OUTLINE OF PPC OBJECTIVES, INTERNAL RESPONSIBILITIES, AND RELATED CONSIDERATIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83-00036R001100130014-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: November 17, 2016
• Document Release Date: July 19, 2000
• Sequence Number: 14
• Publication Date: January 7, 1954
• Content Type: MEMO

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7 January 1954
MEMORANDUM FOR: PPC STAFF PERSONNEL,
SUBJECT: Outline of PPC Objectives, Internal Responsibilities,
and Related Considerations
1. Pur ose: This memorandum is a general charter for internal PPC
activities, listing the major things to be done,.. the responsibilities for doing
them, and the procedures, attitudesk or special considerations which will
guide their performance. A table attached summarizes what PPG element
takes what action on what kinds of documents.
2. Tasks. The Chief and Deputy Chief of this Staff are not assigned
specific tasks except that C/PPC, because of wide military acquaintance, has
the highly personal function of liaison on ad hoc matters with the Department of
Defense. On the basis of the administrative reakdown of this Staff into the
Policy and Strategy Group, the Program Coordination Group, and the Reports
and Review Group, continuing tasks are assigned as follows:
a. Policy and Strategy Group: The general function of this group
is to identify and codify the objectives required of the Clandestine Services
by established policy, to assure formulation of strategy for this accomplish-
ment, and to assure generally that program action is consistent with such
policy and strategy. The detailed, continuing tasks of this group are:
25X1& (1) To administer the Clandestine Services Policy Book,
provided in
(2) To identify, clarifand record policy relating to
Clandestine Services activities, including:
(a) Continuing analysis of all policy forming documents,
including Presidential Directives, NSC papers, JCS Plans,
PSB-OCB papers, inter-agency memoranda, internal memo-
randa, cables, dispatches, etc. , and summary of the clan-
destine activities policy, and operational objectives, and
limitations involved.
(b) Preparation of special summaries and interpretations
of policy affecting the Clandestine Services and, in absence of
basic policy on specific questions, appropriate action to
secure policy guidance,
(c) Coordination and. preparation of comment on behalf
of DD/P on NSC papers and other polic pa ers affecting
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(3 ,f'o prepare and coordinate the !Wsic Plan and Annex A
of the annual CIA Strategic Plan for 10 Series activities; and
generally to monitor the content of the similar sections of sub-
ordinate operational plans prepared by areas or staffs.
(4) With respect to plans in preparation for general war:
(a) To review for consistency with policy.
(b) To analyze for balance with cold war operations
and for effects on cold war strategic planning. (This applies
especially to actions that must be taken currently in prepara-
tion to meet CIA responsibilities in time of general war.)
(5) To be generally familiar with undeveloped strategic
opportunities, technical developments which may affect strategy,
and contingency situations which may require anticipatory
preparations, and to recommend the coverage required in current
planning for such developments and possibilities,
(6) Generally to review Clandestine Services policy,
strategic planning, and programming:
(a) For continuing comparison of existing policy
objectives with plans, programs, and budgets.
(b) For consistency of plans, programs, and budgets
with existing policy, or for need for new policy.
(c) To assure that plans, programs, and budgets are
fully reviewed by appropriate staff elements for essentiality
of purpose and for validity of the priorities reflected, as
related to basic policy.
(7) On the basis of intelligence procedures, documents, and
estimates, to recommend concerning:
(a) Development of operational intelligence support to
covert operations and integration of covert operations
intelligence requirements into the intelligence priorities
system,
(b) Improvement of the by-product of covert
operations to the intelligence channels.
(c) Establishment of the intelligence foundations and
assumptions for cold and general war strategic planning.
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(.d) Identification of the strategy opportunities and
requirements for operational action to be reflected in cold
and general war strategic planning.
