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THE NRO COMPTROLLER 

~ATIONAl RECONNAISSANCE OFFICE 

WASHINGTON, D.C. 

May 22, 1974 

No'TE FOR MR. PLUMMER 

SUBJECT: Director D•s Office in the Future 

Based on considerable frequent exposure to the Director D office 

for 11 years, I have the following comments with respect to the future 

of the office: 

1. Directorate D is nerformin~ a valuable and cost-effective se.rvice 

in supporting the I land Kernen satellites, not only from 

the logistical support, but also the air],.ift required and s:eciaJ acMaus. 

Careful examination has been made in the past of[ ~- and Fuel procurements vs.. CIA contracting for sup~p~~~,:y-,-an~d.---.-1..----.---h-a-s~b.---e_e_n ___ ~ 

repeatedly found that the depots are the cheapest and most efficient method. 

Director D has also handled airlift pecial arrangements 

wit L,-~~=~--,----.---.-.:r>7-------=-----.--c,----,..--::-::-=----ci::.-------,.,,.,.---,.----:=--=-=--=--::,::,-:---::-::~~~~ esting, etc., which for the CIA or another office to handle. 

2. While I have not believed that the NRP should be directly in the 

act for SR-71 or U-2 daily operations or deployments, having these aircraft 

under the control of Director D enables us to protect our special interests. 

I. 

For example, we have a ;ntinllilw nrd for U-21s f'or the I 

_ and other ·experiments, and for GIA 

periodic experiments.e need to pIDotect these special requirements, and 

the easiest way to do it is to retain control under Director Das repre-

~ senting the Air Staff in the Inspector General's office. We should not be 

interested in U-2 1 s or SR-711s as-operating aircraft themselves, but 

instead from the standpoint of how they can support our satellite programs. 

J. Another consideration is whether Director D should relocate to 

another Air Staff office for the aircraft portion, or the responsibilities 

be fragmented among different Afr Staff offices. There is a unique advan.-

tage to his being under the IG in this role -- it is accepted and favored 

by the Air Staff top personnel, and does not expose him to normal reviews 

and responsibility competitions. We experienced a number of problems for 

the SR-71 when it was transferred from us to the Afr Staff. An effortfragmentation resulted in increased cost proposals, and no-one had control 

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of the total program. .An individual was established to try to pull the 

parts together, but he was assigned to the Materiel office, with no 

backing, then was later transferred to Col Bailey, and has been operating 

efficiently since. 

4 • .Another consideration would be to transfer Director D's office, 

or some of his people, to the NRP Staff. Director Dis in n1ine operations," 

rather than exclusively staff, a,nd needs to be in this role to be able to 

deal effectively with the depots, airlift per~onnel, the Air Staff, etc. 

Under the NRO Staff this would-be more difficult to handle, particularly 

because this would put an NRO tttaint 11 on any actions, and there could be 

slow-do-wns or lack of the support he gets from the Air Staff and field as 

IG representative. To the Air Staff, he is an Air Staff man, but as an 

NRO staff man, we could run into situations like Senior Pine, where t:tie 

Air Staff still considers this to. be under NRO sponsorship at Air Staff 

expense. 

5. My recommendation that Directorate D be retained as , with 

the IG tie-in, for the near-future at least, with perhaps yearly reviews. 

This will avoid increased I )ennen costs, provide satellite support 

services effeciently, and provide the U-2 support for satellite technology 

and experiments for SAFSP and CIA. Directora~e D should, however, be 

relieved of reporting directly to the DNRO for U-2 and SR-71 operating and 

deployment :matters, and budgeting/funding, with needed tie-ins on the basis 

of ~eviews with the Under Secretary. similar to the desired arrangements 

for Senior Pine. 

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~ATIONAL RECONNAISSANCE OFFICE 

WASHINGTON, D.C. 

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THE NAO STAFF 6 June 1974 

MEMORANDUM FOR MR. PLUMMER 

SUBJECT: Phase-out of Program D 

The memorandum at the right for the Chief of Staff 

outlines the phase-out of Program D. It cites your desires 

for the continuation of support to the NRO and the specialized management of the U-2 and SR-71 programs and solicits 

the Chief's thoughts. 

I envision the process as proceeding in a step-wise 

fashion. Following an Air Force acceptance of the memorandum in principle an initial implementation step would be to 

transmit BYEMAN letters signed by the Chief of Staff to the 

Commanders of SAC, AFLC, MAC and AFSC. These letters would 

outline the scope of the phase-out and express the need for 

continued support of the NRO and the U-2/SR-71 programs 

through the revised management scheme. Concurrently, normally 

classified correspondence relating to the U-2/SR-71 realignment would be signed to the various commanders praising the 

support given to AF/IGJ qnd requesting continued support. 

