Francesco/who-killed-jfk huggingface dataset:
[104-10224-10007.pdf — page 222]
SECREToperational sources. He is an authority on enemy efforts to penetrate the Agency, the Departments of State and Defense.3. Mr. Miler is an aggressive, loyal, hard working officer who has not yet reached the peak of his potential. It is a source of great satisfaction to know that his unique abilities will be available to the Agency for a number of years to come.4. 1 rate Mr. Miler in the overall performance of his job as *Strong*.EMPLOYEE SIGNATURE:![signature of N. Scott Miler]N. Scott Miler![signature of Raymond G. Rocca]Raymond G. RoccaDeputy ChiefCounter Intelligence Staff![signature date of I May 1973]REVIEWING OFFICIAL:![signature of James Angleton]James Angleton![signature date of 12 May 1973]5SECRET
[104-10224-10007.pdf — page 223]
# SECRETFITNESS REPORTEMPLOYEE SERIAL NUMBER012773SECTION A1. NAMEMILER, Newton Scott5. OFFICIAL POSITION TITLEOps Officer, CH9. CHECK (X) TYPE OF APPOINTMENTCAREERXTEMPORARY11. DATE REPORT DUE IN O.P.31 March 1972SECTION B1 April 1970 - 29 February 1972PERFORMANCE EVALUATIONU-Unsatisfactory Performance 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 suvision, to reassignment or to separation. Describe action taken or 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 actions toben or recommended should be described.P-Proficient Performance is satisfactory. Desired results are being produced of tice manner expected.S-Strong Performance is characterised by exceptional proficiency.O-Outstanding Performance is so exceptional in relation to requirements of the awe and in comparison to the performance of athers doing similar work as to warrant special recognition.SPECIFIC DUTIESList up to six of the most Important specific duties performed during the veing period. Insert rating letter which bast describes the manner in which employee perfarms EACH sparific duty. Consider ONL / aflectiveness in performance of that duty. Ail employees with supervisory responsibilitios MUST be rated on their ability to superste indicate number of players superSPECIFIC DUTY NO. 1RATINGLETTERSPECIFIC OUTY NO. 2SPECIFIC DUTY NO.3SMRCIPIC DUTY NO. 4SPECIFIC DUTY NO. ASPECIFIC DUFT NO.6OVERALL PERFORMANCE IN CURRENT POSITIONTake inte arround over thing about the employes which influences his afteroversas in his current position such as performance of sparitis duties, graus, conturi on job, nepererariant sersonal traits of habits, and particular limitations or talente. Lased on your browledge of employee's avarali pericemance dwing the rating period, place the letter in the rating bos corresponding to the statement which asst arcutely reflects his level of performance.SECRETRATINGLETTERRATINGL4774RRATINGLETTERRATINLETTERRATINLETTERMA٢٠٠٠٠
[104-10224-10007.pdf — page 224]
# SECRET23 JAN 1973MEMORANDUM IN LIEU OF FITNESS REPORTSUBJECT: N. Scott MILER1 April 1970 - 29 February 19721. Mr. Miler directs and supervises the Operations Group of CI Staff consisting of 21 people, 16 of whom are officers. This Group gives staff day-to-day guidance, program support and technical guidance and review to the Clandestine Service's area Divisions and Branches on the Agency's current counterintelligence operations and activity. This Group reviews Agency counterintelligence operational plans, projects and amendments. It judges their technical feasibility and recommends changes and/or approval of such operations and programs.Mr. Miler supervises personally the activity of his operational personnel in the performance of these duties. He conducts liaison, including specialized reporting and participates in working groups with other U.S. government components, in particular with the FBI, on operations and matters of sensitive counterintelligence and counterespionage as directed by the Chief, CI Staff,Under the direction of Chief, CI Staff he participates in the Inter-Agency Working Group concerned with operational deception, In the course of his work he formulates CI policies, procedures and guidelines, develops new ideas and approaches and targets for CI operational and research projects that cut across Agency and government lines and require central coordination.2. Mr. Miler plans, develops and conducts special cases including the handling of live operational sources as directed by C/CI Staff. He takes an active part in the maintenance, development and participation in sensitive, personal level working relations with the intelligence and security representatives of four foreign countries.3. Mr. Miler is one of our counterintelligence leaders. He has a tremendous capacity for hard work and a willingness to perform the work without reference to time or personal interest. He is an extremely loyal individual, He has an extraordinary memory for operations and an ability to work constructively and usefully with details. He is ambitious, self-confident, a driving leader who isSECRETE 2 IMPET CL BY 055431
[104-10224-10007.pdf — page 225]
