Francesco/who-killed-jfk huggingface dataset:
[104-10194-10019.pdf — page 89]
# SECRETFITNESS REPORT## SECTION ARichardson, General1. NAME6. OFFICIAL POSITION TITLEOps Officer9. CHECK (X) TYPE OF APPOINTMENTCAREERCAREER-PROVISIONALSPECIAL (Specify):11. DATE REPORT DUE IN O.P.2. DATE OF BIRTH20 Jan 19247. OFF/DIV/BR OF ASSIGNMENT   DDP/EUR/France10. CHECK (X) TYPE OF REPORTINITIALANNUALSPECIAL (Specify):12. REPORTING PERIODEMPLOYEE SERIAL NUMBER0061024. GRADE   GS-158. CURRENT STATION   ParisREASSIGNMENT SUPERVISORREASSIGNMENT EMPLOYEE(From 1 October 19 - 31 March 1969)## SECTION BPERFORMANCE EVALUATIONW - WeakPerformance ranges from wholly inadequate to slightly less than satisfactory. A rating in this category requires positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation, Describe action taken or proposed in Section C.A - AdequatePerformance meets all requirements. It is entirely satisfactory and is characterized neither by deficiency nor excellence.P - ProficientPerformance is more than satisfactory. Desired results are being produced in a proficient manner.S - StrongPerformance is characterized by exceptional proficiency.O - OutstandingPerformance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.## SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).Establishes and maintains a legitimate S&T publishing representation for the purpose of developing natural access to Station targets.RATINGLETTERSDevelops cover pretexts to meet WOLADY and third national of operational interest in the S&T community.RATINGLETTERSResponds to Station ad-hoc requirements on the local internal target.RATINGLETTERSDevelops potential agent prospects in the S&T community to the point where they can be recommended as Station agent candidates.RATINGLETTERPRATINGLETTEROVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties, productivity, conduct on job, cooperativeness, pertinent personal traits or habits, and particular limitations or talents. Based on your knowledge of employee's overall performance during the rating period, place the letter in the rating box corresponding to the statement which most accurately reflects his level of performance.RATINGLETTERSFORM 45 OBSOLETE PREVIOUS EDITIONS.SECRET
[104-10194-10019.pdf — page 90]
# SECRETSECTION CNARRATIVE COMMENTSIndicate significant strengths or weaknesses demonstrated in current position keeping in proper perspective their relationship to overall performance. State suggestions made for improvement of work performance. Give recommendations for training. Comment on foreign language competence, if required for current position. Amplify or explain ratings given in Section 8 to provide best basis for determining future personnal action. Manner of performance of managerial or supervisory duties must be described, if applicable.During this reporting period subject had very steadily increased the tempo of his activities and contacts. Many agent prospects have been screened and contacts were established with people of interest to several elements of the Station. Subject is particularly thorough and outstanding on specific investigations where he utilized cover in a skillful and imaginative way. He has improved in terms of people development but in this respect he is still best with people in a professionally related context rather than a contrived social context. As mentioned in the previous report subject's cover assignment does not allow him to make recruitments. Subject has a high degree of cost consciousness and does not exercise any supervisory responsibilities.SECTION DCERTIFICATION AND COMMENTSBY EMPLOYEE1. I CERTIFY THAT I HAVE SEEN SECTIONS A, B, AND C OF THIS REPORTDATE11 June 1969SIGNATURE OF EMPLOYEE/s/ [Signature of Employee]BY SUPERVISOR2. IF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATIONMONTHS EMPLOYEE HAS BEEN UNDER MY SUPERVISIONDATE5 June 1969OFFICIAL TITLE OF SUPERVISOROps OfficerTYPED OR PRINTED NAME AND SIGNATURE/s/ Murat NatirboffBY REVIEWING OFFICIAL3. COMMENTS OF REVIEWING OFFICIALI do not concur in this rating. I would have given the employee STRONG in the performance of his cover responsibilities, that is to say in the manner in which he has created and expanded his cover. I would have restricted myself to PROFICIENT, however, in assessing his exploitation of that cover for operational purposes. For a fuller treatment of this staff agent's performance, suggest that reference be made to the NCC Status Report, submitted 26 May 1969, via CFPA-59925.DATE23 JUNE 1969OFFICIAL TITLE OF REVIEWING OFFICIALChief of StationTYPED OR PRINTED NAME AND SIGNATURE/s/ David KE. MurphySECRET
[104-10194-10019.pdf — page 91]
