HANDBOOK OPERATIONS COORDINATING BOARD

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86T00268R000900010047-3
• Release Decision: RIFPUB
• Original Classification: U
• Document Page Count: 59
• Document Creation Date: December 27, 2016
• Document Release Date: August 22, 2013
• Sequence Number: 47
• Publication Date: September 1, 1955
• Content Type: MISC

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HANDBOOK
OPERATIONS
COORDINATING
BOARD
OFFICLakeCONLY
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OPERATIONS
COORDINATING
BOARD
A. descriptive statement of
the organization, functions,
and procedures of the OCB
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September 1955
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ORGANIZATION OF THE OPERATIONS COORDINATING BOARD*
Herbert Hoover, Jr.
Nelson A. Rockefeller
Reuben B. Robertson, Jr.
Allen W. Dulles
Theodore C. Streibert
John B. Hollister
Dillon Anderson
Elmer B. Staats
' Livingston L. Satterthwaite
Charles E. Johnson
Under Secretary of State -
Chairman
Special Assistant to the President
Vice Chairman
Deputy Secretary of Defense
Member
Director of Central Intelligence
Member
Director, U.S. Information Agency
Member
Director, International Cooperation
Administration - Adviser
Special Assistant to the President
for National Security Affairs
Adviser
STAFF
Executive Officer
Deputy Executive Officer
Executive Assistant
*-Executive Order 10483 provides that other agency representatives at the
Under Secretary or torresponding level shall serve as members ad hoc when
the Board is dealing with subjects bearing directly upon their responsi-
bilities.
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FOREWORD
The underlying descriptive statement of
the functions, organization and procedures of
the Operations Coordinating Board was prepared
by the Executive Officer in cooperation with
the Board's participating agencies, and is
distributed for their information and convenient
reference. At the suggestion of the Board mem-
bers, this document was prepared to serve as
Part I of a short handbook on the OCB. Part II,
now in preparation and soon to be released, is
intended particularly for the use of OCB work-
ing group members and others immediately con-
cerned with the detailed procedures of the Board.
It is contemplated that the handbook will
be revised periodically to keep up with current
practices.
Elmer B. Stahts
Executive Officer
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es
OPERATIONS COORDINATING BOARD
.Washington 25, D. C.
FUNCTIONS AND ORGANIZATION OF THE
OPERATIONS COORDINATING BOARD
REASON FOR THE ESTABLISHMENT OF THE OCB
1. Recognizing the need for bringing the Executive Departments and
Agencies together to achieve effective actions, President Eisenhower set up
the Operations Coordinating Board by Executive Order to further his program
to strengthen the Government's national security machinery.* He directed the
Board to bridge the gap between policy and operational plans, primarily in
the field of foreign operations, by providing for coordinated interdepartmental
implementation of national security policies approved by the President after
consideration in the National Security Council. Previously, policies estab-
lished in the NSC were either referred by the President to the State Department
for coordination, or, frequently, the paper was referred to more than one
agency, and specific arrangements for implementation were left for the agencies
to decide case by case.
WHAT THE BOARD IS
2. The Board is the mechanism through which the agencies responsible for
carrying out each policy are brought together to develop an agreed statement
of what each is to do and to plan for timely and coordinated actions. Through
the Board, and the committees and working groups established by it, agency
operating plans are consolidated and reviewed for consistency, timing, and
adequacy to achieve policy objectives. The members insure that each action
makes its full contribution to the desired climate of opinion. In the light
of operating experience, the Board then periodically reviews the progress of
the program it coordinates, each agency agreeing upon appropriate program
changes within its own jurisdiction. The Board then reports progress to the
NSC, requests additional policy guidance if necessary, and outlines the prin-
cipal emerging operating problems. New proposals for action are initiated
within the framework of national security policies in response to opportunity
and changes in the situation. Special procedures have been adopted by the
Board for handling particularly sensitive matters.
3. An important objective in establishing the OCB was to replace as many
as possible of the ad hoc coordinating arrangements which previously existed.
Although the OCB has become the primary formal channel, it is not intended as
* See E.O. *10483, 10598 and Sec. 303(b) of 10610 attached.
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the exclusive channel for interagency coordination of national security opera-
tions. The less formal and often highly effective methods of interagency
coordination are fostered and not discouraged by this arrangement. However,
where duplicating committees or working groups exist, consolidation, with OCB
working groups is sought in order to avoid overlapping and confusion as to
responsibility.
Meaning of Board Agreement
U. The Board is a cooperative arrangement among responsible action
agencies, having no directive authority as a separate body. It provides a
forum in which the operating heads of the major departments can meet regularly
and agree to take actions in support of a common plan jointly developed. Each
Board member, having agreed upon a proposed course of action at a Board meet-
ing, issues appropriate directives to carry out the action within his agency.
HOW THE BOARD IS ORGANIZED AND
HOW IT RELATES TO OTHER AGENCIES
Membership
5. The Board consists of the Under Secretary of State (Chairman), the
Special Assistant to the President (Vice-Chairman), the Deputy Secretary of
Defense, the Director of Central Intelligence, and the Director of USIA. The
Special Assistant to the President for National Security Affairs may attend
any meeting of the Board, and in practice sits regularly with it. The Special
Assistant to the President for Disarmament may also attend any meeting of the
Board at his discretion. The Director of the International Cooperation Admin-
istration of the Department of State participates in all phases of the work
of the Board as an adviser. In addition, by invitation of the Board, a senior
representative of the Atomic Energy Commission regularly attends the meetings.
Representatives of other agencies participate as ad hoc members of the Board
when it is dealing with subjects for which they have Presidential assignments
.or other significant responsilDilities. Executive Order #10483 provides that
the ad hoc participants shall be of the rank of Under Secretary or correspond-
ing official, and have the same status on the Board on these occasions as the
regular members. The OCB Executive Officer checks at the outset of each
project to ascertain the responsibilities of such agencies, and keeps the
project under review for the emergence of new interests, in.an effort to
bring the agencies concerned into the project early in its development.
The Planning Coordination Group
6. On March 4, 1955 the President approved a memorandum from the Director
of the Budget (dated March 3), which recommended establishing a Planning Co-
ordination Group. This Group was established within the framework of OCB and
is a special grouping of OCB members, chaired by the Special Assistant to the
President (Mr. Rockefeller), who is also Vice-Chairman of OCB. This Group
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was established to meet the need, stated in the memorandum, to infuse into
plans and programs growing out of national security policies (final implemen-
tation of which remains the responsibility of appropriate existing agencies)
new ideas to diagnose precisely how best to meet the over-all problems of a
given country or area, to bring into balance all aspects of a problem and .all
resources available to solve it, to find ways effectively to utilize U.S.
-private. organizations and foreign individuals and groups and foreign public
and private organizations. In addition, the Planning Coordination Group has .
been given selected special assignments.
Board Assistants
7. .Each member of the Board is aided in his OCB responsibilities by a
Board Assistant. These Board Assistants meet regularly as a group to review
and ensure the adequacy of papers destined for the consideration of the Board)
to assist the Board in carrying out agreed action programs, and in. some cases
to act on behalf of their principals. The Assistants also act within their
respective agencies to ensure staff support of their principals on OCB matters,
to assist them in the continuing departmental and interdepartmental coordina-
tion of Board problems, and to assist the agency's OCB working group members
to meet the requirements of the Board.
Relationship to the NSC
8. The Board's coordinating and reporting responsibilities under
Presidentially-assigned NSC policies are mentioned above. The Board by Execu-
tive Order serves as an important working extension of the National Security
Council machinery. The President's Special Assistant for National Security
Affairs, who is also ?the Chairman of the National Security Council. Planning
Board, regularly attends meetings of the OCB; a member of his staff partici-
pates regularly in the meetings of the Board Assistants. The OCB Deputy
Executive Officer,-in turn, serves as an advisor to the NSC Planning Board
and briefs the Planning Board on OCB Progress Reports when these are scheduled
for consideration. The Board reports to the Council on each assignment from
the President, approximately every six months, and reviews its total activities
in a semi-annual report to the Council. It is under standing instructions from
the President to report at any time to the Council on Matters which should be
brought to the Council's attention.
HOW THE BOARD OPERATES
Origin of Projects
9. The Board receives the majority of its assignments directly frot the
President, who normally charges it withthe coordination of the implementation
of the NSC papers when he approves them.
10. As set forth in Section 2 of the Executive Order, the OCB may initiate
new. proposals for courses of action which are within the framework of national
security policies.
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11. Within the spirit of its Presidential charter, the Board also under-
takes the coordination of selected national security problems at the request
of governmental groups or agencies outside its regular membership.
Outline Plans of Operation
12. As soon as possible after the approval by the President of a national
security policy and its subsequent assignment to the OCB, thejkard usually
through a standing OCB working group begins the preparation of an Outline Plan
of Operations, an instrument specifically developed to facilitate interdepart-
mental coordination of forward planning of operations.
13. The Plan is needed and used by the Board to get concurrence by each
agency as to what actions it is to undertake) to plan the most effective manner
and timing of execution, and to set a standard for measuring progress toward
national security objectives.
14.- During the preparation of each Plan, the working group draws upon
the experience and advice of authorities responsible for implementation. The
interested,overseas mission is usually given an opportunity to comment on the
draft Plan prior to its consideration by the Board.
15. A typical Outline Plan is a compact catalogue of the courses of
action, agency responsibilities, and timing considerations for the implemen-
tation of an NSC policy. Each Plan sketches the present situation in the
subject country and gives a summary presentation of the timing) desired pri-
ority emphasis, and any necessary special operating guidance. It provides a
detailed listing of the actions agreed upon and identifies the agencies re-
sponsible for operations under each pertinent paragraph of the governing NSC
policy. It provides a written guide to concerted action by all the agencies
and levels concerned.
16. The process of preparing an Outline Plan is in itself of considerable
assistance to the Board. It helps to clarify the substantive provisions of NSC
policies and to identify and resolve differences over policy, operating re-
sponsibility, or actions to be taken. The preparation also helps to expose in
a timely manner operating difficulties which might threaten the success of a
policy, and thus contributes to their solution.
