuzzle with extra pieces thrown in. The ‘pieces’ are the approxi-mately 200 orbits of observations identified in the long-rangeobserving plan as possible for a specific week. Of these, only 80 to 90 orbits can actually be scheduled. The short-term sched-uling process takes the individual candidate observations, ranksthem according to time criticality and attempts to put themtogether in various sequences. We select the sequence that opti-mizes the use of the observatory in terms of on-target efficiencyand number of programs accomplished.

In 2000, we continued the work started under the Vision2000 effort to streamline, simplify, and shorten the calendar-building process.

We expect data volumes to triple from the present 35 gigabits of science data per week to about 100 gigabits per weekwhen ACS and the NICMOS Cooling System are installed. We will manage these higher data volumes by using the secondsolid-state recorder installed on the last servicing mission.


21



Flight Operations | We are responsible for space-

craft and instrument housekeeping, monitoring and

maintenance, and for the health and safety of the Hubble

mission.

The Institute’s responsibility for direct flight operation ofHubble started in October 2000 with the transfer of the FlightOperations Team from GSFC. An area on the first floor of theInstitute was reconfigured to become the Science InstituteMission Operations Room (SIMOR). The SIMOR is nowstaffed 24 hours per day, every day. The Mission OperationsRoom at GSFC remains a back-up for the SIMOR and will beused during future Hubble servicing missions.

Science and Instrument Support Department | We enable Hubble observers to use

the science instruments with maximum effectiveness

by providing scientific and technical advice in developing

observing programs and interpreting data, and by

calibrating and characterizing the science instruments.

We support Hubble users during all phases of their observingprograms. For difficult programs, or when requested by theobserver, we assign a contact scientist to the program. These contact scientists are responsible for aiding the principal investi-gator teams in strategies for carrying out their programs, and for answering questions about the execution of the program orhow best to analyze the data.

For programs without contact scientists and for generalquestions from the astronomical community, our Help Desk isavailable, quickly answering all manner of questions about past,present, and future instruments, or about proposal preparation,documentation, or data-analysis software and techniques. UsingHelp Desk support software, we track incoming questions. Weanswer all queries within two working days—and most within a few hours. Our data analysts provide additional support sup-plying hands-on data reduction and analysis support to local, visiting, and remote observers.

Most of our staff are in groups that correspond to theHubble science instruments. We have one group each for theWFPC2 optical camera, the NICMOS near-infrared camera,and the ACS UV-optical camera. (Our ACS group is shared withthe New Instruments and Servicing Department in the periodbefore ACS is installed and commissioned in late 2001.) Wehave one group for the STIS spectrograph, the retired GoddardHigh Resolution Spectrograph, and the retired Faint ObjectSpectrograph. And we have one group for general observatorysupport, including the FGSs and the retired Faint Object Camera.

Our Data Analyst Group supports all instrument groups intheir calibration and user support activities. Data analysts oftenbecome the resident experts in some aspect of instrument behavioror calibration. They also help Institute astronomers in their personal research and support Institute-wide projects such as theHubble Heritage Project. Our twenty-six data analysts are adiverse group. Some come from undergraduate physics or astron-omy backgrounds and may move on to graduate school. Othershave advanced degrees.

The year 2000 began with the recommissioning of theinstruments following the 1999 servicing mission. We restoredthe WFPC2 and STIS to science operations after verifying thattheir optics had not been contaminated and their detector noiselevels were unchanged. We took advantage of the temporary low temperatures in the Aft Shroud during the servicing missionto measure the dark current in the STIS ultraviolet detector better to predict the background after the Aft Shroud CoolingSystem is installed two servicing missions in the future. We commissioned the newly installed FGS2r as a guider and recom-missioned the other two FGSs for guiding as well as astrometricobservations.

Our WFPC2 group improved calibrations of the charge-transfer efficiency degradation, which is now a limiting factor forprecise measurements of globular cluster ages and measurementsof cosmological parameters using Cepheid variables or high-redshift supernovae. Building on earlier work by the instrumentdevelopment team at GSFC, our STIS group created a correc-tion for the scattered light problem that has vexed echelle obser-vations by filling in absorption lines and introducing systematicerrors. In 2001, this scattered light correction will become partof the standard pipeline for STIS data reduction.

Flight operations control room


ACS Group | We are responsible for the scientific

utilization of the Advanced Camera for Surveys and

preparations for its installation in Hubble during the

upcoming Servicing Mission 3B.

During 2000, we continued pre-launch preparations for scienceoperations with the ACS. We worked closely with engineers atthe Institute, GSFC, and Ball Aerospace to implement onboardinstructions for commanding the CCD cameras in concert withthe Aft Shroud Cooling System. The commanding facilitates the initial turn-on of the cameras as well as normal operations,including the annealing procedure that mitigates the impact ofhot pixels caused by Hubble’s nuclear radiation environment. We added a capability to post-flash CCD exposures, to counterexpected CCD degradation during the instrument’s mission. We conducted several end-to-end tests of the ACS data analysispipeline to verify performance and shake out problems.

We developed tools for analyzing ACS data, including oneto combine and geometrically correct associated data sets. Weprototyped a tool based on the ‘drizzle’ software used forWFPC2 and STIS, which will be incorporated into the ACSpipeline. We also developed a prototype display package for ACS Wide Field Camera images.

We delivered a final version of the ACS instrument hand-book, together with an exposure time calculator supporting themain ACS instrument modes, including ramp filters. Early inthe year we played the lead role in setting up a workshop onradiation effects on detectors used for Hubble and other missions.We worked with the ACS instrument team to develop and gainapproval for the ACS orbital verification plan. We also workedwith them to develop a homogenous flat field strategy for initialACS science operations, which resulted in a prioritized plan forflat field requirements during ground calibration, orbital verifica-tion, and Cycle 11 operations.

NICMOS Group | We are responsible for the

utilization of the Near Infrared Camera and Multi-Object

Spectrometer.

In 2000, we closed out calibration and characterization of thepassively-cooled NICMOS and prepared to support NICMOSactively cooled by the NICMOS Cooling System (NCS). TheNCS will be installed on Hubble during the servicing mission in November 2001. We expect it to restore the NICMOS, withan operating temperature of about 80 K, as compared to theoriginal 62 K.

Our close-out activities for the passively-cooled NICMOSproduced some data analysis benefits for both past and futureNICMOS observations. In characterizing the NICMOS temperature dependence, we laid the groundwork for tempera-ture-dependent calibration reference files for On-the-FlyCalibration/Reprocessing. We developed an improved linearitycorrection, based on on-orbit data, which will replace the previous

linearity correction derived from pre-flight ground testing. In theprocess, we discovered a new characteristic of the NICMOSdetectors, a sort of bias instability to intense illumination, whichwe are still investigating. We concluded a detailed rework of theNICMOS photometric calibration, which brought the ground-based and on-orbit scale of standard stars into agreement.

We collaborated with our GSFC and University of Arizonacolleagues on electromagnetic tests of the NCS to verify theabsence of interference. We are now confident that NCS willbring NICMOS back to life without causing an unanticipatedside effect on detector noise.

We helped develop a plan for the on-orbit verification ofNICMOS following the servicing mission. The plan includesboth science and engineering, particularly to determine the bestNCS operating temperature, which will be a compromisebetween power consumption and detector performance in darkcurrent, quantum efficiency, and well depth.

Observatory Support Group | We maintain the

Hubble focal plane model, monitor the telescope focus,

and support the use of the FGSs as astrometry science

instruments.

In 2000, we recommissioned FGS1r and FGS3 for operations,recertifying FGS1r as a science instrument. We also supportedthe commissioning of newly installed FGS2r as an operationalguider. We identified the astronomical sources required for thesetests, prepared and scripted the Phase 2 proposals for the obser-vations, and analyzed the data.

Based upon our experience with FGS1r during its first yearon-orbit, we expected desorption to change FGS2r’s alignment,distortion, and interferograms. To track this evolution, we ana-lyzed the data from a series of special engineering tests to gaininsight into the instrument’s characteristics. We also monitoredits guide star acquisition statistics to verify FGS2r’s reliability.

We supported the use of FGS1r as the astrometric scienceinstrument, including calibration activities, handbook revisions,and direct support to observers.

The Hubble focus showed a departure from its long-termtrend. To ensure that the telescope remains in focus within toler-ances, we supported special monitoring tests before and after theservicing mission. We provided the Phase 2 proposal for thesetests and played a key role in the analysis of the data.


23



Spectrographs Group | We are responsible for the

use of STIS and for supporting archival analysis of data

from the retired spectrographs.

Early in the year 2000, we completed the orbital verificationactivities following the third servicing mission. An anomalousrise noted in the CCD read noise has remained stable with noadverse impact on scientific observations.

