Francesco/who-killed-jfk huggingface dataset:
[104-10194-10012.pdf — page 190]
# SECRETCLASSIFICATIONFITNESS REPORT## GENERAL INFORMATION1. EMPLOYEE NUMBER   0038202. NAME (Last, first, middle)   MOORE, J. Walton3. DATE OF BIRTH 4. SEX 5. GRADE 6. SD   10/05/19 M 15 D7. OFFICIAL POSITION TITLE   Intelligence Officer (Chief)8. OFF: DIV. OR OF ASSIGNMENT 9. CURRENT STATION   DDO/DCD/Dallas Dallas10. CODE (ch one)    NOS X DF11. TYPE OF APPOINTMENT    | CAREER X | RESERVE | CONTRACT | OTHER (Spec.) | TEMPORARY | ANNUAL X | REASSIGN-MENT | SPECIAL |12. TYPE OF REPORT13. REPORTING PERIOD (from-to-)    1 January - 31 December 197414. DATE REPORT DUE IN O.P.    31 January 1975## SECTION BQUALIFICATIONS UPDATEIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT, PLACE THE WORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.## SECTION CU-UnsatisfactoryM-MarginalP-ProficientS-StrongO-OutstandingPERFORMANCE EVALUATIONPerformance is unacceptable. A rating in this category requires immediate and 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 D.Performance is deficient in some aspects The reasons for assigning this rating should be stated in Section D and remedial actions taken or recommended should be describedPerformance is satisfactory. Desired results are being produced in the manner expected.Performance is characterized by exceptional proficiency.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. 1SEE ATTACHED MEMORANDUM IN LIEU OF FITNESS REPORTRATINGLETTERSPECIFIC DUTY NO. 2RATINGLETTERSPECIFIC DUTY NO. 3RATINGLETTERSPECIFIC DUTY NO. 4RATINGLETTERSPECIFIC DUTY NO. 5RATINGLETTERSPECIFIC DUTY NO. 6RATINGLETTER## 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 letter in the rating box corresponding to the statement which most accurately reflects his level of performance.RATINGLETTERS45CLASSIFICATIONSECRET12. IMPR BY 010736    (4)
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# SECTION DSECRETCLASSIFICATIONNARRATIVE 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 to add to foreign language competence, if required for current position. Amplify or explain ratings given in Section C to provide best basis for determining future personnel action. Manner of performance of managerial or supervisory duties and cost consciousness in the use of personnel, space, equipment and funds, must be commented on, if applicable, if extra space is needed to complete Section D, attach a separate sheet of paper.# SECTION ECERTIFICATION AND COMMENTS1. BY SUPERVISORMONTHS EMPLOYEE HAS BEEN UNDER MY SUPERVISIONIF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATIONDATEOFFICIAL TITLE OF SUPERVISORTYPED OR PRINTED NAME AND SIGNATURE2. BY EMPLOYEESTATEMENT CONCERNING THIS EVALUATION OF MY PERFORMANCE.HAVE ATTACHED HAVE NOT ATTACHEDDATESIGNATURE OF EMPLOYEE3. BY REVIEWING OFFICIALCOMMENTS OF REVIEWING OFFICIALI concur in this evaluation. My principal interaction with Jim Moore during the year has been the result of our mutual concern for the well-being of a capable officer who performs well and has growth potential but who is difficult to work with and has, on occasions, apparently been on the brink of a physical breakdown brought on by tension, overwork and other factors. In his approach to this problem, Jim has been concerned, compassionate, responsible, and thoroughly professional.Under Jim's direction, the Dallas complex has achieved a high ranking among DCD offices and is holding it.While Jim Moore is a long-time DCD officer, he seems to have lost none of his enthusiasm and drive. He is a valued and respected colleague.DATEOFFICIAL TITLE OF REVIEWING OFFICIALTYPED OR PRINTED NAME AND SIGNATURE10 February 1975 Chief, Domestic Collection DivisiosJACKSON R. HORTON4. BY EMPLOYEEI CERTIFY THAT I HAVE BEEN THE ENTRIES IN ALL SECTIONS OF THIS REPORTDATESIGNATURE OF EMPLOYEECLASSIFICATIONSECRET
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SECRET6 February 1975MEMORANDUM IN LIEU OF FITNESS REPORTSUBJECT: MOORE, J. Walton1. Jim Moore continued in his assignment as Chief of the DCD Field Office in Dallas during the period under review, with responsibility for the supervision of Resident Offices in Houston, New Orleans and Tulsa, and a new Residency in Austin. His Letter of Instruction dated 7 November 1973 remains current.2. The Dallas Field office with its four satellite offices represents the most complicated field office structure in DCD. While Mr. Moore's staff consists of only nine officers and seven secretaries, more than half are located outside the field office. The Dallas Office requires a chief who is experienced in resident office operations, is able to motivate and manage people from a distance, and who can keep personally familiar with a wide variety of activities. Mr. Moore is admirably qualified. He has been able to, coordinate these essentially independent activities most efficiently. His entire organization performs in a responsive and highly effective manner and produces timely, well balanced reporting.3. Although Mr. Moore's staff was relatively stable during 1974, two of his key officers were incapacitated for extended periods, both at times when the work load was especially heavy. The operating procedures which he has established enabled the office involved to continue to handle priority matters effectively in each instance.4. On at least two occasions in 1974 Mr. Moore had to intercede in complicated and difficult situations, and in each instance his judgment and highly professional approach resulted in successful solutions.E 2 IMPDET CL BY 010736SECRET