SECRET# FITNESS REPORTSECTION A1. NAMERichardson, Sigurd6. OFFICIAL POSITION TITLEOps Officer9. CHECK (X) TYPE OF APPOINTMENTCAREERRESERVECAREER-PROVISIONAL (See instructions - Section C)SPECIAL (Specify):11. DATE REPORT DUE IN O.P.GENERAL2. DATE OF BIRTH 3. SEX20 Jan 1924 M7. OFF/DIV/BR OF ASSIGNMENT 8. CURRENT STATION   DDP/EUR/France10. CHECK (X) TYPE OF REPORTINITIALANNUALSPECIAL (Specify):12. REPORTING PERIOD (From - to)1 April 1967 - 30 March 196EMPLOYEE SERIAL NUMBER0061024. GRADE 5. SDGS-15 D'ParisREASSIGNMENT SUPERVISORREASSIGNMENT EMPLOYEESECTION B PERFORMANCE EVALUATIONW - Weak Performance ranges from wholly Inadequata to slightly loss than satisfactory. A rating in this category requires positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action taken or proposed in Section C.A - Adequate Performance meets all requirements. It is entirely satisfactory and is characterized neither by deficiency nor excellence.P - Proficient Performance is more than satisfactory. Desired results are being produced in a proficient manner.S - Strong Performance is characterized by exceptional proficiency.O - Outstanding Performance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY affectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on thair ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1 RATING LETTEREstablishes and maintains a legitimate S&T publishing representation for the purpose of developing natural access to Station targets. SSPECIFIC DUTY NO. 2 RATING LETTERDevelops cover pretexts to rect HOLADY and third national of operational interest in the S&T community. SSPECIFIC DUTY NO.'S RATING LETTERResponds to Station ad-hoc requirements on the local internal target. SSPECIFIC DUTY NO. 4 RATING LETTERDevelops potential agent prospects in the S&T community to the point where they can be recommended as Station agent candidatos. PSPECIFIC DUTY NO.3 RATING LETTERSPECIFIC DUTY NO. 6 RATING LETTEROVERALL PERFORMANCE IN CURRENT POSITION.Take into account everything about the employee which influences his effectiveness in his current position such as per- formance of specific duties, productivity, conduct on job, cooperativeness, pertinent personal traits or habits, and particular limitations or talents. Based on your knowledge of employee's overall performance during the rating period, place the letter in the rating box corresponding to the statement which most accurately reflects his level of performance.RATING LETTERSFORM 45 OBSOLETE PREVIOUS EDITIONS.SECRET
[104-10194-10019.pdf — page 92]
# SECRET(When Filled In)## NARRATIVE COMMENTSIndicate significant strengths or weaknesses demonstrated in current position keeping in proper perspective their relationship to overall performance. State suggestions made for improvement of work performance. Give recommendations for training. Comment on foreign language competence, if required for current position. Amplify or explain ratings given in Section B to provide best basis for determining future personnel action. Manner of performance of managerial or supervisory duties must be described, if applicable.Since the last reporting period subject's efforts were directed by the Station toward the spotting, developing and assessing WOLADY S&T agent candidates in tempo of recruitment and inclusion in the Station's S&T spotting network.Subject has done thorough and at times imaginative spade work in this field despite the fact that the mission was not as successful as anticipated. Recent progress however would indicate that the next reporting period would be more productive.Subject continues to respond to ad-hoc specific assignments in an exemplary manner.Because of the nature of his cover assignment Subject is not authorized to make recruitments.Subject has a high degree of cost consciousness. He does not exercise any supervisory responsibilities under his cover assignment.# SECTION D1. |                                | CERTIFICATION AND COMMENTS BY EMPLOYEE                          || ------------------------------ | --------------------------------------------------------------- || DATE                           | I CERTIFY THAT I HAVE SEEN SECTIONS A, B, AND C OF THIS REPORT  || 24 Oct. 1968                   | /s/ ![signature of employee]                                    || 2.                             | BY SUPERVISOR                                                   || MONTHS EMPLOYEE HAS BEEN       | IF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATION || UNDER MY SUPERVISION           |                                                                 || DATE                           | OFFICIAL TITLE OF SUPERVISOR                                    || 28 Oct. 1968                   | Ops Officer                                                     || 3.                             | BY REVIEWING OFFICIAL                                           || COMMENTS OF REVIEWING OFFICIAL | TYPED OR PRINTED NAME AND SIGNATURE                             || See attached.                  | /s/ Murat Natirboff                                             || DATE                           | OFFICIAL TITLE OF REVIEWING OFFICIAL                            ||                                | TYPED OR PRINTED NAME AND SIGNATURE                             || Chief of Station               | /s/ David E. Murphy                                             |# SECRET
[104-10194-10019.pdf — page 93]