willing to accept responsibility. He is imaginative and creative in his approach to operations. A practical example of Mr. Miler's work along these lines was his presentation on CIA's role in operational deception at the JCS Strategic Planning Seminar held from 17-21 April 1972.4. I rate Mr. Miler in the overall performance of his job as *Strong*.Raymond G. RoccaDeputy ChiefCounter Intelligence StaffEMPLOYEE SIGNATURE:W. Scott Miler23.1.73DateREVIEW OFFICIAL:James AngletonChief, Counter Intelligence Staff23 Jan. 1973Date
[104-10224-10007.pdf — page 226]
# SECRETFITNESS REPORTSECTION A GENERAL1. NAME: MILER, NESTO: SCOTT2. DATE OF BIRTH: 23/01/263. SEX: F4. GRADE: GS-165. SO: D6. OFFICIAL POSITION TITLE: Ops Officer Cil7. OFF/DIV'N OF ASSIGNMENT: mer/CT/OPS GRP8. CURRENT STATION: Washington, d.C.9. CHECK (X) TYPE OF APPOINTMENT*   CAREER*   RESERVE*   TEMPORARY10. CHECK (X) TYPE OF REPORT*   INITIAL*   ANNUAL*   REASSIGNMENT SUPERVISOR*   REASSIGNMENT EMPLOYEE11. CAREER-PROVISIONAL (See instructions - Section C)12. SPECIAL (Specify):13. SPECIAL (Specify):14. DATE REPORT DUE IN Qtr: April 197015. REPORTING PERIOD (From - to): 1 April 1969 - 31 March 1970SECTION B PERFORMANCE EVALUATION*   U-Unsatisfactory: Performance 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 C.*   M-Marginal: Performance is deficient in some aspects. The reasons for assigning this rating should be stated in Section C and remedial actions taken or recommended should be described.*   P-Proficient: Performance is satisfactory. Desired results are being produced in the manner expected.*   S-Strong: Performance is characterised 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. 1RATING LETTERSPECIFIC DUTY NO. 2RATING LETTERSPECIFIC DUTY NO. 3RATING LETTERSPECIFIC DUTY NO. 4RATING LETTERSPECIFIC DUTY NO. 5RATING LETTERSPECIFIC DUTY NO. 6RATING LETTEROVERALL 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.RATING LETTERSSECRET
[104-10224-10007.pdf — page 227]
SECRETEYES ONLY4 MAY 1972MEMORANDUM in Lieu of Fitness ReportSUBJECT: Newton Scott MILER(1 April 1969 - 31 March 1970)1. During the current rating period Mr. MILER was transferred from his previous position as Deputy Chief of the Special Intelligence Group of the Counter Intelligence Staff to the position of Chief of the Operations Group of the same Staff. This was a new position and as such required unusual skills and vigor to give dimension to the job to be done. Mr. MILER approached his task with imagination and energy. He inherited an incohesive group of capable officers and immediately began the task of trying to define common denominators for their operational activities, to weed out duplicatory and marginal tasks, to establish clearly delineated guidelines and to provide a sense of discipline, all aimed toward giving better counterintelligence guidance and support to the operations of the area divisions and the operational components of the CA Staff.2. At the same time Mr. MILER has continued to handle, under the direct guidance of the Chief, Counter Intelligence Staff, a number of extremely sensitive cases to which he has contributed analytically and developmentally. The cases required not only keen operational sense in their handling, but a strong feeling for liaison as many of the cases involved frequent high-level discussion and negotiation with other components of CIA as well as with outside agencies and departments. In fulfilling these.. responsibilities, Mr. MILER has worked without regard to hours or to his personal convenience. He has assiduously tried to reflect the thinking of the Chief of the CI Staff and to relate it to the operational problems he is handling. He has also given mature, insightful supervision and encourage- ment to the orientation and development of a Deputy Chief, Operations, another important innovation in the Staff's organization.3. As a member of the Program Review Panel Mr. MILER con- tributed fully in examining, reviewing and commenting on the programs of the operating components within the Clandestine Service. He, togetherSECRETEYES ONLY![stamp]
[104-10224-10007.pdf — page 228]
