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Deputy Director for

Plans and Policy

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181 NATIONAL RECONNAISSANCE OFFICE

WASHINGTON, D.C.

THE NRO STAFF October 8, 1969

SUBJECT: NRO Organization

want to our discussions on October 1 with you and Mr. oi ave attached a paper which I believe satisfies your ret..

As we suggested in our discussion, you may want War

to hear a more detailed briefing on the functions of our so

that he might understand more clearly the requirements process

and our activity in satisfying the stated requirements. This

would be similar to that briefing we presented on October 1 to

Dr. Dineen's group. We can arrange such a briefing on your

request.

Attachment
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The NRP is a single, national program which comprises the

development, management and operation of satellites, aircraft

and drones for photographic and electronic overhead reconnaissance

of denied areas of the world. The Secretary of Defense, as executive

agent for the NRP, makes all program decisions consistent with the

needs expressed by the intelligence community. The NRP is guided

by an Executive Committee of three members (the Deputy Secretary

of Defense, its chairman; the Director of Central Intelligence, and

the President's Science Advisor.) The Executive Committee actively

participates in the formulation of the NRP through the Director,

National Reconnaissance Office. The DNRO, subject only to the

direction and control of the Secretary of Defense and the guidance of

the Executive Committee, is singularly responsible for the management.and conduct of the entire Program. The National Reconnaissance

Office is a separate operating agency of the DOD. The NRO is

especially structured for single line, direct management and embodies

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resources of both the DOD and the CIA. There are four major

program offices in the NRO, each managed by an individual who reports directly and solely to the DNRO, and who is responsible for all

phases of assigned NRP efforts.

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The scope and content of the NRP are continuously reviewed by

the Executive Committee. Major program efforts are subjected to

thorough technical review by a Special Panel on NRP Matters which

reports to the President's Science Advisor (as a member of the

Executive Committee); the management of the program, its operational

effectiveness, and the quality of its product are continuously reviewed

by the Foreign Intelligence Advisory Board, which reports directly to

the President. The NRO conducts internally, on a continuing basis,

numerous studies and analyses of special subject areas. These include

such topics as the impact of new requirements, system concepts and

tradeoffs, and the potential of new or advanced technology.

The people involved in the conduct of the NRP are selectively

assigned and generally have had previous experience in one or more

of the elements of the NRP. The military personnel assigned to (or

in direct support of) the NRO are on longer term stabilized tours of

duty to reduce any disruptive effect of personnel changes and to enhance

the effectiveness of their contribution to the Program.

The NRP is a separately funded activity within the DOD. NRP

financial and budget program review cycles are dynamic and responsive

to essential program changes. NRO Program Directors submit their

financial program estimates annually in May. This timing is normally

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one to two months behind that of other DOD agencies, but it provides

the DNRO the latest and most accurate financial program data. The

NRO is geared to respond quickly with detailed examinations of the

data, and the issuance by the DNRO of detailed initial funding approvals

to the Program Directors. Throughout the year, specific issues on

program options, tradeoffs, cost options and the like are presented to

the Executive Committee for decision. These issues are also identified

for the Executive Committee in its review of the NRP financial program

in August of each year.

Budget estimates are also submitted by the NRO Program Directors

in May. These estimates are used in the consideration of the financial

program. The detailed NRO budget review is not begun until the

financial program is established and program options are selected.

The DNRO budget review cycle continues through October. Detailed

OSD and BOB examinations are also accomplished during this review

cycle. In November of each year the DNRO presents the budget to the

Executive Committee for its review and approval.

The NRP is responsive solely to the intelligence collection requirements and priorities established by the USIB. The NRO is an

active participant in the formulation of requirements. The product

of NRP systems is provided directly to the national agencies responsible

for interpretation and exploitation.

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As an example of the very clear lines of authority and responsibility

inherent in the NRO organization, the management, control and operation

of an active photographic collection system are described in limited

detail in the paragraphs which follow. The requirements for a particular

mission are developed by a USIB committee, the Committee on Imagery

Requirements and Exploitation (COMIREX). The specific targets requiring coverage, and their relative priorities, are forwarded directly

to the NRO Satellite Operations Center by the Imagery Collection Requirements Subcommittee of the COMIREX. The USIB specific collection

requirements and priorities are then translated by the NRO into a

targeting format against which a particular mission vehicle is operated.

From this point on, until the processed film is delivered to the NPIC

for interpretation, every element and individual involved in the conduct

of the project are under the direct command and control of the Program

Director who, in turn, reports directly to the DNRO. There is no

ambiguity of project or program authority or responsibility, nor confusion in functional arrangements for the conduct of an • operation. The

Program Director has command and control authority over all elements

involved in the project (e.g. , the launch base force at Vandenberg AFB,

the AF world-wide satellite control network, the data re-entry vehicle

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recovery force, and the film processing facilities. The Program

Director is responsible to the DNRO; there is no division of management responsibility or added levels of approval and decision authority.

The degree of success of an individual mission or overall project

is determined then by the same USIB committee which stated the

requirements. Evaluations are accomplished through a "closed loop"

feedback of information on requirements, collection, and exploitation.

The only measure of true worth of NRO activities is the degree to

which stated USIB requirements have been satisfied.

If, for any reason, an NRP mission does not satisfy stated requirements, the DNRO is immediately informed through this same

feedback process and corrective measures are instituted. In these

situations, as in normal program cotiduct, lines of responsibility are

clear. The Program Director is held accountable for system performance in satisfying stated requirements. His performance is judged

on this basis. Likewise, his contractors, who are heavily incentivized

on successful on-orbit performance, are graded in these terms and

are, in fact, penalized financially for failures.

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