Underlying the correspondence would be the theme that the 

various activities conducted by AF/IGJ for the NRO and the 

Air Force will continue as they have in the past, but under 

different authorities. 

The transition phase should be accomplished over a 

limited period of time. This period would permit the various 

relationships to be stabilized both within the NRO and the 

Air Force for th~ required levels of support. In addition, 

the time would be used for assuring a smooth transition of 

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the financial activities associated with the phase-out of 

OSA as ~ell as the realignment of Program D. I suggest the 

earlier date for completion of the phase-out and transfer of 

functions be October 1, 1974 and the latest date January 1, 

1975. 

I have attached comments from Colonel Bailey, 

General Bradburn, and Les Dirks. 

Attachments 

1. 

2. 

3. 

4. 

5. 

Col Bailev' s cmpments , -: · 

J comments 

'=-~~-----:~-=----------::::-------.---" Request to Brad & Dir.ks (WHIG 0674) 

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Brad's answer (CHARGE 4228) 

Dirks' answer (PILOT 8321) ,: 

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6 June 74 

Comments on Proposed Memorandum for the Chief of Staff Re Realigmnent 

of NRO Program D 

1. The opening paragraph has a planning assumption which is not 

presently factual. CIA has no specific date yet established for an 

actual transfer, and is relying on "no specific agreements with the Chinese, 

a new ambassafor, etc." as reasons for delays. As of 1 July 74, the 

budgeting and funding responsibility will transfer, and Mr. Duckett has 

recently asked that the contracting be transferred, but in the meantime 

CIA has requested six: months of FY 1975 funding for Idealist support (the 

four aircraft involved) from Air Staff funds, which indicates CIA planning 

to continue with U-2 operations beyond 1 July, and that when a transfer 

date is set, there will be months of effort involved. I suggest that 

110n July 1, 1974" be deleted, and "during FY 197511 be substituted, and 

that the later "program" manage:ip.ent be changed to 11budgeting/funding" 

:management. · 

2. With respect to para. 2, Mr. Plummer said that NRO Staff should 

be in small letter "staff." Suggest also .word~ng changE:is from. ·"I have .. decide_d**-lHI to ''I am cons,idering el,i.m,i.riation ·of. Program D as ail NRQ entity," 

with similar moaificatioris to ··succeedi:rii phra·ses. - Also, part of the --· ··- .. 

~-~-~~-----a supports aircraft and drone considerations, which should be 

moved out if a transfer is to be effected, and also provides some NSA support, 

so the statement as a total depot entitykis not factually correct as supporting 

the NRP. 

3. Re para. 3, while Attachment 1 is supposedly intended to keep the 

Air Staff paying for airlift for satellite support, it would not be long 

before the Air Staff uncovers this, and insists that we pay our own way, 

at about $1M per year, plus other normal Air Force support. I estimate we 

could be faced with $3 to $4 million additional costs. 

,. 4. Re para. 5, add a sentence "These responsibilities\will be financed 

entirely by the Air Force starting in FY 1975 .. 11 

5. Not addressed in the memo, but certainly to be considered, are 

the present resp. r~b:itr o.f Dir. ecto.r D f'or such area. s as Oxca.:t:t/. __ - Tagboard storage, sharing, fuel support thru a local detachment -of_ SA.AMA:, etci. .A:s ve said before, ·sfuninary tables should ·he developed, 

1.,Jt 

which summarize each of' Director D's present responsibilities, with columns 

f'or Budgeting/Funding, Contracting, Audit, Logistics Support, Operations, 

etc., and another chart or two that indicates what would happen to each 

under reorganization arrangements. Another facet is the imminent initial 

fund approvals for FY 1975, presently directed to llijector Dor IGJ (f'or 

U-2 1s), early contractual actions for I early instructions 

to the depots f'or FY 1975 support, etc., which could be changed ~ignif'icantly 

by reorganization. In view of all the sort-outs necessary to move logically, 

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st an, objecrtiv:e 11ate of .1 ;f1lJ_y_ '7q (tieing in to fiscal years) for ef g recirganizational changes, with concentrated planning and establishment of a firm.Idealist aircraft transfer date to be established shortly. 

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DEPARTMENT OF THE AIR FORCE 

HEADQUARTERS UNITED STATES AIR FORCE 

WASHINGTON, D.C. 

7 June 1974 

MEMORANDUM FOR LT COL COYLE 

SUBJECT: Realignment of NRO Program D 

Handle via 

Control 

Recommend the following changes be incorporated into 

the Memo for CSAF. 