We implemented a tool for users (based on an algorithmdeveloped by the STIS instrument team) that corrects for scatteredlight in echelle spectra. This scattered light leads to systematicerrors of up to 5% in our standard calibration pipeline. Whenwe release On-the-Fly Reprocessing for STIS data, this new toolwill become a part of the standard pipeline process.

We have increased the scientific efficiency of Hubble througha careful planning of the STIS calibration program. We reducedby nearly 50% the number of orbits required, making good useof our increasing knowledge of the instrument sensitivity, its stability, and our ability to track its evolution.

WFPC2 group | We are responsible for the use

of WFPC2.

Our most significant activity in 2000 was the correction of ananomaly in the WFPC2 shutter operation. In August, WFPC2began experiencing anomalous exposures in which the shutterfailed to open properly, resulting in blank science images. In lateOctober, the error rate increased sharply and a new problemappeared: the shutter blades occasionally collided, which causedthem to bounce and remain open. WFPC2 observations weresuspended. The problem was traced to a sensor that measures theposition of a shutter blade. A repair was devised to correct theproblem by modifying (patching) the WFPC2 microprocessorcode to allow the shutter position sensor more time to detect the shutter’s position. The patch was installed in early November2000, and WFPC2 has shown no further anomalies.

We continued to study the degradation of charge transferefficiency, which grows in severity as radiation damage to theCCD detectors increases. We conducted studies of its impact onthe of photometry extended targets. We explored techniques toreduce its effect on data, such as pre-flashing. We released a handbook on ‘dithering’, a commonly used method to improvesampling and remove artifacts in astronomical images. The hand-book describes strategies for analyzing data taken with positiondithers.(http://www.stsci.edu/instruments/wfpc2/Wfpc2_driz/dither_handbook.html) We created automated proceduresfor generating ‘dark’ calibration reference files, which will reduceroutine work and allow users to use darks customized to the epochof their data.

New Instruments and Servicing Department | We

facilitate the use of new science instruments by partici-

pating in their development, by capturing and transferring

information about instrument operation and calibration to

the Institute, and by coordinating the recommissioning of

all the instruments following a servicing mission.

We supported the verification of the Hubble observatory follow-ing the successful third servicing mission, and we helped preparethe instruments for the remaining two missions. On the fourthservicing mission in late 2001, the astronauts will replace theFaint Object Camera with ACS and install a new cryo-cooler toextend the life of NICMOS. In the final servicing mission, theywill install two fourth-generation science instruments, COS andWFC3, as well as a new Aft Shroud Cooling System to enhancethe performance of STIS and ACS by maintaining the low temperatures their detectors require.

We continued preparations to operate ACS after it isinstalled. We completed the scheduling system and post-observa-tion processing systems, which we will test with the instrumentprior to launch. Working with the ACS team, we helped charac-terize the flight detectors, calibrate the instrument, and improveit generally.

We began work on the scheduling system, data pipeline,and archive for COS, which is being developed by the Universityof Colorado. COS is a moderate-resolution, point-source spec-trograph, which is designed for the highest possible throughputand maximum wavelength coverage. In conjunction with theCOS team, local Far Ultraviolet Spectroscopic Explorer (FUSE)scientists, and GSFC, we have begun to explore calibration techniques for COS.

We continued to play a strong role in the development ofWFC3, partnering with GSFC, JPL, and Ball Aerospace. WFC3is a high-resolution, panchromatic camera covering the nearultraviolet through near-infrared wavelength ranges (0.2 to 1.7microns). WFC3 will ensure that Hubble retains a superb imag-ing capability through end of life. In 2000, we began developingthe scientific requirements for the front- and back-ends of ourground system to handle WFC3 and its data. We supported the testing of prototype CCD and infrared detectors with ourcolleagues at the Detector Characterization Laboratory at GSFC.We developed an exposure calculator tool to facilitate work onthe WFC3 Design Reference Mission. Working jointly withmembers of the Science Oversight Committee, we published aScience White Paper elaborating the scientific goals for theinstrument. We participated in numerous scientific trade-offstudies for WFC3. We carried out a Critical Science Review as a precursor to the successful Critical Design Review of WFC3,which was held in December 2000.(http://www.stsci.edu/instruments/wfc3/wfc3-csr.html)

In conjunction with NASA’s Office of Space Science, wehosted a meeting entitled New Detectors for Space Astrophysicsin June 2000 with over 180 registered participants. The meetingbrought together scientists and engineers working in wavelengthdomains from gamma rays to radio. The purpose was to evaluatethe state of the art in current and emerging detector technolo-gies. We will publish the proceedings of this meeting in 2001.


Archive Branch | We operate the Institute’s archive

systems, provide data delivery to users, enhance data

retrieval, and ensure the scientific integrity of the data

archive.

The Hubble data archive is the most heavily used collection of pointed observations in astronomy today.(http://archive.stsci.edu/) Its increasing data volume and usageenable new approaches to astronomical research and ensure thearchive’s key role in the second decade of Hubble operations.Indeed, the Hubble archive has demonstrated the fundamentalutility of astronomical archives to the broader community andhas inspired new initiatives now being taken in many ground-based facilities to provide on-line access to their data sets.

The technological barriers to processing large quantities of data are rapidly vanishing. We are taking advantage of thisopportunity to demonstrate the utility of open access to highquality science data. Today, the Hubble archive fosters two exciting kinds of exploration. First, the archive is used for scientific research and discovery. Second, the archive is in thevanguard of worldwide efforts to improve the science of archivalresearch itself.

In 2000, the Hubble archive received 1.1 terabytes of newdata, and the total data volume was over 8 terabytes. (Becauseour OTFC system freed up more than a terabyte of storage, thetotal volume of the archive actually went down in 2000 with noreduction in scientific utility.) We distributed 5.3 terabytes ofdata to researchers, which brought the total volume of Hubbledata distributed since launch to 23.5terabytes.

We reached a key milestone in our Hubble Archive Re-Engineering Project (HARP) with the installation of newmagneto-optical (MO) storage units. The MO technology iseight times less costly than the large format optical platters weused for the past six years. The MO storage units raise our totaldata capacity to 10 terabytes. Coupled with our OTFC and data compression processes, we will easily be able to store theanticipated ACS data output online for several years to come.

The Multimission Archive at STScI (MAST) continued tooffer new user services. We began public distribution of datafrom the Far Ultraviolet Spectroscopic Explorer (FUSE). Weestablished a collaboration with the Astrophysics Data Service(ADS) at Smithsonian Astrophysical Observatory, which willprovide links between MAST data sets (including Hubble) andthe on-line publications that result from those data sets. Withthis utility, researchers can quickly identify the specific data usedin published research. This capability will aid the planning ofnew observations and facilitate the evaluation of the productivityof instruments on different missions. Other improvements to the archive in 2000 included transfer of our VLA FIRST data to our CD-ROM jukebox, which makes retrievals more rapid, and expansion of our cross-correlation search tool, which nowworks on all supported MAST missions. (http://archive.stsci.edu/ mast.html)


25

ACDSD staff participate in daily operations status briefing

Archive, Catalogs, and DataServices Division

We process Hubble data in the pipeline, distributeHubble data products to the community, and operatethe Multimission Archive at STScI. We maintain andupgrade the Guide Star Catalog and Digitized SkySurvey.

Observation Processing and User Support | We

are responsible for pipeline processing of all Hubble data,

including procedural evaluation of observation quality.

We also provide offset-slew and real-time target acquisi-

tion support for Hubble observers.

In 2000, we processed 57,486 observations, up 21% from 1999.We typically delivered a new science observation into the archivefor access by users within 30 hours of when it was taken. This isabout 15% longer than in 1999, primarily due to system downtime for infrastructure improvements to the production pipelineand to the archive.

We made major changes to the science pipeline in 2000, themost dramatic of which was moving almost entirely off VMSonto Unix computers. Only data conversion for Wide FieldPlanetary Camera 2 and Faint Object Camera remains on VMS.Also, we moved our pipelines and databases out of the secureenvironment of the scheduling and spacecraft commanding systems, which enables sharing computer resources with thearchive. This sharing simplifies the management of calibrationdata because the initial processing and the On-the-Fly Calibration(OTFC) now utilize the same computers and caches of referencedata. We coordinated the science pipeline changes with the Data Processing Team of the Engineering and Software ServicesDivision and the Computer Systems Operations Department of the Computer and Information Services Division.



MAST received funding from the NASA Senior Reviewprocess, ensuring four years of growth to support optical and UV missions, such as the Galaxy Evolution Explorer.

We were active in the definition and prototyping of tech-nology and algorithms that will be vital to the National VirtualObservatory (NVO). We collaborated with counterparts atGSFC to submit an NVO prototype proposal to NASA. We have taken a lead role in the Astrophysics Data CenterCoordination Council, which will help define standards and procedures for improved interoperability between all the majorNASA data centers.

