FITNESS REPORT (PART 1) PERFORMANCE - BARNARD, EDWARD T.

• Document Type: FOIA
• Keywords: PERSONNEL FILES
• Keywords: BARNARD EDWARD T
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 0001459645
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 4
• Document Creation Date: June 22, 2015
• Document Release Date: April 17, 2008
• Case Number: F-2007-01040
• Publication Date: October 7, 1958

(When Filled In)
(b) (3)
(S)
FITNESS REPORT (Fart I) PERFORMANCE .
I N STRUCTI ON S _ ___
i
FOR T1iE AIN7INISTRATIVE OFFICER: Consult current instructions for completing this report,
FOF TFIE SLIFERVISOR: This report is designed to help you express your evaluation of your subordinate anti to transmit
this evaluation to your supervisor and senioc officials. Organization policy requires that you idform the subordi-
nate where he stands with you. Completion of the report can help you prepare for- a discussiod with him of his
strengths and weaknesses. It is also organization policy that you show Part Iof this report to the employee except
under conditions specified in Regulation 20-370. It is recommended that you read the entire form before completing
any question. If this is the initial report on the employee, it must be completed and forwarded to the Office of
u
?
below.
A
Personnel no later than 30 days after the date indicated in item g, of Section
SECTION A. GENERAL
1. NAME (Last) (First) (INi ddle)
2, DATE OF BIRTH
3, SEX
4. SERVICE DESIGNATION
BARNARD, Edward _ T_
10~10~10 _
~ M~
OC
5. OFFICE/DIVISION/9RANCH OF ASSIGNMENT
v
6 OFFICIAL POSITION TITLE
OO~Contact~New York Office
Intelligence Officer (Contact)
7.~ GRAOE
8. DATE REPORT DUE IN OP,
9. PER-I OD COVERED BY THIS REPORT (Inclusive dates)
GS-1~+
21 July 1958__ ____
_ __ ___ 7 21 57 ~20 58 ___
~`
10, TYPE QF REPORT
INITIAL
REASSIGNMENT-SUPERVISOR ~
9PEGIAL (Specify)
(Check On@)
P
~
ANNUAL
REASSIGNMENT-EM
LOYEE
CERT1 F I CAT I ON
SECT! ON B.
__ ___ _ __ __
_
1. FOR THE RATER: THIS REPORT ? HAS O HAS NOT BEEN SHOWN TO THE INDIVIDUAL RATED IF NOT SHOWN EXPLAIN WHY
NOT:
A. CHECK (X) APPROPRIATE STATEMENTS: y ~ ~ ~ ~-
T H I S R E P O R T R E F L E C T S M Y O W N 0 PINI O N S O F T H I S I N 0 1
I F I N 0 1 Y I D U A L I S R ATE D ~~ I. ~~ I N C I O R D, A W A R N I N G L E T
x,
VI DU AL.
TER WAS SENT TO-HIM &A COPY ATTACH EO TO THIS REPORT.
THIS REPORT REFLECTS THE COM RINEO OPINIONS OF MYSELF I CANNOT CERTIFY TH0.i THE RATED IN01 V'1 DUAL KN OWS NOW
ANO PREVIOUS SUPERVISORS. I EVALUATE HIS JOB PERFORMANCE BECAUSE (Specify):
i H A V E D~I S C U S S E D W I TH TH I.S E M P L O Y E E H I S 5-T R E N G T H S
AND WEAKNESSES SO THAT HE KNOWS WHERE HE
B.. THIS GATE C. TYPED OR PRI TED RVISOR D. SUPER.V LSUR '"S. O FFI.CIAL T1 TLc
24 Sept. 1958 CHIEF, YORK QF`~ICE
2. FOR THE REVIEWING OFFICIAL: RECORD ANY S OPINION WITH THE SUP ERVISUR, OR ANY OTHER IN'
FORMATI'ON,'~.WHICH WILL LEAD TO A BETTER UNDERSTANDING OF THIS REPORT.
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~~~`s ~ CON TINUEO ON ATTACHE O'SH EET
I certify that any substantial difference of opinion wit
fl
eeted in the above section.
