Senior Review of the Future of the National 

Reconnaissance Office 

17 April 1996

TERMS OF REFERENCE

1.0 AUTHORITY:

This review is formed in response to the request of the Deputy Director, National 

Reconnaissance office, under the authorities of the Director of Central Intelligence, for a senior 

panel to review the major factors bearing on the future of the NRO as an effective organization 

of the U.S. Government.

2.0 PURPOSE:

The purpose of this review is to assess the NRO and to make recommendations for the next 

Director of the NRO on the mission and responsibilities of the NRO in the 21st Century.

The NRO is in the midst of significant, multiple transitions. The post-Cold War environment of 

greater openness has resulted in a change in the NRO security environment. Consolidations in

the defense industry at large have continued to impact the NRO industrial base. Significant NRO 

program and management changes and the major changes in the NRO environment have made a 

fundamental review appropriate at this time. Individual NRO programs are in the process of 

transitioning to new and integrated architectures by early in the next decade. Last, but not least, 

recent events concerning the financial management have contributed to the erosion of the 

historical credibility of the NRO with Congress.

More complex management challenges face the NRO with the transition to an integrated 

architecture, the expansion of Congressional and OSD staff oversight, and increasing attempts to 

standardize DoD and NRO budget and acquisition processes. The move away from a highly 

compartmented security environment and the pressures from operational military users for 

increased support and declassification and sharing with coalition partners also present new 

challenges. At the same time, new non-military customers for NRO data continue to develop 

novel applications for NRO derived products.

The recent publication of the Commission on the Roles and Capabilities of the United States 

Intelligence Community (Brown Commission) and the report of the House Permanent Select 

Committee on Intelligence on The Intelligence Community in the 21st Century (IC-21) have the 

potential to make a significant impact on the NRO of the 21st Century. Both studies have 

recommended significant modifications to Intelligence Community structures and relationships.

3.0 OBJECTIVES:
The review is to accomplish a comprehensive evaluation of the mission and responsibilities of 

the NRO. This will include assessing its mission and responsibilities in the 21st century; 

describing how the NRO should relate to new organizations (e.g., DUSD(Space), DoD Space 

Architect, the Joint Space Management Board, the JROC, and National Imagery and Mapping 

Agency); and recommending changes to NRO organizational structure and business practices. 

The review will not include an assessment of specific program content or status of NRO 

programs. The review will provide a basis for recommendations to the next Director, National 

Reconnaissance Office on ways to enhance providing unique intelligence on priority U.S. 

intelligence needs associated with the planning and operational cycles of U.S. Government 

departments and agencies.

4.0 APPROACH:

The review will evaluate each of the following areas. It will include a description of relevant 

factors (e.g.-, Brown Commission and IC-21 recommendations), decision criteria, assessment of 

alternatives, and recommendations.

• 21st Century Mission and Strategic Vision 

• Customers--Definition and Relationships 

• Organizational Structure and Infrastructure 

• Benchmarking and Business Processes 

• Relations with New Organizations 

5.0 REVIEW STRUCTURE

This review will be conducted by a Panel composed of individuals from government and 

industry at the personal invitation of the DDNRO (See Annex 1). An Executive Secretary for the 

Panel will be named by the DDNRO. The Panel will be supported by a Support Group composed 

of Working Groups, administrative activities, and other support activities as required by the 

Panel. The Panel Executive Secretary will be responsible for managing Support Group activities, 

to include selecting members for any such Working Groups.

6.0 DELIVERABLES

The results of all assessments and recommendations of the Panel will be presented in a final 

report and summary briefing to the Acting Director, NRO. The Panel may also be required to 

brief their recommendations to other senior members of the DoD and the Intelligence 

Community.

ANNEX 1--Panel Members

• Admiral David E. Jeremiah (USN, Ret.)--Chairman 

• General Larry D. Welch (USAF, Ret.) 

• Martin Faga 

• Stephen Friedman 
• Anthony J. Iorillo 

• John N. McMahon 

Mike Munson will be the Executive Secretary.