Catalogs and Surveys Branch | We produce

all-sky digital images and deep object catalogs to support

observatory operations worldwide and to provide a

research resource to the community.

We obtain our images and catalogs by digitizing, processing, andanalyzing the photographic sky survey plates from the Palomarand Anglo-Australian Schmidt telescopes. These data productsprovide accurate target coordinates, guide stars, and findingcharts used in telescope operations. They are used for manyother scientific purposes, such as the optical identification ofsources detected at other wavelengths.

For the Digitized Sky Survey, we are completing the scan-ning of the second-epoch surveys, which will cover the sky inthree passbands. These products are available to the communityvia a number of web servers around the world.

Guide Star Catalog II (GSC-II) will have all-sky coverageand contain colors and proper motions for about two billionobjects down to at least 18th magnitude. To date, we processedmost of the available plate material to produce a database ofalmost 2 terabytes. We released interim versions of the GSC-II to Hubble, Gemini, and Very Large Telescope operations, whichbenefit from the improved quality and sky coverage. As morefields become available, Hubble operations will use them to provide automated bright object protection.

We coordinated a study of guide star availability for NGST.In this study, theoretical galaxy models were extended to theinfrared and compared to available ground-based infrared obser-vations for validation. These results will help define the NGSTguidance system performance requirements. We currently believethat GSC-II correlated with the Two Micron All Sky Survey cat-alog will provide a sufficient density of guide stars for NGST.

Next Generation SpaceTelescope Division

We collaborate with NASA to develop the scientific,technical, and operational vision for the NextGeneration Space Telescope (NGST). We are responsiblefor developing the NGST Science and MissionOperations Center, with which we will operate the telescope and implement its science program.

We share a great challenge: to construct and operate Hubble’ssuccessor at a fraction of Hubble’s cost. We also share anunprecedented opportunity: to use state-of-the-art technology toachieve Hubble-like performance at infrared wavelengths, withwhich to observe the birth of the first stars and galaxies. TheNext Generation Space Telescope (NGST) is a joint endeavor ofthree international partners: NASA, the European Space Agency(ESA), and the Canadian Space Agency (CSA).

We are members of the NASA project team for NGST. This‘badgeless’ partnership has been the foundation of our successfulrelationship with NASA on this complex program. Our staff playessential roles, providing leadership in optical design, technologydevelopment, science operations, and instrument design.

In 2000, working with NASA’s Project Scientist for NGSTand the Ad-hoc Science Working Group for NGST, we helpeddefine a core set of instruments for NGST based on the highestpriority science goals in the NGST Design Reference Mission.This process made heavy use of the Institute’s NGST MissionSimulator to study trade-offs between the various parametersaffecting NGST sensitivity and the schedulability of observa-tions. We provided scientific oversight of requirements for thepoint designs of the three instruments included in the IntegratedScience Instrument Module during feasibility studies (Phase A).We analyzed the likely calibration programs for NGST instru-mentation to understand the potential need for on-board lampsand parallel observations. We studied the requirements forNGST detectors, the likely effect of cosmic rays on those detec-tors, and the design of the read-out electronics.

Another plate is prepared for scanning


With The Johns Hopkins University, we established a newlaboratory for testing infrared detectors. Our main goal for thelab, called the Independent Detector Testing Laboratory (IDTL),is to test all detector types considered for use on NGST. Theteam will compare prototype HgCdTe (mercury cadmium telluride) and InSb (indium antimonide) detectors to supportthe selection of the flight detector technology in late 2002. The lab will also help the wider community to develop betterinfrared detector arrays for astronomy.

We made improvements to the NGST Mission Simulator,which has proven a useful tool for developing the operationsconcept and conducting cost-performance trades. We improvedthe granularity of the reference observing program and the fidelityof the observatory model. With NASA’s approval, we releasedsource code for NGST Mission Simulator to the two prime contractors to facilitate competition-sensitive studies of theirobservatory concepts.

The Ad-hoc Science Working Group completed the termsof its charter and was disbanded. We assisted NASA in the solici-tation and selection of a smaller, more senior, interim group torepresent the interests of the international science communityprior to the selection of the U.S. science team and the creationof the flight Science Working Group. The Interim ScienceWorking Group reports to NASA Headquarters and will reviewplans for the selection of the prime contractor and the ScienceWorking Group. We assist the Interim Science Working Groupand recommend science and technical issues for their consideration.

We worked with the Office of Public Outreach to coordinatespecial sessions at the American Astronomical Society meetings to publicize the recommendations of the Ad-hoc ScienceWorking Group and the progress of the NGST technologydevelopment. We have posted NGST studies on Institute andNASA web sites and advertised them on list servers.(http://www.ngst.nasa.gov/doclist/bytitle.html)

We developed an Operations Concept Document, which we will update throughout the development phase of the NGSTproject to remain current with the NGST design and operationalcharacteristics. Ultimately, the document can become the basisfor developing formal operations plans and designs.

We analyzed a variety of issues with potential impacts ondesign concepts for the potential prime contractors. These issues,which had arisen in the project working groups, included observatory performance, stray light, communications, andimage quality.

As part of the core NGST project team, we participated in meetings preparing for the selection of the prime contractorand the next phase of the NGST development. We also helpedNASA develop the key mission performance goals prior to solicitation of the prime contractor proposals.

We helped NASA project management develop a manage-ment philosophy and scale of the NGST mission to achieve alow life-cycle cost. We addressed the allocation of work betweenthe prime contractor, NASA, the international partners, and theScience and Mission Operations Center. We performed a studyof low-cost operations, which identified the development aspectsthat are key to reducing NGST operations costs. We helpedNASA rescope and recost NGST to bring development planswithin schedule and cost guidelines.


27

NGST GoTeam

NGST Team meeting



We successfully completed the preliminary design review forthe Cosmic Origins Spectrograph (COS) pipeline. We began adesign for the Wide Field Camera 3 (WFC3) pipeline.

We completed the first version of a new data analysis com-mand language called PyRAF. The new system, which is basedon the freely available and widely used Python scripting language,supports all of our existing data analysis tasks (including scriptswritten in the old command language). PyRAF is more open and extensible than the old system. It is fundamentally morepowerful for both astronomers and programmers. We distributeda public beta release of PyRAF, which is in use at many sitesaround the world.

Astronomer’s Proposal Software Team | We

develop the software used by astronomers to plan their

Hubble observations and to describe how the spacecraft

should carry them out.

Our current proposal preparation software is RPS2 (RemoteProposal Submission Two). It aids astronomers in preparing theirprograms by ensuring correct syntax, verifying the legality ofinstrument configurations, and determining that the program isfeasible for scheduling.

Our primary development project is the Astronomer’sProposal Tools (APT) system for preparing proposals for Hubbleand other observatories. APT provides a more modern interfaceto our existing tools, along with new capabilities that make proposal preparation easier.

In 2000, we enhanced RPS2 to provide more helpful diag-nostics and advice to users, which means fewer RPS2 processingerrors. We also coupled the Guide Star Selection System withRPS2, which now permits astronomers to determine when theirtargets have no available guide stars and to modify their programsto solve the problem. Observers were able to use this feature toprepare their Cycle 9 proposals.

We released the initial version of APT including the VisualTarget Tuner (VTT), which allows observers to plan their obser-vations through an interactive graphical interface. The VTT wasalso integrated with the StarView interface, providing Hubblearchive users better information about Hubble observations of agiven astronomical object. We developed the APT exposure timecalculator, which proposers use to determine the observing timeneeded to achieve their scientific goals. We also developed a toolfor observers and Institute staff to help them check the vicinityof Hubble targets for bright ‘spoiler’ objects, which might ruindata or even damage an instrument.

Engineering and SoftwareServices Division

We are responsible for all software development andengineering support at the Institute.

We are organized in four departments: Science User Systems,Planning and Scheduling Systems, Ground Systems, and Missionand Flight Engineering. Our staff consists of scientists, engineers,and software professionals dedicated to developing quality soft-ware and delivering expert engineering with the sole aim ofenhancing science return to the astronomical community. Bycombining all the Institute’s software and engineering teamswithin one division, we secure efficiencies through innovation,commonality, and sharing.

In 2000, the community made increased use of our softwaresystems and our software and hardware expertise. Our customersincluded astronomy missions beyond Hubble and the NextGeneration Space Telescope (NGST). We look forward to thecontinuing, wider deployment of our systems in support of science.We take pride that the systems developed for the Hubble SpaceTelescope are enabling scientific discoveries the world over.

Science User Systems Department | We develop

and support the software used by scientists to prepare

their Hubble programs for execution and to analyze their

data after the observations.

