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Provisional
Basic Field Manual
STRATEGIC SERVICES
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Prepared under direction of
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U.S. Office of Strategic Services _
Washington, D. C.
1 December 1943
This/frovisional Basic Field Manual fstrategic Services,
is based upon the functions and duties assigned to the Office
of Strategic Services by the Directive of the Joint Chiefs of
Staff (JCS 155/11/D). It is published for the information
and guidance of all concerned and will be used as the basic
doctrine in the organization, administration, and conduct of
Strategic Services activities.
This document is intended for use at bases and will not
be taken into advanced bases. AR 380—5 pertaining to hand-
ling of secret documents will be complied with in the handling
of this document.
William J. Donovan
Director
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TABLE OF CONTENTS ..
Page
SECTION I— GENERAL PROVISIONS
1. PURPOSE 1
2. DEFINITION 1
3. OBJECTIVES 1
4, FUNCTIONS ; : 1
5. COORDINATION OF STRATEGIC
SERVICES PROGRAMS ah bad ta. te, OB
G, FACTORS: 4-0. aS ke <p Oe Se oe 8
7, APPLICATION 9
SECTION II — ORGANIZATION .
8. CONTROL . . . . 10
9. AGENCIES AND COMMANDS INVOLVED . . 10
10. OFFICE OF STRATEGIC SERVICES .... 10
11. ORGANIZATION WITHIN THEATERS. ... 14
12. ORGANIZATION WITHIN NEUTRAL
COUNTRIES . .... . . . . 15
SECTION III — INTELLIGENCE
13. IMPORTANCE . .... . . . . 16
14. APPLICATION wer? ab a wake TE we. Ve 16
SECTION IV — PLANNING
15. DIRECTIVE de vee Teeg Ct ad ine SG. -edk ST
16. PLANS : 17
17. BASIC AND SPECIAL PLANS AND PROGRAMS 17
18. OPERATIONAL PLANS... . 18
19. STUDIES AND SURVEYS... .. . 19
SECTION V — OPERATIONS
20. GENERAL... my Me - 3 oY ee oy 1D
21. MORALE OPERATIONS a tae” (8. ies et 4 320
22. SPECIAL OPERATIONS eRe we Oe! GBT
23. POLITICAL PRESSURES . .. . . . @i
24. ECONOMIC PRESSURES . . a te oe 22
25. CONTROL AND COORDINATION . . . . 22
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SECTION VI — COMMUNICATIONS
26. COMMUNICATION FACILITIES . . . . 238
27. SECURITY . ee a a 28
28. SERVICING AND CONTROL i ney Vatg we Jaw 28
SECTION VII — PERSONNEL
29. TYPES AND SOURCES... . . 24
30. REQUIREMENTS AND PROCUREMENT . . 20
31. TRAINING nn the 8 Ge ec RS. ae oe AO
SECTION VIII — SUPPLY AND TRANSPORTATION
32. ARMY SUPPLY FACILITIES . . . . . 2
33. NAVY SUPPLY FACILITIES . .. . . 81
34. TRANSPORTATION ge Se oR, whe, Dee? Se, we
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PROVISIONAL BASIC FIELD MANUAL
STRATEGIC SERVICES
(as defined by JCS 155/11/D)
SECTION I—GENERAL PROVISIONS
1. PURPOSE—The purpose of this Manual is to provide:
a. A comprehensive picture of all Strategic Services
activities in their relation to actual or planned military
operations;
b. A guide for the planning and conduct of Strategic
Services within the Office of Strategic Services, within
theaters, and within neutral areas.
2. DEFINITION*—As used in the directive of the Joint
Chiefs of Staff (JCS 155/11/D), the term “Strategic Serv-
ices” includes all measures (except those pertaining to the
Federal program of radio, press, publication and related
foreign propaganda activities involving the dissemination of
therance of the war effort,
3. OBJECTIVES—The principal objectives lor Strategic
ervices activities are:
. To aid and give direct support to the furtherance of
ees or actual military operations; ‘Sa7M% P/7
b. To destroy the will and ability of the enemy to resist;
c. To deprive the enemy of the support of his allies and
of neutrals and strengthen resistance within occupied
Be ceas
4, FUNCTIONS—The Office of Strategic Services is the
agency of the Joint Chiefs of Staff charged with the func-
tions and duties described below:
a. Secret INTELLIGENCE: The Office of Strategic Serv-
ices is authorized to:
* In addition to the measures included in the definition of the Joint
Chiefs of Staff, propaganda must also be associated and used as a
pressure for enforcing our will upon the enemy.
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(1) Collect secret intelligence in all areas other than
the Western Hemisphere by means of espionage and
counter-espionage, and evaluate and disseminate such
intelligence to authorized agencies. In the Western
Hemisphere, bases already established by the Office of
Strategic Services in Santiago, Chile, and Buenos Aires,
Argentina, may be used as ports of exit and of entry for
the purpose of facilitating operations in Europe and
Asia but not for the purpose of conducting operations in
South America. The Office of Strategic Services is au-
thorized to have its transient agents from Europe or
Asia touching points in the Western Hemisphere trans-
mit information through facilities of the Military Intel-
ligence Service and of the Office of Naval Intelligence.
(2) Establish and maintain direct liaison with Allied
secret intelligence agencies.
(3) Obtain information from underground groups by
direct contact or other means.
(4) Establish and maintain direct liaison with mili-
tary and naval counter-intelligence, Federal Bureau of
Investigation, and other Government agencies engaged
in counter-intelligence.
b. Resrarcu anp ANALysis: The Office of Strategic Serv-
ices will:
(1) Furnish essential intelligence for the planning
and execution of approved Strategic Services operations,
and
(2) Furnish such intelligence as is requested by
agencies of the Joint Chiefs of Staff, the armed services,
and other authorized Government agencies. To accom-
plish the foregoing, no geographical restriction is placed
on the research and analysis functions of the Office of
Strategic Services, and the following specific activities
will be performed:
(a) Accumulation, evaluation, and analysis of
political, psychological, sociological, economic, topo-
graphic, and military information required for the
above.
(b) Preparation of such studies embracing the
foregoing factors as may be required.
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(c) Preparation of the assigned sections of Joint
Army and Navy Intelligence Studies (JANIS), to-
gether with such maps, charts, and appendices as
may be required to accompany these sections.
