Which of the following was the Office of Strategic Services (OSS) responsible for?

A Curator's Pocket History of the CIA

In July 1941, President Franklin D. Roosevelt brought William J. Donovan, the World War I hero and
powerful New York lawyer, into the Executive Branch as the Coordinator of Information, a first step
toward the creation of a national intelligence agency.

In June 1942, some six months after the United States entered World War II, Roosevelt turned the
Office of the Coordinator of Information into the Office of Strategic Services (OSS), subordinating it
to the Joint Chiefs of Staff. Wartime imperatives meant that Donovan’s limitless imagination, drive,
and willingness to take risks were now unleashed, and he proceeded to build an intelligence service
by energetic fits and starts. The OSS grew quickly, taking on responsibilities for espionage and
unconventional warfare in addition to research and analysis. No holds were barred; few Americans
worried that there might be any gentlemen on the other side. The war already looked like it would be
a bitter fight to the finish.

The OSS was an independent intelligence agency with a strategic charter and a number of in-house
functions. It was to a large extent self-contained. It hired, trained, equipped, and deployed its own
personnel. It could both collect and analyze information to produce useful intelligence. It conducted
paramilitary, espionage, and counterespionage operations that often complemented each other. It
even had a research and development branch that produced novel spy equipment. The organization’s
logistics, security, medical, finance, and training offices provided the necessary support. Many of the
original members of the OSS were Director Donovan’s friends and colleagues. Among them were
well-to-do New York lawyers and socialites— hence the joke that the OSS really stood for “Oh So
Social.” But the OSS was far more than a group of gentlemen spies. Along with a few misfits, the OSS
attracted talented and adventuresome souls from many walks of life. Two-thirds of the OSS
members came out of the military, many of them daredevils who volunteered for risky missions that
no one explained to them until they had signed up—and sometimes not even then. The rest of the
workforce was civilian and, especially in the Research & Analysis Branch, included some of the best
minds in America. While not a champion of diversity for its own sake, Donovan was ahead of his
time in offering opportunities to anyone with the right qualifications. Some 4,500 OSS employees
were women. At least one prominent OSS analyst, Ralph Bunche, was African American.

The OSS did not win World War II for the Allies but did make important contributions to the war
effort. Donovan argued that the OSS, or something like it, should survive the war. He foresaw a
centralized organization that would report directly to the President. Donovan’s many bureaucratic
enemies objected to his proposals, arguing that the OSS was a wartime expedient that should be
dissolved at the end of the war. The issue was still unresolved when President Roosevelt died in April
1945.

Donovan tried his best to garner the support of the new President, Harry S. Truman, but Donovan’s
rivals gained and held the upper ground. In the end, Truman signed an executive order for the
“Termination of the Office of Strategic Services and Disposition of its Functions” along with a
lukewarm personal letter to Donovan thanking him for his “capable leadership.” At this point,
Donovan had to focus on dissolving his organization in the space of less than two weeks and
preserving the record of its accomplishments.

Donovan was not long gone from Washington before the need for some sort of centralized
intelligence agency reasserted itself. As the US digested the lessons of World War II, the Cold War
with the Soviet Union intensified. The Soviets were threatening American interests worldwide,
especially in fragile Western European countries still recovering from the war. Clearly, the United
States needed to strengthen its intelligence function and generally streamline the relationships
between the Army and Navy. The result was the National Security Act of 1947, which created the US
Air Force, the Office of the Secretary of Defense, and, not least, the Central Intelligence Agency. Many
of the plans that Donovan had advocated found their way into CIA’s enabling act.

Like the OSS, the new Central Intelligence Agency housed a number of functions; it too would
become a one-stop intelligence shop. The CIA took over an organization that had grown out of the
OSS, the Office of Special Operations, which was mainly responsible for running spies. In 1948, the
National Security Council created the Office of Policy Coordination (OPC) to conduct paramilitary
and psychological warfare, two more OSS functions. OPC first operated under joint CIA-State
Department supervision before becoming an integral part of the CIA in 1950. Rounding out the
picture were analysts such as those in the Office of Reports and Estimates, originally charged with
briefing the President. To do all of this work, the CIA hired a number of OSS veterans, three of whom
would eventually become Directors of Central Intelligence and all of whom would leave their imprint
on the new agency.

source:
https://www.cia.gov/library/publications/resources/a-curators-pocket-history-of-the-cia/Curator-Poc
ket-History-CIA.pdf

A planning a mission to the moon

B espionage, unconventional warfare, research, and analysis

C making sure the United States did not break the rules of war

D finding a diplomatic resolution to the conflict

Read the following sentences from the passage.

“Recovery efforts included captive breeding programs, reintroductions, law enforcement efforts,
protection of habitat around nest sites and land purchase and preservation activities. The eagle
responded dramatically to these actions. From an all-time low of 417 breeding pairs in 1963, the
population in the lower 48 states has grown to a high of 9,789 pairs today.”
What purpose does the third sentence of the quote serve?