A. THIS DATE
B. TYPED OR
OFFICIAL 71 TLE OF REVIEWINS OFFICIAL
Al O i- s ~
OFFICIAL
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,
ION C. JOB PERFORM
SECT
f. RATING ON GENERAL PERFORMANCE OF DUTIES
DIRECTIONS: Consider ONLY the productivity and effectiveness with which the individual being rated has performed
his duties during the rating period. Compare him ONLY with others doing similar work at a similar level of respon-
sibility. Factors other than productivity will be taken into account later in Section D.
1 DOES NOT PE RF ORM DUTIES ADEQUATELY: HE IS INCOMPETENT.
2 - BARELY ADEQU Al/E IN PERFORMANCE: ALTHOUGH HEHAS HAO SPECIFIC GUIDANCE OR TRAINING. HE OFTEN FAILS TC
CARRY OUT RESPONS191LITIES.
5
3 - PERFORMS MOST OF HIS DUTIES ACCEPTABLY: OCCASIONALLY itEVEALS SOME AREA OF WEAKNESS.
4 PERFORMS DUTIES IN A COMPETENT, EFFECTIVE MANNER. - ~'
~
INSERT 5 A FINE PERFORMANCE: CARRIES OUT MANY OF HIS RESPONSIBILITIES EXCEPTIONALLY
WELL.
RATING 6 PERFORMS HIS DUTIES IN SUCH AN OUTSTANDING~MANNER THAT HE IS EQUALLED BY. FEW OTHER PERSONS KNOWN 70
NUMBER
THE SUPERVISOR.
cnhmlENTS: Subject's productivity and effectiveness is completely, satisfactory.
FORM N0. REPLACES PREVIOUS EDITIONS
I NOV 99 45 (Part ~ ) OF FORMS 45 ANO 45A WHICH
ARE OBSOLETE.
a
I Performance 141
APPROVED FOR RELEASE
DATE: FEB 200$
 Z. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES ~~ ,
DIRECTIONS: ~ i
a. State in the spaces below up to six of the more important SPECIFIC duties performed during this rating period.
Place the most impo.rtent first. Do not include minor or unimportant duties.
b. Rate performance on .each specific duty.r_onsidering ONLY effectiveness in perfoice~of? is specific duty.
c. For supervisors, ability to supervise will always be rated as a specific duty (do not rata~~yrs those
who supervise a secretary only).
d. Compete in your mind, when possible, the individual being rated with others performing the same duty at
a
,
similar level of responsibility.
e. Two individuals with the same job title may be performing different duties. I M,4?~ t~t
hem on different
~~
duties. ~~(VfU
f. Be specific.. Examples of the kind of duties that might be rated are:
ORAL SRIEF~NG HAS ANb~USES AREA KNOWLEDGE CONDUCTS INTERROGATIONS
GIVING LEC7"URES DEVELOPS NEW PROGRAMS PREPARES SUMMARIES
CONDUCTING SEMINARS ANALYZES INDUSTRIAL REPORTS TRANSLATES GERMAN
WRITING TECHNICAL REPORTS MAN~SGES FILES DEBRIEFING SOURCES
CONDUCTING EXTERNAL LIAISON OPERATES RADIO KEEPS BOOKS
TYPING COORDINATES WITH OTHER OFFICES DRIVES TRUCK
TARING DICTATION WRITES REGULATIONS MAINTAINS AIR CONDITIONING
SUPERVISING PREPARES CORRESPONDENCE EVALUATES SIGNIFICANCE OF DATA
g. For some jobs, duties may be broken down even further.. if supervisor considers it advisable,. e. g., combined key
and phone operation;', in the case of a radio operator.
i
t INCOMPE TENT IN THE PERFORMANCE OF THIS DUTY 6 PERFORMS THIS DUTY IN AN OUTSTANDING MANNER
2 BARELY ADEQUATE IN THE PERFORMANCE OF THIS FOUND IN VERY FEW INDIVIDUALS HOLDING S.IMI?
DESCRIPTIVE DUTY LAR JOBS
RATING 3 - PERFORMS THIS DUTY ACCEPTABLY ~ 7 - EXCELS ANYONE -I KNOW IN THE PERFORMANCE OF
.NUMBER 4 PERFORMS THIS DUTY IN A COMPETENT MANNER THIS DUTY
5 PERFORMS THIS DUTY IN SUCH A FINE MANNER _
THAT HE IS A DISTINCT ASSET ON HIS'JOB
SPECIFIC DUTY N0. 1 RATING SPECIFIC. DUTY N0. A RATING
NUMBER Prepares intelligence
NUMBER
c
information reports
,
5
5
T
SPECI F1C DUTY N0. 2 ~` a 1. rS es maZn a
j~$TING
SPECI FI C DUTY N0. 5
18'ke$ aC U1
~n do
RATING
Contact with US or nizations and ln^
NUMBER
?
