THE NRO STAFF March 3, 1970

• -TOP-SECRET--

—*Si- NATIONAL RECONNAISSANCE OFFICE

WASHINGTON. D.C.

MEMORANDUM FOR DR. McLUCAS

0

11 SUBJECT: Program D Study

General 

At your request a study has been made of Program D,

reviewing the tasks performed by the Program Office and the

management structure to perform them.

Program D is conducted under a charter to provide for

su rt to the Director CIA, Reconnaiss

manageticipation and support. The charter is at Tab 1. The organization and manning of the Program Office is shown at Tab 2.

Program D is undergoing a transition period with a consequent change in mission emphasis. From an environment of

participation in new system development and operation, the

tasks are becoming more oriented toward logistic support.

There are no new major aircraft or drone systems programmed

and the study has tried to assess changes in the management

structure needed to compensate for this changing emphasis.

Discussion 

The decision was made to transfer the OXCART aircraft

to the Air Force, and all are now in storage. Program D

has provided the storage contract and funds through FY 70,

and is prepared to continue the storage contracting function
• :7

t•

ti..

, 4

There are several activities in process whic

e future workload • the office.

generally not predictable but must

be determined on an individual basis.

.• .

_TOP-SECRFf

on a reimbursable basis for the Air Force. Should the Air

Force identify a need to use the aircraft or spares, effort

could be needed to sanitize the equipment and data. These

would be primarily logistics, rather than operations, functions.

The TAGDOARD development program is nearing completion.

The ExCom has agreed to reconsider a storage option following

additional flight tests, or alternately the reduction of

planned operational flights. This indicates that Program

Office functions may soon shift from the active role of

system developer toward an added effort in logistic support.

The future responsibility for operation of the U-2 fleet

is uncertain, and consolidation of the NRO and SAC fleets

could further reduce the workload of the Program Office.

There are now no funds programmed for additional U-2R

equipping, and countermeasures RAID effort is to be reduced.

These factors all tend to reduce the support requirements

levied on Program D.

..!

Another major factor in the changi r

.• is the ExCom decision to terminate th

the advanced aircraft programs. This

Office without a new development program to

D

drone and

ogram

manage or support.

s • •

•

Conclusions 

The manning of the Program D Staff appears more than

adequate to accomplish its mission within present and projected

workloads. In consideration of the present austere manpower

environment, a reduction in personnel could be made which,

TOP-SECRETcoma SO

COM epos

a gu.1141) Sato 6011malst fisespal,

meg esasitml flee i ll NM 160,

e. PNISS

't• • •..t

. •
•

_TOP-SECRET

in conjunction with a realignment of functions, could continue

to provide the support required.

Recommendations 

The Procurement Management Staff Officer (Major,

vacant) position be deleted. This was one of two spaces

the Program Director agreed to eliminate -- the other was

not identified.

One Security Officer (Captain) position should be

released to the OSI when the incumbent leaves, about midApril 1970. The remaining Security Officer should be

assisted administratively, as needed, by one of the present

secretarial positions.

The functions of a Deputy Director, now performed by

the Director of Operations, should be eliminated by realignment among other elements of the Program Office staff. With

the decreasing operational workload the Colonel position,

Director of Operations, should be deleted. This is also

supported by the observation that the Director of Materiel

presently performs the functions of a Deputy in the absence

of the Program Director and Director of Operations.

When the TAGBOARD development program ends, the position

of System Program Staff Officer should be deleted. The incumbent serves as both the TAGBOARD project officer and the

Financial Programs officer. The Financial Programs function

should be absorbed by the Material and Contracts offices,

both presently involved in financial programming actions.

On completion of the TAGBOARD development program, one

position, primarily involved in tests, may be eliminated

from the TAGBOARD project office in Burbank.

Because of the changing role of the Program Office a

follow-on study in greater depth is recommended. Such a

study could be started when a major decision is made, such

as to store the TAGBOARD drones or consolidate the U-2 fleet.

Demme emu asiorstai soraseust

ON IMIlibv11 18M M 0011 UM nPly•

CSIMM 

MM.

MU N MIMS

I IR
Summary Noteote,, Recommended actions could be implemented immediately or

when a significant event occurs, as you may choose.

The further study of the role of Program D, which I have

recommended, could best follow a significant decision, such

as to store the TAGDOARD drones or consolidate the U-2 fleet.