With science and user software systems gathered into onedepartment, we have the opportunity to develop a more consis-tent external interface for our observing community. We consistof two groups: the Science Software Group and the Astronomer’sProposal Software Team.

Science Software Group | We develop calibration

and data analysis software for use by the instrument

groups, the pipeline data processing team, Hubble

archive users, and Hubble observers.

In 2000, we tested the first version of the Advanced Camera forSurveys (ACS) calibration package by which all ACS data will be calibrated. Because it will produce a significantly larger datavolume than previous instruments, ACS presents challenges for data storage and transmission to observers over the Internet. To ease these tasks, we developed a new compressed image format by which most ACS images can be compressed by a factor of ten while still permitting analysis tools to have easyaccess to the data.

We created a new set of tools for analyzing infrared datafrom the Near Infrared Camera and Multi-Object Spectrograph(NICMOS). These tools compensate for the quirks of NICMOSdata, thereby increasing the scientific value of both archival and the new data to be acquired after the next servicingmission. We will incorporate the new tools into the NICMOScalibration pipeline.


Planning and Scheduling Systems Department | We are responsible for planning and

scheduling software products currently used for Hubble,

the Far Ultraviolet Spectroscopic Explorer, Chandra,

and NGST, as well as several large ground-based optical

observatories. We also support the development of

products such as APT and the Grants Management

System (GMS).

Our department consists of three development teams and a testing team providing services to our entire division. With theInstitute’s engineering talent on planning and scheduling systemsgathered within our department, we provide our customers ahigh standard of support, taking full advantage of the skills within our software groups.

Planning Development Team | We develop front-

end planning and scheduling software.

We are responsible for the applications known as Spike,Transformation, and the Parallel Observation Matching System(POMS). Spike produces long-range plans for Hubble and hasbeen modified to produce both long-range plans and short-termschedules for other missions. Transformation feeds downstreamplanning and scheduling applications with data from Phase 2proposals. POMS identifies opportunities to place parallel science observations on prime science timelines.

In 2000, we changed Spike to support the operations of the Far Ultraviolet Spectroscopic Explorer (FUSE). We deliveredthe Spike system to the Subaru observatory to handle theirobservation planning. We also prototyped a Spike tool to stream-line short-term scheduling on Hubble.

We continued to redesign Transformation into a new dataproduct, called TransVerse, which will be more easily maintainedand adapted to a changing spacecraft. We completed a study for Qwik-Trans, which demonstrated that TransVerse will signifi-cantly improve speed in the proposal preparation process.

Spacecraft Scheduling and Commanding Team | We provide software, analysis, and documen-

tation support to the planning and scheduling area of

the Hubble ground system.

We are responsible for developing and maintaining the PayloadOperations Control Center Application Software Support(PASS). PASS supports Hubble’s weekly scheduling, includingantenna management, recorder management, command manage-ment, and Tracking and Data Relay Satellite System (TDRSS)communications schedules.

In 2000, we updated PASS software to new standards andincorporated load checking algorithms to ensure error-free command loads for Hubble for the first time. We began the large task of converting the PASS software from the VMS plat-form to Unix.

The year started with the PASS software successfully sup-porting the concurrent demands of the Y2K century crossoverand the servicing mission. The PASS upgrades for the newonboard computer installed during the servicing mission workedflawlessly. We completed the TDRSS scheduling project, whichincluded PASS software upgrades and tests of our interface with a new TDRSS network system. We completed a referenceselection system for the fixed-head star tracker, which simplifiesoperations by providing the needed information earlier in thescheduling process.

Scheduling Development Team | We provide the

short-term scheduling system for operating Hubble and

other missions.

Our software products for Hubble include the Science Planningand Scheduling System, the Science Commanding System, the New Guide Star System, and the Moving Object SupportSystem. For NGST, our team provides the NGST MissionSimulator, which is a web-based suite of tools containing amodel of the NGST observatory and its environment, which are used to develop the NGST Design Reference Mission.

In 2000, we made 17 software releases of which 6 weremajor. These releases closed over 100 Operational ProblemReports and also provided useful enhancements. We supportedthe Hubble Division’s conversion of their operational scripts toPython and provided significant software development resourcesto the Grants Management System (GMS).


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SESD Lab



Software Testing Team | We provide quality

software testing. We are committed to improving the

quality and productivity of testing as a fundamental

process at the Institute.

The software testing team is a new group, created in March 2000.We supported the operational release of major software

systems, including OPUS (the Observation support/Post-obser-vation data processing Unified System), Science Planning andScheduling System, and special projects such as TransVerse andGMS. We also developed the Integrated Test Environment tosupport testing of several planning and scheduling subsystems.

Ground Systems Department | We are responsible

for the development and maintenance of the Institute’s

science ground system, including archives, post-observa-

tion data processing, and a supporting infrastructure of

databases and software systems.

Our department comprises the Archive Team, Data ProcessingTeam, Systems Infrastructure Team, and Database DeveloperTeam. The teams within the Ground Systems Department main-tain expertise in the hardware, operating systems, and databasesused throughout the Institute. While our department’s primaryfocus is on the Institute’s high-volume, high-reliability data processing servers, we also support the various hardware andsoftware platforms used by other engineering departments. Our systems are used in several missions other than Hubble,including the International Gamma-Ray AstrophysicsLaboratory (INTEGRAL), the Space Infrared Telescope Facility(SIRTF), the Chandra X-Ray Observatory, and FUSE.

Archive Team | We develop, deploy, and upgrade

the systems used for archival scientific research.

We are responsible for the software for Hubble’s Data Archiveand Distribution Service (DADS), Multimission Archive atSTScI (MAST), and the AutoBulk system, which generates theupdates from the Hubble archive for our mirror sites at theSpace Telescope European Coordinating Facility, the CanadianAstronomy Data Centre, and the National AstronomicalObservatory of Japan. We are also responsible for the StarViewuser interface, which provides the international astronomy community with a sophisticated browser to the Institute’s archivecatalog holdings.

In 2000, we worked with the Data Processing Team on theOn-the-Fly-Calibration (OTFC) project, which was released tothe community in January. OTFC calibrates science data as it isrequested from the archive, which ensures that the end-userreceives the benefit of the most up-to-date calibration algorithmsand reference files. OTFC also benefits the Institute, because the

archive must no longer ingest the calibrated data; only the uncalibrated (raw) data is stored, which reduces costs for storagemedia and minimizes usage of the jukebox storage systems.

We released a more automated version of the AutoBulk system creating the CD-R versions of the Hubble data for oursister archive sites. We readied the archive for the newer magne-to-optical (MO) media. We released a Java-based version of theStarView interface for the Hubble archive, which offers the usergreater platform compatibility, flexibility, and control.

Data Processing Team | We are responsible for the

routine data processing and calibration pipelines.

Our pipelines include the standard production pipelines thatunpack, format, edit, process, and calibrate the raw data receivedfrom Hubble. Our other pipelines include the OTFC, theAstrometry Science Data Pipeline, and the ObservatoryMonitoring System pipeline, which processes telemetry data for jitter files and spacecraft events.

In 2000, we deployed the OTFC system, which has provenreliable, responsive, and valued by users. All data from the SpaceTelescope Imaging Spectrograph (STIS) and Wide FieldPlanetary Camera 2 (WFPC2) are now being recalibrated as theyare retrieved from the archive. Likewise, we no long store the calibrated data for these instruments in the archive, reducing the throughput needs and the archive size.

The OFTC system is based on OPUS, which is a processflow control system now used for several different missions and applications.

We improved OPUS in two major ways in the year 2000.We created a fully documented Application ProgrammersInterface to OPUS. This allows the Institute and other OPUSapplication developers more easily to integrate their processingsteps into an OPUS pipeline. Our second improvement was toimplement an enhanced monitoring mechanism, which providesOPUS operators better visibility into the flow of data throughthe pipeline. The new mechanism also offers the advantage ofbeing completely platform independent (it is Java based), whichallows the operators to use their preferred desktop to manage an OPUS pipeline.

We implemented the pipeline elements for ACS. BecauseACS will generate significantly larger data volumes than previousHubble instruments, we improved the operational data process-ing systems by adding higher performance servers and more diskcapacity.



31

Systems Infrastructure Team | We investigate,

test, and deploy new technologies, products, and tools

used on the science ground system components. We

develop the application programming interfaces used to

access databases and support the system for tracking

problem reports and work requests on the science

ground systems.

In 2000, we focused on deploying Grants Management System,offering enhanced tools both for the grant proposer and thegrant administrator. These tools improve the reporting, tracking,and distributing of grants.

We supported Hubble’s Control Center System on thedesign and development of the data warehouse report generator.We also set up the tracking system and databases for quality evaluation needed by the historical data load project.