(d) Preparation of such maps, charts, and illus-
trations as may be requested by the agencies of the
Joint Chiefs of Staff and authorized agencies of the
War and Navy Departments.
¢. SECRET OPERATIONS: The secret operations included in
this paragraph are conducted within enemy countries and
enemy-occupied or controlled countries, and from bases
within other areas, including neutral areas, where action
or counter-action may be effective against the enemy.
(1) Morale Subversion. The Office of Strategic Serv-
ices is responsible for the execution of all forms of
morale subversion by divers means including: False
rumors, “freedom stations,” false leaflets and false
documents, the organization and support of fifth col-
umn activities by grants, trained personnel and supplies,
and the use of agents, all for the purpose of creating con-
fusion, division, and undermining the morale of the
enemy.
(2) Physical Subversion. The Office of Strategic
Services is responsible for the execution of approved
special operations including:
(a) Sabotage.
(b) Organiza Ganization and conduct of guerrilla war-
fgre. personnel 0 be provided for guerrilla warfare
will be limited to organizers, fomenters, and opera-
tional nuclei.
(c) Direct contact with and support of under-
ground resistance groups. ;
(d) The conduct of special operations not as-
signed to other Government agencies and not under
the direct control of the theater or area commanders.
(e) The organization, equipment, and training
of such individuals or organizations as may be re-
quired for special operations not assigned to other
vernment agencies.
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ad. Srrarecic Services PLANNING, EXECUTION, DoctRINE,
AND TRAINING: The Office of Strategic Services is charged
with:
(1) The planning, development, and execution of
Strategic Services for the Joint Chiefs of Staff, and the
development of doctrine covering such services.
(2) The training of personnel for Strategic Services.
€. WEAPONS AND EQUIPMENT: The Office of Strategic
Services is responsible for the progressive and orderly de-
velopment of operating procedure and the characteristics
of special weapons and special equipment for special oper-
ations not assigned or pertinent to other U.S. Government
agencies. When approved by the Office of Scientific Re-
search and Development, such special weapons and special
equipment may be developed by the Office of Strategic Serv-
ices in collaboration with the Office of Scientific Research
and Development. The characteristics having been so es-
tablished are presented to the Assistant Chief of Staff, G-4,
War Department General Staff, and the Vice Chief of
Naval Operations for transmittal to the appropriate supply
agency for further development or procurement. Weapons,
equipment, and supplies for the Office of Strategic Services
are programmed and procured in accordance with the
pertinent Joint Chiefs of Staff directives and current Army
and Navy instructions based thereon.
{. ConTACT WITH FoREIGN NATIONALITY Groups: The Of-
fice of Strategic Services is authorized, in consultation with
the Department of State, to maintain contact with foreign
nationality groups and individuals in the United States for
the purpose of obtaining information.
g. Communications: The Office of Strategic Services is
responsible for the planning, organization, and operation
of essential communications required for field and training
activities in connection with approved projects. Existing
communication facilities are utilized wherever possible.
The programming and procurement of communications
equipment are made only after approval therefor has been
secured from the Assistant Chief of Staff, G-4, War Depart-
ment General Staff, or the Vice Chief of Naval Operations,
depending upon which service has primary interest in the
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particular type of communications equipment under con-
sideration.
h. LIAISON WITH OTHER AGENCIES: The Office of Strategic
Services is authorized to maintain liaison with other inter-
ested Government agencies.
5. COORDINATION OF STRATEGIC SERVICES PRO-
GRAMS — Strategic Services programs are supplementary
to and must be coordinated with military programs. To in-
sure this, a Planning Group to act as a joint medium has
been set up in the Office of Strategic Services for supervising
and coordinating the planning and execution of Strategic
Services programs. The Planning Group, Office of Strategic
Services consists of:
a. One member appointed by the Secretary of State, two
members appointed by the Chief of Staff, U.S. Army, two
members appointed by the Commander-in-Chief, U.S. Fleet
and the Chief of Naval Operations, and four members in-
cluding the Chairman, appointed by the Director of Stra-
tegic Services.
b. The members of the Planning Group, Office of Stra-
tegic Services, are available for full-time duty and are free
from other assigned duties.
c. An Advisory Committee comprising representatives
from the Office of Economic Warfare, Coordinator of Inter-
American Affairs, Treasury Department, and from time to
time representatives of such other Government agencies as
may be called upon to serve, has been set up to serve with
the Planning Group, either as individual members or as a
committee when requested by the Chairman of the Group,
to consider matters affecting the respective agencies rep-
resented on the committee. Members of the Advisory Com-
mittee advise the Planning Group as to how their respective
agencies can be of assistance in insuring the success of
Strategic Services plans.
d. All major projects and plans for Strategic Services
include measures for political, cultural, and economic
pressures to be applied. In the case of economic pressures,
the projects and plans indicate only the results desired
from the Office of Economic Warfare, *
* Now consolidated under Office of Foreign Economic Administration.
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e. All major projects and plans for Strategic Services
are integrated with military and naval programs by the
Planning Group, Office of Strategic Services and after ap-
proval by the Director of Strategic Services, are submitted
to the Joint Chiefs of Staff through the Joint Staff Plan-
ners for final approval.
6. FACTORS A 3
ia bea
a. GENERAL: The nature of pr j rategic
Services activities is influenced by military. palitical, eco:
nomic, psychological, and sociological fa Successful
cution of Strategic Services operations depends upon
STSAMMUIC RMOWIedEE OTHE areas In Which suck operation: Ich such operations
Are to take place, of the above factors, and of the opposing
SHS SCEMTTSe which can be used to our own advantage.
The intelligence agencies of Strategic Services must pro-
vide this information in order to insure adequate and co-
ordinated planning for operations in the field. Strategic
Services/intelligence must and.cvaluate peoples and
their problems, the aims ang weapons used by both adver-
saries and friends, and above all, the weaknesses sand divi-
sions that exist a thin given countries. —— the “soft “Spots”
or “vulnerabilities” which are targets of Strategic Services
activities. Such intelligence must be thoroughly objective,
adequately detailed, up-to-date, accessible, and specificall
ocused on the pro acing Strategic Services planners
and operatives.
b. Miuirary Factors:
(1) The military factors, important in the employ-
ment of Strategic Services are those bearing on strategy
and on military operations.