17. Outline Plans are normally prepared for all NSC country policies
assigned to the OCB. They have proved helpful in some projects initiated by
the Board, such as in the case of the Ideological Program.
18. Actions agreed upon by the Board or one of its working groups, or
clearly allowable under NSC courses of action, are carried on as usual while
an Outline Plan is being prepared. The Plan does not encompass every U.S.
agency activity, but it includes the major programs, and stresses those which
require interagency coordination. It may be modified to meet changed circum-
stances through appropriate interagency procedures without necessarily amending
the Plan formally.
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Progress Reports
19. Reporting is a major responsibility of the Board under the Executive
Order, and the OCB has developed a standard procedure covering its assignments.
The progress reports serve three main purposes:
a. They indicate progress and the effectiveness of operating programs,
pointing up operating difficulties and reflecting other considera-
tions affecting the achievement of U.S. policy objectives. They
provide a basis for judgment from the operating viewpoint with
respect to the need for review of the NSC policy concerned. Emphasis
is placed on obtaining frank analyses of operating situations to
serve as a basis for guidance to OCB working groups or'operating
agencies, and for informing the NSC.
b. They inform the NSC of the operational effectiveness of approved -
policies, and advise the Council whether or not, in view of operating
experience, a review of policy is recommended. Any recommended
policy revision is prepared for Council consideration by the NSC
Planning Board in accordance with its established function.
c. They provide a forward look at emerging problems and future actions
and call the attention of the Board and the Council to those matters
which require advance interagency planning and coordination.
20. In form, each Progress Report on an NSC policy is generally held to
4 or 5 pages, to save time for the Board and the Council. It consists of a
Section A summarizing the major actions and decisions during the reporting
period, a Section B evaluating progress in implementing NSC policies and
objectives, and a Section C listing the major emerging problems and future
actions. This concise report is supplemented by an annex containing detail
with respect to actions taken.
Special Papers for Board or Council
21. .In addition to its standard planning and reporting documents., the
Board occasionally considers special papers prepared by the working groups or
the agencies to meet some pressing need for information or action to be pro-.
vided by the Board or recommended to the NSC.
22. Some examples of important subjects which have required special OCB
action papers are natural disasters or other overseas emergencies requiring -
quick, coordinated U.S. action, funding problems requiring readjustments of
program priorities or Presidential determination, special problems related to
international canferendes, the overseas impact of proposed public announce-
ments, and the drafting of special papers to spell out more concretely the
implications of general provisions in NBC papers.
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23. From time to time the Board also arranges for the preparation of
information documents or for oral briefings for the OCB agenda, as a basis for
effective discussion by the members themselves of current problems of common
interest.
Weekly Status Report
24. Prior to each meeting of the Board, the Executive Officer prepares
a listing of the various OCB assignments or projects indicating significant
developments or problems or reporting the status of staff work. Based upon
contributions from the OCB working groups and staff, this report provides a
current highlight summary of developments relating to the implementation of
policies assigned to the OCB. It also picks up current or anticipated operat-
ing problems of particular interest to the members of the Board.
25. The Status Report is not designed to be a means for obtaining Board
action on emergency problems which do not permit the usual advance documenta-
tion and staffing. When such action is unavoidable, however, the Executive
Officer gives the maximum possible advance notification to the agencies.
26. In general the Status Report contains only those items which are
sufficiently important to the interests and responsibilities of the Board
members collectively to deserve their immediate attention as a group. The
items are written briefly and clearly and are self-explanatory. The following
criteria are used in selecting items for the Status Report:
a: Is the action a specific and important one taken under an NSC paper
or Outline Plan of Operations?
b. Is it a major action in disagreement?
c. Is it an action on which there has been undue delay or inactivity
on the part of the responsible agencies?
d. Is it a significant item which has not been generally made known to
the Board? For example, an agreed-upon action not yet taken or
publicly announced.
e. Does the item report an emerging problem of sufficient importance
to warrant the attention of the Board members?
f. Is it an action which is important because it is in response to a
Board action or a request of a member ofthe Board?
ROLE AND FUNCTIONS OF WORKING GROUPS
27. Board projects are usually referred to the appropriate OCB working
group which is a standing or ad hoc committee of agency personnel having
operating responsibilities, plus an OCB staff member, for necessary staff work.
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(?34
The working group's functions generally are to assure that approved courses
of action are carried out, that interagency matters are fully coordinated and
that the Board is kept informed through adequate reporting of the status of
its assignments. Its specific duties are defined in terms of reference
approved by the Board which define the wori to be done, the reporting schedule
and the agencies to be represented on the group. The working groups have no
responsibility for carrying on operations to implement NSC policies of other
Board-agreed actions; these are the responsibilities of the operating agencies
involved. At present there are approximately 36 such working groups.
28. The working group member from the member agency having the principal
operating responsibility chairs the working group. He is responsible with the
assistance of the OCB staff representative on the working group, for the ef-
fectiveness of the work of the group. He has the normal duties of any chair-
man to insure proper reaction by the group to the directions of the Board.
29. An agency representative on a working group has two chief functions:
(1) to secure action in his agency, and (2) to share information about his
agency's plans and operations with other members of the working group. The
bulk of interagency coordination on OCB assignments is carried on through the
working group representative or with.his knowledge.
30. Working group members are qualified by experience and position in
their agency to facilitate obtaining decisions by their agency and also agree-
ment in the group concerning the allocation of operating responsibility for
courses of action. In most cases the agency representatives on working groups
are considered to be informed but uninstructed with respect to his agency's
views on matters requiring interdepartmental coordination. He is thereby in
a position to participate on a basis which makes it possible to make adjust-
ments which the process of interagency coordination requires.
31. Working group members need not limit their participation in the
group's activities only to their own agency's interests or operating responsi-
bilities. A cross-fertilization of ideas is encouraged by the Board.
32. Important emphasis is given to anticipating emerging operating
problems and devising means for overcoming them. The working group is expected
to be alert to initiating new proposals for action within the framework of
national security policies in response to opportunity and changes in the
situation.
33. Most working groups have adopted a regular schedule for meetings
while others have agreed to meet on the call of the chairman or OCB staff
representative.- Each OCB working group convenes at least once each month to
review its responsibilities and to assure that the various agencies' programs
are being executed in accordance with prescribed policy and plans of operation.
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34. The working group is responsible for calling attention to the Board
through the Executive Officer any problem or situation which prevents the
working group from carrying out responsibilities assigned to it under pre-
scribed policies or plans.
35. Some of the working group's specific activities are:
a. Following up on status and effectiveness of actions pursuant to NSC
courses of action or specific Board requests, including securing
current information for inclusion by the Executive Officer in weekly
Status Reports for the Board, identifying gaps in operations, raising
urgent problems requiring attention, etc.
b. Drafting papers (memoranda, progress reports, outline plans of oper-
ations, etc.) for the consideration of the Board.
c. Keeping generally informed of current developments with respect to
the area covered by its OCB assignment.
d. Providing a clearing point for information of interdepartmental
.concern to OCB member agencies.
e. Collecting agency views and suggestions and drafting of checklists
of possible detailed courses of action for inclusion in Outline
Plans of Operations.
f. Developing recommendations for assignments of agency responsibility
and timing for courses of action in NSC papers.
ROLE OF OCB STAFF
36. The OCB staff, under the direction of the Executive Officer, is a
small group of professional employees who assist in providing continuing and
full-time service and support to the Board and the OCB working groups. Some
of the staff were selected for a tour of duty from the member agencies, and
will eventually return to them upon completion of their OCB assignments.
Others are employed for indefinite service with the Board. All the members
of the staff are expected to serve the Board as impartial, full-time assistants,
concentrating on those aspects of Board projects which involve interdepart-
mental coordination. They also help pass on the benefits of experience from
one OCB project or working group to another. Certain officers of the staff
have continuing regional or functional assignments and serve as members of
OCB working groups. Others provide for interdepartmental intelligence support
for Board projects or provide secretariat and administrative services for the
Board and the working groups. In addition to these general service functions,
the staff maintains certain continuing liaison arrangements with other agencies
and staffs. For instance, the Deputy Executive Officer serves as an adviser
to the NSC Planning Board. Others on the staff keep in touch with the NSC
Secretariat and prepare the semi-annual factual report on OCB work as well as
keeping touch with the secretariats for the National Advisory Council, the
Council for Foreign Economic Policy and other interdepartmental organizations.
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IMMEDIATE RELEASE September 3, 1953
11;
e3
James C. Hagerty, Press Secretary to the President
rim WHITE HOUSE OFFICE
LOWRY AIR FORCE BASE
DENVER ,
EXECUTIVE ORDER
'ESTABLISHING THE OPERATIONS COORDINATING BOARD
By virtue of the authority vested in me by the Constitution and statutes, and
as President of the United States, it is hereby ordered as follows:
Section 1. (a) In order to provide for the integrated implementation of
national security policies by the several agencies, there is hereby established
an Operations Coordinating Board, hereinafter referred to as the Board, which
shall report to the National Security Council.
(b) The Board shall have as members the following: (1) the Under Secretary
of State, who shall represent the Secretary of State and shall be the Chairman
of the Board, (2) the Deputy Secretary of Defense, who shall represent the
Secretary of Defense, (3) the Director of the Foreign Operations Administra-
tion, (4) the Director of Central Intelligence, and (5) a representative of
the President to be designated by the President. Each head of agency referred
to in items (1) to (4), inclusive, in this section 1(b) may provide for an
alternate member who shall serve as a member of the Board in lieu of the
regular member representing the agency concerned when such regular member is
for reasons beyond his control unable to attend any meeting of the Board; and
any alternate member shall while serving as such have in all respects the
same status as a member of the Board as does the regular member in lieu of
whom he serves.
(c) The head of any agency (other than any agency represented under section
1(b) hereof) to which the President from time to time assigns responsibilities
for the implementation of national security policies, shall assign a repre-
sentative to serve on the Board when the Board is dealing with subjects bearing
directly upon the responsibilities of such head. Each such representative
shall be an Under Secretary or corresponding official and when so serving such
representative shall have the same status on the Board as the members provided
for in the said section 1(b).