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SUBJECT: MOORE, J. WaltonSECRET5. Mr. Moore is a calm, mature, respected and popular officer who handles his complicated job with the easy assurance that comes only from experience and past success. I believe that It is largely due to Mr. Moore's personal reputation that so many of our junior officers want to work in Dallas.6. During 1974 Mr. Moore recommended the establishment of a one-man residency in Austin as a more efficient way to handle our responsibilities in that part of Texas. We agreed, and the Residency was established in mid-1974. Although it has been in operation only a few months, the wisdom of Mr. Moore's recommendation is already apparent, and I am confident that the success of the Residency will continue.7. Rating: Strong.8. A copy of this memorandum, with reviewer's comments, will be forwarded to Mr. Moore.![signature]ROBERT K. STARLINGActing Deputy ChiefDomestic Collection DivisionI certify that I have seen this report.J. Walton MooreDate-2-SECRET
[104-10194-10012.pdf — page 194]
# SECRET18 March 1974MEMORANDUM IN LIEU OF FITNESS REPORT (Form 45)SUBJECT: Memorandum of PerformanceMOORE, J. Walton003820DOB: 10/05/19MaleCS-15SD: DIO DCD (Chief)DCD DallasCareer AppointmentAnnual ReportDue: 28 February 1974Reporting Period: 1 January 1973 -31 December 19731. Mr. Moore became Chief of the DCD Field Office in Dallas in June 1973 and was promoted to grade GS-15 in the same month. He had been selected for this position approximately one year earlier, and spent the interim in DCD headquarters as Acting Deputy Chief of the then Soviet Bloc Division. He now supervises one of our most complicated Field Office organizations, with people located in four cities (Dallas, Tulsa, Houston and New Orleans). More than half of the people under his supervision are located outside of Dallas. Perhaps because of his long service as one of our most successful Resident Officers, Mr. Moore excels in supervising this type of operation as a Field Chief. His three-Resident Offices are among thie most responsive and productive in DCD. He delegates duties well and permits his staff the freedom to exercise individual judgment and responsibility. He is both liked and respected by his staff, which shows excellent morale and esprit de corps.2. Mr. Moore maintains excellent relationships with other Government agencies in his territory, as appropriate, and also with other components of CIA. He manages his many responsibilities efficiently and effectively, and with proper attention to security. He is quick to identify members of his staff who have potential for greater professional advancement, and to give them the necessary encouragement and guidance.# SECRET![seal 2]
[104-10194-10012.pdf — page 195]
SECRETSUBJECT: Memorandum of PerformanceMOORE, J. Walton3. Rating: Strong.Walton MoreJ. Walton MooreROBERT K. STARLINGDeputy for Field Operations25 March 74.DateReviewing Official:I concur. I am very pleased with the performance of the DallasField Office complex which has improved greatly under Mr. Moore'sleadership.![Signature of JACKSON R. HORTON]JACKSON R. HORTONChief, Domestic Collection DivisionWalton MoonJ. Walton Moore25 March 74.Date-2-SECRET
[104-10194-10012.pdf — page 196]
# CLASSIFICATION# FITNESS REPORT## GENERAL INFORMATION**SECTION A**1. EMPLOYEE NUMBER0038202. NAME (Lost, first, middle)MOORE, J. Walton3. DATE OF BIRTH 4. SEX10/05/19 M5. GRADE 6. SD14 IT7. OFFICIAL POSITION TITLE.10. General8. OFF/DIV/BR OF ASSIGNMENT D. CURRENT STATIONDCS/Soviet Bloc Div. Washington, D.C.10. HO CD111. TYPE OF APPOINTMENT12. TYPE OF REPORTCAREER RESERVE CONTRACT OTHER (Spec.) TEMPORARY ANNUAL REASSIGN. MENT SPECIALX13. REPORTING PERIOD (/rom-to-)July - December 197214. DATE REPORT DUE IN O.P.May 1973**SECTION B**## QUALIFICATIONS UPDATEIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT, PLACE THEWORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.**SECTION C**## PERFORMANCE EVALUATIONU-UnsatisfactoryPerformance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the actioncould range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe astion takenor proposed in Section D.M-MarginalPerformance. is deficient in some aspects The reasons for assigning this rating should be stated in Section D'and remedial actionstaken or recommended should be described.P-ProficientPerformance is satisfactory Desired results are being produced in the manner expected.