(2) In general, those factors bearing on military
strategy deal with the enemy situation within an enemy
or enemy-occupied territory, or within a territory which
may be occupied by the enemy, and include those ele-
ments vital to our own military strategy, such as:
(a) The enemy’s military organization and dis-
positions, his plans and counter-plans;
(b) His industrial establishment;
(c) His resources and channels of supply;
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(d) His weaknesses and vulnerabilities;
(e) Those elements in his setup most harmful
to our strategy;
(f) His organization for control of occupied
areas and areas which he may in future occupy.
Those considerations bearing on military opera-
tions deal with specific objectives in the field of secret
intelligence, morale subversion, and special operations
which bear directly on the objectives and plan of the
theater commander and which will further his military
operations.
(4) Bearing in mind that neutral territory may be
occupied by the enemy, Strategic Services plans, organ-
izes, and directs its activities in anticipation of future
events in those areas in consonance with military plans
and with our national policy.
( c. PoLiticaL Factors:
(1) In general, the important political factorstin the
employment 0 rategic Services are those which can
be used to exploit the weaknesses within the enemy’s-
olitical organization and which enhance our own posi-
(a) Political weaknesses within enemy countries
between the leaders, the military, and the people;
(b) Political weaknesses between enemy part-
ners;
(c) Political weaknesses of the enemy with re-
spect to neutral countries;
(ad) Dissident elements within enemy and ene-
my-occupied territory;
(e) Refugee and emigrant groups abroad.
(2) Political pressures may be applied by:
(a) Undermining the faith of enemy peoples in
their leaders and their form of government;
(b) Discrediting enemy puppet governments;
(c) Creating division between enemy partners;
(d) Discrediting the enemy’s influence in neu-
- tral countries and countering his political activities;
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(e) Supporting the dissident elements within
enemy and enemy-occupied territory and promoting
cooperation among them;
(f) Utilizing refugee and emigrant groups
abroad.
(3) In dealing with political factors our plans and
activities must conform to our national policy, and be
correlated with those of our Allies. They must also fol-
low the lines of current policy and its future implica-
tions. Such plans and activities cannot in themselves
be considered as expressions of national policy unless
emanating from an authoritative governmental source.
\ d. Economic Factors:
\ (1) The important economic factors in Strategic
| Services are those bearing on the economic strengths
and weaknesses o e enemy. These include:
| (a) e enemy's material resources;
' (b) His industrial potential;
(c) His shortages;
(d) His sources of supply abroad.
(2) Economic pressures may be applied by:
(a) Pre-emptive buying in neutral countries;
{ (b) Elimination of foreign sources of supply;
| (c) Destruction of the enemy’s credit;
i (d) Destruction of his industrial installations,
food producing capacity and transportation facilities;
| (e) Disruption of his labor supply;
\ (f) Meeting the demand of enemy and neutral
populations for foods and materials.
e. PSYCHOLOGICAL AND SOCIOLOGICAL FACTORS:
(1) The important ps log} and social factors
which can be used to advantage in Strategic Services are
| those dealing with the weaknesses and vulnerabilities of
the people of enemy populations, populations within
enemy-occtpi erritories, and within neutral coun-
a) The morale of the enemy population, both
military and civilian;
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(b) Morale of populations within enemy-occu-
pied or controlled territory;
(c) Temperamental and ideological weaknesses
of the enemy;
(ad) Sympathies of populations within neutral
areas;
(e) Racial, religious, and social differences and
hatreds between populations of the enemy nations
and between groups within these nations;
(f) Racial, religious, and social differences and
hatreds between groups within enemy-controlled or
occupied countries;
(g) Racial, religious, and social ties with neu-
trals.
(2) Such factors can be exploited by:
(a) Explanation of our war objectives;
(b) Creating irritation, division, confusion, de-
ception, terrorization, fear, appeasement, conversion,
and discouragement within the enemy population;
(c) Utilizing the enemy’s mistakes in psychology
and in policy;
(d) Taking advantage of the war weariness of
the enemy;
(e) Creating or increasing hatred of the enemy
by populations of enemy-occupied and neutral areas;
(f) Lowering the will of the enemy population
to resist;
(g) Taking advantage of the racial, religious,
and social differences and hatreds.
ornate
7. APPLICATION
a. Strategic Services, to_be effective, must constantly
search for the weaknesses or factors In the enemy’s jnili-
at olitical, economic, psychologic, and social chain, as
revealed by current intelligence,
b. Having located these weaknesses or vulnerabilities,
Strategic Services m ay incessantly upon them by all
possible means, must ai the
mys military, economic, and political streng th, the |
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creation of division and unrest
Mie Will and ability t ieabou.
c. In neutral areas, Strategic Services must aim toward
the encouragement of popular and official s al
United Nations.
SECTION II — ORGANIZATION
8. CONTROL — The organization for the conduct of Stra-
tegic Services must be such as will facilitate the concentra-
tion of all its activities to one end: furtherance of actual
or planned military operations in the winning of the war. To
this end a central agency cognizant of actual or planned mili-
tary operations must have authority not only to approve
these plans, but to insure control of their operations. The
Joint Chiefs of Staff is the central agency charged with this
responsibility.
9. AGENCIES AND COMMANDS INVOLVED — The prin-
cipal agencies and commanders involved in the conduct of
Strategic Services are:
a. OFFICE oF STRATEGIC SERVICES, an agency of the Joint
Chiefs of Staff;
b. THEATER COMMANDERS, subordinates of the Joint
Chiefs of Staff;
c. STATE DEPARTMENT, concerned with exerting political
pressures, particularly within friendly and neutral coun-
tries;
d. OrFicze or Economic WarrarRE (OFEA), TREASURY
DEPARTMENT, concerned with exerting economic pressures,
particularly within friendly and neutral countries.
10. OFFICE OF STRATEGIC SERVICES
a. Functions: The functions of the Office of Strategic
Services are covered in paragraph 4, section I, of this
manual.
b. ORGANIZATION:
(1) The Office of Strategic Services consists of a
Director, appointed by the President, a Planning Group,
an Advisory Committee, headquarters establishments
for intelligence, operations, recruiting, training, and
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supply, and field administrative and operating person-
nel within theaters and within neutral areas.
(2) The Planning Group
The composition and functions of the Planning
Group and its Advisory Committee are covered in para-
‘graph 5, section I, of this manual. ,
(3) Headquarters Establishments
The headquarters establishments consist of the
Assistant Director, the Deputy Directors and other staff
officers, the services and supply branches, an intelli-
gence service, the branches concerned with strategic
services operations, and a number of other branches and
offices, including a Communications Branch, a Schools
and Training Branch, a Research and Development Of-
fice, a Headquarters and Headquarters Detachment, a
Naval Command, a Field Photographic Branch, and the
Planning Staff. aa .