(d) The Special Assistant to the President for National Security Affairs may
attend any meeting of the Board. The Director of the United States Informa-
tion Agency shall advise the Board at its request.
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Section 2. The National Security Council having recommended a national secu-
rity policy and the President having approved it, the Board shall (1) whenever
the President shall hereafter so direct, advise with the agencies concerned
as to (a) their detailed operational planning responsibilities respecting such
policy, (b) the coordination of the interdepartmental aspects of the detailed
operational plans developed by the agencies to carry out such policy, (c) the
timely and coordinated execution of such policy and plans, and (d) the execu-
tion of each security action or project so that it shall make its full contri-
bution to the attainment of national security objectives and to the particular
climate of opinion the United States is seeking to achieve in the world, and
(2) initiate new proposals for action within the framework of national security
policies in response to opportunity and changes in the situation. The Board
shall perform such other advisory functions as the President may assign to it
and shall from time to time make reports to the National Security Council with
respect to the carrying out of this order.
Section 3. Consonant with law, each agency represented on the Board shall, as
may be necessary for the purpose of effectuating this order, furnish assistance
to the Board in accordance with section 214 of the Act of May 3, 1945, 59 Stat.
134 (31 U.S.C. 691). Such assistance may include detailing employees to the
Board, one of whom may serve as its Executive Officer, to perform such func-
tions, consistent with the purposes of this order, as the Board may assign to
them.
Section 4. The Psychological Strategy Board shall be abolished not later than
sixty days after the date of this order and its outstanding affairs shall be
wound up by the Operations Coordinating Board'.
Section 5. As used herein, the word "agency" may be construed to mean any
Instrumentality of the executive branch of the Government, including any
executive department.
Section 6. Nothing in this order shall be construed either to confer upon
the Board any function with respect to internal security or to in any manner
abrogate or restrict any function vested by law in, or assigned pursuant to
law to, any agency or head of agency (including the Office of Defense Mobiliza-
tion and the Director of the Office of Defense Mobilization).
/sgdi DWIGHT D. EISENHOWER
ltih WHITE HOUSE
September 2, 1953
(Published 5 September 1953 in Federal Register as Executive Order 10483.)
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EXECUTIVE ORDER 10598
AMENDING EXECUTIVE ORDER NO, 10483,
ESTABLISHING THE OPERATIONS COORDINATING BOARD
By virtue of the authority vested in me by the Constitution and statutes,
and as President of the United States, it is ordered that subsections (b) and
(d) of Section 1 of Executive Order No. 10483 of September 2, 1953 (18 F.R.
5379) be,. and they are hereby, amended to read, respectively, as follows:
"(b) The Board shall have as members the following: (1) the Under
Secretary of State, who shall represent the Secretary of State and shall be
the chairman of the Board, (2) the Deputy Secretary of Defense, who shall
represent the Secretary of Defense, (3) the Director of the Foreign Operations
Administration, (4) the Director of Central Intelligence, (5) the Director of
the United States Information Agency, and (6) one or more representatives of
the President to be designated by the President. Each head of agency referred
to in items (1) to (5)0 inclusive, in this Section 1 (b) may provide for an
alternate member who shall serve as a member of the Board in lieu of the
regular member representing the agency concerned when such regular member is
for reasons beyond his control unable to attend any meeting of the Board; and
any alternate member shall while serving as such have in all respects the
same status as a member of the Board as does the regular member in lieu of
whom he serves."
"(d) The Special Assistant to the President for National Security
Affairs may attend any meeting of the Board."
DWIGHT D. EISENHOWER
ltit WHITE HOUSE,
February 28, 1955.
(F. R. Doc. 55-1831; Filed, Feb. 28, 1955; 11:07 a: m.)
Reprinted from the Federal Register, Volume 20, Number 41, Tuesday)
March 1, 1955.
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EXECUTIVE ORDER 10610
Signed May 9, 1955
Effective June 30, 1955
Administration of Mutual Security and Related Functions
Sec. 303.(b) -- "The memberships of the Director of the
Foreign Operations Administration on the following bodies,
together with the functions of the said Director in his
capacity as member of each thereof, are hereby abolished:
(1) The National Security Council, (2) the Operations .
Coordinating Board, (3) the Council on Foreign Economic
Policy, (4) the Interagency Committee on Agricultural
Surplus Disposal, (5) the Defense Mobilization Board, and
(6) the Interdepartmental Committee on Trade Agreements:
Provided, That the Director of the International Cooperation
Administration or his designated representative shall
participate in the deliberations, and assist in connection
with the affairs, of the bodies.mentioned in items (2) to
(6), inclusive, above, and of the Committee for Reciprocity
Information:"
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OPERATIONS COORDINATING BOARD
Washington 25, Do Co
November 6) 1956
NOTE TO ALLHOLDERS OF CCB HANDBOOK
SUBJECT: New Codification of Part II - Detailed Operating
Procedures
Attached is a new codification ofPart II - Detailed Operating
Procedures, which incorpovates the various revisions which have been
individually circularized in Memoranda to Chairmen and Working Group
Members and to the OCE Professibnal Staff in accordance with Board
and Board Assistants' discussions.
This new codification also incorporates minor editorial revisions
to reflect more fully and effectively the development of procedures
during the past few months..
? ?
The attached Part II of the Hgndbook should be substituted in its
entirety for Part II dated September 15) 1955, which should be
destroyed.-
r.? /
_
Charles E. Johnsan
Executive Assistant
Attachment:
Part II - Detailed Operating Procedures
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November 1, 1956
PART II. CCB DETAILED OPERATING PROCEDURES
A. Narking GroupS
B. Outline Plan of Operation8
Ci Progress Reports.
D. Weekly Activity Report
E. Agenda Planning and Document
Control
F. InformatiOn Brief8
15
29
32
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II. OCB DETAILED OPERATING PROCEDURES
A. WORKING GROUPS
Purpose
le OCB working groups are established to assist in the coordinated
implementation of NSC policies assigned by the President to the OCB, and
for coordination, development or study of other projects which have been
approved by the Board. Ad hoc working groups are established for handling
emergency or crash projects and short-term assignments.
Role and Responsibility
' 26 The OCB working group's role is to help the Board carry out its
responsibilities under Executive Order 101483, Section 2. Its chief functions
are interagency coordination and reporting. Responsibility for carrying out
operations to implement NSC policies or other Board-agreed actions remains
with the agencies concerned,
3. The OCB working groups, in their consideration of programs and
actions to carry out assigned NSC and other responsibilities, should not
limit their considerations to matters clearly authorized by existing policy,
They should consider all possible courses of action appropriate to the
circumstances so that the Board may receive the fUll benefit of working
group thinking. Such proposals may be submipted to the Board at any :kime and
should be plainly identified as being not clearly covered by existing policy?
be Working group members are urged to give attention to the minute on
Agenda Item 3, Report Item 21, of the October 10 meeting (as revised at the
October 17 meeting) wherein the Operations Coordinating Board concurred in
the agreement:
"That, particularly in the face of the Soviet bloc economic
offensive, political and psychological ends should be given appro-
priate weight in the formulation, determination, and administration
of U.S. aid program; and that, while the fundamental aim of such
programs, whether military or economic, should not be diverted to
short-term considerations, country plans and objectives should
nevertheless include such considerations; and that all persons in
the field and in Washington concerned with foreign. assistance
programs, and the overseas information program, and all OCB working
groups dealing with implementation of country and area policies be
guided by this conclusion."
5. Working group responsibilities include-preparation of the following
for submission to the Executive Officer for Board consideration:
a. Outline Plans of Operations. (See Section B)
b. Semi-annual Progress Reports to be submitted to the NSC.
(See Section C)
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co Special Reports required by the Board or initiated by the
working group.
d. Other papers, as needed, containing recommendations on matters
requiring decision or concurrence of higher authority than that
of the marking group members.
eo Each month the working group reviews and concurs in the projected
dates listed in the Tentative CCB Reporting Schedule for com-
pletion of working group papers or recommends specific alternate
dates to enable advance scheduling of the above papers for con-
sideration by the Board Assistants and the Board.
6. The aerations Coordinating Bcard initiates new proposals for action .
within the framework of national security policies in response to opportunity
and changes in the situation. GCB working groups are expected to be alert to-
and to develop possibilities for exploitable "targets of opportunity" and to
recommend appropriate actionn The OCB Intelligente Liaison and Special
Projects Staff, through the C)03 Staff Representatives, calls opportunities
for exploitation to the attention of the working groups.
.7. In general, the chairman is responsible for the effectiveness of the
working group by exercising initiative and leadership, by developing team
spirit, and keeping all members informed directly or through the COB staff
representative as to significant events or actions taken. The chairman's role
varies somewhat from case to case, depending upon the problems involved.
Among specific responsibilities of chairmen are:
a. Assuring that implementing actions are consonant with NSC policy;
b. Convening of working group meetings on his own initiative or on
request of any working group member;
co Assuring the exchange of action documents or information on
action programs;
do Directing the preparation of working group papers and assuring
their accurate scheduling and submittal for Board action;
eo Isolating areas of disagreement for appropriate submission to the
Assistants, or the Board if necessary;
f. Arranging for meetings of selected working group members to
handle sensitive material on a strictly need-to-know basis and
providing for the handling of the documentation and reporting
involved in such matters,'
Role of OCB Staff Representative as Working Group Member
. 8. Specific activities of the OCB staff representative as a member of
the working group vary from case to case. In general, he acts as an inter-
departmental staff assistant to the chairman, and he consults closely with the
chairman on all matters concerning working group activities. Experience indi-
cates that there are several types of things which the OCB staff representative
can do in the above categories:
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0
a. Pr:-.)a.,:ation of agenda for working group meetings;
b. Development of draft papers on the basis of working group
discussion or when requested;
c. Keeping members informed of actions taken in the agencies, and
promptly reporting pertinent decisions or discussions at meet-
ings of the Board and the Board Assistants;
d. Preparation of calendars of events or actions scheduled far
the future, which would call for prior coordination of action.