(8) In conjunction with RQM/OIS Generally to analyze
current Clandestine Services research requirements, programs,
and facilities; and to formulate long-range research concepts,
objectives, and programs.
b. The Program Coordination Group The general function of this
Group is to initiate and generally administer Clandestine Services
Instructions establishing a planning and programming system. The more
detailed tasks oft MAGroup are;
(I) To initiate and administer.
(2) series - To recommend to the extent necessary
to assure Mency of FI planning procedures with other planning.
(3) - To initiate and administer, including:
(a) The general format of the annual CIA Strategic Plan
for NSC 10 series activities in the cold war, its annexes,
and the operational plans subordinate thereto.
(b) The establishment of the form and procedures for,,
and the monitoring of the preparation of Annexes B and C to
the CIA Strategic Plan and of the similar sections of subor-
dinate operational plans.
(c) Cooperation with DD/P ADMIN in the preparation
of Annex D to the CIA Strategic Plan to the extent necessary
to iri?s` AIkonsistency with other planning documents,
(4) - Generally to review PM war planning,
with special attention to:
(a) The establishment of basic war planning relationships
between Defense and CIA.
(b) The definition of CIA-Defense and CIA war planning
documents and procedures.
(c) The establishment of internal Clandestine Services
responsibilities and procedures for war planning.
(d) The adequacy of coverage of war planning matters,
(e) Consistency and balance between CIA cold and hot
war planning documents and procedures,
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in administrative an ogistic planning, and to recommend as
necessary to assure consistency with strategic and operational
plans. 25X1 A
(6) - To participate with DD/P ADMIN
and Staffs in development of procedures for the proposal and
approval of programs and projects to execute planned objectives.
(7) To maintain records for:
(a) The continuing comparison between tentatively
planned objectives and firmly programmed and budgeted
objectives.
(b) The maintenance of a continuing summary control
record showing the assignment of programmed objectives
to projects for execution.
(8) To render assistance to Areas and Staffs in determining
priorities for the selection of firm program objectives from the
tentatively planned objectives.
(9) To collaborate with F'l, PM, PP and TSS in the develop-
ment of target classification, identification, selection and
recording systems.
(10) To maintain general familiarity with all phases of the
planning-programming system in order to take ad hoc action on
matters involving this system.
(11) To participate in overseas logistical support base
planning.
c. Review and Reports Group: The general function of this Group
is to initiate and generally administer Clandestine Services Instructions
establishing a system of periodic reports on CS activities, and to monitor
the evaluation of effort on the basis of such reports. The more detailed
tasks of this Group are: 25X1A
(1) To initiate and generally administer the Sub -
series, including:
(a) Establishment of form and content of periodic
reports on CS status and progress.
(b) Definition of responsibilities and procedures for
their preparation, and over-all staff supervision of
performance.
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(c) Continuing review of reeuf'!*ng reports for adequacy
of content, form, and utility, with initiation of corrective
action as required.
(d) Preparation or assembly of CS reports of general
coverage for submission to higher levels,
(2) To initiate and administer instructions and procedures
for the evaluation of reported information, such evaluation to cover:
(a) an collaboration with other staff and line elements,
the comparison of policy objectives, planned objectives,
programmed objectives, and completeness of project
assignment,
(b) The adequacy of the project and support machinery
to accomplish the objectives.
(c) The adequacy of project performance of assigned
objectives,
(d) The initiation of corrective action by report and
recommendation to DD/P, by suggestion to other Staff and
line elements, or by reference to the I&R Staff for special
action.
(3) To keep generally informed on recurring and special
reports and reporting activities, and make recommendations for
reducing the reports burden and for increasing the effectiveness
of report preparation, presentation, and use for the CS area.
(4) To keep generally informed of higher level CIA reports
which may incorporate or be based on information provided from
CS, and take required action to assure adequacy and accuracy of
the CS contribution and the CIA use.
(5) To make a continuing effort to tie all reporting and
evaluation directly to the base of Plans, Budgets and Programs,
and Projects.
d. Special Subjects and Assinments:
(1)
(2)
C/PPC).