Bald Eagle Removed from Endangered Species List

The bald eagle, one of the first species to receive protections under the precursor to the Endangered
Species Act in 1967, has been removed from the Federal List of Endangered and Threatened Wildlife
and Plants. Secretary of the Interior Dirk Kempthorne announced the delisting of the bald eagle at a
ceremony on Thursday, June 28, 2007, on the steps of the Jefferson Memorial in Washington, D.C.
After decades of conservation efforts, the bald eagle has exhibited a dramatic recovery, from a low
of barely 400 nesting pairs in the lower 48 states in 1963, to nearly 10,000 nesting pairs today. The
recovery and delisting of the nation's symbol marks a major achievement in conservation.

The final delisting rule published in the Federal Register on July 9, 2007, and becomes effective 30
days later, on August 8, 2007. Upon delisting, the National Parks Service will continue to work with
state wildlife agencies to monitor eagles for at least five years, as required by the Endangered
Species Act. If at any time it appears that the bald eagle again needs the Act’s protection, the Service
can propose to relist the species. The Service has developed a draft monitoring plan that is currently
available for public review and comment.

The bald eagle first gained federal protection in 1940, under what later became the Bald and Golden
Eagle Protection Act. The eagle was later given additional protection under the Migratory Bird Treaty
Act. Soon after passage of the Eagle Act, populations stabilized or increased in most areas of the
country. However, the eagle population fell into steep decline in later decades, due primarily to
widespread use of the pesticide DDT after World War II. DDT accumulated in eagles and caused
them to lay eggs with weakened shells, decimating the eagle population across the nation. Concerns
about the bald eagle resulted in its protection in 1967 under the predecessor to the current
Endangered Species Act. The eagle was one of the original species protected by the Endangered
Species Act when it was enacted in 1973.

The legal protections given the species by these statutes provided the springboard for the Service
and its partners to accelerate recovery. Recovery efforts included captive breeding programs,
reintroductions, law enforcement efforts, protection of habitat around nest sites and land purchase
and preservation activities. The eagle responded dramatically to these actions. From an all-time low
of 417 breeding pairs in 1963, the population in the lower 48 states has grown to a high of 9,789
pairs today. Fortunately, the bald eagle has never needed the protection of the Endangered Species
Act in Alaska, where the population is estimated at between 50,000 and 70,000 birds.

Bald eagles will continue to be protected by the Bald and Eagle Protection Act and the Migratory Bird
Treaty Act. Both Federal laws prohibit the "taking" of eagles -- defined as killing, selling, or otherwise
harming eagles, their nests, or eggs. The Service is currently accepting public comments on a
proposed rule for managed take under the Bald and Golden Eagle Protection Act that would
establish a permit program to allow a limited take of bald and gold eagles. Any take authorized
would be consistent with the purpose and goal of the Bald and Golden Eagle Protection Act, ensuring
eagle populations remain healthy and sustainable.
 Source: https://www.fws.gov/pacific/ecoservices/BaldEagleDelisting.htm

to show that the numbers the National Park Service records are not reliable

to show that the bald eagle population reached an all-time low in 1963

to demonstrate the National Park Service’s ability to count the number of bald eagles in the wild

to demonstrate the effectiveness of activities like breeding programs and reintroductions

According to the article, which of the following is true?

A Curator's Pocket History of the CIA

In July 1941, President Franklin D. Roosevelt brought William J. Donovan, the World War I hero and
powerful New York lawyer, into the Executive Branch as the Coordinator of Information, a first step
toward the creation of a national intelligence agency.

In June 1942, some six months after the United States entered World War II, Roosevelt turned the
Office of the Coordinator of Information into the Office of Strategic Services (OSS), subordinating it
to the Joint Chiefs of Staff. Wartime imperatives meant that Donovan’s limitless imagination, drive,
and willingness to take risks were now unleashed, and he proceeded to build an intelligence service
by energetic fits and starts. The OSS grew quickly, taking on responsibilities for espionage and
unconventional warfare in addition to research and analysis. No holds were barred; few Americans
worried that there might be any gentlemen on the other side. The war already looked like it would be
a bitter fight to the finish.

The OSS was an independent intelligence agency with a strategic charter and a number of in-house
functions. It was to a large extent self-contained. It hired, trained, equipped, and deployed its own
personnel. It could both collect and analyze information to produce useful intelligence. It conducted
paramilitary, espionage, and counterespionage operations that often complemented each other. It
even had a research and development branch that produced novel spy equipment. The organization’s
logistics, security, medical, finance, and training offices provided the necessary support. Many of the
original members of the OSS were Director Donovan’s friends and colleagues. Among them were
well-to-do New York lawyers and socialites— hence the joke that the OSS really stood for “Oh So
Social.” But the OSS was far more than a group of gentlemen spies. Along with a few misfits, the OSS
attracted talented and adventuresome souls from many walks of life. Two-thirds of the OSS
members came out of the military, many of them daredevils who volunteered for risky missions that
no one explained to them until they had signed up—and sometimes not even then. The rest of the
workforce was civilian and, especially in the Research & Analysis Branch, included some of the best
minds in America. While not a champion of diversity for its own sake, Donovan was ahead of his
time in offering opportunities to anyone with the right qualifications. Some 4,500 OSS employees
were women. At least one prominent OSS analyst, Ralph Bunche, was African American.