Example: speeches, conferences, committee hearings, etc.;
e. Liaison with OCB Intelligence Liaison and Special Projects Staff,
particularly regarding targets of opportunity, new proposals
for action which the working group might usefully consider, and
intelligence requirements;
f. Reporting actions taken for Meekly Activity Report to the Board;
g. Serving as Chairman temporarilY or on a continuing basis if
provided for in the terms of reference or when so requested
by the chairman or the group;
h. Serving as a channel for intelligence requirements of the
working group;
Providing secretariat services for the working group.
Role of Agency Representative as Working Group Member
9. Since the primary emphasis in GCB working groups is the development
and execution of action programs; agency representatives on working groups
should have appropriate action responsibilities within their agency. Gener-
ally these individuals are selected at a reasonably high level and are busy
with day-to-day administrative or operating responsibilities. To permit such
representatives to concentrate on the most productive action programs:
a. working group meetings and paper work, including reporting,
should be kept to minimum consistent with discharging OCBts
coordinating responsibilities, and
b. the possibilities of ad hoc sub-groups and various agency
resources should be kept in mind.
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10. An agency representative has two chief functions: to secure action
in his agency, and to obtain information about his agency's plans and opera?
tions and share it with other members of the working group as needed for
coordination and for reports. The bulk of working?level interagency coordi?
nation should be carried on with his agency through him or with his knowledge
as far as it concerns the GOB assignment in question.
11. An agency representative in the working group is not expected to
advocate a rigid agency "position" but to mediate flexibly in the give?and?
take process which successful interagency coordination requires. He should,
also be a source of originality and initiative in developing new sugcestions
for action.
12. Other normal functions of an agency representative are:
a. To be informed of his own agency's resources and capabilities;
b. To follow through on all action required of his agency;
c. To inform, through appropriate channels, his agency's Board
Assistant and Board Member of the status of action being
taken by the agency and problems relating thereto;
d. To'obtain an agency position on a given subject if that is
required to permit proper functioning of the working group.
Procedures
13. Establishment of Working Group
The working group's assignment is briefly set forth in a Terms
of Reference statement which is cleared by member agencies.
Since it is important for a working group to get the clearest
view possible of what it is expected to accomplish, its first meeting should
be attended by the Board Assistant from the chairing agency, by other Board
Assistants, if they wish, and by the Executive Officer or his deputy.
14. Intelligence Support
Intelligence support required by OCB working groups, particularly
requests for intelligence which require some research and time to fill, will
normally be supplied by the OCB Intelligence Liaison and Special Projects
Staff. The,OCB Intelligence Liaison and Special Projects Staff deals directly
with the Central Intelligence Agency and other appropriate intelligence cen?
ters in the Government that can provide the material to enable the working
groups to funation effectively.
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After consultation with the working group, the CIA member, or the
CCB Staff Representative, with the Chairman's agreement, will check with
the OCB Intelligence Liaison and Special Projects Staff with regard to
intelligence requirements of the working group. .This is to prevent duplica-
tion of arrangements by the CCB Intelligence Liaison and Special Projects
Staffs and will aid in determining whether the requirement is appropriate
and whether CIA or some other department should provide the intelligence
support.
In addition to securing intelligence for working groups, the
OCB Intelligence Liaison and Special Projects Staff securea intelligence
upon request for the Special Assistant to the President.
15. -Security Clearance
The Personnel Security Policies and Procedures of the COB, dated
February 2, 1955$ Para. 3, iequire.that members of marking groups and panels
shall not enter upon the p5:formance of OCB duties until a Top Secret clear-
ance is granted by the membe:7 agency on the basis of a full-scale back-
ground investigation (within the purview of Exeolative Order 10450, or similar
standards where E.O. 10450 does not apply)*
The agency's principal representative and an alternateare designee:
ted by the Board Assistant in writing to the Executive Officer, immediately
upon the establishment of a working group. Replacements, as required, for
working group members are also designated. in writing by the Board Assistants.
Top Secret clearances for working group members are certified in
writing to the Executive Officer by the Security Officer of the mentor
agency at the time of the designation.
The principal representative on the working group, or the alternate
acting for him; is responsible for assuring that any additional representa-
tive of his agency who may be required to attend or participate in a working
group meeting has a Top Secret clearance which fulfills the OCB requirements.
16. Agenda and Record of Working Group Meetings
An advance agenda for the meetings is usually circulated by the
OCB Staff Representative to the working group and interested COB staff mem-
bers, and by request of a working group member to other OCE agency officers
with an interest in the subject.
A "Memorandum of Meeting" is prepared by the OCB Staff Representa-
tive or the Chairman, which recordth for each meeting: the time, date, place,
attendance and a resume of the working group's deliberations. This memo-
randum is filed in the OCB staff records and given the same distribution as
the agenda.
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170 Content of Transmittal Memoranda
Action documents are sent out for appropriate action by the Board
Assistants or the Board under 'a memorandum from the Executive Officer con-
taining the following elements:
A. AGENDA ITEM FOR:
B. BACKGROUND: [This should be brief in order to
ensure that the following heading C. can appear
in its entirety on the front pageg
C. RECOMMENDED BOARD [or BOARD ASSI3TANTS17 ACTION:
D. PREPARED BY: [Source.]
E. BOARD ASSISTANTS! ACTION: fon papers going to Board:7
F. OUTLINE PLAN OF OPERATIONS: ffee Page 12, Para. 71.-
G, DESTRUCTION AUTHORIZED FOR:
When the working group submits a paper to the Executive Officer
for action, the working group chairman's transmittal memorandum to the Execu-
tive Officer should contain the information needed in the above outline.
18. Points of Contact Coordination Method
The use of points of contact is a method of coordination which
does not require the establishment of a working group. The appropriate agen-
cies designate action officers to represent them as points of contact for
interagency coordination on an OCB assignment,
This method may be used: (1) on assignments where OCB has respon-
sibility for coordination but implementation is principally in one member
agency and formal, continuing interagency staff work is not required; (2) for
immediate implementation of urgent and clear courses of action and reporting
thereon to the Board; (3) on sssignments to the OCB staff, or to the Board
Assistants, to prepare staff studies and recommendations for Board considera-
tion; or (4) after discontinuance of a working group to provide reporting
as may be required. The work to be done, the point of primary responsibility
for initiating action and any special instructions and reporting requirements
are usually specified in writing.
The OCB Personnel Security Policies and Procedures are not applica-
ble to individuals designated as points of contact. However, it is essential
that such individuals have authorized access within their agency to Top Secret
material.
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B. OUTLINE PLAN OF OPERATIONS
Format and Content of Outline Plan of Operations
.**n4sin-u.
(CLASSIFICATION)
OPERATIONS COORDINATING BOARD
Washington 25, D. C.
(Date)
OUTLINE PLAN OF OPERATIONS WITH RESPECT TO (Country or Area)
I. INTRODUCTION
Ao References: (1) U.S. Policy toward (Country or Area),
(NSC # ), Approved by the President,
(Drre")
(2) NIE (Title and Date)
(3) NSC # (The current Basic National Security
Policy Paper)
Bo Special Operating Guidance: Use this section to indicate
guidance with respect to priorities, timing, emphasis; special
tituations, attitudes vis?a?vis the U.S., and similar operating
guidance. This section should also contain particular reference
where pertinent to aver?ail NSC actions or policies bearing upon
operations under the Plan, e.g., NSC 5602/1, 5429/5, 5506, '
NSC Action 1486c? NSC Action 1550.
Co Major U.So Commitments: List here only those current formal
commitments of the United States with the subject country which
commit the U.S. in a major way to courses of action involving funds
pt political actions.
For example, in this section, list such agreements as a military
aid, reimbursable or non?reimbursable, agreements such as an economic
and technioal assistance agreement, a Fulbright agreement, Peaceful
Uses of Atomic Energy agreement. .Also list such commitments as
one to support admission to membership in U.N., or to use U.S;
(CLASSIFICATION)
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(CLASSIFICATION)
good offices to settle an inter?country-dispute. A full list of U.S.
bilateral commltments and agreements with that country will be attached
as Annex A. Do not list items such as Treaty of Friendship) .Navigation'
and Commerce, Treaty granting preferred postal rates to Civil War
veterans writing to relatives in Ethiopia, or Convention on Literary
and Artistic Copyrights, protection of trade marks, protection ce
industrial designs and models unless special financial or political
problems are involved,
II. ACTIONS AGREED UPON
Individual action items when extracted from this Plan may be
downgraded to the appropriate security classification.
NBC Citations
Para. #: Iron the left one?
third of the page in quota?
tions cite NSC course of
action". (Except in down?
graded versions in which
appear only the paragraph
citations,)
OCE Courses of Action
1. List on the right two?thirds of
the page the agreed?upon actions to be
taken under each "NSC Course of Action".
Assigned to: State
Support: USIA (Omit if none)
Target Date: June 30, 1956 (be
as specific as possible in order
to make clear the sequential
relationships between actions.)
2. Only activities to be undertaken or
continued in the future rather than
past activity, should be included in
the Outline Plan.
Assigned to: 'ICA
Support: Defense (Omit if none)
Target Date: //arch 15, 1957
3. Each action paragraph requires
a specific target date.
Assigned to: Defense
Target Date: January 1957
4, Each paragraph through this section
should be numbered consecutively to
facilitate reference.
? 8 -
Assigned to: State
Target Date: September 10, 1956
(CLASSIFICATION)
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(CLASSIFICATION)
III. ACTIONS NOT AGUEM UPON
List the actions recommended by one or more members of the
working group but not concurred in by other members and which the
sponsors still wish submitted for Board review, together with
"pro" and "con" points of view. A concise expression of divergent
points of view will facilitate Board consideration of unresolved
differences within the working group. This would be an appropriate
place to present proposals that may be desirable but appear to be
outside existing policy?
IV. ADDITIONAL PROPOSALS UNDER CONSIDERATION IN THE UORHING GROUP
This section should be selective. The items should include
only those which the working group believes to be of significant
importance and which have elements Of desirability and feasibility
which make them worthy of further study. This section should not
include items which merely await resolution of programming consi?
derations unless the program implications are quite significant.