Database Development Team | We manage the

proposal, planning, and grants databases for the Hubble

program. We also manage the archive databases, which

index all of the science data holdings of the Institute.

We provide the Institute’s engineering expertise in the

design, maintenance, and evolution of database systems,

assisting engineering teams, operations staff, and science

users throughout the Institute with their database applica-

tions and needs.

In 2000, we supported the myriad database updates and entriesaccompanying a new Hubble proposal submission cycle. We continued to improve these front-end systems with the goal of aseamless flow of data from the proposer to the appropriate entriesin the planning, administrative, grants, and archival databases.

We provided the necessary updates to the archive catalogs toenable the transition from the 12" optical platters to the newer5" magneto-optical media. We also updated the archive catalogsin support of the OTFC and OTFR projects and to include theACS as a new instrument.

The Database Development team supported the HubbleOperations Department in migrating their various databasereports to a Unix environment.

Mission and Flight Engineering Department |We are responsible for the health and safety of the

Hubble science instruments, the stored commanding

of the Hubble instruments, and systems engineering

of software systems at the Institute. Our department

consists of the Engineering Team and the Systems

Engineering Team.

We have in-depth engineering knowledge of the Hubble flighthardware and flight software, useful to understand the opera-tional needs of the Hubble mission. On this basis, we providesystems engineering services to projects at the Institute andGSFC. For example, we contributed to the assessment of theWFPC2 shutter anomaly, which threatened the utility of itsmost scientifically productive instrument. We performed systemsengineering for the NGST project based on our understandingof the Hubble spacecraft and ground system.

Engineering Team | We maintain engineering knowl-

edge of the Hubble instruments and spacecraft hardware.

We monitor the health and performance of the science

instruments and track the status of limited-life items

within the instruments.

We work with the science and operations staff to improve thequality of science data returned from Hubble. We analyze instru-ment anomalies and ensure their safe recovery from safingevents. In advance of servicing missions to Hubble, we workwith NASA personnel to define the operational requirements of new hardware. During the servicing mission, we provide 24-hour support. We operate an instrumentation laboratory, whichmaintains the guide star plate scanning machines and supportsinstrumentation projects of Institute astronomers.

In 2000, we supported the anomaly review boards thatinvestigated the WFPC2 shutter anomaly and the increase inSTIS read noise following the last servicing mission. We per-formed evaluations of the electrical and mechanical systems tolook for contributing factors. We supported the real-time recovery of the instruments following the hardware sun-pointsafe-mode event, NICMOS multibit error, and WFPC2 shutteranomalies. We conducted a limited-life analysis on the WFCP2Selectable Optical Filter Assembly. We executed several tests onthe ACS operations bench to verify ground system throughput,ACS CCD set points, anomalous MAMA recovery, CCD ChargeTransfer Efficiency analysis, CCD post-flash, and servicingmission orbital verification proposals.

Our instrument laboratory staff contributed to the design ofthe Infrared Multi-Object Spectrograph, which is being built incollaboration with GSFC for ground-based astronomical obser-vations. We designed, fabricated, and tested a detector fan-out


board for use in characterizing infrared detectors at GSFC forWFC3. We supported the creation of an infrared detector testingfacility at the Institute.

We began work on a contract with the Wilmer Eye Instituteof The John Hopkins University to develop an improved devicefor characterizing eye abnormalities.

Systems Engineering Team | We provide systems

engineering support to software system projects at the

Institute. We ensure that the software projects conform to

the science operations requirements.

We are responsible for creating the instructions that specify thestored command loads for executing Hubble science operations.We implement, test, document, and maintain all instructionsand database elements required for commanding science operations. We also define, document, and maintain the softwarerequirements for the front-end ground system. These require-ments specify the transfer of information from the proposal tocommand load. We support on-orbit Hubble operations byreviewing or creating implementation plans for non-standardand engineering proposals, such as those for the orbital verifica-tion program that follows each servicing mission.

In 2000, we worked with the ACS, COS, and WFC3instrument teams to define the science requirements and instru-ment designs to ensure the instruments can be operated by the Institute’s software systems. We completed the commandinstructions for the ACS and ran several end-to-end tests on theACS operations bench. We incorporated commands for the Aft Shroud Cooling System into the reconfiguration rules forACS and STIS. We incorporated commands for the NICMOSCooling System into the NICMOS reconfiguration rules. Wesuccessfully implemented an installation procedure for WFPC2flight software patches to remedy the shutter anomaly. We alsobegan work on the COS and WFC3 command instructions.

We contributed to the system requirements for science andengineering telemetry processing in the new control center software developed at GSFC. We provided systems engineeringsupport to a variety of other software projects at the Institute,including APT, OTFC, OTFR, TransVerse, Data Quality Alerts (AlertObs), and the Dual Solid State Recorder capability.

We supported the NGST Software and OperationsWorking Group efforts to create the second revision to theGround to Flight Interface Requirements Document. We alsomade significant contributions to the Institute’s NGST operations concept.



We provide business and administrative services to the Institute in

the areas of finance, human resources, accounting, contracts, grant

administration, procurement, facilities management, property

administration, administrative support, and staff support services.

The Administration Division is organized into branches,groups, and offices according to our major functions andresponsibilities. We strive for a strong customer service

orientation, aware that we are involved directly or indirectly inalmost every endeavor of the other organizational units of theInstitute, as well as in the careers of Institute staff and the fundedresearch of Hubble observers. We constantly seek new ways toimprove our performance and increase customer satisfaction.

Administrative Support Group | We are a functional

unit of administrative staff deployed by matrix assignments

to the operating divisions. Our Division Administrators and

Administrative Assistants provide administrative support

of all kinds. We also facilitate coordination between the

Administration Division, Institute management, and the

divisions.

In 2000, we developed the ST ScI Survival Guide, a comprehensiveorientation package for new employees and a useful compendiumof materials for all staff. We will maintain the Survival Guide as aworking document by continual review and improvement. Theguide is available on the web at http://www.stsci.edu/stsci/diva/.

We began a volunteer program to cover staff absences andaddress periods of individual work overload. This program has virtually eliminated the need for purchasing temporary help, and ithas broadened the perspectives of administrative staff by exposureto areas outside their assigned divisions.

we providebusiness services

Administ rat ion Div is ion

Administration Division managers discuss a process


a d m i n i s t r a t i o n d i v i s i o n

Finance Branch | We maintain all Institute financial

records, prepare and monitor performance against

indirect budgets, and produce management financial

statements. We track property, make travel arrangements

for Institute staff and visitors, and ensure that procure-

ments of products and services are competitive.

During 2000, in addition to providing customary services andsupporting the seamless reorganization of the Institute, weundertook a variety of process improvements. We incorporatedcredit cards into our purchasing processes, which increased pro-curement efficiency while retaining proper accounting controls.We performed a major upgrade of our Costpoint accountingsoftware and supported its integration with the GrantsManagement System (GMS).

We undertook several self-improvement reviews with an eye toward customer service and efficient operations. Among the outcomes were improvements to our purchasing, travel, and property functions, as well as finalized plans for multiplat-form compatibility for our electronic timecard service.

Grants and Contracts Branch | We provide contract

and grant administrative services for the Institute.

Our services include preparing budgets for grant proposals,tracking compliance with the terms of grants and contracts, and,in conjunction with the AURA corporate office, interpreting regulations. Our branch is divided into two offices, the GrantsAdministration Office and the Contracts and SponsoredPrograms Office.

Grants Administration Office | We provide funds

to Hubble General Observers and Archival Researchers

to support their scientific research based on Hubble

observations. Also, we facilitate the financial review of

submitted budgets and make funding recommendations

to the Director for final approval.

From inception of the Hubble program, we have awarded over$160M for 4,021 grants to General Observers and ArchivalResearchers. In 2000, we awarded 492 grants worth about$14M. In addition to the Hubble analysis grants, this includesfunding for the NASA headquarters grant program entitled theInitiative to Develop Education through Astronomy and SpaceScience (IDEAS).

In 2000, we participated in the testing of GMS, the newelectronic, web-based software system to manage the grants weadminister. The baseline release was completed in September2000. We began activating grantee accounts in the system for theCycle 10 budget input in February 2001. The primary goals ofGMS are to expedite the process of allocating funds for researchprograms and to reduce administrative effort in awarding andadministering grants.

Contracts and Sponsored Programs Office |We support Institute staff in preparing proposals and in

administering awarded grants and contracts.

In 2000, we helped prepare 131 new, continuation, or supple-mental proposals for grant or contract funding for our staff. Ofthese, 91 were for Hubble research funding. As of December 31,2000, 316 grants and contracts (other than the Hubble PrimeContract) were in place, representing $23.1 M in value. Duringthe year, 60 new awards were received.

