PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R002500070004-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 20
• Document Creation Date: December 15, 2016
• Document Release Date: October 10, 2002
• Sequence Number: 4
• Publication Date: January 11, 1953
• Content Type: MF

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F
T 11 January 1953 : 3
A
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT : Planning
1. PROBLEM: This paper is submitted in response to your request that
this office make a study of whether an adequate mechanism exists within
the Central Intelligence Agency for the purpose of planning the future
intelligence activities of the Agency and the Federal Government as a
whole.
2. DISCUSSION: There is no single unit of the Agency at this time
charged with the function of over-all planning for future intelligence
activities of the CIA. Nor is there a group charged with advising the
DCI as to aeticn needed on a multi-agency basis to insure the proper die-
charge of the responsibilities of the "Intelligence Community" as a whole*
as In actuality, the top-level planning body in the Agency exists
in the form of your daily meeting with your Deputies, the Inspector
General, Chief of Operations, Executive Assistant, and Assistant
Director for Current Intelligence. Here problems, mainly short-range
in nature, are discussed and decisions taken. If further staff work
is needed, action is general:iy referred to a specific Deputy Director
with the responsibility resting on him for coordination both within
and outside the Agency.
b. The Project Review Committee cannot be called a planning body.
from the viewpoint that it reviews long-range plans or programs and
analyzes their relationship to long-range intelligence objectives.
The great weakness of the PRC system is that considerable work may
be cone on a project prior to submission only to be rejected on policy,
practicality or financial grounds.
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. c. All other planning in the Agency, except that which may be done by
committees, ad hoc or permanent, is done individually in the offices of the
Deputy Directors. Some of this planning may actually be done in inter-agency
committees with the consequence that the Agency may be discussing advance
plans with other agencies before there is top-level intra-CIA planningo
d. One of the structural weaknesses in the Agency today is the lack
of cross-utilization of the considerable expert talent in nearly all
fields of major intelligence interest. This cross-utilization should be
undertaken only with necessary precautions to insure the compartmentaliza-
tibn required to preserve clandestine and covert operations. But some mecha-
nism should exist within the Agency to insure that the best available talent
is utilized in developing plans on all subjectso
e. Coordination, both within CIA and inter-agency, is closely related
to planning. The former DD/I constituted the Office of Intelligence
Coordination as his planning office. It is felt that OIC is neither
properly located, nor properly constituted, to perform Agency planning or,
for that matter, coordination. It is wrong for a "line" office to be
performing solely staff functions; it places AD/IC in the position of
negotiating with his fellow Assistant Director and being an ambassador to
the DD/P area. The need for close correlation between planning and
coordination is even greater with the pressing need for CIA to engage in
greater coordination of inter-agency activities.
f. There is no one focal point within the Agency where' the views
of those intra-governmental bodies whose deliberations affect CIA are
brought together and translated into long-range plans. These -intra-__,.__
Bove ntal bodies include the National Security Council, perations
AT
l Board, IAC, USCIB, etc.
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3. CONCLUSIONS:
a. A CIA planning board should confine its work to broad questions
Agency on the PRC.
tion on the NSC, IAC, OCB, etc., and within the ? `
of Agency policy, establishment of general intelligence priorities, and
long-range intelligence objectives. It should assist in maintaining the
required compartmentation of the Agency by avoiding operational details
and current activities.
b. Planning staff members should be included in Agency representa-
c. In order to insure close and intimate knowledge of Agency
problems and to avoid creation of an ivory tower group divorced from
reality, a CIA Planning Staff should consist of the smallest possible
nucleus of imaginative but tough-minded professionals and operate generally
on a panel basis utilizing the experts on the particular subjects under
consideration. This will also insure an equal work load on.the top
officials of the Agency. It should be under the direction and guidance
of an individual on your immediate staff. It should have a small
secretariat to handle the paper work, draft reports, etc.
d. PRC should be purely a review function to insure reasonable
and proper programs. With a properly constituted planning staff,
it should review plans before they are developed into projects--thus
insuring policy approval prior to the bulk of the work in preparing
th71pro ject.
ff e. Planning on the Deputy, Office, Staff and Divisional level
should be continued but closely coordinated with the CIA Planning
Board. A study should be made as to whether the number, of planners
in the Agency could be reduced.