Agency positions, if any., or sponsorship of such proposals will
not be shown.
V. ANNEX
Ao Bilateral Commitments and Agreements between the U050
and (Country)
This. annex will contain a comprehensive list of formal
bilateral commdtments and agreements of the U.S. with the
subject country?
(CLASSIFICATION)
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(Standard Insert Page for each Outline Plan)
CLASSIFICATION
PURPOSE AND USE OF THIS OUTLINE PLAN OF OPERATIONS
This Outline Plan of Operations sets forth courses of action,
responsibilities and timing prepared by the OCB in order to carry
out NSC policy with respect to (fill in country and NSC Noo) for
which the President has designated the OCB as the coordinating agency.
This' Outline Plan does not encompass every U.S. agency activity
or program but does include major programs, particularly those requir?
ing interagency coordination. It includes contemplated important actions
as well as those already in the process of being carried outs
Each agency has ....mreed to carry out the actions and programs
contained in the plan subject to modification or review should a
change in circumstances so indicate. Such changes will be agreed
through normal interagency coordination, where appropriate, and will
be made in accordance with usual procedures and through usual channels,
and not necessarily with any formal amendment of this Outline Plan. A
new plan will be prepared as soon as practicable following approval of
a new or revised NSC statement of policy.
The Department of State will normally transmit the full text of
approved Outline Plans to the chiefs of mission concerned for use in
exercising their coordinating responsibilities. Other arj,encies may
transmit the complete plan or extracts thereof to senior field repre?
sentatives on a strict Ilneed?to?known basis whenever such distribution
is essential to effective implementation; provided that distribution
to field representatives, when made, will normally be limited to those
who are already holders of the basic NSC policy on which the Outline
Plan is basedo
Concurrence in this plan by the responsible agencies represented
in the OCB does not automatically constitute authorization to operating
officials to undertake new programs or modify existing programs, but
shall serve as a basis for appropriate operating instructions to be
developed by each of the participating agencies.
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B. OUTLINE PLAN OF OPERATIONS
Purpose
1. The Outline Plan of Operations is an instrument developed to
assist the Board to carry out certain responsibilities of the Board
stated in Section 2 of Executive Order 10483, as follows:
"The National Security Council having recommended a
national security policy and the President having approved it,
the Board shall (1) whenever the President shall hereafter
so direct, advise with the agencies concerned as to (a) their
detailed operational planning responsibilities respecting
such policy, (b) tht coordination of the interdepartmental
aspects of the detaviled operational plans developed by the
agencies to carry out such policy, (c) the timely and coordina-
ted execution of such policy and plans? and (d) the execution
of each security action or project so that it shall make its
full contribution to the attainment of national security
objectives and to the particular climate of opinion the
United States is seeking to achieve in the world, and (2)
Initiate new proposals for action within the framework of
national security policies in response to opportunity and
changes in the situation..."
2. The Outline Plan is a means for the Board to obtain the con-
currence of the responsible agencies on what actions each will undertake
for as far in the foreseeable future as firm actions can be agreed upon,
to plan the most effective manner and timing of the execution of such
actions, and to set a standard to assist in measuring progress toward
the objectives of the national security policy or policies involved.
3. A typical Outline Plan is a compact, coordinated and agreed setae
loeue of the courses of action, agency responsibility, and timing consider-
ations for the implementation of an NSC policy. It is drafted to meet the
requirements of the operating officers both in Washington and in the field
and contains detail that might be omitted if the document were being
drafted as a staff paper for Board action. The introductory section of the
Plan includes a summary statement of special operating guidance in imple-
menting policy with respect to such matters as timing, desired priorities,.
emphasis, handling of special situations and reference to applicable over-
all policies or NSC actions. The introductory section also includes a
summary of the major commitments, if any, involving funds or official acts.
The main body of the Plan consists of the actions agreed upon and identifies
the agencies responsible for each action under pertinent paragraph of the
governing NSC policy.
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40 The preparation of an Outline Plan helps clarify the substantive
provisions of NSC policies and identify and resolve differences over policy,
operating responsibility, or actions to be taken? It also helps to expose
any operating difficulties which might threaten the success of a policy, and
thus contributes to their solution? Finally, the Outline Plan provide
agreed and coordinated agency and inter-agency operations to carry out the
national objectives?
Timing
5. After' the approval by the President of a national security policy
and its subsequent assignment to the OCB, the appropriate OCB committee or
working group prepares a new or revised Outline Plan.
6. The OCB committees and working groups also review existing Outline
Plana for possible revision when semi-annual progress reports are being
developed, when new National Intelligence Estimates are available, or when
changed circumstances, such as major legislative and appropriation actions
and political developments make review advisable?
7. If a review of the Oeline Plan in connction with the preparation"
of a progress report demonstrates a need for revisions, -these are, if possible;
submitted for consideration by the Board together with the progress report.
If the revisions are not available at that time, the working group includes
In its transmittal of the progress report a recommendation on the need for
revision, the reasons therefor, and a suggested schedule for the preparation
of the revision. This recommendation may suggest the desirability of a
Board discussion prior to the revision when, for example, the progress report
when approved by the OCB may recommend a review of policy by the National
Security Council.
Procedure for Preparing or Revising an Outline Plan
8. Ellie there is no set procedure for preparing an Outline Plan, the
OCB working group generally begins by collecting statements of each agencyts
operating programs and plans. It then usvAlly assigns to one member, often
the OCB Staff Representative, responsibility for developing a first draft
of the summary statement of special operating guidance and major commitments?
When a consolidated first draft of the original or completely new Outline
Plan is prepared, it is sent to the field for comment* When the field comments
are received the working group members, after checking the text informally
with their respective Board Assistants, submit the draft Outline Plan of
Operations to the Executive Officer for formal consideration by the Board
Assistants and the Board. When the working group initiates a revision of an
Outline Plan, the appropriate fibId mission(s) is requested to forward on an
urgent basis any suggested comments or revisions they wish to see made in the
existing Outline Plan, ThemlieldusnegbatiOntlikalternotbidered in drafting
the revised Outline Plan, The revision of the Outline Plan will not be de-
layed to obtain field reaction to the proposed new draft. The revised draft
should be scheduled for Board consideration if possible at the same time as
a semi-annual progress report,
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9. Agreed actions by the Board or a working group, or those
clearly allowable under NSC courses of action, are carried on by the
operating agencies while an Outline Plan is prepared. The Plan does
not encompass every U.S. agency activity, but it includes the major
programs, and stresses those which require interagency coordination;
10. Caution is exercised in developing an Outline Plan to avoid
excessive details particularly numbers which might have to be continually
modified as a result of re-programming or new legislation. It is desirable
that a general order of magnitude figure be indicated for each agreed
program in the Plan. The Working Group keeps the Plan current to the .?
extent required by operations.
11. The Outline Plan may be modified at the discretion of the
working group to meet changed circumstances, without the necessity of
formal amendment. If the working group or any member thereof believes
that a proposed change is of such substance as to require formal recog-
nition, the groUp submits Its proposal to the Executive .Officer for
distribution to the Board Assistants. It is only scheduled for
discussion on the initiative of the Executive Officer or one of the
Assistants.. If no further change is proposed within the usual Board
Assistants! staffing period (minimum of six working days), the Executive
Officer forwards it for incorporation in the Plan by all holders*
Format
. 12. Each Outline Plan begins with a standard insert page explaining
the purpose of the plan and procedures for handling it (see model on
page 10). The body of the plan is prepared in accordance with the
"Format and Content of an Outline Plan" on page 7 b In the listing of
the OCB Courses of Action, the paragraphs should be numbered consecutively.
Presentation to the Board
13. When an Outline Plan is considered by the Board the appropriate
'Assistant Secretary of State or Deputy or other senior operating officer
of a meMber agency gives a background briefing with respect to the
situation in the general area covered by the Outline Plan and the U.S.
policies applicable thereto.
Downdeding an Outline Plan
14. The full text of an Outline Plan as approved by the Board
and distributed by the Department of State to the appropriate chief or
chiefs of mission contains the text of NSC courses of action and usually
carries a "Top Secret" classification* To facilitate the handling of
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preparatory drafts and to permit wider distribution by the operating
agencies of an approved Outline Plan to operating officials in Washington
and in the field, the working group is authorized to prepare an Outline
? Plan in which the text of the NSC courses of action is omitted. This ?
: permits the Outline Plan to carry the classification appropriate to
the sensitivity of the content of the Plan itself. ?
OFFICIAL USE ONLY
lli ?
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0
C. PROGRESS REPORTS -
Format and Content of Progress Reports ?
188SHI-N-N-r8S8E4
(CLASSIFICATION)
OPERATIONS COORDINATING BOARD
Washington 253 Do Co
(Date)
PROGRESS REPORT ON ("TITLE OF NSC PAPER")
(NSC OWN)
(Policy Approved by the President ( Date )
(Period Covered: ( Date ), through
(date of Board Action)
A. SUMMARY OF OPERATING PROGRESS IN RELATION TO MAJOR NBC .OBJECTIVES*
(From the standpoint of the NSC and the President, Section A is
of greatest importance.)
lo OCB Recommendation Regarding Policy Review
a. In this first paragraph the OCB states in light of operating
experience that review of the policy paper is not recommended, or recommends
to the NBC and the President that the policy be reviewed and briefly outlines
the reasons?
bo The following language is suggested for general use except in
those instances of an unusUal nature in which special .language would be
required:
(1) For use when review is not recommended: ? "UoS. policy.
toward as set forth in NSC has been reviewed from the stand?
point of operating considerations and in the light of operating experience
to date and of anticipated future developments. Review of the policy is not
recommended*"
*Footnote here the citation to the latest
pertinent National Intelligency Estimate
(Revised 547/57)
(CLASSIFICATION)
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(CLASSIFICATION) ,
(2) For recommending review: ? "NBC has been reviewed
from the standpoint of operating consideratione and operating experience
to date and of anticipated fixture developments. It is recommended that
policy be reviewed by the National Security Council for the following
reasons: .11
co Criteria for recommending review of policy are:
(1) Critical new problems require operating decisions which
are specifically eXeluded, or which could be construed as being excluded,
by existing policy?
