THE NRO STAFF 

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iStNATIONAL RECONNAISSANCE OFFICE 

WASHINGTON. D.C. 

18 July 1974 

MEMORANDUM FOR GENERAL KULPA 

SUBJECT: Considerations Concerning Program D 

With the planned transfer of the U-2s from the NRO 

to the Air Force and the elimination of Program D from 

the NRO organization, it is necessary to make provisions 

for continuation of support previously provided to the 

SRO by Program D. 

In a general sense, Program D was organized to act 

as a single focal point for all "black" programs to make 

use of "white" resources. Security was one of the considerations, but another major consideration was the need 

for streamline management to allow for immediate access 

to "white" resources because normal channels could not 

react fast enough. All alternatives considered for continued support to the NRO must provide for this black/ 

white interface. 

Over the years, Program D has developed many formal 

and informal interfaces which allow it to function effectively in its role. It is accepted in the white world 

today with very few questions asked. More specifically, 

Program D furnishes a broad spectrum of support to the 

NRO staff, its program offices, and others, as shown in 

Attachment 1. 

Program D provides support to several elements or 

programs of the Government. One of which is the NRO. 

The functions performed cannot be cleanly separated by 

Government element sup9orted but tend to overlap. An 

example of this is the~-------c---~~~where 90 percent 

of the effort is NRP support, but 10 percent is for II I ~, which is unconnected with t~ 

NRO. The airiirt·prov ded by the C-118 and C-130 also 

provide considerable support to non-NRO programs (approximately 50 percent). 

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::-rogram Dis structured along functional lines as 

o~~osed to organizational lines of the elements it supports. Consequently, it is difficult to remove people 

resources from Program D without ~ffecting support for 

more than one Governmental element. 

There is, by necessity, much overlap between functions and responsibilities within the office. For example, presently~-~--~~~who acts as Director, 

Logistics, also handles U-2, SR-71 (Air Force responsibility) and NRO budget and financial matters, and is 

t .. e primary interface between the NRO/CIA and Air Staff 

on DOD support to the NRO/CIA. Some CIA support is not 

NRO connected; for details, see Attachment 2. 

Alternatives available to the NRO to continue necessary support depends on what the Air Force does with 

Program D. At the present time, the Air Force is faced 

with a basic decision to either retain special management techniques for U-2s and SR-71s or to normalize 

these systems. If the Air Force decides to retain specialized management and transfers Program D intact to a 

high-level Air Force pciint of contact, then one alternative available to the NRO is to simply establish a 

single point of contact between that Air Force Group and 

the NRO Staff. A Memorandum of Agreement will be necessary to continue the needed support. 

Based on latest information, it appears that the 

Air Staff position will be to retain specialized management for the U-2/SR-71 and transfer the office (AFIGJ) 

intact to the AFCV or AFCVA for at least one year. 

Other possible reorganizations and consolidations may 

be addressed after IDEALIST phaseout is completed, the 

Navy U-2R EXP Program is well established, and the U-2 

documentation is sanitized from BYEMAN to AFR 205-1 

classification. This is estimated to take from six 

months to a year based on OXCART experience. 

If Air Force decides to normalize U-2 and SR-71 

support, and in the process breaks up old Program D, 

then the NRO must consider another alternative. In 

this case, we would require two to three experienced 

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p,2cple from Program D to be assigned to the NRO Staff 

immediately in order to provide for uninterrupted service to our program offices. Again, a Memorandum of 

Agreement with the Air Force would be necessary. Of 

course, this alternative is available even if the Air 

Force does maintain special management but doesn't appear logical in the near term. 

One of the alternatives that appear attractive to 

prepare for the longer term and still provide uninterrupted support is to assign two or three people from 

Program D to the NRO Staff but leave them physically 

located with Colonel Bailey's office until the Air 

Force (if and when) breaks up the organization. During the next six months, this cadre could pick up 

responsibility for all NRO support and at the same time 

assist the Air Force in their efforts. Again, a Memorandum of Agreement would be necessary. 

As part of any alternatives selected, the Staff 

and our Program Office should begin a critical examination of the required support to find out whether it 

can be eliminated or better performed by transfer to 

one of the program offices. 

At the present time all support provided by Program 

Dis continuing. It appears that this desirable status 

(full support to NRO) will not be precipitantly terminated which leaves time to consider the best alternatives. 

Cy to: Program D 

SS-5 

SS-7 

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CHARLES 

/~/ 

L. MURPHY 

r ~~ 

Deputy Director for 

Satellite Operations 

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FUNCTIONS AND RESPONSIBILITIES OF PROGRAM D 

BYB.iAH 

·GENERAL. The functions and responsibilities are reviewed 

from two aspects: (a) What is done in direct support of 

l\RO/CIA programs, i.e., as Program Din accordance with 

the April 6, 1968 charter; (b) What is done as Air Staff 

specialized management office (AF/IGJ). NOTE: Underlined 

i terns are not NRO responsibi:'..i,,::y after trc:r, ;;; ;"-.; ~- c;,f the 

u- s. 

