PRINCIPAL FEATURES OF CIA ORGANIZATIONAL PROPOSAL A. ROLE OF THE EXECUTIVE COMMITTEE:

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80R01580R002004190013-4
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 14
• Document Creation Date: December 27, 2016
• Document Release Date: May 14, 2013
• Sequence Number: 13
• Publication Date: March 12, 1965
• Content Type: MISC

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Declassified in Part - Sanitized Copy Approved for Release 2014/01/07: CIA-RDP80R01580R002004190013-4
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12 March 1965
PRINCIPAL FEATURES OF CIA ORGANIZATIONAL PROPOSAL
A. ROLE OF THE EXECUTIVE COMMITTEE:
An Executive Committee, consisting a the Deputy Secretary
of Defense and the Director of Central Intelligence, will be
established to formulate guide. and regulate the NRP. Specifically
the Executive Committee will:
1. Examine the reconnaissance requirements provided
by USIB against technical and fiscal capabilities. so as to
establish an appropriate level of effort for the NRP. In
this role it will rely largely on cost effectiveness and
technical feasibility analyses prepared by the DNR and the
component elements of the NR Organisation.
2. Approve or modify the consolidated NR program
and its budget as forwarded by the DNR.
3. Acting through the DNR, allocate responsibility
to CIA and/or DOD for research and preliminary design
studies for new systems.
4. Allocate development responsibility for specific
reconnaissance programs to DOD or CIA, and establish
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guidelines for mutual support where appropriate. It shall
be free to use technical advisory groups as necessary.
5. Assign operational responsibilities to either DOD
or CIA for various types of manned overflight missions.
subject to the concurrence, as appropriate, of the 303
Committee.
6. Review periodically the essential features of the
major program elements of the NRP.
B. ROLE OF THE DIRECTOR OF NATIONAL RECONNAISSANCE:
To insure the coordination of CIA and DOD reconnaissance
activities and to provide a ebgle point of integration for the planning
and budgeting of the National Reconnaissance Program. a Director
of National Reconnaissance will be appointed by the Secretary of
Defense with the concurrence of the Director of Central Intelligence.
who will report to the Executive Committee on all matters affecting
the NB?. Specifically, he will:
1. Be kept fully and completely Informed of all
reconnaissance activities in CIA and DOD.
2. Coordinate CIA and DOD use of the space launching.
tracting and recovery facilities.,
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. Coordinate film processing of CIA and DOD
activities so as to make best use of the primary Eastman-
Kodak facility at Rochester the backup Air rorce capability
at Westover* and field processing centers.
4. Prepare a coordinated and consolidated NRP
budget for examination and approval by ExCom This
budget will be based on submissions from appropriate
elements of CIA and DOD.
5. Ensure the flow of funds from the NRP appro-
priations to CIA and appropriate DOD elements in lump sum
transfers each fiscal year. Incremental funding from reservf
or reprogramming sources will be used only for supplemental
programs approved by ExCom.
6. Deal with the operating head of the CIA or his
designated alternate on all matters of policy coordination.
or guidance. He will not exercise command control over
operating elements of CIA or its personnel.
7. Assume such conunand responsibilities over DOD
elements of the NM? as the Secretary of Defense may designate.
He will establish suitable lines of coordination with those
line components which do n
pond directly to him.
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? 9. Appear before the 303 Committee with approp
. operating
overhead recon aieearicemissions.
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or DOD to s?cure aproval for
EARCH.AND PR
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ARY DESIGN:
-
? . Reimer-6h on reconnaissanci technology and
pre minary design of new systems will be encouraged and
supported in both CIA and DOD.
will be supported by a
um allocation from NRP funds to each group in like
measure at a level to be established each year by the
Executives Committee.
2. A prescribed fraction of these resources
perhaps UM to 40%
be earmarked for support of basic
research on re onnalts echnology.to stiMulate and assure
the future vigor of this
The DNR will be kept fully
informed of all acttvtt?and developments in this connection
for the purpose of ensuring appropriate coordination and
preventing unwitting duplication as; well as encouraging join
exploitatio
of new techni
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3. Preliminary design and small technical feasibility
demonstrations of new reconnaissance systems will also be
funded from this innovation resource. Such work can grow
out of requirements originating with USIB, the ExCom or
the DNR for improvements in existing capabilities, or can
result from spontaneous initiative in the CIA and DOD
participating elements. However, it is important that the
DNR and ExCom receive each month a comprehensive report
on the initiation, status, or conclusion of such efforts.
In this way, competitive study efforts will be recognised,
approved or discouraged, and synchronised for later
decision actions.
4. It is intended that these funds and their products
represent the flexible cutting edge of the reconnaissance
program. They should not be used to fund actual development
or operational activities. ?
D. SYSTEMS DEVELOPMENT:
1. When a new system concept has been sufficiently
well defined and its technical feasibility established to the
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sat sfactlon of the ExCom twoid be brie
inventory Of the NRP. At this point, it should receive necessary
In the budgetideittified with these
o CA and/or
funding from line ite
systems. These funds would th
be allocat
DOD, to whom specific developmental responsibility has been
assigned by the ExCo
2. The element a CIAand/or DOD as
risibility fo
ew eyed m will be responsible for
- selecting and supervisang capable contractors for establishing
such systems -engineering support as they deem necessary;
for rendering periodic reports on program progress to the
DNR and ExCorn and generally for the succes
f the program.