Human Resources Department | We provide a

wide range of personnel services to Institute staff and

management, including recruitment and employment,

relocation, salary administration, benefits administration,

development of Equal Employment Opportunity/Affirmative

Action plans, employee-management relations, and

various forms of training, including the newly defined

Management Training Program.

In 2000, we enhanced recruitment efforts to include three addi-tional activities: increased advertising on the Internet to reach a more diverse applicant pool, purchasing résumé databases to provide an additional recruitment source, and participating innumerous job fairs throughout Maryland. These efforts resultedin 72 AURA hires, including 35 regular and 22 temporaryemployees. Additionally, 10 students were placed in studentintern positions as part of our ongoing affirmative action effortto provide training and to develop future employment opportu-nities for women and minorities. Even though the Institute-wideturnover increased from 10.4% to 15.3% in 2000, our rate stillcompares favorably with the national average of 18%.

We enriched our offerings in management training byincluding new topics: technical project management and tech-nical leadership.

We sponsored a series of employee programs, including the annual Family Day, Bring Your Child to Work Day, United

Some of the participants in our Bring Your Child to Work Day


Way campaign, and Red Cross blood drives. In addition, weresearched and negotiated an improved medical insuranceoption, which was offered to all employees during a summeropen enrollment period.

Our human resource operations remained fully compliantwith regulatory requirements, resulting in no Equal EmploymentOpportunity complaints being filed during the year.

Facility Operations Group | We manage the

Institute’s facility operations, comprising the 130,000

square foot Muller building and a 300-car parking facility.

We also contribute logistical support services to our

off-site leased office space at the Rotunda and The Johns

Hopkins University’s Bloomberg Building.

In 2000, we completed the construction of Hubble’s ScienceInstitute Mission Operations Room (SIMOR) facility in themain computer area on the first floor of the Muller Building.Elsewhere in the Muller Building, we continued the scheduledreplacement of major mechanical equipment, which will ensure the continued safe, reliable, and efficient operation of the building.

Staff Support Services Group | We provide a

variety of services, including security, housekeeping,

parking administration, food services, document

reproduction, and other logistical support.

In 2000, we upgraded the system that controls facility access,expanding it to include new zones and tightening control of the SIMOR. We conducted more than 150 staff relocations,including many due to the Institute reorganization. Our CentralCopy Center processed more than 4.1 million document impres-sions. We provided logistical support for numerous special eventsat the Institute, including colloquia, the annual May Symposium,and the Hubble Fellowship Symposium.


35

Staff support services


we maintain the information

infrastructureComputing & Information Services Division

We install and support all Institute computing and networking

facilities and maintain the infrastructure of the Institute’s informa-

tion systems. We also lead a number of interdivisional committees

in planning for future needs.

Our Computing Services Operations Department providessupport for computers, networking, and security. OurInformation Systems and Technology Department provides

information services, support for application software, and leader-ship for evaluating computer technology Institute-wide.

With the assistance of the interdivisional ComputerPlanning Committee, we develop the annual computer augmentationplan, which identifies the top priorities for computer hardware andsoftware purchases for a three-year period. Similarly, we coordinatethe material and equipment budgets of divisions and offices, allowing us to identify cost savings through coordinated purchases.

To enhance our service orientation in 2000, we developeda formal service level agreement with our customers to clarify whatsystems we support, how we provide support, and what the user’srole is. We met with the management of each division and office to discuss the needs and expectations of each group and to reviewthe agreement.

Our Help Desk is our main point of contact with mostInstitute staff. We implemented significant Help Desk improve-ments in 2000 based on recommendations from an internal reviewand study of industry models. Within the first few months of thenew Help Desk operations, we exceeded our goals for call closure.Help Desk operations are supported by a database-driven informa-tion service, visible to users through a dynamically updated website. (http://cisd.stsci.edu)

We supported the move of the Hubble Flight OperationsTeam into the Institute by developing floor plans for the computerroom, transitioning hardware and software maintenance, developinga system management strategy for the equipment, and providingdata validation of systems prior to shipment from Goddard SpaceFlight Center. Flight operations based at the Institute began inOctober 2000 and have run smoothly.

The ribbon cutting of CISD’s all new Help Desk


We devoted more resources to ensuring the security of allInstitute systems in light of the increasing number of reportedthreats and vulnerabilities. We work closely with NASA toupdate security assessment plans, run security scans on all systems,and review proposed changes to our computing environment.

We conducted the first technology evaluation of Institute e-mail services, documenting the requirements, reviewing currente-mail technology and standards, estimating the total cost ofownership for various options, and recommending a new archi-tecture for e-mail. We expect this new architecture will reducemaintenance effort, improve reliability, and provide substantiallyimproved services for Institute staff.

We worked with Institute divisions to improve internal andexternal information services. For example, we helped developnew versions of the ACS, NICMOS, and STIS web pages, whereHubble observers can now more easily find instrument informa-tion. From the information provider’s standpoint, the new pagesrequire less effort to change information. We are deploying thisapproach across the Institute.

In 2000, we introduced a number of process improvements.We now protect computer data using an automated backup system, reducing the effort needed for routine backups anddecreasing the time to recover from data loss. We installed an electronic fax system to permit staff to send and receive faxesfrom their workstations. With the Administration Division, we deployed an electronic timecard system, now available tomost Institute staff. We instituted a web-based system for leavenotification used by staff to communicate planned absences to colleagues.

Also in 2000, we phased out the VMS Science Cluster.VMS is now used solely for a few legacy operational systems. We have begun a systematic program of upgrading PC systemsto Windows 2000 and Sun workstations to Solaris 8.


37

The Help Desk’s inaugural party


we promote scientific research

Science Di rectorate

We promote scientific research at the Institute, perform scientific

reviews and oversight, conduct observing time allocation, and

facilitate the communication of Hubble discoveries within the

scientific community as well as to public audiences.

TThe Science Directorate comprises the Science Division, theScience Policies Division, and the Office of Public Outreach, andmanages additional support functions such as library services.The primary responsibility of the Science Directorate is to

ensure a vigorous research environment at the Institute. This isachieved by maintaining a preeminent scientific staff and sponsor-ing colloquia, workshops, fellowships, and a visitor’s program tokeep our scientists current.

The Science Directorate carries out the work needed torecruit scientists, to evaluate them for promotion, to mentor youngscientists, to assign scientists to appropriate functional work, tomonitor the science of the missions, to support the various Instituteoversight committees, to manage the solicitation and peer review of Hubble proposals, and to foster public understanding of sciencethrough the Office of Public Outreach. The Science RecruitmentCommittee oversees the work involved in hiring scientists, and ultimately recommends candidates for new hires to the SeniorScience Staff and the Director. The Science Personnel Committee,carries out the same tasks with respect to promotion and tenure of scientists already at the Institute.

Hubble Fellows and Science Division Staffat the Hubble Fellows Symposium


Science Division

We foster the Institute as a research environment. We supervise the functional assignments of scientists.We promote the career growth of scientists.

We have three main goals. First, we strive to enhance the atmos-phere of scientific excellence at the Institute through leadershipand initiatives. Second, we seek to provide the optimal staffresources to other divisions by assigning AURA and ESA scien-tists to functional positions. Third, we foster the careers of staff scientists, especially junior scientists, through a variety ofservices, including cultivating research opportunities, providingmentoring and professional development advice, and conductingthe annual research evaluation.

In assigning scientists to functional duties, we support divi-sion managers in their search for the best person for any positionavailable. We try to identify the most suitable candidates, takingthe whole career and the implications of a transfer into account.

We conduct a variety of programs to host scientific visitorsat the Institute. Our Collaborative Visitor Program supports collaborators on research projects with Institute staff members,typically for visits of one to four weeks. Our Journal ClubVisitor Program supports external scientists who come to giveone or more seminars during visits of typically one to two weeks.Our Distinguished Visitor Program supports internationallyknown astronomers to join the Institute for typically one month.In 2000, we hosted one Distinguished Visitor, approximatelyforty-five Collaborative Visitors, and twenty Journal Club Visitors.

We manage the Hubble Fellowship Program by selectingnew Fellows and conducting the annual appraisal for the ongo-ing Fellows. We arrange for the Hubble Fellows to present theirresearch results at a symposium held at the Institute in the fall.We manage the Institute Postdoctoral Fellowship Program. Justas for the Hubble Fellows, we select the Institute Fellows basedon the strength of their research proposals. Also, we host otherpostdoctoral fellows and graduate students, who are at theInstitute carrying out research projects guided by members of the scientific staff.

In 2000, we supported thirty Hubble Fellows nationwideand hosted one at the Institute. We supported two InstituteFellows. We hosted approximately twenty-one postdoctoral fellows and thirteen graduate students, about half of whom wereenrolled in the Physics and Astronomy Department of The Johns Hopkins University (JHU). The others were enrolled at avariety of other foreign and domestic educational institutions.