A. Program D Support to NRO/CIA 

c,------------------~~ "---....------------------=------~-~----~I KENNEN1

--/ 

✓ West Coast Security Office; all GFP for "Black" programs, 

_O_X_C_A_R_T_a_n_d_T_A_G_B_O_A_R_D_S_t_o_r_·_a=g_e; current manning is 73 people. 

2. Arrange for DOD support of NRP efforts assigned 

to the CIA. 

a. Personnel 

b. Facilities '

1 

c. Logistics 

d. Airlift 

e. Developments 

f. Security 

Examples: 

a. Personnel 

- During recent flooding atl 

Program D arranaed f~r personnel f_r_o_m __ MA_C_a_n_d~-~ 

~T_A_C_t_o_d_e_p~loy TDY to~I ----~J 

Screen select and justify all Air Force 

personnel nominations for_CIA programs, primarily OEL 

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(Area 51, C-130 and C-118 airlift operations) to include 

OERs. 

KENNEN. 

b. 

Awards and decorations, etc. 

Facilities 

AEDC support of,-----------~l/, 

t,/ Warehouse space at Andrews AFB for 

c. Logistics/ 

~----I~nterface for NRO/CIA on all logistics 

support of ~----c-~ OLIVE HARVEST, etc., including advances surveys, briefings, space allocation, fuel billeting, airspace coordination, escort service, secure storage, badges, etc. 

Negotiate AFR 11-4, Base Support Agreements for NRO/CIA, i.e., with Project COMPASS TRIP at 

McCoy AFB, Florida. 

Briefings to AFLC and various air logistic centers as well as Air Force and other DOD activi-

~t_i_e_s_t_o_o_b_t_a_i_· n __ s_u_p_p_o_r_t __ f_o_r_N_R_O_/_C_I_A_p_r_o_g_r_a_m_s_. ______ __J( 

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Interface between NRO, CIA and Air 

Force on funding and support tof f 

Arrange Air Force funding and 

transfer of funds to CIA. 

Coordinate Air Force tests, 

projects, manning requirements, i.e., 1~.....,..=---~------__J SAC BULLCREEK support, Air Force COMBAT ANGEL drone tests, 

SR-71, U-2 EWS tests, AFCOR, etc. 

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BYHJAN 

C0NT HOL" '.,"(Sr EM 

,---------~~~A~r~r~aL.LLnge for assignment of aircraft, i.e. , I I for support of NRO/CIA 

overhead programs. 

Arrange for loan and/or transfer of equipment .and supplies from DOD activities to 

support NRO programs, i.e., aircraft, and Army equipment 

for Imaqerv Radar Technology Program, vehicles and vans 

forj IKENNEN. · 

Logistics support and technical 

interface with processing centers and capabilities, i.e., 

Eastman Kodak, OPICs, Westover, etc., in support of NRO 

programs. 

d. Airlift v/ 

/ 

/ 

Provide all special assigned airlift 

missions (SAAM) support for the NRP/CIA programs. 

Averages 35-50 missions annually. 

Prepares, submits and justifies 

budget to Air Force. 

Arrange special missions, i.e., 

aerial fuel delivery to !during floods. 

Interface with MAC HQ and MAC 

subelements to insure support to NRO. 

Provide information to NRO/CIA on 

improvements in airlift capabilities, i.e., aircraft 

configuration, cargo handling and loading systems. 

Coordinate with Air Force allocations t/ 

on flying hours and assignment of c-130 and C-118 for 

~RO movements of take and cargo in support of overhead 

programs. 

C-130 and C-118 support as follows: 

Airlift in pounds provided by C-130 and c-118 for fivemonth period - January through May 1974. 

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IDEALIST 

GAMBIT 

HEXAGON 

KENNEN 

SENIOR CROWN 

SENIOR LANCE 

SENIOR PINE 

AIR FORCE 

BUSY PILOT 

OSA 

OSP 

SPS 

OTHER 

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198,061 

8 

46,919 

7,125 

23,973 

4,255 

24,000 

20,118 

0 

10,899 

0 

31 ,815 

37,930 

TOTALS GROSS 599,593 

NON-NRO 

NRO 

BYE ...... " 

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% 

( 64) 383,948 

(36) 215,645 

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31,500 

52,486 

178,760 

2,400 

10,339 

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10,120 

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475 

5,123 

323,336 

60,874 

262,462 

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IOI Jltifitl BYEMAN 

CONTHOL. '.,/';HM 

e. Developments 

U-2R test,bed aircraft for side looking radar portion of the imagery radar technology program and for continued EWS improvements through OEL. 