NUMBER
di iduals or intelligence collection
5
operational ald intelligence support
cases as assi ed
~
SPECIFIC Du TY No. 3 ~
RATING
SPECIFIC Du rv No. 6
R ATING
. Briefs az;d debriefs
NUMBER
NUMBER
sources of information
5
5
~3? NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE -
DIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.
This individual displays an energetic and enthusiastic attitude
toward his work. He is a thoroughly competent intelligence
officer who performs his assignments in a~.,,highly expert and
professional manner.
No weal~.esses worthy of comment have been observed.
SECTfON D. SUfTABiLITY FOR CURRENT JOB IN ORGANIZATION
DIRECTIONS: Take into account }sere everything you know about the individual....productivity, conduct in the job,
pertinent personal characteristics or habits, special defects of talents....and how he fits in with your team. Com-
pare him with others doing.similar work of about t-he same level.
I.? DEF'INIT#LY UNSUI'TA'BLE ?-HE SHOULD BE SEPARATED
2 OF DOUB1"FUL SUITABILITY...WOULD NOT HAVE ACCEPTED HIM IF 1 HAD KNOWN WHAT I KNOW NOW
3 A BARELY ACCEPTABLE EMPLOYEE...BELOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WAR?
RRNT HIS SEP ARATI-0N -
4 OF THE SAME SUITABILITY AS MOST PEOPLE I KNEW IN THE ORGANIZATION
RATING 5 A FINE EMPLOYEE HAS SOME 'OUTSTANDING STRENGTHS
NUMBER 6 AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THEORGANIZATION
7:- EXCELLED BY ONLY A FEW IN -SUITABILITY FOR WORK IN THE 'ORGANIZATION
IS THIS INDIVIDUAL BETTER SUITED F.OR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? ~ YES ~ ND. IF YES,
EXPLAIN FULLY: -
 (When Filled In)
r
? FITNESS REPORT {part II) POTENTIAL
INSTRUCTIONS
FOR THE ADMINISTRATIVE OFFICER: Consult current instructions for completing this report.
FOR THE SUPERVISOR: This report is a privileged communication to your supervisor, and to appropriate career manage-
ment and personnel officials concerning the potential of the employee being rated. It is NOT to be shown to the
rated employee. It is recommended that you read the entire report before completing any question. This report is
to be completed only after the employee has been under your supervision FOR AT LEAST 90 DAYS. If less than 90 days,
hold and complete after the 90 days has elapsed. If-this is the INITI-AL REPORT on the employee, .however, it MUST be
completed and forwarded to the OP no later than 30 days after the due date indicated in item 8 of Section "~" below.
SECTION E. GEN
ERAL
1. NAME (Last) (First) (Middle)
2? DATE OF BIRTH-
3? SEX
4? SERVICE DESIGNATION
BARNARD, Edward ~'.
10~10~10
M
OC'
5. OFFICE/DIVISION/BRANCH OF ASSIGNMENT
6. OFFICIAL POSITION TITLE
OO~Contact~New York Office
Intelligence Oi`ficer (Contact)
7? GRADE
8? DATE REPORT DUE IN OP
9. PERIOD COVERED BY THIS REPORT (Inclusive dates)
GS-1~+.
21 July 1958
7/21/57 - 7/20/58
10. TYPE OF REPORT
INITIAL
REASSIGNMENT?SUPEflVISOR
SPECIAL (Specify)
'
(Check One)
P
T
OYEE
E
gNNUAL
REASSI GNM
?EM
L
N
SECTION F. CERTIFICATION
I. FOR THE RATER: I CERTIFY THAT THIS REPOR NT OF THE INDIVIDUAL BEING RATED
A. THIS GATE B. TYPED OR PRINTED ISOR C? S UPERVISO R-'S OFFICIAL TITLE
24 Sept . 1958 CHIEF', N~Id YQ~?K OFFICE
2. FOR THE REVIEWING OFFICIAL: I HAVE REVIE FERENCE OF OPINION IN ATTACHED MEMO.
A. THIS DATE B. TYPED OR C: OFFICIAL TITLE OF REVIEWING OFFICIAL
7 D 5~~ OFFICIAL C~~
CO1v ~11C~ D1V1r:JI01V
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SECTION G.
