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CENTRALINTELLIGENCECIVSCOVERTOPERATIONSCORDP80R01731R001100040003 7
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solution based on an objective analysis of the entirely different
support problems of the two *éepartsents". One is overt, the
other covert. ong is small, the other large. one consists pri-
marily of centralised Washington offices, the other primarily of
a@ globally dispersed network. To build @ support mechanisa ap~
propriate to the one is te do the other a disservice.
9. & complete separation of Clits covert and overt activities
would also solve the problem which you mentioned in connection with
the Bureau of the Budget. the overt intelligence budget could be
submitted separately and would be treated by the Bureau of the
Budget in the same way as in the past. %n the other hand, the budget
for covert activities, as you have recognised, must undeubtedly be
sabjected to a completely different degree of Bok scrutiny and re~
quire epecial handling vis-a-vis ftate, Defense and the Congress.
25X11
10. I therefore recomend:
a. That you reorganize OIA into two aajor subdivisions
each under & ¢o-equal feputy Director. one of these elenente
would be the continuation of CIA as created by the Matienal
Seourity act. The other would be the covert apparatus, mich
as visualized in the proposed merger ef the covert offices.
Each elenent would be responsible for all sepeste ef support -
required for the accomplishnent of ite mission. This could
best he accomplished by a transfer of She present covert ad
ministrative offiess to the Leputy fer Covert Operations.
b. That yomr own staff consist of the following two
elements:
(2) a View Director assisted by « pasll staff
of personal assistants to you. This group weald
assist and support you in yeur external relationships
with the President, the ational Security Council,
the Congress, and the public.
(2) A review, analysis, audit and inspection
@lenent couparuble to a modern business comptrolier~
ship. This elexent of the staff would provide you
with the control information you would need to
deteruine how
SE
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