(2) Proposed courses of action might involve major risks
or are of such magnitude as to warrant interpretation by NSC as to
whether they are in line with policy, even though the general wording
of the existing Policy might be sufficient to encompass the proposed
course of action.
(3) OCE believes certain NBC ?approved courses of action are
inadequate to obtain satisfactory progress toward major U. S objectives
or to provide necessary guidance to the operating agencies('
(4) Problems of interpretation have arisen in actual
operations which cannot be resolved in the OCB.
? do Policy review is not requested merely because an objective
has not been fully achieved, or specific courses of action have become
impracticable or to bring up to date a policy paper unless there is a
clear necessity for new policy.
eo Progress reports do not suggest the language of the new
policy or indicate what the policy action should be. When a review of
policy is recommended the problem or situation requiring policy review
is simply describedvleaving to the NSC the formulation of the policy
.recommendation to the Presidento
fo The degree of urgency in the revision of policy is also noted,
particularly in relation to policy guidance required for forthcoming
developmentso Where policy revision is not required in relation to a
particular development, that is noted as well.
go In the first progress report after the approval of the Basic
National Security Policy Paper (eogo NBC 5602/1 or successor policies),
there is stated any modifications required in the policy covered by the
progress report as a result of the new policy.
(cassiricATION)
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ci
(CLASSIFICATION)
2. Summary Evaluations. This paragraph contains an introductory
statement that gives aThardts over-all evaluation of the operational
success in accomplishing the general objectives of U.S. policy* Titled sub.
paragraphs identifYing the specific objectives and major courses of action of
the policy paper while still in summary form can present the Board's over.
all judgment of progress on these specific dourses of action, Reasons for
lack of progress are also briefly described,
30 Progress in Carrying Out Commitments for Funds, Goods or Services
and Other Programs
a, The "commitments" applicable under this heading are*: (1) Those
which meet the test of the definition adopted for the purpose of the ?Nidance
for Implementation of NSC Action 1550," dated October 5, 1956, which defines
commitments as: ",,,any communication between a responsible United States
official and a responsible foreign official which would reasonably be inter.
preted as being a promise that'the United'States will provide a foreign
government with funde, goods, or services." (2) PoLo 480 agreements as a
special group of commitments worthy of separate reporting; (3) Also, Export.
Import Bank loans that in the opinion of the working group have an important
bearing on the implementation of policy. POther PrograMs0 are those on which
the working group wishes to comment and are not considered to be "commitments"
as.sucho
bo This paragraph mentions briefly that the commitments or other
programs are being met, or explains in some detail any important delays,
interruptions, or breakdowns in government programs, stressing difficulties
in meeting commitments to foreign governments.** (Refer to financial annex
where necessaryo)
co The status of foreign aid and PoL. 480 programs is especially
*Portant in this section* Pais 480 agreements, where they exist, should be
clearly summarized under a distinct heading to indicate the extent of fulfill-
ment of deliveries. A breakdown of commitments, under appropriate title, is
included in the financial annex, Also include total cumulative amount of the
approved military, economic and technical assistance programs for countries
covered in the progress report, and the total expenditures or deliveries
against such programs as of a recent date. Where possible, the amount of the.
current yearts program should be shown separatelY in addition to its inclusion
in the cumulative total approved program figures.
* If an Outline Plan has beancompletolon a project prior to the preparation
of. the progress report, Section I-0O2 of the Plan, entitled, "U05. Commitments
ler Funds, Goods or Services," should be of assistance here,
**Emergency cases which cannot await the preparation of a regular progress
report, and which require more than noting in the Weekly Activity Report, are
presented to the Board and, if necessary, to the NSC, in the form of special
reports
(CLASSIFICATION)
(Revised 5/17/57) . .17 . OFFICIAL USE ONLY
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(CLASSIFICATION)
(1) The above information should be developed in narrative
form, not as a statistical chart; and while consistent with the financial
annex, it does not duplicate that annexe
(2) Insofar as is practical, the time periods covered for the
three types of programs should be identical So as to provide comparable data
. on each program. It would be desirable to use an expenditure or delivery
cut-off date which ties into data furnished in the financial annex, i.e.
FY 57 column "Through Date" or "Estimated Total."
(3) The Military Assistance Program data should include approved
country programs plus the additional amount representing this country's
proportion of the world.wide programs for packing, crating) handling and
transportation and for rehabilitation of excess stockso
46 New Commitments for Funds Goods or Services. In accordance with '
approved "Guidance for Implementation of NSC Action 1550," dated October 5,
1956, Progress Reports will include pertinent information (e.g., type, date,
duration, magnitude, inter-agency aspects, etc.) with respect to any new
commitments entered into during the reporting period. If there have been no
now commitments during the period of the report, such a statement should be
- included.
5. Overseas Internal Security Programs. This paragraph Summarizes
progress, or lack thereof, and the major problems involved in implementation
of OCB approved Overseas Internal Security Programs.
B. MAJOR OPERATING PROBLEMS OR DIFFICULTIES FACING THE UNITED STATES
6. Significant problems or areas of difficulty, from the point of view
of U. S. operations, or the accomplishment of NSC objectives and courses of
action are summarized for the attention of the OCB or the NSC. Separate
paragraph headings should be used for each major problem. Abbreviated
statements of pertinent governmental actions, in process or under considera-
tion, which are expected to moderate or improve the situation for U05.
operations or objectives should be included where possible in connection
with each problem or area of difficulty noted.
C. LISTING OF ADDITIONAL MAJOR DEVELOPMENTS DURING THE PERIOD
70 This section presents a brief list of major foreign and Uo S. .
actions or other developments during the period which do not duplicate
information included in Parts A or B but which are significant for the
objectives and courses of action in the NBC paper. It is kept as brief as
possible and includes only items of sufficient significance for noting by
the Council and the President.
(Revised 5/17/57)
(CLASSIFICATION)
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(CLASSIFICATION)
FINANCIAL ANNEX
8, .A financial annex is prepared for each country covered by the
progress report. An additional page containing a "Pipeline Analysis" with
respect to the Mutual Security Program will be attached to the financial
annexes when the progress reports are forwarded for Board Assistants! and .
Board consideration. The figures for this page will be provided by Defense
and ICA; and the date on this form will be the agreed date when the report
is forwarded to the Board Assistants for their scheduled consideration.
(See attached format for contents of the Financial Annex and the Pipeline
Analysis, Ritual Security Program.)
90 Al]. figures in the financial annexes should be as firm as it is '
practicable to make them. It is understood, however, that certain figures,
particularly those involving projections, may involve estimates which can
be made only as reliable as the assumptions underlying them. All figures
over $5 million should be rounded to the nearest minion4 Figures up to
$5 million should give the figure to the nearest tenth million. There should
be a minimum number of footnotes. It will be assumed that all figures may
contain some element of estimate, and it will net be necessary, therefore,
to put in footnotes to cover this qualification.
10. In all cases working groups should check to see whether expenditures
in either the current or previous fiscal year deviate significantly from the
estimates in the NSC financial appendix. If Significant deviations appear,
this fact should be explained in the comments. Where the differences are
relatively small, there need be no mention of the NSC estimates. Major
changes in forces or programs made since the last policy paper. should be
dealt with in the text of the report.
110 No footnote reference to private participation in loans of the
IBRD or Export-IMport Bank is necessary unless the amounts involved are
relatively large.
12. In reference to P.L. 480 agreements, the table should include all
such agreements, in chronological order with the most recent first. Where
agreements are under negotiation or preliminary discussion, simply use an
asterisk in the date column and footnote the status of arrangements: Where
arrangements have been completed, use date on which the agreement was
signed.
(Revised 547/57)
19
(CLASSIFICATION)
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(CLASSIFICATION)
Economic Relations
Under Section A or B? or according to the facts, the foreign trade
relations of each country covered by the progress report which are of
particular interest from the standpoint of economic relations with the
Sino-Soviet bloc are summarized in short narrative form in an appropriate
place in the text. Elements Stressed in this coverage are: significant
types, directions and quantities of external trade within the period,
major trends within the period, and future expectations. Breakdowns are
shown for trade with the Sino-Soviet bloc and with the Free World. Any
necessary figures are expressed in dollar equivalents and explained in the
text;. elaborate charts or tables are usually not desirable*
Status of Outline Plans of Operations
The memorandum transmitting the Progress Report to the Board will
contain a paragraph commenting on the adequacy of any CCB Outline Plan
of Operations under this policy, and referring to any revisions in such
Plans that are being proposed for Board consideration* When possible
such revisions. are submitted for consideration along with the Progress
Report*
Ci(Revised 5/17/57)
19 a
(CLASSIFICATION)
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FINANCIAL ANNEX TO PROGRESS REPORT ON
(In millions of dollars over $5 million. Up to
35 million shown in nearest tenth million.)
EXPENDITURES AND DELIVERIES - CERTAIN U.S. ACTIVITIES
Activity
FY
1956
P11957 1
FY 1958
(Est. as,
.of
Est. Est, ?
Through Total
Military Assistance (Inc. construction & consus.
____
_____
. _ .....
______
mables (Direct Forces Support);excess stocks re-
habilitation; packing, crating handling, trans-
portation; excess stocks supplied.)
Economic Assistance (Defense support or Develop-
____
______
ment assistance.
Technical Assistance
Information Services
Educational Exchange
MAP Sales of Military Equipment & Services
,
MAP Offshore Procurement Payments(Defense expen-

ditures entering into intIl balance of payments.)
Other U.S. Govt. Payments (affecting inttl bal.
of payments - mil. & civ, pay, construction,pro-
curement of U.S. mil. supplies & equipment.)
LOANS
LOANS BY ?
During Period to
As of
Disbursements
Repayments
New Loans
Authorized
Undisbursed
Commitments
Outstanding
Debt
IBRD
-
?