Revise paragraph 4 as follows: 

Colonel Bernard L. Bailey, the Director of NRO Program 

D, aiso has a second, and openly acknowledged, job title as 

head of AF/IGJ on the Air Stc!-fJ'. In this capacity he reports 

directly to me as the Under Secretary of the Air Force. AF/IGJ 

provides specialiied management of the Air Force U-2 and SR-71-

programs and is designated officially the OPR for the Air Force 

U-2 and SR-71 programs. Special Air Staff reviews are conducted for both the U-2 and SR-71 with respect to programming 

and budgeting. These reviews are tailored along the same line 

as the specialized mana9ement structure which assures rapid 

response and a high degree of flexibility from both weapon 

systems. In support of these two specialized management efforts 

is a U-2 depot at Robins Air Force Base which has 100 people 

assigned and an SR...:71 depot atl ~hich has 

200 people assigned. Both of these depots are administratively 

assigned to AFLC; however, they fall under the direct management responsibility of AF /IGJ. · 

Revise paragraph 7 as follows: 

_ As far as_ realignment of responsibilities and management 

of the U-2 and SR-71, it is clear that special management 

arrangements have been advantageous and their retention is-~•~ 

necessary if these systems retain their role in national crisis 

management and intelligence collection. However, I would prefer 

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that the direct reporting responsibility be changed 

the Office of Under Secretary. ~he present arrangement 

under AF/IG has been working very satisfactorily, however, 

you may want to consider other arrangements. To assure a 

responsive system and retain the specialized management concept it is essential any realignment be at the senior Air 

Force office level. 

In addition to the two paragraph chanaes recommended 

above the following proposal relative tol !support is 

submitted: · · 

Security interface with the DoD for logistt' cs and a~rlift 

activities for CIA programs includes support of Fnd 

the AFSC Have Glib projects. p:~ce N:O present y has no specific 

interest or programs involvingL _ ·- I recommend this portion 

support be transferred from . e NR depot to the SR-71 depot. 

The majority of support and effort _atl I for Air Force 

efforts, i.e., U-2, SR-71, and Hav'e Glib. With the advent of 

AFCOR and the amount of Air Force interest in I I it rould 

appear more feasible to transfer responsibility ofl to 

the Air Force special projects office along with the U-2 and 

SR-71. Presently, Air Force·~·support to I lis averaging 

over 2.5M annually. The specialized management structure and 

responsibility could be transferred intact with the realignment. AF/IGJ would continue to interface with the CIA and AFSC 

with respect to support of ~---~ 

Colonel, USAF 

Director, ·Program D 

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SUBJECT: Realignment of·NRO Program D 

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\ llllll l\lll lll\l lU\l ll\1111\ll lllll Ill II lllll lllll llllll Ill llll -- - --- .l~-~~_1~9_sp_ - .-----

.12 June 1974 

As you are aware, sometime after July 1. 1974, the remainder 

of the NRQ U-2 fleet is planned to be transferred to the Air 

Force. The~e U-2s presently are operationally assigned to the 

Office of Special Activities, NRO Program B (CIA), with program 

management and.logistics support provided by NRO Program D. · 

When the tr.ansfer is complete the CIA will abolish the 

Office of Spec;ial Activities and I have dec{ded it is appropriate to eliminate Program Dan as NRO entity. I plan to assign 

to the NRO Staff responsibility .for the remaining NRG-associated 

logistic and support functions currently performed.by Program D 

and transfer an appropriate number of Program D personnel to the 

NRO Staff.. The. mana2:ement resuo1rsibility for the. NRO . 

depot at\ . J which supports the NRP satellite programs will also be transferred to the.NRO Staff. The 

administrative assigriment of this depot to AFtC should continue~ • 

I feel that the current arrangements for Air Force logistical 

· and air lift support to the NRO should be continued · (these are 

described in Attachment 1) .. I am particularly .interested in• 

assuring that the NRO is able to maintain the ability to obtain 

aircraft test beds in direct support of satellite development 

programs in· a rapid and responsive manner. .r 

Colonel Bernard L. Ba'iley, the Director/of NRO Program D, · 

also has a .second~ and openly acknowledged, job title as head 

of AF/IGJ.on·the Air Staff. In this capacity he reports 

directly to me as the Under Sec.retary of the· Air Force. AF /IGJ 

provides specialized management of the Air Force U-2 and SR-71 

KENNEN· HEXAGON 

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programs and is designated offi.cially the OPR for the Air Force . 

