Documents / Official release
This 1957 U.S. Navy personnel file was released under the U.S. Department of War name. It covers Chief Photographer Delbert Clement Newhouse, CWO-4, USN. It holds Records of Emergency Data from 1955 to 1957, a 2 May 1957 request that changed his home of record to Pensacola, Florida, and vouchers for his dependents' travel. It also includes fitness reports from his time as Photographic Officer at the U.S. Naval Base at Santa Elena Bay, Ecuador, and with the Fifteenth Naval District in 1942 and 1943. The file contains no UFO material.
From the source:Release of 2026-09-18 Incident: 5/2/57, N/A. This file contains the final personnel record of U.S. Navy Chief Warrant Officer Delbert C. Newhouse, who left naval service as a Chief Warrant Officer 4, then the highest Warrant Officer grade. In July 1952, Newhouse recorded 16mm motion-picture film near Tremonton, Utah; the film later became the subject of a Project Blue Book investigation. Project Blue Book was the U.S. Air Force program active from 1952 to 1969 that investigated the nature and origin of unidentified flying objects (UFOs). In addition to documenting routine assignments and training, the file records Newhouse’s career progression as a Photographer’s Mate, a Navy enlisted specialty responsible for photography and related imaging work. Project Blue Book investigators characterized Newhouse as an expert photographer based on his naval experience.
“Sea”48 pages
19. In comparison with other officers of his grade and approximate length of service or approximate length of duty assignment, to what degree has this officer exhibited the following qualities? NOT OBSERVED Has exceptional knowledge of his duty assignments. Extremely well informed. Has excellent knowledge of most phases of his duty assignments. Is well informed on the remaining phases. Occasionally demonstrates exceptional knowledge. Is well informed on most phases of his duty assignments. Frequently demonstrates excellent knowledge. Has satisfactory knowledge of routine phases of his duty assignments. Serious gaps in his knowledge of fundamentals of his duty assignments. (Adverse) $\cdot$ X $\cdot$ (b) COOPERATION (Consider ability and willingness to work in harmony with and for others.) NOT OBSERVED Extremely successful in working with others. Has an outstanding ability to create harmony. Promotes harmony in dealing with others. A very good team worker. Gets along well with most people. Knows how to take orders. Fits in with a team. Indifferent to others. Cooperates occasionally. Inclined to create friction. Generally not cooperative. (Adverse) $\cdot$ X $\cdot$ (c) JUDGMENT (Consider his ability to grasp a situation, think clearly, and develop correct and logical conclusions.) NOT OBSERVED Outstandingly sound and logical thinker with an exceptional grasp of the situation involved. Exceptionally good judgment based on sound evaluation of all the factors involved. Judgment is usually sound and reasonable. Is prone to neglect or misinterpret facts. Occasionally commits errors in judgment. Due to faulty judgment, his decisions or recommendations are too frequently wrong. (Adverse) $\cdot$ X $\cdot$ (d) LEADERSHIP (Consider his ability in organizing, obtaining the cooperation of others, and in directing their efforts effectively.) NOT OBSERVED Outstanding skill in directing others results in a very effective unit. Inspires confidence even under very difficult circumstances. A consistently good leader. Commands respect of his subordinates. Is very effective under difficult circumstances. Capable leader. Develops good cooperation and team work in difficult circumstances. Knows how to give orders. Generally obtains effective cooperation under normal circumstances. Fails to command. Unable to exert control. (Adverse) $\cdot$ X $\cdot$ (e) PROMOTION POTENTIAL (Consider his capacity to handle jobs of increased scope and greater responsibility, ability to learn rapidly, personality, self-improvement efforts, special abilities, and training.) NOT OBSERVED Capable of increased responsibility and rapid advancement. Very promising promotional material. Demonstrates promise for further growth at moderate rate. Present job is taxing his capabilities. Requires considerable amount of training. Definitely limited. (Adverse) $\cdot$ X $\cdot$ (f) MANAGEMENT EFFECTIVENESS (Consider his utilization of men, money, and materials.) NOT OBSERVED Is most effective in the utilization of men, money, and materials. Is effective in accomplishing extra savings in men, money, and materials by implementing and maintaining improved management procedures. Conserves men, money, and materials effectively by implementing and maintaining routine management procedures. Utilizes men, money, and materials in a barely satisfactory manner. Is needlessly wasteful of men, money, and materials. Is irresponsible in this regard. (Adverse) $\cdot$ X $\cdot$ (g) REMARKS. Marks in any of the starred (*) boxes must be justified in this section with a brief description of the factors which were considered in evaluating the officer. The justification should be in concrete and specific terms. (Signature of regular reporting senior if report is concurrent)
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Official release, from the pursue collection. The PDF is mirrored here; the original link is under it. The text was read from the page images by an OCR model; expect the odd misread word. 585 pages are in the text index: search them above, or from the library's search.