Major, USAF

'7

,TOP-SECRETilativill/111 1400 slifeeafIC OISOMMING

11•01Clag 1 'R.. III WS NOT 111•041

01141011111

OM, COMO

PINK Of P•41411
.•

-TOP-4RM 1111111111111

THE NRO STAFF

-MI- NATIONAL RECONNAISSANCE OFFICE

WASHINGTON. D.C.

February 16, 1970

MEMORANDUM FOR DR. MCLUCAS

SUBJECT: Program D Study

General

At your request a study has been made of Program D, reviewing

the tasks performed by the Program Office and the management

structure to perform them.

Program D is conducted under a charter to provide for support

to the Director, CIA Reconnaissance Programs; specialized depot

activities to support NRP efforts; management of the TAGBOARD

development; and U-2 program participation and support. The charter

is at Tab 1. The organization and manning of the Program Office is

shown at Tab 2.

Program D is undergoing a transition period with a consequent

change in mission emphasis. From an environment of participation

in new system development and operation, the tasks are becoming

more oriented toward logistic support. There are no new major

aircraft or drone systems programmed and the study has tried to

assess changes in the management structure needed to compensate

for this changing emphasis.

Discussion 

The decision was made to transfer the OXCART aircraft to the

Air Force, and all are now in storage. Program D has provided the

storage contract and funds through FY 70, and is prepared to continue '

TAGBOARD

----TOP-SECRETtattAmIn nom seeralig 110101•01111

bettl100 Me 10 NO UM NOVI

MIMI 

01101/ 00

ws tee.
• •

•

the storage contracting function on a reimbursable basis for the

Air Force. Should the Air Force identify a need to use the aircraft

or spares, effort could be needed to sanitize the equipment and data.

These would be primarily logistics, rather than operations, functions.

The TAGBOARD development program is nearing completion.

The ExCom has agreed to reconsider a storage option following additional flight tests, or alternately the reduction in planned operational flights. This indicates that Program Office functions may soon

shift from the active role of system developer toward an added effort

in logistic support.

The future responsibility for operation of the U-2 fleet is uncertain, and consolidation of the NRO and SAC fleets could further

reduce the workload of the Program Office. There are now no funds

programmed for additional U-2R equipping, and countermeasures

R&D effort is to be reduced. These factors all tend to reduce the

support requirements levied on Program D.

Program D is the

roue and the advanced

five without a new deAnother major factor in the

ExCom decision to terminate

aircraft programs. This leaves

velopment program to manage or support.

There are studies in process which could have an impact on future

workload:

None of these efforts would be expected to require a significant

increase in Program D workload if approved for operation.

_TOPSECRET'

11111111.14• nos avessave ammo

see 1110111108•1 HN HI MS let &PPM

tom

SMIS
. • •

1 OVSE47CE1-

.' •

"14;44

t

_TOP-SECRETIMMO MO To•OTPIC 118•111•01

111 MCC/NC woo 11 MKS me IIPPCT

Conclusions 

The manning of the Program D Staff appears more than adequate

to accomplish its mission within present and projected workloads.

In consideration of the present austere manpower environment, a

reduction in personnel could be made which, in conjunction with a

realignment of functions, could continue to provide the support required.

Recommendations 

The Procurement Management Staff Officer (Major, vacant)

position be deleted. This was one of two spaces the Program Director

agreed to eliminate -- the other was not identified.

One Security Officer (Captain) position should be released to

the OSI when the incumbent leaves, about mid-April 1970. The remaining Security Officer should be assisted administratively, as

needed, by one of the present secretarial positions.

-.0.'7 3. The functions of a Deputy Director, now performed by the

. Director of Operations, should be eliminated by realignment among

other elements of the Program Office staff. With the decreasing

operational workload the Colonel position, Director of Operations,

should be deleted. This is also supported by the observation that

:1 the Director of Materiel presently performs the functions of a

. Deputy in the absence of the Program Director and Director of Operations.

4. When the TAGBOARD development program ends, the position

of System Program Staff Officer should be deleted. The incumbent

serves as both the TAGBOARD project officer and the Financial Programs officer. The Financial Programs function should be absorbed

by the Material and Contracts offices, both presently involved in

financial programming actions.

On completion of the TAGBOARD development program, one

position, primarily involved in tests, may be eliminated from the

TAGBOARD project office in Burbank.