SECRETEYES ONLYwith other members of the Panel have striven to devise a formula togive management a clear, concise picture of what we intend to do andwhat we are doing and have done to make those intentions reality.4. Mr. MILER has maintained contact with a number of key   foreign intelligence officials with whom he has worked overseas. His   home has been available to them during their visits to the United States.5. While being able to adjust his own thinking when and as   required by a given situation, Mr. MILER has strong personal con-   victions on operational matters and does not hesitate to advance his   opinions or to push for his recommended solutions.6. Mr. MILER is currently directing an office which includes   in its complement one GS-16 and GS-15s. He is also responsible   for the career development of more junior case officers. The   above is in addition to the normal supervision of the remaining group   staff. In performing these functions, he is cost-conscious and econo-   mizes in the expenditure of government funds and the valuable time of   senior officers.7. Mr. MILER would be the first to admit that many problems   remain for him in his current assignment. He would also readily ack-   nowledge that he has not yet been able to clearly define each of these   problems or to provide the perfect solution for every one which has   been isolated. Progress, however, is being made every day and Mr.   MILER clearly demonstrates that his promotion to GS-16 in 1969 was   deserved and that it will not be the last which he will merit. This is   an officer of high professional integrity and dedication. He is a self-   starter, he works and thinks realistically. He speaks his mind when   he has something to say - including critical things, yet retains a good   sense for the craftsman's side of the CI job. He is not adept just at   identifying problems, he finds the solution.Raymond G. RoccaDeputy ChiefCounter Intelligence StaffSECRETEYES ONLY
[104-10224-10007.pdf — page 229]
NOTED:U.ScortthrilerN. Scott Miler7 may 1970DateREVIEWING OFFICIAL:J. BastoneJames AngletonChief, CI Staff5 June 1970
[104-10224-10007.pdf — page 230]
# SECRET"Heviewed by O۶/۶/FITNESS REPORT## GENERAL**SECTION A**1. NAME: MILER, NEWTON SCOTT2. DATE OF BIRTH: 03/01/263. SEX: M4. GRADE: GS-155. SO: D6. OFFICIAL SIZION TITLE: Ops Officer D Ch7. OFF/DIV/AR OF ASSIGNMENT A. CURRENT STATION: DDP/CI/SIG Washington, D.C.8. CHECK IFE OF APPOINTMENT:   X CAREER9. CHECK (X) TYPE OF REPORT:   X ANNUAL10. DATE REPORT QUE IN O.P.: April 196911. REPORTING PERIOD (From-To): 1 April 1968 - 31 March 1969**SECTION B PERFORMANCE EVALUATION**W-Weak: Performance ranges from wholly reisdequate to slightly less than satisfactory. A rating in this category res positive remedial action. The nature of the action could range from counseling, to further training, is sis probation, to reassignment ce to separation. Describe action tuken of proposed in Section C.A-Adequare: Performance meets all requirements. It is entirely satisfactory and is characterized neither by deficioney our 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-Qutstanding: Performance is so exceptional in relation to requirements of the work and in comparison to the performcaco si others doing similar work as to serant special recognition.## SPECIFIC DUTIESList up to six of the most Important specific duties serformed during the rating pe manise in which employee performa EACH spocities. Consider ONLY alloctiv. with supervisory responsibilities MUST be rolad on ümid abriity to supervise (indicata it rating lotter which bast desert performance of that duty. Ailenciomess amber ul employees superviseSPECIFIC DUTY NO.1SPECIFIC DUTY NSPECIFIC DUTY NAJSPECIFIC DUTY NO..SPECIFIC DUTY NO,SPECIFIC DUTY NO.## OVERALL PERFORMANCE IN CURRENT POSITIONTake into arcount everthing about the unplorvermind vences his offersivaniImance of sea duten productialty conduct on perativeness, partinant partenai mall and particular limitations of talents, lased on a playee's overall serlwmance dwing the rating prعدة م plore the letter in the rating bas certosponding to the scenach which most acimately tallaste his local partSECRET
[104-10224-10007.pdf — page 231]
SECRETMEMORANDUM IN LIEU OF PITNESS REPORTSUBJECT: Newton Scott MILER(1 April 1968 - 31 March 1969)1.  Mr. Miler's performance as a counterintelligence officer and supervisor of both officer and clerical personnel has continued to be outstanding in every respect. He has continued to carry a major portion of the work load of the office. Highly favorable comments made in previous fitness reports by me continue applicable in every respect for the current reporting period. He is cost conscious and economizes in the expenditure of government funds.2.  Mr. Miler has previously been recommended for promotion.Birch D. O'NealBirch D. O'NealChief, CI/SIGEMPLOYEE SIGNATURE:U. Sa Kiiver15.5.69DateREVIEWING OFFICIAL: Miler hould beJames R. HuntDeputy ChiefCounter Intelligence Sta??16 hay 1969DateSECRET