- - - - - - -
---
PUBLIC LAW 1j80 AGREEMENTS
bate I Title Amount
Est.% Dels,
Major
Commodities
Use of Local Currency
or Other Comment
All Notes and Comments Relating to the above figures are shown on a separate page,
'(Revised 5/17/57) - 19 b
(CLASSIIICATION)
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fl (CLASSIFICATION)
' PIPELINE ANALYSIS, MUTUAL SECURITY PROGRAM
(In Millions of Dollars)
COUNTRY Date
MILITARY. ASSLTANCE
Program
Prior to FY 1956
FY 1956
TY 1957
FY 1958
ECONOMIC ASSISTANCE
Obligations
Prior to F! 3956
0 FY 1956
Ft ? 1957
FY 1958
TECHNICAL ASSISTANCE
Prior to FY 1956
FY 1956
FY 1957
? FY 1958
(Revised 5/17/57) . 19
Expenditures Carryover ?
(at end of period)
?
(CLASSIFICATION)
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C. PROGRESS REPORTS
Purpose
1. Reporting to the National Security Council on progress on the
implementation of national security policies is one of the major responsi-
bilities assigned to the Board. OCB progress reports serve the following
purposes.
a. Giving the operating viewpoint as to the need for review,
through the regular machinery of the Council, of the NSC policy
concerned.
b. Estitatins the effectiveness of the action taken, note
significant successes or failures, and explain principal diffi-
culties met.
c. Flagging problems expected to require additional planning
or future actions and indicating possible solutions.
d. Providing a frank analysis of operating situations for .
the information of the NSC and the guidance of the agencies.
e. Listing the principal'things which the government has
done to put policy into action.
General Considerations
2. A typical OCB progress report means different things to the
various people in the government who are concerned with it. But above
all, it is an accounting to the President by .the members of the Board as
to how well they have been able to carry out the task he has assigned to
them.. Since the report is read and acted'. upon eventually by the heads
of agencies and by the President, the members of the Board have asked
that it be made as compact, readable and honest as possible. If signifi-
cant differences of opinion should persist despite the best efforts of
the drafting agencies to reach agreement, those differences, together
with the respective positions of the various agencies, should be clearly
set forth in the report, and not concealed by obscure or compromise
language.
3. The same factors which make for readability and effectiveness
in a document for the President also enhance its usefulness to the ?
numerous other officers in Washington or in the field who look to it
for information or consult it as a guide to action.
(Revised 5/17/57)
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Time Schedule
4. A regular progress report is required at least every six months
on the projects which the President assigns to tha Board. Each month
the OCB staff circulates a Tentative 00B Reporting Schedule of reports
and other papers scheduled for Board consideration during the following
six months. The dates in this schedule are initially set in accordance
with the requirements of the reporting procedures established by the NSC
and with a view to coordination where feasible with the estimated comple-
tion dates of NIE1s and the NSC schedule for the review of policy. The
schedule is regularly revised or concurred in by the working groups.
Occasional departures from this time period are permitted to take into
account an NSC policy review, the timing of National Intelligence Estimates
or some unusual external circumstance. Recommendations for such variations
are submitted to the Executive Officer for discussion with the NSC staff.
Progress reports are also required on a regular basis for Board projects
of non'-NSC origin.
Special Reports
5, In addition to the regular, periodic progress reports, the Board
may request, or a working group may originate, various special papers for
the OCB or the BSC. These special reports are used to provide information
or obtain action in situations Which, because of urgency or for some other
reason, cannot be dealt with properly in a regular progress report. While
there is no standard format for these spacial reports, they are transmitted
for the attention 'of the Board by the usual covering memorandum from the
Executive Officer.
Procedure for Preparation, Staffing and Consideration of Progress Reports
6. The progress report has been standardized in a format consisting
of three sections concisely presented in a total of four or five pages,
plus a financial annex with a pipeline analysis. (See sample for content
and format.) Where possible, working groups should use the attached format
but working groups are permitted to modify this format to make the report
more effective or to more fully reflect operational problems for a particu-
lar area or stbject. Modifications of format should be carefully analyzed
to ensure that the report contains the essential elements which the Board
members look for in Progress Reports*
7, With respect to the preparation of progress reports, experience
has demonstrated it is desirable to begin the development of a report by
securing an agreement in the working group on its over-all approach and
thereafter obtaining in writing a concise statement from each operating
agency represented on the working group of their work in implementation
of the policy$ and when available suggestions and comments from the field.
(Revised 5/17/57)
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0
One of the working groups often the DCB Staff Representative, is then
assigned to prepare a first draft based on the agency statements plus the
general guidance of the working group. This first draft will then be
circulated for Thither comment and revision by the whole working group&
Consultation by each working group member with his Board Assistant on the
working group draft report before it goes to the Executive Officer is en?
couraged to help ?Peed the final Board Assistantst consideration of the
report. To facilitate consultation between the working group member and his
Board Assistants the "semi?final" working group draft report is sent by the
Deputy Executive Officer to the Board Assistants. When the report is submitted
by the Chairman of the:working group to the Executive Officers it is as
up to date as possible.
8. In connection with the preparation of a semi?annual progress report
to the NSC, the working group also reviews any existing related Outline
Plan of Operations for possible revisions especially in light of the para-
graphs in Bo MAJOR PROBLEMS.... Whenever feasible, such revisions to the
Outline Plan of Operations including revisions of the Overseas Internal
Security PrograM, as appropriate, should be fbrwarded concurrently with the
Progress Report. (See Part II, B.$ paragraphs 6 . 76)
96 The Executive Officer transmits the report to the Board Assistants
for their consideration at least a week before it is scheduled for an
Assistants! meeting. Usnally reports will be transmitted earlier so that the
Board Assistants can have five full working days for staffing the paper.
100 Immediately prior to Board Assistantst consideration of the reports
the OCB Staff Representative prepares a consolidated list of largely editorial
?
revisions which have been obtained from the agencies as a result of most
recent staffing. The revisions are listed in the order of the Progress Report
paragraphs to which they pertain and are identified as to the agency proposing
the change. The list is distributed at the Board Assistants! meeting to
facilitate the consideration of such minor revisions and to permit more time
for substantive discussion.
110 The working group members should be alerted to be ready on the day
of the Board Assistants' consideration of the report to coordinates if
necessary, revisions sagLested by the Board Assistants. The period covered
by the report is extended to the date the report is considered by the Board
Assistants.
12. After Board Assistantst consideration and/or revision, the Executive
Officer then trandmits the report to the Board for its consideration no
earlier than twelve days following Assistants! meeting. The working group
chairman attends the Board meeting when one of his groupts progress reports
is being considered. At this meeting, the Chairman gives highlights of the
report and outlines, anticipated problems. In addition, the appropriate
a
(Revised 547/57)
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SECRe2
0Assistant Secretary or Deputy or other senior operating officer of a member
, agency may give a background briefing with respect to the situation in the
general area to which the report relates.
13. Immediately atter the Board concurs in the report, it is updated
by the Executive Officer to the date of Board Action and transmitted to the
NSC. Each report on an NSC policy is scheduled on the Planning Board and
the Council agenda to provide an opportunity for discussion. When the
report is scheduled for Planning Board consideration: the Exeiutive Officer
transmits an Updating memorandum to the Special Assistant to the President
for National Security Affairs informing him of significant operational
developMents and accomplishments that have occurred subsequent to Board
action on the report. Items in the memorandum are checked$ as appropriate,
with the chairman and other working group members concerned. Copies of
the memorandum are sent to the Board Assistants and to agencies not
regularly represented on the Board which are especisfly concerned with a
particular progress reports if any. If the report recommends NSC policy
reviews the Council considers it in conjunction with the Planning Board
recommendations. After the NSC action, the teport is issued as a Board
document (in green covers), with a note as to the action taken by the Board
and the NSC.
0
Sensitive Information
M. Information of an especially sensitive nature is usually discussed
at the OCB Luncheon meetings and, if required, a special annex is prepared
arici circulated in accordance with paragraph )4 of Special Annex . SECRET
to Procednr42. Memorandum No. 72 dated April 28$ 1954,
Security Classification
15. The progress report classification is determined by the sensitivity
Of the information it contains and need not necessarily be the same as that
Of the NSC policy paper concerned. ?
Background Papers.
16. The working group may at its discretion develop Short background
papers to assist the Board Assistants in briefing the Board meters on a
Lew of the more important paragraphs included in the progress report which
Might need further elaboration. The Board Assistants may request additional
papers at the time of its review of the reports$ although the need for such
Papers should be coordinated with the appropriate Assistant in advance if
practicable. These background papers are not part of the progress report
and they 'are not included in the draft.prepared for Board consideration
Unless the Board Assistants .so direct.
OH
(Revised 5/17/57)
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Sarnple
D. WEEKLY ACTIVITY REPORT
(CLASSIFICATION)
OPERATIONS COORDINATING BOARD
Washington 25, D. Co
(Date)
WEEKLY ACTIVITY REPORT
This weekly report is a status summary of matters under discussion
or coordination in the Board, Board Assistants and OCB working groups
or committees. Items included under "OCB Committees and Working
Groups" are matters which have been considered, formally or informally
(by telephone or otherwise) by the members of one of the OCB committees
or working groups. In addition, the report covers the follow?up on
special matters discussed at Board meetings and developments in con?
nection with approved OCB paperse
A. THE BOARD
1. Tentative Agenda (for the 2 meetings beyond the current meeting)
20 Assignments Being Coordinated at the Board Level
ae NSC Action No. 1550 ? (Subcommittee of OCB ? State,
.Defense, President's Representative ? working on draft proceduree)
B. THE BOARD ASSISTANTS
1. Tentative Agenda for Meeting of (the next meeting)
20 Other Matters
a. At special 'July 9 meeting, Assistants
(1) Agreed on timing and method for revision of Outline
Plans of Operations;
(2) Agreed to the elimination of the "Detailed Development
of Major Actions" and the substitution of elaborating background
statements where necessary;
(3) Agreed to revisions in the form and content of the
Weekly Activity Report in line with the Board's discussion at the
July 3 meeting?