We manage the Director’s Discretionary Research Fund(DDRF), which supports short- and long-term staff researchprojects as well as infrastructure investments to bolster theInstitute’s research capabilities.

We supported approximately seventy DDRF projects in2000 with a total of $300,000, mainly to fund graduate studentsand postdoctoral fellows and to enable long-term initiatives.

Each spring, we conduct a symposium on a major area of astronomy where important new research developments areoccurring. These events have become prestigious in the astro-

nomical community for their timely choice of topics and thequality of the invited speakers. Drawing typically 100-200 scien-tists to the Institute, the symposia have been praised for theirorganization. We also conduct smaller-scale workshops on specific scientific issues and topics.

We chose a broad area for the 2000 spring symposium: “A Decade of HST Science.” About 150 participants heard invitedreviews on the major achievements of Hubble during its first tenyears. Cambridge University Press published the proceedings. In July 2000, we hosted a topical workshop entitled “BlazarDemographics and Physics,” which brought together about fiftyexperts to address key issues related to our understanding ofthese enigmatic objects.

We started a new series of informal meetings focused on hottopics in astronomy. We designed the meeting format to fomentdebate: a brief presentation of a new result followed by ampletime for freewheeling discussion. We set several objectives for the ‘hot topic’ series, including better shared understanding ofthe topic, generating new ideas, and possibly forming new collaborations. We selected “Planets in Clusters” as the firsttopic, and the discussions were well received.

We created five scientific interest groups, four of which—Solar System and Planets, Stars and ISM/IGM, AGN andStarbursts, Galaxies and Cosmology—expanded on topics of the previously existing journal clubs. A fifth group, ScientificInstrumentation, was entirely new. The leader of each group wastasked with coordinating the group’s activities, such as organizingworkshops and seminars, identifying research opportunities, andmentoring junior scientists.

We constituted ‘agenda groups’ to address career-relatedissues for all categories of our science staff, from graduate studentsto senior astronomers. The agenda groups developed a variety ofissues affecting the productivity of Institute scientists, rangingfrom computer needs for graduate students to the implicationsof International Traffic in Arms Regulations (ITAR) for ESAastronomers. We coordinated the management of such issues atregular meetings between the Division office and representativesof the agenda groups. In 2000, we resolved about two-thirds ofthe issues raised.

We conducted a pilot implementation of the new process toevaluate the scientific research of Institute staff on an annualbasis. Staff scientists presented a brief summary of their scientificachievements for the past year. A committee including theAssociate Director for Science, the Science Division Head, andthe chair of the Science Personnel Committee evaluated the documentation and identified the top one-sixth science achieverson both the tenure and parallel tracks. We awarded these scien-tists a salary increase and gave verbal feedback to all scientists.

We developed a mentoring program to serve junior scien-tists on both the tenure track and parallel track. We articulatedafresh the expectations in the mentor-‘mentee’ relationship. Wereviewed existing relationships and encouraged all scientists toinvolve themselves in the mentoring program.

We performed a statistical study of timecards to determinethe amount of time that members of the scientific staff spend onresearch. We found that tenure-track astronomers spend an aver-age of about 40% of their time doing research, whereas 50% isnominally available to them. For parallel track astronomers, the


39


S c i e n c e D i r e c t o r a t e

fraction was also smaller than the nominal value of 20%. Wehave encouraged division managers to protect staff research time.We intend to revisit the issue on a regular basis.

We provided both monthly and annual reports of sciencehighlights from Hubble to NASA Headquarters and the HubbleProject at the Goddard Space Flight Center. These highlightsincluded topics ranging from planetary nebulae to black holeevent horizons.

Science Policies Division

We manage the allocation of all Hubble Observingtime. We are the Institute point of contact with over-sight committees. We conduct the selection processfor the Hubble science program and establish sciencemetrics to evaluate its success.

We have three standing advisory committees with terms of refer-ence outside the Institute, and two that are creations of theDirector. The Space Telescope Institute Council (STIC), our primary management oversight committee, is selected by andreports to the AURA Board of Directors. The Institute VisitingCommittee (IVC) evaluates the productivity and working condi-tions of the staff. The IVC is selected by the Space TelescopeInstitute Council and reports to NASA through AURA. TheSpace Telescope Users Committee (STUC) is selected by andreports to both the Institute Director and the NASA ProjectScientist on matters related to the utility of the telescope and thequality of Institute services. The Telescope Allocation Committee(TAC) is appointed by the Director to evaluate observing pro-posals and recommend an allocation of Hubble orbits to selectedprograms. Finally, the Space Telescope Advisory Council (STAC)is available to the Director for advice on any subject related tothe Hubble science program.

The STIC met in February, June, and November 2000.STIC approved two cases for promotion to tenure and two to the Senior Scientist level. It reviewed Institute initiativesincluding the strategic planning process.

STIC met at ESA headquarters in June to continue a tradition offostering close links with our European partners on Hubble andthe Next Generation Space Telescope (NGST). This meeting was timed to highlight ESA’s formal approval of participation inthe NGST project, which occurred in the fall.

STUC met twice in 2000, in April and October. STUCsupported the decision taken by NASA to delay the installationof the cooling system for Hubble’s Aft Shroud until the last ser-vicing mission. STUC members provided advice on the prioritiesof future Institute developments affecting the user community.They also tested software products for data analysis that theInstitute recently developed, and they gave valuable feedback onthe Astronomer’s Proposal Tools.

The ‘Interim’ IVC (IIVC) met in April 2000 to review theInstitute’s progress toward its annual goals and objectives and tosurvey the perspectives of the Institutes staff. They noted thatHubble continued to produce excellent science and that publicinterest in Hubble remained very high. The IIVC viewed theInstitute as the key contributor to the scientific effectiveness of the Hubble program. The IIVC found the scientific output ofthe staff to be on a par with that of the top universities andresearch institutions.

Science Program Selection Office | We conduct

the selection process for the Hubble science program.

Our roles in selecting the Hubble science program include issu-ing an annual Call for Proposals to the astronomical community,organizing the proposal review, handling proposals for Director’sDiscretionary observing time, and formulating relevant policies.Our goal is to enable the most important Hubble observations—those with lasting impact on the field of astronomy—whilemaintaining equity of opportunity to every proposer.

The Cycle 10 TAC and review panels met in November,2000. The TAC reviewed proposals of 100 orbits or larger andreviewed panel recommendations on smaller proposals to ensureoverall scientific balance between the various subdisciplines. The panels allocated orbits to all proposals requesting fewer than100 orbits. We encouraged medium-sized proposals (15-99orbits) by subsidizing them in the panel reviews with extraorbits. To encourage more submissions of larger proposals, wehad advertised these incentives in advance, including in the Call for Proposals and the Institute Newsletter.

There were nine panels, four for Galactic astronomy, fourfor extragalactic astronomy, and one for Solar System research.Every category except Solar System had two, redundant panels,virtually eliminating conflicts of interst and providing two independent determinations of science priorities. We found thesame proposal acceptance rates for proposers who served asreviewers as for those outside the process.

The TAC recommended a total of 7 large programs, forabout 20% of the total allocated prime orbits. Medium-sizedproposals participated strongly in Cycle 10, accounting for about34% of the requested orbits and a similar percentage of the allocated orbits. Overall, the acceptance rate was largely indepen-dent of proposal size.

Science staff monthly meeting


The Library

The Institue maintains a library with a large collection primarilyfor astronomical research. The staff of three supports the physicalcollection and Internet access to online journals and other com-puter-based resources.

At the end of 2000, our physical inventory included over13,000 monograph and journal volumes plus hundreds of CD-ROMs, reels of microfilm, and pieces of microfiche. Thisyear, we added electronic versions of two important science magazines, Science and Nature, as well as electronic titles fromthe Optical Society of America.

Use of our web pages continues to be heavy. We receivemany lending requests from other libraries—about ten for everyrequest we make to borrow.

We maintain the Hubble Bibliography, which at the end of 2000 contained a total of 3137 papers making original use ofHubble data. (http://ntweb.stsci.edu/STEPsheet/) We havebeen working with librarians at other observatories to developstandard criteria for inclusion of papers in telescope bibliogra-phies in order to produce comparable statistics.

Office of Public Outreach

We develop astronomy-related educational productsand services and deliver them to classroom students,the public, and the astronomical community. We support individual scientists in developing educationalcontributions based on their research.

Our goal is to bring the excitement—and to demonstrate the relevance—of scientific discovery and technological advance tothe public. Our scope includes formal and informal science education, public outreach, news products, the OriginsEducation Forum, grants for education initiatives, and outreachto the astronomical community for the Next Generation SpaceTelescope (NGST).