U-2 and ·SR.;.71 p:rograms .. Special Air Staff reviews are conducted 

for both.the u~2 and SR-71 with respect to programming anq 

budgeting. These are tailored to· allow rapid.response and-a· 

high degree. of flexibility fo·r both systems. ·In- support of 

these two special!zed management efforts .is a U-2 depot at 

Robins Air Force Base which has 100 people assigned aμd an 

SR-71 depot at ~---------~which has 200 people 

assigned. Both of these depots are also administratively. 

assigned to AFLC; however, they fall under the direct management responsibtlity ·of AF /IGJ. 

I 

AF/IGJ has also performed ·special R&D presently funded in 

part by.the NRO and in part by the Air Force. Starting in 

FYI97.5 they will'be financed entirely by.the Air Force. These 

activities include. development of photo and .II for the U-2 ~nd studie•s involving futur~e_e_m_p~l~o_ym_e_n_t ___ o_f~-~ 

ll-raircraft. . . · 

Recently AF/IGJ has become involved in studying and developmental efforts of long-endurance drone aircraft, ·principally 

SENIOR PINE. Since the SENIO.R PINE activities· strongly 

parallel work on COMPASS COPE under AF /RDR within the Air Staff, 

. I believe there w_ould be advantage in transferring the responsibility· for SENIOR ;E>INE to that organization~· · 

With regard ·: . .to the U-2s and SR-7ls, I desire· that the 

senior revel ma-rtagement responsibility be transferred from my 

office ·to ,l\.ir Staff; It is ·clear that the special management arrangements have been advantageous and their retention 

under the aegis of AF/IGJ or some other similar organization 

should considered (the advantages are described in Attachment 

2). 

, 

For those activities. not covered by the ·"transfer of 

respQns!,bility to the NRO Staff, the Air Staff should; mrk 

with the I\1RO as required.in order to assure. that necessary 

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interfaces in support of NRO requirements are maintained. · · 

The Air Force should also develop a position which describes·. 

·the future management arr·angement for the U-2 and SR-71 

fleets. 

2.attachments 

1 .. Suppo:i:-t to NRP 

2 •· Comparison Summary 

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c·o111·-rRoL sYsTEM 

SUPPORT TO THE NRP MANAGED BY PROGRAM DLogistics, hardware development, and technology support 

to the NRP m.:maged by Program D is enabled by use of aircraft 

and a specialized q.epot: The I I . 

P"resertt manning•is 73·people. Air operations involve 

use of assigned C-130 and C-118 aircraft as well as SAAM C-5 

and C-141 aircraft for logistical air lift and U-2, RB.;.57F and 

· A-3B aircraft for satellite sensor test b.ed support. 

Specific activities inc;lude the following: 

Program A (SAFSP) 

Depot supply storage and retrieval and BYEMANclassifieddocument storage. 

Logistic air lift for the-HEXAGON SPO and 

ExSubCom accounting for approximately 50 

flights per year. 

A U~2 aircratt as a test bed co~figured for 

radar experiments and flight evaluation of 

radar payloads. 

Use of a SR-71 for special radar tests. 

A U-2 aircraft for :Eilm testing and for 

development and testi_ng of photographic 

techniques. 

Program B ·(CIA) 

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Security interface with the DOD for-logistics 

and air lift activ-ities for all CIA programs.-

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COMPARISON SUMMARY 

A minimum number of people ata support location is 

enabled, documentation and formal reporting are held to a 

minimum, audits and inspections are limited on a need-t:o .. 

know basis' . contracting is immediately responsive to a single . 

. manager and non-standard MIL SPEC technical data is effectively employed. Contrasting this with the standard AFLC 

1system management for larger procurement and ·maintenance 

·items, · total system support is levied between five separate 

air logistic centers with systems. support people required 

at eachciente:r .. There is. full RCS reporting required, sepa-. 

rate contracting at each logistic center, normal audits and. 

inspections are carried out and standard Air Force MIL s·PEC 

technical data are emp-loyed. 

NORS.rates for the SR-71 and U-2 are 2.4 and .23 respectively.· 

These rates are significantly more favorable than those for the 

normal Air Force aircraft inventory. 

Iri C!omparing depot effectiveness, the AFLC depot effectiveness t::hrough December 1973 was 67.3 percent. Depot effectiveness· 

for the U-2 and SR-71 depots has been consistently over 90 per-

·cent. 

As a comparison between manpower required to support systems 

under. standard and specialized management, an _AFl..C study indicated that taking into account the _difference in.number of aircraft,· 

65 FB-llls arid 9 SR-7ls and the. total number of personnel supporting the engine and airframe areas, the manpower ratio was 

8 to 1, FB-111 to SR-71. 

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