(3)
Control of NSC document review (Exec. Asst. ).
Planning and conduct of briefings (Exec. Asst. and
Action as assigned concerning POWs (ad hoc).
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(5) Representation with DD/I on CS interest in NSC
matters (C/PPC).
(6) Liaison for CS, through designated CIA point, to OCB
(ad hoc).
(7) Other items as assigned (ad hoc).
3. General Guidance for PPC Action: Certain general considerations
will guide the performance of the above tasks;
a. The task breakdowns above are the general alignment of the
continuing responsibilities. However, whatever the formal assignment,
all PPC Staff members may expect to be deployed against any part of the
total staff job in accordance with special abilities or situations.
b. One fundamental principle of action by this Staff will be the
general assumption that a staff paper is worth the time of production
only if, when signed by appropriate authority, it constitutes a directive
to a specified action element to do something. There will be minor
exceptions, of course, such as comments on papers of external origin
and summaries prepared strictly for informational purposes. In general,
our papers will take the directive form from the initial draft, and we
will avoid the type of incomplete staff study which requires later trans-
mutation into action documents.
c. A further principle of PPC action will be to avoid local
performance to the fullest extent possible, by reserving our own position
to that of monitor, with detailed action located at some other proper point.
d. We will make every effort to encourage FI, PP, and. PM to
assume to the fullest degree their General Staff responsibilities, rather
than to try to take over such responsibility ourselves. This consideration
requires special attention in relation to PM, whose war planning respon-
sibility especially is comprehensive and is intended to be truly of a
General Staff character in relation to other Staff elements as well as to
the line organization. While FI activities are not excluded from the
responsibilities of this Staff, at the point where FI and over-all interests
interact, as a matter of the practical dynamics this Staff will be less
involved in FI matters than in those of PP and PM. Since the PP-PM
policy base is largely mutual and that of FI is separate and single, a
larger part of FI business is properly handled by and from the FI Staff
with no interpolation of PPC as a channel. PPC interest in FI affairs
will be the minimum involving inter-staff and CS-wide problems.
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principle of this Staff that the basic responsibility for recommendation of
content rests with the operator, and that the responsibility for decision
on content rests with the executive levels above this Staff. Our function
is primarily to provide the mechanical framework of form and procedure
into which the operator will put the substantive content. Our intrusion
into the content, and to the extent of our influence the intrusion of other
Staff elements into content, will be limited to,
(1) The clarification and recording of higher level policies
and purposes so that the operator may know what is expected of
him.
(2) The posing of problems of policy and purpose, as raised
from the operator, to higher levels for their clarification and
decision.
(3) The final formulation of the operator's proposals con-
cerning his policy and action in the best form to obtain favorable
authoritative decision.
(4) The review of operational proposals for consistency
with higher level policies and purposes, and recommendation to
eliminate inconsistency.
(5) Coordination of multi-operator interests, to the minimum
necessary to preserve the over-all interest.
(6) (As a special Staff function of FI, PP, PM, and TSS
more than of PPC) the provision of advice to the operator concern-
ing the technical tools available to accomplish his assigned
objectives.
(7) Special action assistance in other substantive matters
only when there is a clear desire from those normally responsible
that PPC do the job, and even then, only if PPC has the capability
to undertake it.
f. Problems of administration and logistics will be left to
DD/P ADMIN, and PPC will become involved only to the extent of
helping in the separation of tightly interwoven operational-logistic
problems into their components for normal action by others.
g. PPC will consistently meet its obligation to make recommenda-
tion to DD/P on controversial or complex matters within PPC responsi-
bility for action, On matters of substantial complexity or involving
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difficult choices among possibilities, PPC's analysis will make its own
recommendations clear, but will include careful statement of the
reasons why different possibilit Xt11ght be chosen.
Chief, Planning and Program
Coordination Staff
attachment:
PPC Document Action Table
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