ADDENDUM, Form 45 (Fitness Report), for period March 67-March 68.Section DAs the individual being rated, I would like to add some remarks to those prepared by the rating officer.The assignment I have includes managerial responsibilities which (a) are essential to the continued existence and security of the cover mechanism as a vehicle for operational exploitation, and (b) are not necessarily visible to those "on the inside."In the case of (a), I must engage in a constant orchestration of the cover and the facilities it offers. This means maintaining a managerial equilibrium to insure that cover work will not become, of itself, so demanding that it negates the cover's utility to the CS. In effect, the top officers and middle managers of the cover corporation [who are not cleared and witting] have to be satisfied that their demands are met (or cannot be), or else manipulated in order to neutralize or reject their demands. After all, the cover position is to them a legitimate, normal, workaday post in their firm. What work is done at their bidding, it follows, must be accomplished according to the high standards of thoroughness and accuracy which they have set.In the case of (b) -- which derives from (a) -- and can prove to be so demanding that the needs of the CS could no longer be served, the incumbent is required to manage a span of human contacts at several levels in order to preserve his cover position and enhance its value to the CS. This means planning, directing and managing the work of multinational, multicultural teams of technical correspondents, as well as meetings and negotiations to improve the [cover firm's) relations with similarly widespread individuals at the levels of editor-in-chief, publisher, corporate vice-president, president, and chairman of the board. These levels are scattered not only through industry, but have their analogs as well in government, higher education, and professional societies.Having previously managed both a CS base and the principal denied-areas operating component of a major field Station, I can report quite honestly that my present managerial responsibilities exceed the former -- despite the apparent lack of "supervisory responsibilities" in my present position.
[104-10194-10019.pdf — page 94]
SECRET3. It is difficult to place in the proper perspective the contribution of this senior staff agent to Paris station operations. On the one hand, Subject has established superb cover in the scientific and technical field which should have afforded him virtually unlimited access to persons of interest to us, both Soviet and potential access agents. In evaluating the manner in which the employee set up and managed this cover, I would tend to agree with his comments to the fitness report on the managerial demands on him, although these comments are somewhat overdrawn. The principal difficulty has been the time it has taken to relate the cover potential to the specific operational requirements of the Station. We have not received from CAS as many leads and assessment reports to persons of operational interest in the S&T field as we think he could have produced. It may be that the earlier listing of the project (viewed as a regional undertaking) contributed to this.Recently we have noted significant improvement in that we have received responses to requests we have made for assessment and development of potential access agents within a cover context. We hope, therefore, that this last year of CASIM’s stay will be the most productive ever. It is unfortunate that the cover must end because of the cover company’s decisions over which we had no control./s/ David E. Murphy
[104-10194-10019.pdf — page 95]
# SECRET# FITNESS REPORTSECTION A1. NAMERichardson, General2. DATE OF BIRTH 3. SEX 4. GRADE 5. SO20 Jan 24 M GS-15 D6. OFFICIAL POSITION TITLEOps Officer7. OFF/DIV/BR OF ASSIGNMENT 8. CURRENT STATION   DDP/EUR/France Paris9. CHECK (X) TYPE OF APPOINTMENT 10. CHECK (X) TYPE OF REPORTCAREER TEMPORARY INITIAL REASSIGNMENT SUPERVISORRESERVE ANNUAL REASSIGNMENT EMPLOYERCAREER PROVISIONALSPECIAL (Specify):SPECIAL (Specify):11. DATE REPORT DUE IN O.P. 12. REPORTING PERIOD (From - to)1 April 1966 - 31 March 1967SECTION B PERFORMANCE EVALUATIONW - Weak Performance ranges from wholly inadequate to slightly less than satisfactory. A rating in this category requires positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action taken or proposed in Section C.A - Adequate Performance meets all requirements. It is entirely satisfactory and is characterized neither by deficiency nor excellence.P - Proficient Performance is more than satisfactory. Desired results are being produced in a proficient manner.S - Strong Performance is characterized by exceptional proficiency.O - Outstanding Performance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (Indicate number of employees supervised).SPECIFIC DUTY NO. 1 RATING LETTEREstablishes and maintains a legitimate S&T publishing representation Sfor the purpose of developing natural access to Soviet S&T personnel.SPECIFIC DUTY NO. 2 RATING LETTERDevelops cover pretexts to meet, assess, and recommend as agent Scandidates WOLADY and Third Nationals in the HBFAIRY S&T community.SPECIFIC DUTY NO. 3 RATING LETTERContacts and develops local Soviet Bloc personnel. SSPECIFIC DUTY NO. 4 RATING LETTERDevelops cover pretexts to attend selected scientific conferences. SSPECIFIC DUTY NO. 5 RATING LETTERResponds to local Station adhoc operational requirements. SSPECIFIC DUTY NO. 631 AUG 1967OVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties, productivity, conduct on job, cooperativeness, pertinent personal traits or habits, and particular limitations or talents. Based on your knowledge of employee's overall performance during the rating period place the letter in the rating box corresponding to the statement which most accurately reflects his level of performance.FORM 45 OBSOLETE PREVIOUS EDITIONS.SECRET
[104-10194-10019.pdf — page 96]
