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THE NR0 STAFF November 18, 1969 

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MEMORANDUM FOR DR. McLUCAS 

SUBJECT: Our Relationships with Mr. Froehlke 

Mr. Froehlke has forwarded a memorandum in which he 

discusses his relationship with you and the NRP (Tab A). Mr. 

Froehlke states that although he believes that you and he understand the responsibilities and interfaces, the respective staffs 

may not have as clear an understanding. 

Mr. Froehlke then outlines the tasks given to him by Mr. 

Laird and Mr. Packard as he sees them with regard to the NRP. 

He asks for your reaction to his thoughts on his view of the organizational relationship. 

We have attached at the right our proposed response to 

Mr. Froehlke's memorandum. 

Captain, USAF 

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' *\A.!SIST ANT SECRET ARY OF DEFENSE 

WASHINGTON, D. C. 20301 

November 13, 1969 

MEMORANDUM FOR Honorable John L. McLucas 

Under Secretary of the Air Force 

From time to time, John, I see little bits of evidence that perhaps 

others still have some question about our relationship. I have the 

feeling that you and I understand what we are trying to accomplish and 

aren't overly concerned about the formal structure. However, for the 

sake of our respective staffs I think it might be well for you and me to 

get in writing our understanding of our relationship. 

In this memo I'll outline my understanding of our respective responsibilities and how we interface. I know you will give me your frank 

reaction. This should clear the air. 

***************************** 

As I see it, Mel and Dave are looking to me as the line manager for 

intelligence resources. Any other time I become involved in intelligence 

activities I do so as staff to them. In both capacities - - but particularly 

as the line manager -- I must necessarily look over your shoulder and 

become intimately involved in your operation. 

In putting together a resource review process I must look at all 

major DoD intelligence systems and resources. I must come up with 

tradeoffs and adjustments. It seems to me there is no way I can do this 

short of having a full examination of your program and making recommendations effecting it. Most of this examination will have to be done at 

the staff level. 

I totally accept the proposition that you are the operating head of a 

national program (just as Noel Gayler is). I shouldn 1t -- and won't -- get 

involved in your operations except: 

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1. When it is necessary to do so to intelligently 

manage ALL DoD intelligence resources, and 

2. When given a specific assignment, on an ad 

hoc basis, from either Mel or Dave. 

I also recognize that you respond to requirements which originate 

in part outside the DoD. That is one of the reasons I asked to be the 

DoD representative on Dick Helms' NIRB. As a member of the NIRB, 

I am involved in the examination of the total U.S. intelligence resources 

measured against total U.S. requirements. 

************************* 

Is this your understanding of our organizational relationship, 

John.? If it is, I suggest that we continue to operate pretty much as 

we have. I feel that you and I have a rapport which is both comfortable 

and effective. 

Once we agree, we'll want to coordinate with our respective staffs. 

It is vital that they work closely together. Therefore, it is probably 

more important that they have a clear understanding. 

Let me know your reaction to these thoughts. 

cc: Melvin R. Laird 

David Packard 

Robert F. Froehlke 

Vice Admiral Harold G. Bowen, Jr., USN 

DASD (I), Room 3C200 

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MEMORANDUM FOR MR. FROEHLKE, ASD (A) 

Bob, I must admit I don't know the specifics which prompted 

your memo concerning our organizational relationships, but I will 

be glad to give you my candid reaction to your thoughts. 

First, I am certainly willing to cooperate with you. I personally 

believe that the tasks Mel and Dave have outlined for you are most 

important. A searching, critical review of the intelligence resources 

of the DOD is certainly long overdue and I heartily endorse your approach. I am confident we will come up with a better intelligence 

product as a result. 

I am, of course, concerned that you have the impression that 

my staff is not approaching its dealings with your staff as you and I 

approach our relationship. Please be assured that in the future my 

staff will be responsive to our relationship and I hope that the same 

spirit of cooperation we share will permeate our respective staffs. 

I must note, though, Bob, that you have chosen to mention some 

particulars with regard to our relationship over which I really have 

no control. As you know, the DOD/CIA Agreement which establishes 

the National Reconnaissance Program gives me some fairly specific 

rules for managing the NRP. With regard to resource levels, for 

example, I must look only to my Executive Committee for guidance. 

The members of the ExCom, of course, do, from time to time, ask 

their own organizations to review and provide guidance to them on 

specific areas or problems. 

The same is also true with fiscal guidance. My marching orders 

clearly direct me to the ExCom for program and budget guidance and 

approval. 

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You mention that I am "the operating head of a national program 

(just as Noel Gay lier is). 11 There is a difference, however, in our 

charters and organization. NSA is solely a DOD activity, while the 

NRO is a joint organization, chartered and operated under a DOD/CIA 

Agreement. As you know, my management structure, which is single 

and direct line, is also quite different from Noel's. 

I really don't have much choice on some of the matters you 

mentioned under my present charter. I will, of course, conduct 

the Program in whatever manner the ExCom sees fit. Maybe the 

1965 DOD/CIA Agreement is not responsive to Mel's or Dave's 

wishes, or to your new responsibilities, and should be changed. If 

this is the case, I think we should discuss the matter with them and 

see if they envision a different type of operation than we have at 

present. Mel may very well desire a change; I truthfully don't know. 

I must note, however, that the subject of your responsibilities with 

regard to the NRP was discussed at the August 7, 1969 ExCom 

meeting at which time Dave stated that the NRP was not to be affected 

and that the ExCom and the NRO should continue to function as they 

have in the past. 

In summary, Bob, I want to assure you of my cooperation and 

that of my staff in your activities. I do feel, however, that the larger 

question concerning formal "line" and "staff" relationships should be 

addressed to Mel and Dave in light of the charter under which I must 

execute the NRP and the guidance I have received from the ExCom. 

John L. McLucas 

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