ESTIMAT
1. POTENTIAL TO ASSUME GREATER RESPONSIBILITIES
DIRECTIONS: Considering others of his grade and type of assignment, rate the employee's potential to assume greater
responsibilities. Think in terms of the kind of responsibility encountered. at the various levels .in his kind of
work.
I ALREADY ABOVE THE LEVELAT WHICH SATISF A-C TORY PERFORMANCE CAN 8E EXP#CTE D
2 HAS REACHED THE HIGHEST LEVEL AT WHICH SATISFACTORY PERFORM ANC.E CAN BE EXPECTED
3 MAKING PROGRESS, BUT NEEDSMORE TIME BEFORE HE CAN BE TRAINED TO ASSUME GREATER RESPONSIBILITIES
4 READY FOR TRAINING IN ASSUMING GREATER RESPONSIBILITIES.
5 WILL PROBABLY ADJUST QUICKLY TO MORE RESPONSIBLE DUTIES WITHO UT FURTHER TRAINING
6 ALREADY ASSUMING MORE RESPONSIBILITIES THAN EXPECTED AT HIS PRESENT LEVEL
RATING
~ AN EXCEPTIONAL PERSON WHO IS ONE OF THE FEW WHO SHOULD BE CONSIDER E.D FOR EARLY ASSUMPTION OF HIGHER
NUMBER
LEVEL RESPONSIBILITIES
2. SUPERVISORY'BOTENTIAL
DIRECTIONS: Answer this question: lies this person the ability to be a supervisor?. ~ Yes Q No If your
answer is YES, indicate below your opinion or guess of the level of supervisory ability this person will reach AFTER
SUITA~,E TRAINING. Indicate your opinion by placing the number of the descriptive rating below which comes closest
to expressing your opinion in the appropriate column. If your rating is based on observing him supervise, note your
rating in the "actual" column. If based on opinion of his potential, note the rating in the "potential" column.
0 HAVE NO OPINION ON HIS SUPERVISORY POTENTIAL IN THIS SITUATION
DESCRIPTIVE
1 BELIEVE INOIVIDU AL WOULD BE A WEAK SUPERVISOR IN THIS KIND OF SITUATION
RATING
2 BELIEVE INDJ VIDUAL WOULD BE AN AVERAGE SUPERVISOR IN THIS KIND OF SITUATION
NUMBER
3 BELIEVE INDIVIDUAL WOULD BE A STRONG SUPERVISOR IN THIS SITUATION.
ACTUAL
POTENTIAL
DESCRIPTIVE SITUATION
A GROUP DOING THE eASlc Joe (truck drivers, stenographers, technicians or professional spe-
3
CIa119t3 Of Var10lIS kits dS) WHERE CONTACT WI TN IMMEDIATE SUBORDINATES IS FREOUEN T, (Fi rst line
supervisor
3
A GROUP OF SUPERVISORS WHO DIRECT THE BASIC JOB (Second line supervisors)
A GROUP, WHO MAY OR MAY NOT BE SUPERVISORS, WHICH IS RESPONSIBLE FOR MAJOR PLANS, ORGANIZATION
0
ANO POLICY (Executive level)
2
WHEN CONTACT WITH IMMEDIATE SUBORDINATES IS NOT FREQUENT _
2
WHEN IMMEDIATE SUBORDINATES' ACTIVITIES AR E? DIVERSE AND NEED CAREFUL COORDINATION ;
i
3
WHEN IMMEDIATE SUBORDINATES INCLUDE MEMBERS OF THE OPPOSITE S'EX ,
i.
OTHER ($p ecl fy) ~~-'
FORM N0. C REPLACES PREVIOUS EDITIONS
I NOV 55 ~`~ {Part ~ ~) OF FORMS 45 AND 45A WHICH S T
ARE OBSOLETE.