•

CONTIOC

COPT •• awns

141611 9.

P•5111
-TOP-ORLI

Because of the changing role of the Program Office a follow-on

study in greater depth is recommended. Such a study could be started

when a major decision is made, such as to store the TAGBOARD drones

or consolidate the U-2 fleet.

Summary Note 

Recommended actions could be implemented immediately or when

a significant event occurs, as you may choose.

The further study of the role of Program D, which I have recommended, could best follow a significant decision, such as to store the

TAGBOARD drones or consolidate the U-2 fleet.

FREDERICK L. ROFMANN

Major. USAF

1=1 

..;are•A Mir

• • • •

--TOP-SECRETMUNN now aimmic 111111•101111

sN IMDICINVII s,N SO less um ampo

NO

COPP Of

Milit.r.•n•n••• AMU
J

Officers Civilian Total

Financial Programs Technical Consultant

Lt Col Bell

e

Mr. Anderson

Authorised

Assigned

Note: Not included are wo secur y ce are

attached from and charged to the OSI. and the technical

consultant from the Rand Corporation.

Contracts Materiel

Lt Col Bailey

Mal (vacant)

of Felder.

lc

Lt Col Nally

Operations

Col Bailey

Lt Col Erkelens

I

Lt Col Reed

Lt Col Rupert

Lt Hogarty

Mrs. Priday. GS-6

Security

Capt Setter

Capt Baumgardner

Director. Program

Col Hartley

Admin/Secretarial

Mrs. McCleerey. GS-7

Mrs. Perry, GS-6

Miss lineman. 13.4-6

.• .

. 1..wv- - :••

: - - . -....f. - •!: i ••• • i ,

4 •• ..: . , ••.. tt • - . - .. ., t:. -

.. . • • • . •

• . .... ..

•-••••7:-.1..VI ....:E •

• .; ,i,6-, • ...:k * . tititagi...

30P-16C-1164—

i PROGRAM D ORGANIZATION AND MANNING

int-stettir-

.• e
•

wince OR TILE DIRECTOR • April 6, 1968

MEMORANDUM FOR DIRECTOR. NRO PROGRAM D

% • a.

•

-ter NATIONAL RECONNAISSANCE OFFICE

WASHINGTON, O.G.

C • . TOP SECRET

OXCART

TAGBOARD

e. Provide the focal point for Air Force, participation in and

pport of the U-2R project.

•

•

' • • . :

—TOP-SECRET--

Hitarese ems amousatat sasatoos

111114COMPI Sass SIP is .N ..N.

r'ar niiM man SUBJECT: Functions and Responsibilities

.214,

Mel General. This memorandum defines and updates the functions

IEEE and responsibilities of the NRO Program D an operating element

.."... .:..v. 111011 /Functions and Responsibilities.

. ..,7 51111 i

- r.,y4 IIIME The Director, NRO Program D will:

. •,';:ii EMI

•

, ,.„, MEE

. . ale

. ....

-v1.4

4 j,b ME

6 Ilk... MIME In

..ne ulna!

SEE

(41111111111115 .' ... MEM • b. Direc

WIN=

NMI ' c. Manage and direct the development, test, and 'acquisition of.

:;., 8:' Wan the TAGBOARD reconnaissance drone for the DNRO.

TAGBOARD

ri

m of thi National Reconnaissance Office (NRO).

•

a. Arrange for Air Force support to aircraft and other National

Reconnaissance Prograth (NRP) efforts assigned to the Director, CIA

Reconnaissance Programs in accordance with plans and concepts approved by the Director of the National Reconnaissance Office (DNRO).

This support includes, all personnel, logistical, facilities, equipment,

developmental, and operational activities.

support of NRP efforts.

OMNI 2921-68

0(,
• •• n•

•

--TOP:SEGREFOXCART/

TAGBOARD

In carrying out these functions and responsibilities, the Director,

Program 13 will through the ?MO MAU keep wbraat of all advanced

technological developments pertinent to NRP'aircraft and drone efforts.

•

•

•

a

•

S

1;

•

OXCiRT/

TAGBOARD

•

111111Me

--TIP-SECREF sassesa soessime saisamsfeb

1111111116111114 11111141.11 ISIS MI MOW

•

921-68 . •

7atE:;7"11-7.0: