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~TIOf'AL RECONNAISSANCE OFFICE 

- WASHINGTON, D.C, 

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THE NRO STAFF April 21, 1969 J 

MEMORANDUM FOR DEPUTY DIRECTOR FOR PLANS & POLICY v 

DEPUTY DIRECTOR FOR RESEARCH & DEVELOPMENT 

DEPUTY DIRECTOR FOR SATELLITE OPERATIONS 

ASSISTANT FOR SECURITY 

EXECUTIVE 

SUBJECT:: Staff Analysis Function 

1. Dr. McLucas desires to increase our in-house analysis 

capability. In the past we have considered ourselves as an 

operating and not a requirements determining organization. 

Now there is a need to examine more critically the interplay 

of requLrements and capabilities to ensure our programs do 

not overlap or duplicate within themselves and with programs 

of other agencies.· We must have the ability to scrub down 

our programs and be prepared to justify each part of the overall program in the broad context of intelligence needs and 

alternate means of satisfying them. 

2. In carrying out the assigTu~ent, it is clear that each 

primary area of NRO Staff responsibility, i.e., Satellite 

Operations, Research & Development and Plans & Policy must 

contribute. Similarly the NRO Comptroller will also become 

involved. In order to·focus the responsibility within the 

Staff, I am assigning SS-7 as the lead office. The present 

title of the Deputy for Research & Development will be changed 

to Deputy for Programs & Analysis. 

3. It is my intention that at least initially our 

analysis capability be confined to a small office within SS-7, 

manned by people of the highest qualifications who have the 

authority to draw support from other elements within the Staff 

as required. Also, from time to time, it is expected that 

this office will draw support from agencies external to the 

Staff, such as SAFSP, the CIA Director of Reconnaissance Pro• 

grams, etc. In addition, I will expect the office to maintain ctose working relationships with the pertinent offices 

of OSD and the CIA. 

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4. i It' is particularly important that this office establish construct.'ive working relationships with the appropriate 

members of· the intelligence community in order to obtain a ·' 

clear understanding of intelligence requirements statements 

and the basic intelligence needs.which support them. These 

relationships will be established through the regular mecha~ 

nisms ofjSS-4. SS-4 will maintain cognizance and control of 

each interface relat~onship established for designated studies. 

I charge 1 the Director oft~ SOC with the responsibility to 

ensure that relationships are adequate and sufficiently free 

of constraint to permit meaningful analyses, while at the same 

time not 1endangering the firmil-y established policies regarding 

our inteiface with the USIB. i. 

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5. ;As I presenily.view the responsibilities of this 

office :t~ey are: 

1 a. Analyzes new and long range requirements for 

intelligence collection through overflight of denied territory 

in order: to,. (1) determine their impact on the NRO, (2) understand the relation of such requirements to existing systems 

both within and outside the NRO, and (3) develop and present 

to the DNRO the rationale, objectives and alternative courses 

of action required by him in the decision making process. 

Interfa'ces with the collection requirements community on a 

frequent basis in order to understand the background for requirements. Interfaces with other collection agencies in, an 

effort to minimize duplication of capabilities. Outlines t11:e 

approaches, courses of action and milestones for studies/ 

analyses, and .through the Deputy Director for Programs and 

Analysis, the Director, NRO Staff, or when necessary, the DNRO, 

·. delineates· sp~~ific analysis tasks for accomplishment by inhouse organizations. When non-NRO organizations are involved, 

recommends to the DNRO courses of action and prepares for DNRO 

signature the appropriate implementing instructions. Coordinates frequently with participating organizations and groups 

to assure smooth, concerted efforts and proper levels of 

detail and assures that all aspects of the problem are considered and that the conclusions are supported by reasons and 

fact. 

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b. Assures, tn conjunction with SS-4, that the 

requirements community is kept abreast of new and potential 

technology/methods/capabilities under consideration within 

the NRO which could assist them in their fonnulation of new 

and long-range requirements. Interfaces with the contractor 

and scientific communities, with the approval of the NRO Program 'Di:l:'.ectors, in order, to seek out and understand potential 

capabilities which could enhance NRO efficiency . . ; ., 

:1. 

c. Prepares -for the ExCom and DNRO analyses of NRO 

issues such as system trade-offs, priority conflicts, management. conflicts, etc .. ' . · 

6. •: When cost data is required for any analysis, the 

first point of contact.is to be the NRO Comptroller. I also 

. have arranged with· him · to be available for comments on cos ts 

during study formulation, and he will coordinate on the cost 

, reflections in any final study product. 

7. • I· anticipate that as we better and more fully comprehend the personnel requirements to accomplish this task, it 

.. may become necessary to increase modestly the manpower authorization of th~ Staff. If this does become necessary, then 

it will also become necessary ·to: increase the floor space , ,, 

presently available. It will be the responsibility of the 

Executive Officer, in coordination with the Deputy Director 

for Programs and Analysis, and the Assistant for Security, to 

investigate'how best to satisfy such a requirement. I seek 

the recommendations·of the Deputy Director for Programs & 

Analysis in detail as to the initial organization of this 

office: and also his nominations as to its staffing. ~- ' 1 '.' i" 

· 8. i The timing ,'for the establishment of this analysis 

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