# SECRET## NARRATIVE COMMENTSIndicate significant strengths or weaknesses demonstrated in current position keeping in proper perspective their relationship to overall performance. State suggestions made for improvement of work performance. Give recommendations for training. Comment on foreign language competence, if required for current position. Amplify or explain ratings given in section. Best provide basis for determining future personnel action. Manner of performance of managerial or supervisory duties must be described, if applicable.Subject continues to maintain a secure effective cover mechanism. In this reporting period the whole thrust and objectives of this cover facility have been changed from pursuit of targets designated by Headquarters at international conferences to pursuit of the local Soviet presence. This has caused a major readjustment and Subject is now beginning to produce the type of leads that help the Station achieve its local operational objectives.Subject continues to show a well organised methodical approach to his cover and operational tasks.Subject is cost conscience.HQRS. NOTE: Subject has no supervisory responsibilities.![signature]Seth T. CrawfordChief, E/F## CERTIFICATION AND COMMENTSI CERTIFY THAT I HAVE SEEN SECTIONS A, B, AND C OF THIS REPORT![signature]Employee is on h/l. Report will be shown to him upon his return.9 August 1967Ops Officer/s/Murat Natirboff## COMMENTS OF REVIEWING OFFICIALI rarely see the written product of this employee's efforts and know little of his work except as I am informed of it by his supervisor in the Station. I have the impression, however, that the employee is responding to his supervisor's guidance and is not by any means simply drifting along paths indicated by his cover work, which can be a temptation when an employee has, as is true in this case, rather limited contact with his colleagues who work under official cover on the same target. I thus concur in the evaluation on the basis of limited knowledge.9 August 1967Ops Officer/s/Robert E. Owen
[104-10194-10019.pdf — page 97]
# SECRET(When Filled In)EMPLOYEE SERIAL NUMBER# FITNESS REPORT006102## SECTION A1. NAME(Last) (First) (Middle)## GENERAL2. DATE OF BIRTH 3. SEX 4. GRADE 5. SD20 Jan. 1924 M GS-15 D6. OFFICIAL POSITION TITE 7. OFF/DIV/BR OF ASSIGNMENT 8. CURRENT STATIONOng Officer DDP/WE/French Paris9. CHECK (X) TYPE OF APPOINTMENT 10. CHECK (X) TYPE OF REPORTCAREER RESERVE TEMPORARY INITIAL REASSIGNMENT SUPERVISORCAREER-PROVISIONAL (See Instructions - Section C) XX ANNUAL REASSIGNMENT EMPLOYEESPECIAL (Specify):SPECIAL (Specify):11. DATE REPORT DUE IN O.P. 12. REPORTING PERIOD (From - to)## SECTION B PERFORMANCE EVALUATION3 June 1965 - 31 March 1966W - Weak Performance ranges from wholly inadequate to slightly less than satisfactory. A rating in this category requires positive romedial action. The nature of the action could rang...A- Adequate Performance meets all requirements. It is entirely satisfactory.P - Proficient Performance is more than satisfactory. Desired results are bS- Strong Performance is characterized by exceptional proficiency.O - Outstanding Performance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.List up to six of the most important specific manner in which employee performs EACH specific duty. Consider the manner in which employee performs EACH specific duty. Consider ...Insert rating letter which best describes the is in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1 RATINGLETTEREstablishes and maintains a legitimate S&T publishing representation for the purpose of developing natural access to Soviet S&T personnel 0SPECIFIC DUTY NO. 2 RATINGLETTERDevelops cover pretexts to attend selected scientific conferences where targeted Soviet S&T personnel are expected SSPECIFIC DUTY NO. 3 RATINGLETTERContacts, develops and assesses Soviet S&T personalities at international conferences. SSPECIFIC DUTY NO. 4 RATINGLETTERParticipates as an inside spotter, manager, and key team member in recruitment operations against Soviet S&T personnel SSPECIFIC DUTY NO. 5 RATINGLETTERSpots, develops and assesses Soviet, third national and PPPRIME agent candidates in HEFAIRY SSPECIFIC DUTY NO. 6 RATINGLETTER# OVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties, productivity, conduct on job, cooperativeness, pertinent personal traits or habits, and particular limitations or talents. Based on your knowledge of employee's overall performance during the rating period, place the latter in the rating box corresponding to the statement which most accurately reflects his level of performance.RATINGLETTERSFORM 45 OBSOLETE PREVIOUS EDITIONS.SECRET