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d. A CIA Planning Board would insure proper cross-utilization of
ouf professional experts on all subjects,
e. The coordination function now performed by OIC should be very
closely related to the CIA planning board.
4. RECOMMENDATIONS:
A. That a CIA Planning Board be created reporting to the Deputy
Director of Central Intelligence*
b. That an Assistant to the Director for Planning and Coordination
be appointed, to be selected from experienced senior Agency officers
nominated by the DD/I., DD/P and DD/A., and that this officer have two
assistants selected from each of the other Deputies offices so that
all three Deputies will be represented.
c. That the present Office of Intelligence Coordination be
abolished and its functions other than the secretaryship of the IAC
transferred to the Assistant to the Director for Planning and
Coordination. The IAC secretary shall be the Deputy AD/NB.
Lyman B. Kirkpatrick
Inspector General
cc: . DD/ I DD/P
DD/A
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12 January 1953
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT : Composition of CIA Planning Board
1. It is recommended that the following constitute the CIA
Planning Board, and be assigned on a full-time basis.:
Assistant to DCI for Planning
and Coordination (to sit with IAC)
Mr. James Q. Reber, Member c
Member (to sit with OCB)
1embr
(to sit with NSC Planning Staff)
2. It is recommended that the Chairman of the Planning Board
be given authority to call for panel members on any planning problem
any officer of the Agency with the concurrence of the appropriate
Deputy Director.
Lyman B. Kirkpatrick
Inspector General
cc: DD/I
DD/P
DD/A
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 UNCLASSIFIED' P STRICTEF CONFIDENTIAL ( SECRET
(SENL~R WILL CIRCLE CLASSIr...ATJON TOP AND BOTTOM)
CENTRAL INTELLIGENCE AGENCY
OFFICIAL ROUTING SLIP
TO
INITIALS DATE
I
DD/Intelligence
2
DD/Plans
s
/DD/Acmm l stration
4
5
suggest aone hour meeting on Tuesday., January 19
n+ O.']n _-
or a Planning Staff and that the four of us
of you personally this redraft of the proposal
f
Inspector General
APPROVAL
ACTION
COMMENT
CONCURRENCE
INFORMATION
DIRECT REPLY
PREPARATION OF REPLY
RECOMMENDATION
SIGNATURE
RETURN
DISPATCH
FILE
Remarks: The DCI has asked that I submit to each
c
SECRET) CONFIDENTIAL
CIA-RDP80B01676R0025000700T-6 S J
LBK
RESTRICTED UNCLASSIFIED
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(t(13
DIRECTIVE
FUNCTIONS OF THE OFFICE OF STRATEGIC SERVICES
1. AUTHORITY
By Military Order of the Commander in Chief, dated
13 June 1942, as amended by Presidential Executive Order of
9 March 1943, the Office of Strategic Services was established
as an operating agency of the Government under the direction
and supervision of the Joint Chiefs of Staff.
2. FUNCTIONS
The Office of Strategic Services is designated as. the
agency of the Joint Chiefs of Staff charged with the functions
and duties described hereinafter in paragraphs 3 to 10,
inclusive.
3. SECRET INTELLIGENCE
a. The Office of Strategic Services is authorized to:
(1) Collect secret intelligence in all areas other
than the Western Hemisphere by means of espionage and
counter-espionage, and evaluate and disseminate such
intelligence to authorized agencies. In the Western
Hemisphere, bases already established by the Office of
Strategic Services in Santiago, Chile, and Buenos Aires,
Argentina, may be used as ports of exit and of entry for
the purpose of facilitating operations in Europe and
Asia, but not for the purpose of conducting operations
in South America. The Office of Strategic Services is
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authorized to have its transient agents from
Europe or Asia touching points in the Western
Hemisphere transmit information through facilities
of the Military Intelligence Service and of the
Office of Naval Intelligence.
(2) Establish and maintain direct liaison with
Allied secret intelligence agencies.
(3) Obtain information from underground groups
by direct contact or other means.
(4) Establish and maintain direct liaison with
military and naval counter-intelligence, Federal
Bureau of Investigation, and other Government agencies
engaged in counter-intelligence.