(a) The Services and Supply Branches include
Procurement and Supply, Administration, Budget
' and Finance, Personnel Procurement, Civilian Per-
sonnel, and Medical Service.
(b) The Intelligence Service includes:
(1) The Secret Intelligence Branch which is
responsible for:
(a) Collection of secret intelligence in
all areas other than the Western Hemisphere
by means of espionage and its evaluation
and dissemination to authorized agencies;
(b) Establishment and maintenance of
direct liaison with Allied secret intelligence
agencies;
, (c) Obtaining information from under-
ground groups by direct contact or other
means.
(2) The X-2 Branch: The functions of this
branch pertain to counter-espionage activities.
(3) The Research and Analysis Branch
With respect to the responsibilities of
OSS to (1) furnish essential intelligence for the
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planning and execution of approved strategic
services operations, and (2) furnish such intel-
ligence as is requested by agencies of the Joint
Chiefs of Staff, the armed services, and other
authorized Government agencies. The Research
and Analysis Branch is responsible for the fol-
lowing, with no geographical restrictions placed
on its functions:
(a) Accumulation, evaluation, and anal-
ysis of political, psychological, sociological,
economic, topographic, and military infor-
/ mation required for the above;
(b) Preparation of such studies em-
bracing the foregoing factors as may be
required;
(c) Preparation of the assigned sec-
tions of Joint Army and Navy Intelligence
Studies (JANIS), together with such maps,
charts, and appendices as may be required
to accompany these sections;
(ad) Preparation of such maps, charts,
and illustrations as may be requested by the
agencies of the Joint Chiefs of Staff and
authorized agencies of the War and Navy
Departments.
(4) The Foreign Nationalities Branch which
is responsible for:
(a) Maintaining, in consultation with
the State Department, contact with foreign
nationality groups and individuals in the
United States for the purpose of obtaining
information;
(b) Analyzing, indexing, and processing
the information in forms appropriate for
dissemination to the strategic services plan-
ning and operating agencies of the OSS, the
State Department and other agencies of the
Government requiring the information.
(c) Strategic Services Operations includes the
following branches:
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(1) The Morale Operations Branch which is
responsible for the execution of all forms of
morale subversion by divers means including:
False rumors, “freedom stations,” false
leaflets and false documents, the organiza-
tion and support of fifth column activities by
grants, trained personnel and supplies, and
the use of agents, all for the purpose of
creating confusion, division, and undermin-
ing the morale of the enemy.
(2) The Special Operations Branch which is
responsible for:
(a) Sabotage;
(b) Direct contact with and support of
underground resistance groups;
(c) The conduct of special operations
not assigned to other Government agencies
and not under direct control of the theater
or area commander;
(d) The organization, equipment, and
training of such individuals or organizations
as may be required for special operations not
assigned to other Government agencies.
(3) Operational Groups Branch:
This Branch is responsible for the or-
ganization and conduct of guerrilla warfare.
Personnel to be provided for guerrilla warfare
is limited to organizers, fomenters and opera-
tional nuclei.
(d) Other branches and offices include:
(1) The Communications Branch, which is
responsible for the planning, organization, and
operation of essential communications required
for field and training activities in connection
with approved projects. Existing communication
facilities are utilized wherever possible.
(2) The Schools and Training Branch,
which is responsible for providing and operating
facilities for the instruction and training for all
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OSS personnel including instruction in Secret In-
telligence, Strategic Services Operations, Com-
munications, and Maritime operations and
tactics.
(3) The Research and Development Office,
which is responsible for the progressive and ord-
erly development of operating procedure and the
characteristics of special weapons and special
equipment for special operations not assigned or
pertinent to other U.S. Government agencies.
(4) Headquarters and Headquarters De-
tachment, OSS, dnd the OSS Naval Command,
which are responsible for administration and
supply of the Army, Navy, and Marine Corps per-
sonnel of OSS assigned to these units.
(5) The Field Photographic Branch, which
is responsible for:
(a) Producing motion and still pictures
of strategic and confidential subjects;
(b) Preparation of relief studies, mod-
els, maps, charts, and other visual presenta-
tion media, and presentation of assigned
sections of Joint Army and Navy Intelligence
Studies (JANIS).
(6) The Planning Staff, which assists the
Director and the Planning Group in the develop-
ment of Strategic Services plans, programs, and
doctrine.
11. ORGANIZATION WITHIN THEATERS
a. Strategic Services operations within organized thea-
ters or areas are subject to the direct control of the com-
mander concerned. Within organized theaters or areas,
officers and agents of the Office of Strategic Services are
under the direct control of the commander concerned, who
must be informed of all plans or projects to be carried out
within the theater or area and their current status. They
may not engage in any activity which has not been approv-
ed by the commander concerned.
bk. The Strategic Services Organization within theaters
consists of (subject to the approval of the theater com-
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mander): a special staff section of the theater command-
er’s staff; establishments for training, communications,
and supply; field administrative and operating personnel.
(1) The Special Staff Section of the theater com-
mander’s staff is designated “The Strategic Services
Section.” Its chief is designated “The Strategic Services
Officer” and is the principal advisor and representative
of the theater commander on matters pertaining to
Strategic Services. This special staff section must be so
organized as to effectively assist the theater commander
in the planning, organization, coordination, and control
of all Strategic Services activities within the theater.
The organization should, in general, follow that set
forth in paragraph 10-b-(3) above, for the Office of
Strategic Services. It should include only those
branches applicable to operations within the theater.
(2) Such schools and training establishments are
organized within the theater as are necessary to meet its
training requirements.
(3) A communications base is organized within each
theater to provide the necessary communications be-
tween the theater headquarters and the field operating
personnel.
(4) The Strategic Services activities within the thea-
ter are performed by field operatives who, in general, are
administered, supplied, and controlled by such number
of administrative headquarters as may be necessary.
12. ORGANIZATION WITHIN NEUTRAL COUNTRIES
a. Strategic Services operations and activities (except
economic and political pressures) within neutral countries
are conducted by an organization controlled, administered,
and supplied by the Office of Strategic Services. This organ-
ization requires a carefully selected and trained officer or
civilian who is familiar with all phases of Strategic Services
and who is also thoroughly familiar with conditions within
the neutral country. He is designated as “Chief of OSS
Mission.”
bk. The political and economic phases of Strategic Serv-
ices within neutral countries are conducted by representa-
tives of the State Department and the Foreign Economic
Administration (FEA), respectively.