[104-10224-10007.pdf — page 232]
SECRETRecommended for Promotion.SECRET
[104-10224-10007.pdf — page 233]
# SECRETFITNESS REPORTSECTION AMILER, N. SCOTTOPS OF D CIIGENERAL03/01/20 MDDP/CT/SIG Washington, D. C.April 19681 April 1967 - 31 March 1968SECTION BPERFORMANCE EVALUATIONPerformance 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.Performance meets all requirements. It is entirely satisfactory and is characterized neither by deficient, nor excellence.Performance is more than satisfactory. Desired results are being produced in a proficient manner.Performance is characterized by exceptional proficiency.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. 1RATINGLETTERSPECIFIC DUTY NO. 2RATINGLETTERSPECIFIC DUTY NO. 3RATINGLETTERSPECIFIC DUTY NO. 4RATINGLETTERSPECIFIC DUTY NO. 5RATINGLETTERSPECIFIC DUTY NO. 6RATINGLETTERAEOVERALL 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.Reviewed by OP/PD/EABSECRET
[104-10224-10007.pdf — page 234]
SECRET24 April 1968MLMORANDUM IN LIEU OF FITNESS REPORTSUBJECT: Newton Scott Miler1 April 1967 - 31 March 19681. Mr. Miler's performance has continued to be outstanding. llis forte is counter intelligence. His voluntary contribution of overtime is substantial. He also carries a most substantial portion of the work load of the office, including supervision of officer and clerical personnel. He handles all types of liaison within the Agency and with other intelligence and security services as the occasions for such arise. His work product as-to-both volume and usefulness, administrative ability, thoroughness, accuracy and general proficiency in all types of undertakings zake him an outstanding officer. fle is cost conscious and shows a deep sense of responsibility in economizing in matters affecting the expenditure of government funds,2. Mr. Miler has been recommended for promotion.Employee's Signature:U.SatthilesBirch D. HealBirch D. O'NealChief, CI/SIGPate 24.3.68Reviewing Official:Taps. MintDeputy Chief, C!Date 25/4/68Reviewed by CR/FU, ERDSECRET
[104-10224-10007.pdf — page 235]
# SECRETFITNESS REPORTSECTION A1. NAMEMILER, NEWTON SCOTT3. OFFICIAL POSITION TITLEOPS OF D CH5. CHECK IF TYPE OF APPOINTMENTX CAREER11. DATE REPORT DUE IN C.P.April 1967GENERAL2. EMPLOYEE SERV. NUMBER0127734. DATE OF BIRTH 1. SEX03/01/26 M6. GRADEGS-158. OFFICE/DIV. OR ASSIGNMENT & CURRENT STATIONDDP/CI/SIGWASH., D.C.10. CHECK I TYPE OF REPORTX ANNUAL12. REPORTING PERIOD (FROM - TO)1 April 1966 - 31 March 1967SECTION 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).SPECIFIC DUTY NO.1RATINGLETTERSPECIFIC DUTY NO.2RATINGLETTERSPECIFIC DUTY NO. 3RATINGLETTERSPECIFIC DUTY NO. 4RATINGLETTERSPECIFIC DUTY NO. 5RATINGLETTERSPECIFIC DUTY NO. 6RATINGLETTER![date 2 APR 1967]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.RATINGLETTEROSECRET
[104-10224-10007.pdf — page 236]
# SECRETMEMORANDUM IN LIEU OF FITNESS REPORTSUBJECT: Newton Scott MILER(1 April 1966 - 31 March 1967)1.  Mr. Miler has continued throughout another year to demonstrate an outstanding ability as a counter intelligence officer. He has also continued to carry a most substantial portion of the work load of his office including supervision of both clerical and officer personnel. He handles liaison with all elements of the agency and other intelligence and security services as appropriate.2.  Mr. Miler's wide knowledge of the agency, administrative ability, thoroughness, usefulness of work product, speed and proficiency in all types of undertakings, make him an outstanding officer. His ability and highly important contribution has been recognized and highly commended by the Director of Naval Intelligence in a memorandum forwarded through the Director of Central Intelligence dated 14 February 1967. Substantial financial recognition of his efforts, his contribution and value as an officer is in order.3.  Mr. Miler is cost conscious and shows a deep sense of responsibility in economizing in matters affecting expenditure of government funds.EMPLOYEE SIGNATURE:w.ScornthiilnBirch D. O. HealBirch D. O'NealChief, CI/SIG24.4.67.DateREVIEWING OFFICIAL:James R. huntDeputy ChiefCounter Intelligence StaffApr.125-67dateSECRET
[104-10224-10007.pdf — page 237]
SECRETNo special recognition is planned at this time.Birch D. O'NealChief, CI/SIGSECRET