4. RESEARCH AND ANALYSIS
The Office of Strategic Services will (1) furnish
essential-intelligence for the planning and execution of approved
strategic servicesiX operations; and (2) furnish such intelli-
gence as is requested by agencies of the Joint Chiefs of Staff,
the armed services and other authorized Government agencies.
To accomplish the foregoing no geographical restriction is placed
on the research and analysis functions of the Office of Strategic
Services, and the following specificic activities will be
x As used in this directive, the term "strategic services"
includes all measures (except those pertaining to the Federal
program of radio, press, publication and related foreign
propaganda activities involving the dissemination of informa-
tion) taken to enforce our will upon the enemy by means other
than military action, as may be applied in support of actual
or planned military operations or in furtherance of the war
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performed:
a. Accumulation, evaluation and analysis of political,
psychological, sociological, economic, topographic and
military information required for the above.
b. Preparation of such studies embracing the foregoing
factors as may be required.
e,= Preparation of the assigned sections of Joint Army and
Navy Intelligence Studies (JANIS), together with such maps,
charts and appendices as may be required to accompany these
sections.
d. Preparation of such maps, charts and illustrations as
may be requested by the agencies of the Joint Chiefs of Staff
and authorized agencies of the War and Navy Departments.
5. SECRET OPERATIONS
The secret operations included in this paragraph will
be conducted within enemy countries and enemy occupied or con-
trolled countries, and from bases within other areas, including
neutral areas, where action or counter-action may be effective
against the enemy.
a. Morale Subversion
The Office of Strategic Services is responsible for
the execution of all forms of morale subversion by diverse
means including:
False rumors, "freedom stations", false leaflets and
false documents, the organization and support of fifth
column activities by grants, trained personnel and supplies
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and the use of agents, all for the purpose of creating
confusion, division and undermining the morale of the
enemy.
b. Physical Subversion
The Office of Strategic Services is responsible for
of
the execution/approved special operations including:
(1) Sabotage.
(2) Organization and conduct of guerrilla warfare.
Personnel to be provided for guerrilla warfare will be
limited to organizers, fomenters and operational nuclei.
(3) Direct contact with and support of underground
resistance groups.
(4) The conduct of special operations not assigned
to other Government agencies and not under the direct control
of the theater or area commanders.
(5) The organization, equipment and training of such
individuals or organizations as may be required for special
operations not assigned to other Government agencies.
STRATEGIC SERVICES -- PLANNING, EXECUTION, DOCTRINE AND
TRAINING
The Office of Strategic Services is charged with:
a. The planning, development and execution of strategic
services for the Joint Chiefs of Staff and the development of
doctrine covering such services.
b. The training of personnel for strategic services.
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7. WEAPONS AND EQUIPMENT
The Office of Strategic Services will be responsible
for the progressive and orderly development of operating pro-
cedure and the characteristics of special weapons and special
equipment for special operations not assigned or pertinent to
other U.S. Government agencies. When approved by the Office of
Scientific Research and Development, such special weapons and
special equipment may be developed by the Office of Strategic
Services in collaboration with the Office of Scientific Research
and Development. The characteristics having been so established
will be presented to the Assistant Chief of Staff, G-4, War
Department General Staff and the Vice Chief of Naval Operations
for transmittal to the appropriate supply agency for further
development or procurement. Weapons, equipment and supplies for
the Office of Strategic Services will be programmed and pro-
cured in accordance with the pertinent Joint Chiefs of Staff
directives and current Army and Navy instructions based thereon.
8. CONTACT WITH FOREIGN NATIONALITY GROUPS
The Office of Strategic Services is authorized, in con-
sultation with the Department of State, to maintain contact with
foreign nationality groups and individuals in the United States
for the purpose of obtaining information.
9. COMMUNICATIONS
The Office of Strategic Services shall be responsible for
the planning, organization and operation of essential communica-
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tions required for field and training activities in connection
with approved projects. Existing communication facilities will
be utilized wherever possible. The programming and procurement
of communications equipment will be made only after approval
therefore has been secured from the Assistant Chiefs of Staff,
G-4, War Department General Staff, or the Vice Chief of Naval
Operations, depending on which service has primary interest in
the particular type of communications equipment under consider-
ation.
10. LIAISON WITH OTHER AGENCIES
The Office of Strategic Services is authorized to
maintain liaison with other interested Government agencies.