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SECTION III — INTELLIGENCE
13. IMPORTANCE
a. Of first and paramount importance to the success of
Strategic Services operations is intelligence. Before Strate-
gic Services activities can be effectively planned and con-
ducted, adequate intelligence covering all factors — mili-
tary, political, economic, psychological, and social — must
be available. This implies that an effective secret intelli-
gence service has been organized and is in operation both
in enemy, enemy-controlled, and neutral countries.
b. The secret intelligence service, to be effective, must
employ both espionage and counter-espionage methods. In
enemy and enemy-controlled territory espionage methods
are necessary in order to obtain secret information of his
military, economic, industrial, political, and social setup,
and determine his strength or vulnerabilities or soft spots.
In neutral and enemy-occupied areas both espionage and
counter-espionage methods are necessary, not only to
secure intelligence of the military, political, economic, psy-
chological, and social factors, but also to determine and
counteract the secret activities of the enemy. In neutral
areas, furthermore, these methods are necessary in secur-
ing operational bases for penetration of enemy territory.
14. APPLICATION
a. An effective intelligence service implies three basic
needs within the intelligence organization:
(1) Carefully selected and properly trained field
agents for securing and reporting intelligence;
(2) Carefully selected and properly trained staff
personnel for the evaluation and dissemination of the
information received;
(3) An effective communications system.
b. It is apparent that an efficient intelligence service
cannot be organized and operated without careful plan-
ning, training, and control. Intelligence and counter-in-
telligence agents must be carefully selected and trained.
The key men in the organization must have a thorough
knowledge of what intelligence and counter-intelligence is
required. Our planning must indicate the intelligence tar-
gets or objectives and the details of information essential.
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The field agents must be provided with simple codes and,
where practicable, two-way radio communication sets. Se-
curity for protection of agents is essential, and every means
must be taken to safeguard this service in the field.
c. Within theaters, in neutral countries, and in the
Office of Strategic Services a carefully selected and prop-
erly trained staff of personnel must be available for the
receipt, evaluation, and dissemination of the information
received.
SECTION IV — PLANNING
15. DIRECTIVE
The Directive of the Joint Chiefs of Staff charges the
Office of Strategic Services with the planning, development,
and execution of Strategic Services for the Joint Chiefs of
Staff and the development of doctrine covering such services.
It charges the Planning Group, Office of Strategic Services,
with supervising and coordinating the planning and execu-
tion of the Strategic Services programs.
16. PLANS RF
a. Plans covering the exploitation of Strategic Services
factors In furtherance of actual or planned military opera-
tions must be developed for all enemy, enemy-occupied,
‘and neutral areas.
D. Such plans should include not_on e basic and
special plans and prog S$ Tor these areas, but detailed
ihe country and its population
17. BASIC AND SPECIAL PLANS AND PROGRAMS
a. The Basic and Special Plans and Strategic Services
programs are prepared under direction and supervision
of the Office of Strategic Services Planning Group, by the
Planning Staff, assisted by the Branch Planning Sections
of SI, X-2, MO, and SO, and by FN, R&A, and other
interested branches.
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b. All of these plans and programs for Strategic Services
activities must be integrated with military and naval pro-
grams by the Planning Group. Basic Plans, after approval
by the Director of Strategic Services, are submitted to the
Joint Chiefs of Staff through the Joint Staff Planners for
final approval. Special Plans and Strategic Services Pro-
grams supplementary to Basic Plans, are forwarded by
the Director of Strategic Services direct to the theater
commander concerned (or Chief of OSS Mission in neutral
areas) for his consideration. All Strategic Services activi-
ties within OSS and in the field will be based upon Strategic
Services programs prepared and agreed to by OSS in
Washington, and the theater or area commander or Chief
of OSS Mission in neutral areas. Such programs will set
forth the definite objectives for Strategic Services activi-
ties, in order of priority, for each theater, area, or country,
and when agreed upon by OSS, Washington, and the field
will become the over-all priority program of the OSS or-
ganization in the theater or neutral area and shall con-
stitute its primary objectives until changed by the theater
commander or by OSS with the approval of the theater
commander.
c. In order to assist OSS, theater commanders, and
Chiefs of OSS Missions in the implementation of Strategic
Services plans and programs, Implementation Studies,
covering supporting data, are prepared and furnished to
all concerned.
18. OPERATIONS PLANS
a. The operations plans for Strategic Services activities
within theaters are prepared for the theater commander
by the Strategic Services Section of his staff, and should
cover the implementation of the approved plans and pro-
grams for the theater or area.
b. Operations plans for approved Strategic Services
activities within neutral countries are similarly prepared
under the direction of the Chief of OSS Mission assigned
to that area.
c. Within theaters these operations plans must be
coordinated with the plans covering military operations,
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both as to timing and security control, and must be
approved by the theater commander.
19. STUDIES AND SURVEYS
In addition to the Implementation Studies referred to
in paragraph 17-c., above, such additional studies and sur-
veys will be prepared as may be required in the development
of plans and the conduct of operations. These will include
the Population and Social Conditions, Political, and Eco-
nomic Sections of Strategic Surveys, together with such
maps, charts, and appendices as may be required to accom-
pany these sections. They will also include such geographic
studies, including maps, charts, and illustrations, as may be
desired by the Joint Chiefs of Staff, the Office of Strategic
Services, theater commanders, and the War and Navy
Departments.
SECTION V — OPERATIONS
20. GENERAL
a. In view of the global scope of the war, Strategic
Services operations should be initiated for all areas from
both the over-all point of view and from the point of view of
providing direct support to our projected or actual military
operations.
b. From the over-all point of view, Strategic Services
operations must be aimed toward over-all results. To this
end, close coordination of the programs of our Allies,
theaters, and neutral areas is essential.
c. From the at of view of direct support of eeaty
operations, Strategic Services activities must aim towar
reserre which will aid and further our military operatjons Y operations
within a parti er. Such activities will include:
(1) Intensification of intelligence and counter-intel-
ligence;
(2) Organization for and implementation of timed,
active morale subversion;
(3) Organization of sabotage groups and the conduct
of sabotage activities in accordance with the program
prescribed by the theater commander;
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(4) Organization of guerrilla groups for open resist-
ance and for activities in support of military operations
when directed by the theater commander;
(5) Organization of fifth column to operate when
directed by the theater commander;
(6) Providing special personnel to act as interpret-
ers, guides, for marking beaches, and for similar activ-
ities to aid the invading forces as required by theater
commanders;
(7) Providing political, economic, and emergency
assistance at the time of and immediately after invasion.