 SEZ~
(iYhen Fttte
3? INDICATE THE APPROXIMATE NUMBER OF MONTHS THE RATED EMPLOYEE HAS BEEN UNDE-R YOUR SUPE I
~~~
11
~ ~~'kE ~.
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T
A
TS
a first-rate intelligence officer in his~"~re~er,~ ~Qgs~' jiron,
now
individualO
This
has the"potential of developing further his overall capabilities. His ~i~icion
to his work should see this come to pass..
M,pt~ Rp ply
SECTION H. FUTURE PLANS
1? TRAINING OR 'OTHER DEVELOPMENTAL EXPERIENCE PLANNED FOR THE INDIVIDUAL
This individual would definitely benefit from an operations training course.
2? N07E OTHER FACTORS, INCLUDING PERSONAL CIRCUMSTANCES, TO BE TAKEN INTO ACCOUNT IN INDIVIDUAL'S FUTURE ASSIGNMENTS
This individual would prefer to remain in his present location far the next
four to five years. A tour of duty in headquarters would ,then be :of benefit
to him anal to the Division.
SECTION I. DESCRIPTION OF INDIYIDUAL
X HAVE NOT OBSERVED THISI HENCE CAN GIVE NO OPINION AS TO HOW THE DESCRIPTION APPLIES TO THE
INDIVIDUAL _
1 APPLIES TO THE INDIVIDUAL TO THE LEAST POSSIBLE DEGREE
CATEGORY NUMBER 2 - APPLIES TO INDIVIDUAL TO A LIMITED DEGREE
3 APPLIES TO INDIVIDUAL TO AN AVERAGE DEGREE
4 APPLIES TO INDIVIDUAL TO AN ABOVE AVERAGE DEGREE
~~ ~ ~. ~ 5 AP~PL.IES?TD INDI.V:IDUAL TO AN OUTSTRNDING.DEGREE ~.~...
CATEGORY
STATEMENT
CATEGORY
STATEMENT
CATEGORY
STATEMENT
1. ABLE TO SEE ANO TH ER'S
POIkT OF VIEW
~.I.T
Ii? HAS HIGH STANDARDS Of
ACCOMPLISHMENT
~
2J. IS EFFECTIVE IN DISCU S?
SIONS WITH ASSOCIATES
1
(,~
2. CAN MAKE DECI S~I~ONS pry HIS
OWN WHEN NEED ARISES
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12, SHOWS ORIGINALITY
Y,
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22? IMPLEMENTS DECISIONS RE?
GARDLESS OF OWN FEELINGS
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$. NAS I~NI T'1 ATI YE'
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18. ACCEPTS RESPON SI BILI
TIES
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2$? IS THOUGHTFUL OF OTHERS
~~
Q.- I S AN A LY T'I C 1 N H I ~S - T H I -N K-
ING
1
l.I.
iQ. ADMITS HIS ERRORS
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24? WORKS WEL L~ U,N DER PRESSURE
S? STRI VE S C6N 5-TAN TLY FOR
.NEW KNOWLEDGE AND IDEAS
~ 1 1
T
15, RESPO N~DS WELL TO SU P.ER-
VISION
~ 1
T
~25? DI SPL RYS JUDGEMENT
6? KNO WB NHEN TO SEEK
ASSISTANCE
,
~
16. ODES HIS.JOB WI TNOUT
STRONG SUPPORT
5
28? ISSE CU RI TY CON SCIOUS
5
7. CAN GET ALONG WITH PEOPLE
1
rl
-r
17? COMES UP WITH SOLUTIONS
TO P RO BL EM'S
~
27 IS VERSATILE
B. HAS MEMORY FOR FACTS
~ 1
1
IB? IS OBSERVANT
j,
2B? HIS CRITICISM IS CON?
S T R U C T I V E
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9. GETS THINGS DONE
~
~ ~
I8. THINKS CLEARLY
1.
AI'
2B? FACILITATES SMOOTH OPERA?
TIQN OF HIS OFFICE
,iD. CAN COPE WI TN EMERGENCIES
~
2O? COMPLETES ASSIGNMENTS
WI TNIN ALLOWABLE TIME
~.I,
$Q. DOES NOT REQUIRE STRONG
AND CONTINUOUS SUPERVI?
L IMI TS
S'1 ON