11. COORDINATION OF STRATEGIC SERVICES PROGRAMS
Strategic services programs are supplementary to and
must be coordinated with military programs. To insure this, a
planning group to act as a joint medium shall be set up in
the Office of Strategic Services for supervising and coordinating
the planning and execution of the strategic services programs.
The Office of Strategic Services Planning Group shall consist of:
a.. One member appointed by the Secretary. of State, two
members appointed by the Chief of Staff, U.S.Army, two mem-
bers appointed by the Commander in Chief, U. S. Fleet and
Chief of Naval Operations, and four members, including the
Chairman, appointed by the Director of Strategic Services..
The members of the Office of Strategic Services Plan-
ing Group shall be available for full-time duty and shall be
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co An Advisory Committee comprising representatives
from the Office of Economic Warfare, Coordinator of Inter-
American Affairs, Treasury Department and from time to
time representatives of such other Government agencies
as may be called upon to serve, shall be set up to serve
with the Planning Group, either as individual members or
as a committee when requested by the Chairman of the Group,
to consider matters affecting the respective agencies
represented on the Committee. Members of the Advisory
Committee will advise the Planning Group as to how their
respective agencies can be of assistance in insuring the
success of strategic services plans.
d. All major projects and plans for strategic
services will include measures for political, cultural and
economic pressures to be applied. In the case of economic
pressures the projects and plans will indicate only the
results desired from the Office of Economic Warfare.
e. All major projects and plans for strategic
services will be integrated with military and naval programs
by the Office of Strategic Services Planning Group and,
after approval by the Director of Strategic Services, sub-
mitted to the Joint Chiefs of Staff through the Joint Staff
Planners for final approval.
12. GENERAL PROVISIONS
a. Interchange of Information.
The Military Intelligence Service, the Office of
Naval Intelligence and the Intelligence Service, Office of
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Strategic Services, will provide for the complete and free
interchange of information, evaluated as to creditability
of source, required for the executive of their respective
missions.
b. Security Control.
The timing of strategic services measures initiated
in the United States is subject to the direction of Security
Control.
c. Control by Theater Commanders.
All activities within organized theaters or areas
are subject to direct control by the commander concerned who
is authorized to utilize the organization and facilities of
the Office of Strategic Services in his theater or area in
any manner and to the maximum extent desired by him.
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25 August 1945
Mr. Harold D. Smith, Director
Bureau of the Budget
Executive Office of the President
Washington, D. C.
My dear Mr. Smith:
In answer to your communication of August 23, 1945
in reference to further reduction of personnel, we are
working under what is in effect a liquidation budget.
Within its provisions we have taken steps to terminate
many of our operational (as distinct from intelligence)
activities and to reduce the remaining parts to a size
consistent with present obligations in the Far East, in
the occupation of Germany and Austria, and in the main-
tenance of missions in the Middle East and on the Asiatic
and European continents.
As our liquidation proceeds it will become increas-
ingly difficult to exercise our functions so that we have
found it necessary to set up a liquidating committee
with procedures and controls to provide for the gradual
elimination of our services in step with the orderly re-
duction of personnel.
It is our estiimate, however, with the strictest
economy of manpower and of funds the effectiveness of
Obb as a War Agency will end as of January 1, or at the
latest February 1, 1946, at which time liquidation should
be completed. At that point I wish to return to private
life. Therefore, in considering the disposition to be
made of the assets created by Obb, I speak as a private
citizen concerned with the future of his country.
In our Government today there is no permanent agency
to take over the functions which USG will have then ceased
to perform. These functions while carried on as incident
to the war are in reality essential in the effective dis-
charge by this nation cf its responsibilities in the or-
ganization and maintenance of the peace.
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Since last November, I have pointed out the immedi-
ate necessity of setting up such an agency to take over
the valuable assets created by Obb. Among these assets
was the establishment for the first time in cur nation's
history of a foreign secret intelligence service which
reported information as seen through American eyes. As
an integral and inseparable part of this service there
is, a group of specialists to analyze and evaluate the
material for presentation to those who determine national
policy.
It is not easy to set up a ;Modern intelligence
system. It is more difficult to do so in time of peace
than in time of war.
It is important therefore that it be done before
the War Agency has disappeared so that profit may be
made of its experience and "-know-how" in deciding how
the new agency may best be conducted.