21. MORALE OPERATIONS
a. Morale Operations (morale subversion) will be con-
ducted within enemy countries, within enemy-occupied or
controlled countries, and from bases within other areas
including neutral areas, where action or counter-action
may be effective against the enemy.
bk. Such operations have for their purpose:
(1) Inciting and spreading dissension;
(2) Creating confusion and disorder;
(3) Encouraging and supporting resistance and re-
volt against the enemy and the enemy government;
(4) Depressing the morale of his people and his
armed forces;
(5) Assisting in the furtherance of actual or plan-
ned military operations.
c. The means for carrying out morale operations in the
areas listed in paragraph a. above should be confined in
general to the following:
(1) Contacts with and manipulation of individuals
and underground groups;
(2) Bribery and blackmail;
(3) False rumors;
(4) Forgery;
(5) False leaflets and false documents;
(6) “Freedom Stations.”
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22. nie ad OPERATIONS
a. Spéctal Operations (physical subversion) will pe
conducted within en
‘Or controlled countries, and from bases within other areas -
‘roi which such o erations may be organized, directed,
and Sup Tied. at
b. Such operations have for their specific purpose:
(1) To reduce the industrial effort of the enemy;
(2) To slow down and interfere with his military
effort and operations;
(3) To assist and give direct support to our own
military operations.
c. The means for carrying out the above operations are:
(1) The use of carefully selected and trained agents
in modern methods of sabotage;
(2) The use of carefully selected and trained opera-
tional nuclei for the organization, equipment, and con-
trol of partisan groups and guerrilla bands in the con-
duct of guerrilla warfare;
(3) Direct contact with and support of guerrilla and
resistance groups;
(4) The conduct of special operations not assigned
to other Government agencies and not under the direct
control of the theater or area commanders;
(5) The organization, equipment, and training of
such individuals or organizations as may be required
for special operations not assigned to other Government
agencies.
(6) The supply of the implements, weapons, and
other means for the above operations.
23. POLITICAL PRESSURES
a. Political pressures will be applied not only to effect
over-all results, such as increasing our influence and pres-
tige, particularly in allied and neutral countries, but to
assist military commanders during invasion and in the oc-
cupation of enemy-controlled territory, by the alignment
of dissident elements and friendly political groups to our
support.
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"EERORET
b. The means for carrying out the above operations are
through the State Department itself, and the specially
trained and instructed personnel operating under the
State Department, Office of Strategic Services, and the
theater commander.
24. ECONOMIC PRESSURES
a. Economic pressures will be applied not only to effect
a weakening of the economic strength of the enemy but to
increase our influence and prestige with neutrals. The
means to accomplish this include those listed in paragraphs
21 and 22 above, as well as the activities of other Govern-
ment agencies.
b. Economic warfare objectives for the Office of Eco-
nomic Warfare (FEA) when included within Strategic
Services projects and plans will indicate the results desired.
Implementation will be effected by the Office of Economic
Warfare (FEA) upon request of the Joint Chiefs of Staff.
25. CONTROL AND COORDINATION
a. In order to secure maximum results from Strategic
Services operations, very close control and coordination is
necessary.
b. The over-all planning and execution of Strategic
Services operations is effected by the Joint Chiefs of Staff,
the Director of Strategic Services, and the Office of Stra-
tegic Services Planning Group.
c. Within organized theaters and areas, planning and
. execution of Strategic Services operations are subject to
direct approval and control by commanders concerne¢. All
operations must be in accord with and further the military
program.
d. Within neutral areas, general control and coordina-
tion is effected by the Director of Strategic Services and the
Planning Group. Specific control and coordination within
the area is effected by the Chief of OSS Mission who will
conform to directives and plans issued and approved by
Office of Strategic Services.
e. In order that the Office of Strategic Services organ-
ization may be of maximum assistance to theater com-
manders and to OSS Missions in neutral countries, Stra-
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tegic Services officers within theaters and Chiefs of OSS
Missions in neutral areas will keep the Director of Strategic
Services constantly informed of all Strategic Services de-
velopments within their theaters and areas.
SECTION VI-—- COMMUNICATIONS
26. COMMUNICATION FACILITIES
a. A proper system of communication facilities is an
essential part of the operations conducted by the Office of
Strategic Services.
b. Existing Army, Navy, and commercial facilities are
used for communications between the Office of Strategic
Services in Washington, the theater commander, and the
base station within the theater.
c. To meet technical and security requirements, a spe-
cial communication system, with special equipment, is
necessary within theaters and areas for communication
with agents in the field. This special system utilizes special
radio equipment both at the base and with the agents in
the field. The agent sets are small, low-powered, and capa-
ble of easy concealment. Base station equipment should
be supplemented by mobile and portable types capable of
being operated from different locations, when necessary, to
receive reports from agents.
d. The Office of Strategic Services shall be responsible
for the planning, organization, and operation of essential
communications required for field and training activities
in connection with approved projects.
27. SECURITY
In order to provide maximum security, very careful
training must be given all agents and operators of this special
equipment. The agents must be carefully selected and train-
ed in the safeguards of operating procedure essential to com-
municating in dangerous territory. They must be taught
cover and the use and protection of codes and ciphers and
the type, form, and numbers of reports. They must under-
stand the enemy’s techniques of detection and the precau-
tions to take against them. They must be schooled in the
system of operation by “cells” under which the detection of
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one agent, or his transmitter or cipher, will not unduly en-
danger other operatives.
28. SERVICING AND CONTROL
a. The Communications Branch, Office of Strategic
Services in Washington acts as a central servicing and con-
trol organization for this system of field communications.
b. An OSS message center in Washington connects with
base stations abroad through existing cable and wireless
facilities.
c. A Research and Development Section is continually
designing and adapting equipment to meet the special
needs of field operatives.
d. An advanced training school provides the specialized
training for field agents and operators at the base and
sub-base stations.
e. The administration, engineering, procuring, and
warehousing sections under the Chief of Communications
Branch conduct the general planning of base station oper-
ations, the scheduling of men and materiel required by
overseas theaters, and the general administration of the
communications organization.
