--461 NATIONAL RECONNAISSANCE OFFICE

WASHINGTON. D.C.

OFFICE OF THE DIRECTOR 30 September 1974

MEMORANDUM FOR DR. SCHLESINGER

SUBJECT: Taking Stock of the National Reconnaissance Progr

INTRODUCTION 

The following is a brief report on the health of the

National Reconnaissance Program. It includes an overview of

the mission, management, organizational relationships, proje

status, key problems, and future goals of the program.

On balance, the NRO continues to meet its objectives in

a highly effective manner and satisfies a significant porti

of the intelligence needs of the nation. While some problems

still need to be addressed, everyone associated with the program can take pride in the high level of accomplishment of the

NRP's basic objectives.

MISSION OF THE NRO

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The National Reconnaissance Office is chartered under a

DOD-CIA Agreement dating from 1965. It consists of four program

offices reporting directly to the DNRO. Two of these, the Air

Force and CIA program offices, are assigned the bulk of the

project work, while the third is man

le project -

In

and efficiency, the fourth

program office previously associated with aircraft reconnaissance will be eliminated and its functions assigned to the Air

Force. In conjunction with this action, the aircraft management functions within the CIA program office are also being

abolished. Thus, for the first time, only satellites will be

employed in the conduct of the NRO program. These actions will

contribute to a significant reduction of personnel.
We are entering a period of transition wherein satellite

reconnaissance data from the National program must be made

available to operational units, including the tactical field

commander, without the encumbrance of compartmentized security

rules. While responsibility for determining policy and security

restrictions relative to the utilization of National Reconnaissance data lies with DCI and OSD, NRO must assume the responsibility for optimizing its systems to serve such needs.

MANAGEMENT

The DHRO's relationship to the ExCom is viewed as that of

a corporate general manager, responsive to a board of directors.

In the Director's Report, the ExCom is given a positive total

program recommendation with the supplemental data required to

allow complete review and approval. Within the ExCom forum,

intelligence community representatives thus have the opportunity to provide parallel inputs to the ExCom principals and

help shape the program.

Over the years, relations with Congress have been minimal -

being confined to Committee Chairmen, some key members, and

staff people. In spite of this, the Congress has remained current on NRO activities and has supported our programs very well.

This year, direct contact by the DNRO and his technical and financial staff has been further restricted due to the melding of

the NRP into the overall intelligence program presented to Congress by the DCI and ASD(I). While this process resulted in

good support for the NRP in FY 75, extra budget pressures for

FY 76 and subsequent years dictate additional effort to keep

key Congressional people apprised of the program. This will be

accomplished through informal contacts during relatively slack

periods between budget cycles.

INTELLIGENCE COIMUNITY RELATIONSHIP 

The NRO is a quasi member of the intelligence community.

NRP satellites consume a large amount of national intelligence

dollar resource and are the largest single collectors of intelligence information. New organizations which have been developed

within the community have had•an increasing tendency to exercise

supervision over NRO matters. The present NRO charter is proving

inadequate to define precise lines of authority. A possible

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clarification of roles may result from the National Security

Council Intelligence Committee's - efforts to develOp an Omnibus

=CID whiCh would better define the charters of the various

intelligence organizations. In a related effort, the President

has taskid his Foreign Intelligence Advisory Board to review

the present NRP environment and to recommend an organizational

structure for the conduct of satellite reconnaissance in the

future.

The security which was originated to protect the technical

quality and politically sensitive nature of the NRP has also

been changing - in large measure due to the intelligence consumers views that security has been too restrictive. The NRO

plans to continue to fully respond to the needs of the intelligence organizations while working with the community to maintain

a rational and protective security policy.

A great deal of interest in the NRO's future program planning exists in the operational segments of the DOD and the intelligence community. The IRAC RAID Council has proven to be an

excellent nulti-representational forum in which technological

ideas and information relating to future reconnaissance programs

can be discussed. It is apparent, however, that many diverse

groups are seeking to gain the lead in steering the future

technology of the NRP.

I have underway an effort aimed at developing a long' term

national imaging plan. I plan to take the lead in drawing together the various elements of the intelligence community which

are best equipped to provide meaningful guidance for the long

term technological trades in imaging systems, and to work closely

with the Director of NSA to assure that our respective responsibilities in the national SIGINT program are compatible. In addition, the NRO is presently applying resources to investigate

the technology required for applications of reconnaissance

satellites in support of tactical commanders.

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The NRO will continue its leadership in the application

of advanced technology. However, I believe that an appropriately classified formal chartering document which clarifies the

DNRO's authoiity vis-a-vis that of the intelligence community

will assist in properly achieving the best mix of satellite

systems for new thrusts in the tactical area as well as for

national strategic needs.

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PROJECT STATUS 

Near-real-time intelligence gathering is clearly taking

on a major role in c this area, the lessons learned from th e proving important

In the future direct

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The NRO photographic reproduction facility at Westover APS

is in the process of phase down toward eventual closure. Current manning has been reduced by 80 people, and by 1976 we will

have eliminated about 180 positions.
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SWOIARY

I believe the NRO has served well in providing the Nation

with highly useful intelligence information. Although differing from most standard forms of bureaucratic structure, the

NRO's streamlined organization has enhanced its ability , to

more efficiently perform the intended tasks, and has provided

the flexibility to assume added roles and responsibilities.

However, to maintain maximum effectiveness, it is necessary to

sustain the DNRO's prerogatives to carry out day-to-day management of the program within ExCom guidance. While outside support is imperative, non-productive reviews of the NRP are counter

to this goal.

IRO

cc: Mr. Colby, CIA

Dr. Hall, ASD(I)

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