' 

AEDC chamber testing for 

system 

Project 

Andrews AFB support for KENNEN 

Coordination and liaison between NRO 

and CIA on security matters pertaining to1 !west 

Coast Security Office, Project Support Of ice, other 

NRO program offices, including site access, clearances, 

etc. 

B. AF/IGJ, Air Staff Specialized Management of the U-2 

and SR-71 Programs (Non-NRO Support) 

As Chief of the Special Projects Office (AF/IGJ), 

reporting directly to the Under Secretary of the Air 

Force, duties and responsibilities include: 

1. Management of the U-2 program, 23 active aircraft, all areas except operational control and tasking 

(assumes termination of IDEALIST program in FY 75). 

a. Programming and budgeting, FY 75 budget 

projected at $45.0M. 

b. Aircraft allocation and mission assignments, i.e., SAC, AFSC, NASA, Navy. 

c. PME, sensors.and equipments. 

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d. Blue Suit manpower, review and justification. 

e. Life support equipments. 

f. TSJF, special fuel management. 

g. EWS equipments, in conjunction with OEL 

R&D recommendations. 

h. Direct management of U-2 depot at Warner 

Robins, 99 people, logistics, systems engineering and 

contracting. 

2. Management of the SR-71/YF-12 program. (Eight 

active SAC) (four in Depot) (two assigned NASA) (one 

trainer - SAC) (seven in storage) operational control 

and tasking. 

a. Program and budgeting, FY 75 budget projected at $92.4 million. 

b. Aircraft allocations and mission assignment, i.e., SAC, NASA. 

c. PME, sensors and equipment. 

d. Manpower reviews and justification. 

e. Life support equipment. 

f. Ground reduction and exploitation equipment. 

g. JP-7, special fuels management. 

h. Direct management of System Project Office at ASD for development of EWS and sensor equipment. 

i. Direct management of SR-71/YF-12 depot, 

flight test at~----~and Palmdale facility 200 

people, logistics, system engineering, contracts, configuration control, financial management, flight test 

and modification center. 

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j. Manages DARPA and NRL associated R&D 

"Gray Areas" Program D and/or AF/IGJ 

1. Frank Rand LMSC Study 

2. SENIOR PINE Drone Study 

D. Program D/AFIGJ Organization and Manning. 

(See attached chart). 

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PROGRAM D - OVERLAPPING FUNCTIONS 

Due to Director D/AFIGJ integration of functions 

and small number of personnel, there is not a clearcut 

definition of duties and responsibilities within Program;). 

There is, by necessity, much overl~p between functions and responsibilities within the office. Presently 

who acts as Director, Logisitics, also hand-

~--~~---==" les U-2, SR-71 and NRO budget and financial matters, and 

is the primary interface between the NRO/CIA and Air 

Staff on DOD support to thy NRO/CIA. Likewise the security representative, CaptainL I has devoted a considerable amount of time to arranging MAC airlift, coordination of theater support to OLIVE HARVEST, coordination 

with CIA and AFSC on/ I support, etc. , in addition to his duties as security representative. 

Basically, the same applies to the other personnel in the 

office. Although in the case of operations and programs 

the duties and responsibilities are more clearly defined 

there is still considerable overlap and integration of 

functions. By managing the office in this manner Program 

D has been able to perform an extremely vital function 

for the Air Staff and the NRO with a very small, selective group of personnel. 

A division of responsibilities between NRO and Air 

Staff functions will be extremely difficult and will undoubtedly require an overall increase in personnel. 

Additionally, duplication and inefficiency will result. 

A few of the reasons for this are illustrated by following examples: 

The airlift support element which provides 

support to the NRO, i.e., the C-118, C-130, and 

Special MAC airliftl also provides support to 

the U-2, SR-71, and~---~I By handling the 

total airlift requirement, both NRO and Air Force, 

Program D has been able to economize on total 

airlift required by combining various airlift 

missions. 

By splitting this function, duplication 

will occur since airlift support is required 

in all of the programs. There will undoubtedly be an increase in manpower required to man 

two separate functions which are now being 

handled from one central office. 

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Logistics support is in the same category. Presently, the three (3) Specialized 

Depots, i.e., U-2, SR-71, and NRO depot are 

being monitored and managed from one office. 

By divorcing this management, duplication is 

created since the management will not be 

split between two offices. 

Budgeting and fi..·.ancial management is 

another aspect where duplication will result. 

The same individual who manages the budget 

for the U-2 is also handling t~.e budget for 

the NRO depot. Divorcing these functions 

will require additional manpower. 

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