SECTION VII — PERSONNEL
29, TYPES AND SOURCES
a. While Strategic Services can be conducted by a wide
variety of people from all walks of life, the particular types,
especially among the key personnel, must be selected to fit
the circumstances surrounding a given operation. Such
personnel must have special qualifications, and must be
particularly adapted for the task.
b. The special character of the operations may require
that military, naval, and civilian personnel be used. Within
theaters, all of the communications and administrative
key personnel should be military or naval. Also, key in-
telligence and field operating personnel within theaters
should be in the military or naval service. Every effort
should be made to employ reliable alien groups for special
operations (sabotage and guerrilla warfare). Within nev-
tral areas, the employment of civilian personnel is normal.
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—SEORET
30. REQUIREMENTS AND PROCUREMENT
a. Personnel requirements will be determined by the
Office of Strategic Services based upon plans approved by
the Joint Chiefs of Staff. Military and naval personnel
requirements after approval by the Joint Chiefs of Staff
are forwarded to the War and Navy Departments for ap-
proval of allotments.
b. Based upon approved War and Navy Department al-
lotments, the OSS takes action to procure the proper types
of personnel to meet requirements. The selection and
procurement of civilian personnel to meet requirements is
a function of OSS.
31. TRAINING
a. The Office of Strategic Services and the theater com-
manders are responsible for the instruction and training
of personnel necessary for OSS activities. To effect this
training the necessary training establishments and schools
will be established in the United States under the control
and direction of the Director of Strategic Services and in
theaters under the control and direction of theater com-
manders,
b. Insofar as is practicable, all personnel procured in
the United States, should receive training for special as-
signments prior to being sent to a theater or neutral area.
Training establishments within theaters should be used to
train personnel procured within theaters and to give such
further specialized training to personnel procured in the
United States as may be necessary for the particular tasks
or operations.
c. Due to the nature of the work to be performed, all
training must be conducted by experts in the operations to
be executed. In every case, particular stress must be laid
on cover, security, specific elements of enemy information
desired, and methods of identifying enemy materiel, units,
and equipment.
SECTION VIII — SUPPLY AND TRANSPORTATION
32, ARMY SUPPLY FACILITIES
a. AGREEMENT. By agreement between the War Depart-
ment and the Office of Strategic Services, the program-
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ming, procuring, and supplying of materiel by the Army to
the Office of Strategic Services is as follows:
b. PROGRAMMING.
(1) The estimated quantities of major articles of sup-
ply required in 1943 and 1944 for planned operations and
training, will be prepared by the Office of Strategic
Services and included in a catalogue of requirements.
Requirements will be carefully reviewed to insure maxi-
mum possible use of standard U.S. Army equipment
rather than special types, the utilization of commercial
types in lieu of special purpose types wherever possible,
and the reasonableness of the requirements determined.
The quantities included for transfer to other nations as
International Aid will be indicated. This catalogue of
requirements will then be submitted to Assistant Chief
of Staff, G-4, War Department General Staff, reviewed
by appropriate agencies of the War Department and re-
turned to the Assistant Chief of Staff, G-4, War De-
_ partment General Staff, for final action.
(2) The following types of articles will be specifically
included:
(a) Controlled items of equipment;
(b) Other major articles of standard U.S. Army
equipment involving substantial quantities of critical
raw materials, except miscellaneous items allocated
by the War Production Board such as passenger cars,
typewriters, and adding machines;
(c) Articles or devices required for Special Op-
erations which have not been standardized by the
Army Air Forces or the Army Service Forces..
(3) The Commanding General, Army Service Forces
(Director, Requirements Division) will transmit the
quantities of standard items appearing in the approved
catalogue of the Office of Strategic Services to the Chiefs
of the Technical Services concerned, for inclusion in the
Army Supply Program. Requisitions for standard items
not included in the catalogue which are filled in accord-
ance with paragraph 32-d-(3)-(d) will be considered
exceptional issues by the Chiefs of the Technical Serv-
ices and incorporated in the Army Supply Program in
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1 the same manner as that prescribed for exceptional
issues. Non-standard items will not be included in the
Army Supply Program.
(4) Periodic revisions of the catalogue will corre-
spond with the dates established for the recomputation
of the Army Supply Program and will follow the same
_ procedure as indicated above. The revised catalogue
will be prepared in sufficient time to reach the Com-
manding General, Army Service Forces (Director, Re-
quirements Division) not later than 15 June and 15
December of each year.
¢c, PROCUREMENT.
(1) Procurement of materiel supplied by the Army
Air Forces will be effected by the Office of Strategic
Services through the Commanding General, Army Air
Forces.
(2) Procurement of standard items of equipment in
the quantities slated in the approved catalogues, which
are supplied by the Army Service Forces, will be effected
by the Office of Strategic Services through the Appro-
priate Technical Services.
(a) Procurement of major standard items of
equipment not included in the approved catalogue
or in excess of the quantities stated therein will be
processed through the Commanding General, Army
Service Forces (Director, Requirements Division)
for approval. After such approval, procurement will
be effected by the Office of Strategic Services through
the technical service concerned, the request will be
forwarded to the Assistant Chief of Staff, G-4, War
Department General Staff, for decision.
(3) Allocation of miscellaneous items of standard or
; non-standard equipment subject to control by the War
Production Board, such as passenger cars, typewriters,
and adding machines, will be obtained through request
upon the Commanding General, Army Service Forces.
Upon the establishment of an allocation, purchase
orders will be issued by the Office of Strategic Services ~
to the agency designated by the War Production Board.
(4) Ordinary administrative supplies not containing
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critical materials may be procured by the Office of
Strategic Services direct from existing commercial
stocks. Administrative supplies and equipment contain-
ing critical materials may also be procured, provided
prior approval and proper release is obtained from the
War Production Board or the Army and Navy Munitions
Board or from another branch operating under au-
thority delegated by the Army and Navy Munitions
Board.
(5) In special cases requiring immediate action, the
Office of Strategic Services may issue emergency pur-
chase orders or contracts, after clearance with the
' Commanding General, Army Service Forces (Director,
Purchases Division) when the total amount involved
does not exceed $25,000 in value.