3. Satellite reconnaissance eye sins are characterized
primarily by the Payload fainerae, spaceCraft. data recovery
system/ as well as by their boosters. The interface betwee
the launch system and payload is of critical importance and
planning for cornpMible checkout and launch facilities, boosters,
tracking, and recovery must proceed with the payload
development. The DNR will be responsible for the success of
this Interface
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4. A normal phase of satellite development programs
is the initial flight testing in orbit and engineering proof
of the completed payload system. These flight tests will be
the primary responsibility of the payload developing group
in CIA Or DOD, which would be expected to include as many
Intelligence targeti as are consistent with the Primary develop-
ment so that any film recovered would have intelligence value.
When a system had been successfully demonstrated and
declared operationally reliable, it would enter the Operational
phase.
. E. ROUTINE OPERATIONAL PHASE:
1. When the satellite payload has been successfully
developed, it becomes a part of the operational assets of the
NRP. The payloads together with appropriate boosters,
launchers and tracking stations represent the NRP capability
to obtain orbital photography, and accordingly represent
part of an orderly program to acquire such intelligence in
response to USIB requirements, target lists and priorities.
The DNR must play the central role in planning this program.
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It Involves fa sighted bud eting for payl ad product on
as well as booster procurement and modification: It involves
judicious scheduling of operational launches from fixed
resources, in addition to development flight tests. It
requires a plan with sufficient flexibility to respond to
changing world situations and the correspondingIntelligence
needs. It is
omplex managerial task for which a single
individual must in the last analysis be responsible.
2. Both the long range requirements for satellite
missions and the shifting targets for specific flights co
properly from the intelligence community in which all
of the Government have a voice. The
COMOR asthe staff to provide these requIrements in an
orderly way, subject to approval b
3. The Satellite Operations Center is the next step
in that sequence of events. Its function is to plan specific
mission coverage in light of COMOR target requirements.
It does so by first studying the spectrum of orbital choice
available. These are supplied by various groups on the West
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Coast andrep-resent specific launch vehicle -propulsiozi
capabilities, current range safety restrictions, etc.-These
feasible orbits are then computer analyzed in Washingto
to optimize target coverage light
weather conditions and target priorit
un angles predicted
. An orbit is selected
and camera programs established for this mission. This
is basically an intelligence function.
4. The process orks somewhat differently for
potting IAMBI as as dieting
bed from general search
IZOR011Aft payloads. In the case of CORONA -coverage, the
SOC has played a central role in determining the ephernerie
f the' mission and transmitting
ornputerized guidance to the
launch authority. Until the spring of 1963 the Satellite
Operations Center was located at CIA Headquarters next to
COM011 where it was used exclusively in CORONA and ARGON
flights and was in immediate comrr ntc?on with the West
Coast facilities. It then moved to the Pentagon with a
view to extending its unctions to include GAMBIT and LANYARD,
although mission gu dance to these prograMs is not yet determined
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by the SOC largely bec
as R&D flights. The SOC ehouid.be s?to provide the
intelligence input for mission guidance of all satellite
operations recognizi g that procedures will differ betw e
systems,due for example to the on-orbit loading capacity o
GAItlIS T.
5. Although most of the responsibIlity of the developing
team is fulfilled when a satellite payload is declared operational,
there are persuasive arguments for extending this responsibility
their continued classification
Indefinitely Into the operational phase. The most compelling
argument is that payloads systems are being continually
improved - and should be. The remarkable improvement of
CORONA from rnonoscoptc to stereo and then to doubled film
capacity via double recovery vehicles is an example. Further-
more, these are extremely delicate instruments and no two
payloads from a given system are quite alike. Continuity from
launch is therefore essential. This does not mean that the
camera contractor should fire a THOR or ATLAS. It does
mean that there is no point in the production or operational
sequence when. one can safely eliminate the payload team
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from the operation. The CORONA prOgrs
recognised this and has representatives of CIA and it
contractors pre ent at each step of an operational mission
but with tarying degreauthorityes . In the case of GAMBIT.
the Air rot. ce payload
does the same..
?6. Once a satel
ante
rucial per
ment group under General Greer
payload Ls launched in orbit,
cal tima tracking, monitoring and
control. Tracking and telemetry recording
photography is accomplished by AirForce
data is transmitted to
include decision
In the case of C RONA, inflight decisions
to recover
Ifunction is
uspected and
tranernitisiono of cantra progran changes received from the
SOC to the satellite so tage of changing weather.
? For GAMBIT, with far more on..orbit cotitrol and camera
programmitig, decisions affecting intelligence aspects of the
mission are more complex. The presence of an intelligence
representative available for consultation to the authority
responsible for inflight control of the 4ehicte is thought
desirable.
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NIPE/SABross:nun/12 Mar 65
Distribution
Cys 1 & 2: DepSecbei
3: DDCI
4: DDS&T
5: NIPE
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