The OSS did not win World War II for the Allies but did make important contributions to the war
effort. Donovan argued that the OSS, or something like it, should survive the war. He foresaw a
centralized organization that would report directly to the President. Donovan’s many bureaucratic
enemies objected to his proposals, arguing that the OSS was a wartime expedient that should be
dissolved at the end of the war. The issue was still unresolved when President Roosevelt died in April
1945.

Donovan tried his best to garner the support of the new President, Harry S. Truman, but Donovan’s
rivals gained and held the upper ground. In the end, Truman signed an executive order for the
“Termination of the Office of Strategic Services and Disposition of its Functions” along with a
lukewarm personal letter to Donovan thanking him for his “capable leadership.” At this point,
Donovan had to focus on dissolving his organization in the space of less than two weeks and
preserving the record of its accomplishments.

Donovan was not long gone from Washington before the need for some sort of centralized
intelligence agency reasserted itself. As the US digested the lessons of World War II, the Cold War
with the Soviet Union intensified. The Soviets were threatening American interests worldwide,
especially in fragile Western European countries still recovering from the war. Clearly, the United
States needed to strengthen its intelligence function and generally streamline the relationships
between the Army and Navy. The result was the National Security Act of 1947, which created the US
Air Force, the Office of the Secretary of Defense, and, not least, the Central Intelligence Agency. Many
of the plans that Donovan had advocated found their way into CIA’s enabling act.

Like the OSS, the new Central Intelligence Agency housed a number of functions; it too would
become a one-stop intelligence shop. The CIA took over an organization that had grown out of the
OSS, the Office of Special Operations, which was mainly responsible for running spies. In 1948, the
National Security Council created the Office of Policy Coordination (OPC) to conduct paramilitary
and psychological warfare, two more OSS functions. OPC first operated under joint CIA-State
Department supervision before becoming an integral part of the CIA in 1950. Rounding out the
picture were analysts such as those in the Office of Reports and Estimates, originally charged with
briefing the President. To do all of this work, the CIA hired a number of OSS veterans, three of whom
would eventually become Directors of Central Intelligence and all of whom would leave their imprint
on the new agency.

Source:
https://www.cia.gov/library/publications/resources/a-curators-pocket-history-of-the-cia/Curator-Poc
ket-History-CIA.pdf
 A

The Office of Special Operations took over the CIA.

The CIA employed OSS veterans, some of whom later became the Directors of Central Intelligence.

The CIA tried to form its own branch of the government.

Truman ordered the armed forces to invade the Soviet Union.

What does the author suggest as the cause of the lethargy and apathy in the lions he has seen?

“Some Particulars Concerning a Lion”

We have a great respect for lions in the abstract . . . We are bound to state, however, that such
individual lions as we have happened to fall in with have not put forth any very striking
characteristics, and have not acted up to the chivalrous character assigned them by their
chroniclers. We never saw a lion in what is called his natural state, certainly; that is to say, we have
never met a lion out walking in a forest, or crouching in his lair under a tropical sun, waiting till his
dinner should happen to come by, hot from the baker’s. But we have seen some under the influence
of captivity, and the pressure of misfortune; and we must say that they appeared to us very
apathetic, heavy-headed fellows.

The lion at the Zoological Gardens, for instance. He is all very well; he has an undeniable mane, and
looks very fierce; but, Lord bless us! what of that? The lions of the fashionable world look just as
ferocious, and are the most harmless creatures breathing. A box-lobby lion or a Regent-street animal
will put on a most terrible aspect, and roar, fearfully, if you affront him; but he will never bite, and, if
you offer to attack him manfully, will fairly turn tail and sneak off. Doubtless these creatures roam
about sometimes in herds, and, if they meet any especially meek-looking and peaceably-disposed
fellow, will endeavour to frighten him; but the faintest show of a vigorous resistance is sufficient to
scare them even then. These are pleasant characteristics, whereas we make it matter of distinct
charge against the Zoological lion and his brethren at the fairs, that they are sleepy, dreamy, sluggish
quadrupeds.

Source: https://www.gutenberg.org/files/912/912-h/912-h.htm#page558

Source: https://www.gutenberg.org/files/912/912-h/912-h.htm#page558
 A

their captivity

their natural tendency

medication

seasonal depression