(6) Procurement requests for non-standard items of
equipment not covered in paragraphs 32-c-(3), (4) & (5)
above, will be submitted direct to the Chief of the Ap-
propriate Technical Service, Army Service Forces. In
submitting such requests, the Office of Strategic Services
will include plans and/or specifications. The intended
source of supply, quantity, estimated dollar value and
the required amounts of Controlled Materials Plan ma-
terials and rubber. The Chief of the technical service
concerned will forward such requests to the Command-
ing General, Army Service Forces (Attention: Director,
Requirements Division) for approval and will indicate:
(a) Whether interference with current produc-
tion is anticipated;
(b) Whether it is considered advisable to substi-
tute a standard item in lieu of the proposed non-
standard item, and if so, the recommended substi-
tute;
(c) Whether procurement should be by the
service concerned or by the Office of Strategic Serv-
ices direct with the manufacturer;
(d) If direct procurement by the Office of Stra-
tegic Services is deemed advisable, any specific limita-
tions to be imposed:
The Commanding General, Army Service
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Forces (Director, Requirements Division) will deter-
mine the extent of the conflict with current military
programs and will approve the request for procure-
ment or forward it to the Assistant Chief of Staff, G-4,
War Department General Staff, with appropriate
recommendations. When approved, procurement will
be effected as directed by the Commanding General,
Army Service Forces, or by the Assistant Chief of
Staff, G-4, War Department General Staff.
(7) The Office of Strategic Services will be responsi-
ble for the timely submission to the Commanding Gen-
eral, Army Service Forces (Director, Production Divi-
sion) of estimates of the quantities of Controlled
Materials Plan materials needed for the manufacture
of its non-standard items.
d. SuPPLY.
(1) Editing Requisitions. Prior to submission to U.S.
Army Supply agencies, all requisitions will be carefully
edited by the Office of Strategic Services to determine
the existing need for and the reasonableness of the
quantities and items requested.
(2) Within Theaters of Operations. Requisitions for
requirements for Office of Strategic Services activities
within a theater of operations will be submitted by the
Strategic Services Officer within the theater to the thea-
ter commander. The theater commander will establish
priorities of supply and transport and provide approved
quantities in the same manner as now prescribed for
supplies and equipment for combat forces within his
theater.
(3) Within the Zone of the Interior.
(a) Requisitions for non-controlled standard
articles of equipment required for use by the Office of
Strategic Services units for training purposes within
the Zone of the Interior will be furnished in accord-
ance with established policies of the Commanding
General, Army Service Forces (Director, Stock Con-
trol Division), based upon priorities provided by the
Assistant Chief of Staff, G-3, War Department Gen-
eral Staff. Requisitions for non-controlled initial
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eae
equipment of a unit moving to an overseas destina-
tion will be forwarded by the Office of Strategic Serv-
ices direct to the technical services concerned or to
the supply agency designated by the Commanding
General, Army Air Forces, for supply in accordance
with priorities established by the Assistant Chief of
Staff, G-3, War Department General Staff.
(b) Requisitions for controlled items of equip-
ment will be forwarded by the Office of Strategic
Services to the Commanding General, Army Service
Forces (Director, Stock Control Division), or to the
Commanding General, Army Air Forces as may be
appropriate, for supply in accordance with priorities
established by the Assistant Chief of Staff, G-3, War
Department General Staff.
(c) Assignable standard articles of equipment,
whether controlled or non-controlled, required by
the Office of Strategic Services for its own purposes
or for accredited nations under International Aid will
be allocated or assigned by the Munitions Assignment
Board upon the basis of bids made and defended
before the appropriate Munitions Assignment Com-
mittee by the Office of Strategic Services.
(d) In addition to the above, requisitions for
Class I, Class II, and Class III supplies, monthly ex-
pendable supplies, and minor motor vehicle spare
parts may be forwarded by the Office of Strategic
Services direct to the post, camp, or station desig-
nated by the Commanding General of the appropriate
Service Command. All necessary repairs to standard
equipment assigned to the Office of Strategic Services
will be performed by the facilities of the Service
Command in which the Office of Strategic Services
units concerned are located.
(e) Upon request by the Office of Strategic Serv-
ices, necessary action will be taken by the Command-
ing General of the appropriate Service Command to
furnish equipment and services of the Post Engineers
Utilities Officer for the maintenance and upkeep of
the posts, camps, or stations buildings and grounds,
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we
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and reservations assigned to the Office of Strategic
Services, Washington, D. C.
(f) Controlled items to be salvaged will be re-
ported to and disposed of as directed by the Chief of
the appropriate Technical Service. Property for sal
vage, other than controlled items, will be turned in
to the appropriate salvage officer at the nearest post,
camp, or station. Disposal of government property
will be in accordance with applicable Army Regula-
tions.
(g) The necessary laundry service, and clothing
and shoe repair service for Office of Strategic Services
military personnel will be furnished by the facilities
of the posts, camps, or stations, as designated by the
Commanding General of the appropriate Service
Command.
(4) International Aid for Non-Standard Items. The
approval of the catalogue will constitute authority to
the Office of Strategic Services to transfer non-standard
items to other accredited nations as they become avail-
able without placing bids for assignment as directed for
standard items. Monthly reports will be made by the
Office of Strategic Services to the Chairman, Munitions
Assignment Committee (ground) setting forth the de-
scription, quantity and value of the non-standard items
so transferred to each of the several nations under this
authority.
33. NAVY SUPPLY FACILITIES
a. SUPPLY WITHIN THEATERS OF OPERATIONS is by requisi-
” tion on the theater commander, who in turn makes requi-
sition upon the Navy Supply Services within the theater.
b, SUPPLY OUTSIDE OF A THEATER OF OPERATIONS is by re-
7} quest of Office of Strategic Services upon the Navy Depart-
\ ment through the Vice Chief of Naval Operations.
|
_ 34. TRANSPORTATION
} a. OutsipE or THEATERS: Transportation of personnel
| and materiel to a theater of operations must be based upon
the requirements and demands of the theater commander.
\ All personnel proceeding to theaters must be cleared
$1
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through the Operations Division, War Department General
Staff. Surface transportation for personnel and materiel
must be obtained through the Army Transportation Serv-
ice, Army Service Forces, and air transportation through
the Air Transport Command, Army Air Forces.
b. WITHIN THEATERS: Transportation of personnel and
materiel within a theater of operations is under the direc-
tion and control of the theater commander. Requests for
such transportation will be made upon the proper staff
representative of the theater commander or of his service
command.
«
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