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 similarwork 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 employeeperforms EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated ontheir ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO.1RATINGLETTERTraining Assignment as Acting Deputy Chief, Soviet Bloc Division.SSPECIFIC DUTY NO. 8RATINGLATTERSPECIFIC DUTY NO. SRATINGLETTERSPECIFIC DUTY NO. 4RATINGLETTERSPECIFIC DUTY NO, SRATINGLETTERSPECIFIC DUTY NO. 6RATINGLETTER## OVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current pas.hon such as performance of specific duties.productivity, conduct on job, cooperativeness, pertinent personal traits or habits and particular lumitations or latens Based on your knowledgeof employees overall performance during the rating period, place the letter in the rating bos corresponding to the statement which most acturately reflects has level of performance.Prm 45 OBSOLETE PREVIOUS EDITIONS8-72CLASSIFICATIONE2, IMPDET CL BTS![date: May 16, 1973]
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SECTION DCLASSIFICATIONNARRATIVE 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 C to provide bag basis for determining future personnel action. Manner of performance of managerial or supervisory duties and cost consciousness in the use of personnel apote, equipment and lundy must be commented on, if applicable. If extra space is needed to completa Section D, attach a separate sheet of paper.Mr. Moore is the prospective Chief of the Dallas Field Office. He was assigned to DCS headquarters in July 1972 for a familiarization and training tour prior to assuming that post. For approximately six months he served as Acting Deputy Chief of the Soviet Bloc Division, during which he was required to fulfill that role as though it were a permanent assignment. Although he had never been active in headquarters before, he quietly and efficiently familiarized himself with the operations of the division. Through his friendly personality, experience and interested approach he quickly and effectively made what was basically a training role into one of real contribution on a daily basis.SECTION ECERTIFICATION AND COMMENTSBY EMPLOYEE1.I CERTIFY THAT I HAVE SEEN SECTIONS A, B, C AND D OF THIS REPORTDATESIGNATURE OF EMPLOYEE2.BY SUPERVISORIF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATIONMONTHS EMPLOYEE HAS BEENUNDER MY SUPERVISIONHas returned to Dallas Field Off7DATEOFFICIAL TITLE OF SUPERVISORTYPED OR PRINTED NAME AND SIGNATURE14 May 1973Chief, Soviet Bloc DivisionSHERIDAN3.BY REVIEWING OFFICIALCOMMENTS OF REVIEWING OFFICIALDATEOFFICIAL TITLE OF REVIEWING OFFICIALTYPED DR PRINTED NAME AND SIGNATURE14 May 1973Director, DCSJAMFS R. MURPHYCLASSIFICATION
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# THE FOREIGN AFFAIRS EXECUTIVE SEMINAR![Department of State Seal]**TRACKING COMPLETED**Request No. 37260Date 9-9 FEB 1973This is to certify thatJ. Walton Moorehas successfully completed the interdepartmental seminar on Foreign Affairs at the Foreign Service Institute, Washington, D.C.Howard E. HaugerudCHAIRMANJanuary 8-26, 1973A TRUE COPY OF SEALED ORIGINALDIRECTOR of FOREIGN SERVICE INSTITUTE
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UNCLASSIFIED# THE FOREIGN AFFAIRS EXECUTIVE SEMINAR# TRAINING REPORTStudent: J. Walton MooreDate: January 26, 1973Grade or Rank: GS-14Department, Agency or Service Branch: CIAThis certifies that the above-named officer has satisfactorily completed the three-week interdepartmental course at the Foreign Affairs Executive Seminar in the Foreign Service Institute of the Department of State.## Objective, Content and Method of TrainingThe objective of the interdepartmental Foreign Affairs Executive. Seminar is to provide an advanced, short-term course on the current formulation, coordination, and execution of U.S. foreign policy to senior foreign affairs executives of U.S. government agencies serving -either in the U.S. or abroad. While the focus of the Seminar is on policy problems in foreign affairs in general, special emphasis is given in the course's regional seminars to a coordinated interagency approach to policy formulation and implementation in Washington and in the field. In the process of the three-week course, the Seminar gives special attention to the Nixon Doctrine, foreign economic and trade policies, domestic factors affecting U.S. foreign policy, and problems of modernization and internal defense.The course is conducted through lectures, readings and Interagency Regional Seminar discussions. These seminars, organized by geographic regions with representatives from the participating agencies, analyze specific problems in their areas, consider appropriate courses of action for the United States, and emphasize inter-agency coordination in Washington and at the overseas Mission.For the Director of the Foreign Service Institute:![signature]Departmental or Agency Faculty RepresentativeHEH/sdaSeminar ChairmanUNCLASSIFIED