C. COB COMMITTEES AND WORKING GROUPS
FAR EAST
le Southeast Asia (NSC
a. Burmese Medical Training ? IES is drafting etc.
-214-
' (CLASSIFICATION)
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D. WEEKLY ACTIVITY RETORT
OFFICIAL USE ONLY
Objectives and Criteria
1, The Weekly Activity Report is a weekly report on the status
of matters under discussion or coordination in the Board, Board
Assistants and COB working groups or committees. Items included under
"OCR Committees and Working Groups" are matters which have been con?
sidered, formally or informally (by telephone or otherwise) by the ?
members of one of the COB committees or working groups. In addition,
the report covers the follow?up on special matters discussed at Board
meetings and developments in connection with approved COB papers.
It is a regular feature of each OCR agenda. It is the Executive
Officer's principal vehicle for reporting to the members on the current
status of Board business, with emphasis on items which are not otherwise
carried on the Boardts agenda for that day.
2. While its primary purpose is to serve the OCR members, the
report has an important related mission of cross?reporting to those
participants in OCB operations on related subjects in different geogra?
phic areas.
3. The report is organized into three major parts, containing
activity reports of the Board, the Board Assistants and the OCB Committees
and Working Groups, respectively* The part on committees and working
groups is arranged according to major geographic areas, plus a "general"
section covering working group assignments of a "functional" nature.
4. The report stresses action rather than information, and seeks to
show how the reported actions directly relate to the execution of NSC
or other pertinent policies.
5. The Executive Officer's criteria fbr compilation of the report
emphasize brevity, timeliness and the real need to inform the Board
members. Some flexibility is allowed in the selection and presentation
of contributions, but in general the report contains only those items
sufficiently important to the interests and responsibilities of the
Board members to deserve their attention as a group. .
6. Contributors use the following questions as guides:
a. Is the action a specific and important one taken under
an NSC paper, Outline Plan of Operations, or Board assigned
project?
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b. Is it an action in disagreement?
c. Is it an action on which there has been undue delay
or inactivity on the part of the responsible agencies?
d. Is it a significant item which has not been generally
made known to the Board? For example, an agreed-upon action
not yet taken or publicly announced.
e. Is it an action which is important because it is in
response to a Board action or a request of a member of the
Board?
7. The following instructions are observed in drafting items
for the report:
a. Each entry, where possible, has a clear and-appropriate
but brief side-heading.
b. Text begins with an indication of what a specified
agency or working group accomplished or implemented in the OCB
coordination process; e.g., ICA-State sent, USIA agreed, working
group recommended, Defense directed, etc.
co Cable material from overseas missions is used only in
entries after action items and as additional information explaining
coordinated action. .
d. Intelligence information is included only in entries
where it is necessary to explain or expand a previously mentioned
action. No action, no intelligence.
An example to illustrate the above:
"Re NSC objective (Balkanize the Empire of MU), State -
ICA -Defense are preparing paper for OCB consideration on
basis of Embassy Heliopolis report that MU is vulnerable
to charge in UN that Mu is committing genocide against
the LiLliputian minority".
e. Working group recommendations regarding changes in
scheduled dates for progress reports, outline plans of operations
or such papers will be noted when the change should be noted by
the Board members or the Board Assistants.
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8. The report is not meant to be a means for obtaining Board
action on emergency problems which do not permit the usual advance
documentation and staffing. When such action is unavoidable, however,
the Executive Officer gives the maximum possible advance notification
to the agencies.
90 In addition to the brief weekly highlight statement under
each project, a more comprehensive special report is occasionally
appended to the report in response to some particular interest of the
Board.
Sample
10. See sample on Page 24 for format and content of the report.
.? 27
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1:3
E. AGENDA PLANNING AND DOCUMENT CONTROL
1. In order that documents submitted for action by the Board Assist-
ants or the Board may receive orderly and thoropgh staffing by the
Departments and Agencies, criteria have been established regarding the
time allowance for distributing documents prior to their consideration at
meetings.
2. Agenda planning for Board and Board Assistantst meetings is aided
by a "Tentative OCB Reporting Schedule", issued monthly, listing' for
approximately a sixpemonth period the dates for considering regular recur-
ring items, such as Outline Plans of Operations and Progress Reports, and
other special papers requested by the Board.
3. In addition to this monthly publication, there is issued each
week an "OCB Tentative Agenda" which presents a more up-to-date five-week
schedule for items to be discussed at Board and Board Assistants' meetings.
New items are scheduled with an eye toward maintaining a reasonably even
workload and ensuring that the most important items receive priority.
4. Whenever an OCB Working Group or member agency plans to submit a
document for Assistants or Board consideration which is not listed on the
Tentative OCB Reporting Schedule, the OCB Secretariat Staff should be
notified as early as possible of the expected date for submission to the
Executive Officer, to permit as much advance scheduling as possible.
5, When the Executive Officer or one of the member agencies plans to
raise an unscheduled item as emergency business at a Board Assistants' or ,
Board meeting, the Board Assistants are notified as early as possible before
the meeting.
6. All documents to be considered by the Board Assistants or the Board
must be submitted to the Executive Officer for transmittal. The Executives
Officer transmits the document by a memorandum containing the pertinent
information (See "Content of Transmittal Memoranda", Page 6, A. 17)
(a) the date it is to be considered, (b) resume of the background and status
of the project, (c) action recommended, (d) who prepared the document,
(e) action taken on the document by the Board Assistants (on papers going
to the Board), and (f) disposition of previous drafts, if any.
7. Routine documents, the substantive contents of which do not require
complete staffing by the Departments and Agencies, are acted upon by the use
of a clearance form transmitted with the document. An example of this type
of document is the standard terms of reference for a working group. This
method is also sometimes used for obtaining final concurrence in kevisions
of substantive papers Which have been thorogghly staffed or previously
discussed in a meeting.
OFFICIAL USE ONLY
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8. After action on a document by the Assistants or the Board) there is
made an appropriate distribution of the final document with a suitable trans?
mittal memorandum indicating the nature of the final action and the purpose
to be served by the document. Such documents are usually distributed within
a week after final action takes place. Progress Reports to MSC) Outline
Plans of Operations and similar documents concurred in by the OCB will be
distributed under a green cover.
9. The following table shows timing requirements for scheduling and
distribution of various OCB documents for Board Assistants' and Board meet?
ings, and issuance dates for other documents:
BOARD ASSISTANTS
Agenda Item Delivered one week in advance.
Agenda- Delivered by Thursday noon.
Meeting Friday) 9:30 a.m.
Record of Actions Delivered by c.o.b. Tueeday
BOARD
Agenda Item Delivered eight days in advance.
Agenda Delivered by c.o.b. Monday.
Activity Report Delivered by 9:45 a.m. Tuesday.
Meeting Wednesday 2:00 p.m. (Luncheon 12:30)
Minutes ? First Draft Distributed at Friday Board Assistants'
Meeting.
Second Draft Delivered by co.b. Monday
Approved (if nec? Delivered by co.b. Thursday thereafter
.essary)
GENERAL
Annual Status Report Submitted annually to NSC by August 15,
Progress Reports Submitted semi?annually for each
project.
Outline Plan of Operations
Prepared as soon as feasible after
assignment of new NSC country policy
or upon request.
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GENERAL (Continued)
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Tentative CCB Reporting Schedule Lists all known scheduled agenda
items; issued monthly. ?
Projects List lists information regarding each
project; issued periodically.
Tentative Agenda Delivered by c.o.b. each Tuesday.
Clearance?Slip 'Lotion
? 30 ?
Clearing documents not requiring
a meeting. Ten days allowed?
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F. DIFORNATION BRIEFS
Definition
OFFICIAL USE ONLY
? 1. Information briefs are unclassified papers adapted from existing
intelligence research material and designed to influence the climate of
opinion abroad. Policy guidance for the briefs is secured from the NSC
and the State Department. Although they are based on the great body of
existing research materials, they do not themselves involve basic research.
Background
2. The importance of exploiting "targets of opportunity" was
emphasized in the report of the President's Committee on International
Information Activities, dated 30 June 1953. Information briefs make a
major contribution to such exploitation. The OCB recognized the importance
and need for such briefs in a memorandum of 30 September 1954 on their
preparation.
30 The information brief is one of the means at the disposal of
the OCB working groups to assist in the discharge of their responsibility
for "the execution of each security action or project so that it shall
make its full contribution to the attainment of national security objec?
tives and to the particular climate of opinion the United States is seeking
to achieve in the world." (From EO #10483)
Procedure
4. There is no single method for the preparation of briefs. The
most common method is to reorient and merge existing intelligence studies,
using the facts they present, supplemented by additional material as
it is needed.
5. The Executive Officer is responsible for the preparation of
information briefs. His decision as to their development and use will
be taken after consultation with the chairman of the working group concerned,
the Special Assistant to the President, or the Board or Board Assistants.
6. Requests for the preparation of information briefs will normally
be submitted by OCB member agencies through the Board Assistants, working
group members or OCB staff members. Requests should be transmitted
through the Executive Officer, OCB, who will in turn submit them to the
chairman of the appropriate 00B working group. A memorandum of agreement
ccvoring the preparation of each information brief will be recorded by
the Executive Officer or the Chief of the Special Projects Staff acting
for the Executive Officer, with copies to the pertinent working group
chairman and the appropriate OCB member agencies' intelligence offices.
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7. The-tworkingrrOV4/22.14prepart-briefs from-intelligence materials
supplied by member agencies and made available to the working group by
those agencies, The briefs must becoordinated by the.working group with
the agency or agencies whose sourcle material is eanployed. The working
group will obtain declassification of the information brief from each
agency whose material is used in the preparation of that brief.
8. The status and use of information briefs will be indicated in the
weekly OCB Activity Report. Completed briefs will then be sent to the
chairman of the working group concerned and to the individual making the
request, Copies will also be sent for information to contributing agencies,
Additional, distribution will be agreed ripen between the chairman of the
working group and the Exnenti:vo nfricery by the Board Assistants or by
the Board.
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????
%t?
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