Our development strategy is to engage scientists and engi-neers actively in our programs, harnessing their knowledge toeducate the public. We act as catalyst by teaming with educators,students, and members of the general public to create educationalresources for wide distribution.

Our three community support programs are the OriginsEducation Forum, education grants programs, and science community outreach for NGST.

In 2000, we introduced a new version of our public website, HubbleSite and debuted our travelling exhibition, HubbleSpace Telescope: New Views of the Universe. We supported NASA’searly-release of science observations following the successful thirdservicing mission. We helped create the NASA Space ScienceEducation Resource Directory.

Formal Education Program | We develop educa-

tional materials that address national education standards

and are relevant to K-12 curricula. We provide pre-service

and in-service teacher training on the use of space

science educational materials in the classroom.

The heart of our effort is the Amazing Space program, whichrevolves around a five-week summer workshop involving K-12teachers, graphic artists, writers, web developers, education evaluators, and Institute scientists and technology experts. Theworkshop participants collaborate in developing online interac-tive modules based on Hubble, which are designed to harnessstudents’ fascination with space to improve their math, science,and technical skills. After testing, we distribute these materialsnationally. We also demonstrate the materials at the professionalmeetings of both teachers and astronomers, such as the NationalScience Teachers Association, the National Council of Teachersof Mathematics, the Association of Science Technology Centers,and the American Astronomical Society. (http://amazing-space.stsci.edu/)

In 2000, we worked on two new modules for AmazingSpace. “Planet Impact” will deal with the effects of cosmic colli-sions, and a second module will be a mathematics activity aboutrandom sampling and statistics using the Hubble Deep Field.

The Library


41


S c i e n c e D i r e c t o r a t e

Online Outreach and Public Information Program

We host a variety of Internet sites tailored to different audiences.The Internet is developing into a prime source of informationfor most citizens. The general public and the news media use our sites to get first-hand information about Hubble and its discoveries.

In 2000, our web sites received over 400 million hits in over 14 million user sessions.

In April 2000, we introduced HubbleSite, designed toappeal to the general public. (http://hubble.stsci.edu/)HubbleSite offers background information about the telescope’ssystems, its discoveries, and the people who use it. It hosts agallery of Hubble images, material from the travelling exhibitions,and a section for Hubble-based educational games and activities.By the end of the year, HubbleSite had received in excess of 119 million hits from over 2 million user sessions.

We responded to over 5000 e-mail and more than 1000postal requests from the public, usually for hardcopy materialssuch as photos, slides, or pamphlets.

Informal Science Education Program | We bring

the excitement of scientific discovery and technological

accomplishment to a wide audience through science

museums, planetaria, libraries, and the Internet.

The public’s natural curiosity about space, astronomy, and technology creates a valuable opportunity to disseminate Hubbleresults. Science museums regularly feature Hubble images andconsult with us. By frequent request, we advise science museumsand planetaria on making the most effective use of Hubble materials in their exhibits and productions.

In 2000, we completed our collaboration with theSmithsonian Institution to develop a traveling exhibition entitled Hubble Space Telescope: New Views of the Universe. Wedebuted the exhibition at the Adler Planetarium in Chicago inJune 2000. We introduced a smaller version of the exhibit inSaginaw, Michigan in September. We incorporated exhibit materials into HubbleSite to share parts of the experience withthe Internet user.

We developed ViewSpace, a series of PC-based multimediapresentations that address the specific requirements of planetariaand science centers and distributed them to the public.ViewSpace combines images, digital movie and animation files,text, and music. It plays continuously in a darkened exhibitionalcove or planetarium lobby. ViewSpace emphasizes the beautyand wonder of Hubble imagery while placing the images in spatial and conceptual contexts. We derived the content fromHubble news releases and other material in our archive.ViewSpace is now running in over fifty institutions throughoutthe United States.

OPO news team meeting

OPO news proof reading


The News Program | We develop press releases,photo releases, and Space Science Updates to disseminate Hubble discoveries via print, electronic, and broadcast media.

Over the years, we have crafted an effective process for producingpress events and press information packages to empower massmedia channels to disseminate Hubble news. This service isavailable at various levels to all Hubble observers, to assist themin publicizing their research.

On average, we issued over three press or photo releases per month in 2000. We distributed electronic versions of thesereleases to over 500 news organizations. We make the pressrelease archive available over the Internet athttp://oposite.stsci.edu/pubinfo/pr.html.

We held our annual science writers’ workshop in conjunc-tion with the Institute’s spring symposium, which in 2000 celebrated Hubble’s tenth anniversary. We prepared a press pack-age, a video, a special slide set, and a web site, all devoted tosummarizing Hubble’s key accomplishments over its first decadeof operation.

We facilitated about 400 science articles in major U.S.newspapers. We also supported some 600 broadcast-media reportsand about 300 magazine articles. We also supported the productionof a Space Science Update entitled “The Secret Life of Galaxies.”

Origins Education Forum | We operate a forum to

coordinate the education and public outreach efforts of

all of the NASA missions within the Origins Theme.

NASA’s Origins Theme includes such missions as SIRTF,SOFIA, NGST, Keck, FUSE, Hubble, and the AstrobiologyInstitute. Our Origins Education Forum serves as a central‘jump station’ for public information about these missions andtheir scientific results. (http://origins.stsci.edu)

Through the Origins Education Forum, we foster collabora-tions between missions and match up scientists and educators forcollaborative projects. We strive to make more effective use ofNASA education funding by avoiding duplications of effort and by identifying areas particularly in need of education andpublic outreach materials.

Our special expertise in evaluating educational products andprocesses has allowed us to establish a well-developed set ofmethodologies and models. We offer our evaluation service tomember missions of the Origins Forum and share our evaluationexpertise with other institutions.

In 2000, we developed a partnership with the Sun-EarthConnection Education Forum to develop the Space ScienceEducation Resource Directory. This is an easily searched, user-friendly online catalog of NASA space science products for usein classrooms, science museums, planetariums, and other set-tings. (http://teachspacescience.stsci.edu/)

The OPO Audio-Visual Lab

Education Grant Programs | We empower

individual scientists to conduct their own education and

public outreach programs.

We manage the Initiative to Develop Education throughAstronomy and Space Science (IDEAS) program for NASA. This program provides funding and other support for scientiststo produce educational resources and services.

In 2000, we received 33 IDEAS proposals, of which 15were accepted for funding. The proposals originated in 21 states,of which 11 received funding. The total funding distributed in this cycle was $369,000. The suite of successful IDEAS pro-grams has broad scope, variously intending to reach students,teachers, museums, libraries, and the general public.(http://ideas.stsci.edu/)

We also manage an education grants program for Hubbleobservers. In Cycle 9, we funded 7 proposals from 6 states with a total of $64,624.

Next Generation Space Telescope ScienceCommunity Outreach | We provide the astronomical

community with information about NGST. We introduce

the public to NGST, presenting it as the follow-up mission

to Hubble.

In 2000, we sponsored events and prepared exhibit materialsabout NGST for American Astronomical Society meetings. Wehighlighted the science goals and recent progress in technologydevelopment for NGST.


43


Science Publications ListThis list includes refereed papers published or submitted between October 1999 and

September 2000 by Institute staff (or by visitors, if a substantial portion of the work was

done at the Institute). Some papers published in this period may have been included as

“submitted” or “in press” in the previous annual report.

Adami, C., Holden, B., Castander, F. J., Nichol, R. C.,Mazure, A., Imer, M. P., Postman, M., & Lubin, L.2000,“The CFH Optical PDCS survey (COP) I: TheData,” AJ, in press

Alard, C., et al. 2000, “Mass-losing SemiregularVariable Stars in Baade’s Windows,” ApJ, submitted

Albrow, M., et al. 1999, “Caustic- Crossing BinaryMicrolensing Events,” ApJ, submitted

Albrow, M., et al. 1999, “A Complete Set of SolutionsFor Caustic-Crossing Binary Microlensing Events,”ApJ, 522, 1022

Albrow, M., et al. 1999, “Limb-Darkening of a K Giantin the Galactic Bulge: PLANET Photometry of MACHO97-BLG-28,” ApJ, 522, 1011

Afonso, J., Cram, L., & Mobasher, B. 2000, “On theStar Formation Rate and Luminosity Evolution ofGalaxies” ApJ, 536, 68

Afonso, J., Mobasher, B., & Hopkins, A. 2000, “AComplete Micro-Jy Radio Survey,” Ap&SS, in press

Albrow, M., et al. 1999, “Limits on Stellar andPlanetary Companions in Microlensing Event OGLE-1998-BUL- 14,” ApJ, submitted

Albrow, M., et al. 1999, “The Relative Lens-SourceProper Motion in MACHO 98-SMC-1,” ApJ, 512, 672

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