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# SECRET*(When Filled In)*# FITNESS REPORT## GENERAL**SECTION A**1. NAME(Last) MOORE,(First) J.(Middle) Walton2. DATE OF BIRTH 3. SEX   10-05-19 M4. GRADE 5. SO   GS-14 IT6. OFFICIAL POSITION TITLE   10 Contact7. OFF/DIV/BR OF ASSIGNMENT 8. CURRENT STATION   DCS/Dallas Field Off. Dallas, Texas9. CHECK (X) TYPE OF APPOINTMENT[X] CAREER RESERVE TEMPORARYCAREER-PROVISIONAL (See instructions - Section C)SPECIAL (Specify):11. DATE REPORT DUE IN O.P.May 197210. CHECK (X) TYPE OF REPORTINITIAL REASSIGNMENT SUPERVISOR[X] ANNUAL REASSIGNMENT EMPLOYEESPECIAL (Specify):12. REPORTING PERIOD (From - to -)    1 April 1971 - 31 March 1972**SECTION B PERFORMANCE EVALUATION**U-Unsatisfactory Performance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the actioncould range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action takenor proposed in Section C.M-Marginal Performance is deficient in some aspects. The reasons for assigning this rating should be stated in Section C and remedial actionstaken or recommended should be described.P-Proficient Performance is satisfactory. Desired results are being produced in the manner expected.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 similarwork 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 themanner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employeeswith supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1Locates and develops the potential of domestic organizations and individuals as sources of foreign intelligence.RATING LETTERSSPECIFIC DUTY NO. 2Collects intelligence information; briefs and debriefs.RATING LETTERSSPECIFIC DUTY NO. 3Initiates leads and furnishes operational support to other elements of the Agency.RATING LETTERSSPECIFIC DUTY NO. 4Prepares reports, memoranda and other communications.RATING LETTERSSPECIFIC DUTY NO. 5As Deputy Chief assumes the responsibilities and duties of the Chief in his absence.RATING LETTERSSPECIFIC DUTY NO. 6Supervises 13 employees in the absence of the Chief.RATING LETTERS## 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 of 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 45OBSOLETE PREVIOUS EDITIONSSECRETReviewed by OP/SPD/PPB
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# SECRETFITNESS REPORTEMPLOYEE SERIAL NUMBER003820SECTION A1. NAMEMOORE,(Last)J.(First)Walton(Middle)2: DATE OF BIRTH 3. SEX10-05-19M4. GRADE   146. SD   IT6. OFFICIAL POSITION TITLE   IO Contact7. or/Div/AR OP ASSIGNMENT 8. CURRENT STATION   DCS/llouston OfficeDallas, Texas9. CHECK (X) TYPE OF APPOINTMENTX CAREERTEMPORARY10. CHECK(X) TYPE OF REPORTINITIALREASSIGNMENT SUPERVISORRESERVEX ANNUALRE ASSIGNMENT EMPLOYEECAREER-PROVISIONAL (See mationctions - Section C)SPECIAL (Specily):SPECIAL (Specify):11. DATE REPORT DUE IN O.P..    May 197112. REPORTING PERIOD (From - to)    1 April 1970 - 31 March 1971SECTION BPERFORMANCE EVALUATIONU-Unsatisfactory Performance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the actioncould range from coumeling, to further training, to placing on probation, to reassignment or to separation. Describe action takenor proposed in Section CM-Marginal Performance is deficient in some aspects. The reasons for assigning this rating should be stated in Section C and remedial actionstaken or recommended should be described.P-Proficient Performance is satisfactory. Desired results are being produced in the manner expected.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 similarwork 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 bost describes themanner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employeeswith supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1Serves as Resident Agent in Dallas, TexasRATINGLETTER0SPECIFIC DUTY NO. 2Locates and develops potential of domestic orgánizations andindividuals as sources of foreign intelligence.RATINGLEFTER0SPECIFIC DUTY NO. 3Collects intelligence information; briefs and debriefsRATINGLETTERSSPECIFIC DUTY NO. 4Initiates leads and furnishes operational support to other elementsof the Agency.RATINGLETTERSSPECIFIC DUTY NO. SPrepares reports, memoranda and other communications.RATINGLETTERSSPECIFIC DUTY NO. 6Supervises one military and one clerical personnel.RATINGLETTER0OVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his offectiveness in his current position such as per-formance of specific duties, productivity, conduct on job, cooperativeness, pertinent personal traits or habits, andparticular 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 performancaRATINGLETTERSFORM 45 OBSOLETE PREVIOUS EDITIONSSECRETReviewed by OP/SPD/PPB