I have already submitted a plan for the establish-
ment of a centralized system. However, the discussion
of that proposal indicated the need of an agreement
upon certain fundamental principles before a detailed
plan is formulated. If those concerned could agree upon
the principles within which such a system should be
established, acceptance of a common plan would be more
easily achieved.
Accordingly, I attach a statement of principles,
the soundness of which I believe has been established
by study and by practical experience.
'Sincerely,
VVilliaa J. Donovan (Sgd. }
V illiaw J. Donovan
Director.
Enclosure.
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PRINCIPLES - THE SOUNDNESS OF WHICH IT IS BELIEVED
HAS BEEN ESTABLISHED BY OUR OWN EXPERIENCE AND A
FIRST-HAND STUDY OF THE SYSTEMS OF OTHER NATIONS -
WHICH SHOULD GOVERN THE ESTABLISHMENT OF A CENTRALIZED
UNITED STATES FOREIGN INTELLIGENCE SYSTEM.
1. That the existing service intelligence units
be left as they exist.
2. That in the CIA there be established a Central
Agency of Information as a depository of the long-range
intelligence material which bears upon the national in-
terests.
3. That in the CIA there be continued the Secret
Intelligence Branch with sole authority to collect
intelligence by secret means and to conduct its operations
outside the United States.
4. That the CIA should have the functions of
Counter-Espionage solely for the protection of its
personnel against penetration by actual or potential
enemy agents but should have no power of arrest.
5. That the CIA should have sole authority for
conducting counter measures against enemy subversive
warfare [not to be confused with the functions of the
FBI within the United States against subversive operators]
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and to that end organize and carry on special operations
(including psychological and morale), resistance move-
ments and other activities behind enemy lines.
6. That there should be established within the
CIA an Evaluation Group - in which there should be
military, diplomatic and scholarship representation -
the members of which should possess a high degree of
linguistic and regional competence to analyze, coordinate
and evaluate incoming information, to make special intelli-
gence reports and to provide guidance for the collecting
branches of the agency.
7. That the CIA should have its secret codes and
use of passport facilities.
8. That the foreign intelligence service and
internal police service directed at enemy subversion
should not be joined together.
9. That the Director of the CIA should be imme-
diately under the President or the Secretary of Defense
and should have the assistance of an Advisory Board on
which the Secretaries of State, War, Navy, Air and
Treasury should be represented.
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vailable
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AMERICAN COMMITTEE ON UNITED EUROPE
537 FIFTH AVENUE ? NEW YORK 17, N. Y.
MURRAY HILL 2-1084
3, AVENUE BOSQUET PARIS
INVALIDES 21-13
*WILLIAM J. DONOVAN
Chairman
*ALLEN W. DULLES
Vice-Chairman
*EMMETT F. CONNELY
Treasurer
*GEORGE S. FRANKLIN, JR.
Secretary
*WILLIAM P. DURKEE
Executive Director
DIRECTORS
RAYMOND B. ALLEN
*THOMAS W. BRADEN
HOWARD BRUCE
Lucius D. CLAY
CHARLES S. DEWEY
*DAVID DUBINSKY
*ARTHUR J. GOLDBERG
A. CRAwroRD GREENE
CONRAD N. HILTON
PAUL G. HOFFMAN
*CHARLES R. HOOK
DAVID E. LILIENTHAL
HERBERT S. LITTLE
* WALTER N. MAGUIRE
STACY MAY
CARL T. NIXON
*FREDERICK OSBORN
WALTER BEDELL SMITH
*ARNOLD J. ZURCHER
*Members, Executive Committee
WARREN G. FUGITT
Representative in Europe
-s
- ? Neil ~ l
e,ash'n -on, .U.rC.
blim ty D/DC!
Cable Address:
AMANCUE, N. Y.
AMANCUE, PARIS
r'..__s is ?O notif- you that there u_il be a _ ee J_ 1 C' the Board of
Directors tulle, A-C-j on 'nesday, for l cn at 12:30
at e Dr ol: Club, ill last, j)-"th D uree t, _Or >.
tha u t 1i. a coioplete l epoi tl, Of Jii?11- t" e activities 1-Till be
,?resenteci. and future plans IT_1 be C't=i scussed .
-`oss=..IJle a en !'
to Seefn;_; you.
7].Cere1-',
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