U.S. DEPARTMENT OFHOMELAND SECURITYU.S. COAST GUARDCG-5310C

a. NAME (Last)

Dorazio

Validation:

OFFICER EVALUATION REPORT (OER)

e. DATE REPORTED

2012/07/02(Initials)

D Ac. GRADE

05d. DATE OF RANK

2008/071 01h. DAYS NOT OBSERVEDLV OTHER

f. UNIT

Base Honolulug. ATU - OPFAC

Manages 310 personnel, $10.5M budget, $90M property & 300K sq ft of facilities on 41-acre Base hosting 14 tenantcommands. Executes mission support for 40 supported units and over lK personnel on Hawaiian/Pacific islands inD14 AOR, inel: facilities, naval engineering & industrial ops, contracting/procurement, finance & accounting, HRIpersonnel, medical/work-life & C4IT support. Directly supervises 7 senior Dept Heads & 10 Boards/Committees.Concurrently served as acting MWR Director for 1 year due to extended GS-Il vacancy. Certified Type 2 NIMSICS Logistics Section Chief (LSC) & DCMS Logistics Support Element (LSE) mbr. Acting Base CO for 30 days.ATTACHMEmS:

AbilitY.to anticipate, determine goals,identify relevant information, set

~~~~~~i~~~ ~1at~~~It'~n~n~~6~s~Guard's future.

I. DATE SUBMITTEDo Concurrent I I

Got caught by the unexpected; appeared to becontroled by events. Set vague or unrealisticgoals. Used unreasonable criteria to setpriorities. and deadlines. Rare~ had plan ofaction. Failed to focus on relevant information.

ob. IISING RESOIIRCES'

Ability to manage time, materials,information, money, and people (i.e.all CG components as well asextemal publics).

Concentrated on unproductive activities oroften overlooked critical demands. Failed touse people productively. Did not follow up.MismanaQed information, money or time.Used inelfective tools or left subordinateswithout means to accomplish tasks.Employed wasteful methods.

Unusually skilled at bringing scarce resourcesto bear on the most critical of competingdemands. Optimized productivity througneffective delegation, empowerment, andfollow·up control. Found ways tosystematically reduce cost, eliminate waste,and improve efficiency.

c. RESI!! TSIEFFECTIVENESS

Quality, quantity, timeliness andimpact of work.

Routine tasks accomplished with difficulty.Results often late or of poor quality. Workhad a negative impact on deparlment or unit.Maintained the status quo despiteopportunities to improve.

Got the job done in all routine situationsand inmany unusual ones. Work was timely and ofhigh quality; required same of SUbordinates.Results hac a positive impact on deparlment orunit. Continuously improved services andorganizational effectiveness.o

Maintained optimal balance among quality,quantity, and timeliness of work. Quality of ownand subo work surpassed expectations.Results h ificant Jl9Sitive impact on unitor Coast ar. Established clearly effectivesystems of continuous improvement.o • 0

d. ADAPTABiliTYo

Ability to modify work methods andpriorities in response to newInformation, changing conditions,political realities, or unexpectedobstacles.

e. PROFESSIONAl COMPETENCE

Abilitx to acquire, apply and sharetechnical and administrativeknowledge and skills associatec withcescnpnon of duties. (Includesoperational aspects such as marinesafety, seamanship, airmanship,SAR, etc., as appropnate.) 0COMMENTS:

Rapidly assessed and adjusted to changingconditions, political realities

rnew information

and technology. Very skiled at using andresponding 10 measurement indicators.Championed organizational improvements.Effectively dealt with 'extremely complexsituations. Turned pressure and ambiguity Intoconstructive forces for change.

Unable to gauge effectiveness of work,recognize political realities, or makeadjustments when needed. Overlooked orscreened out new information. Overreacted orresponded slowly to change in direction orenvironment. Ineffective in ambiguous,complex, or pressured situations.

Receptive to change new information andtechnology. Effective~' used benchmai-ks toimprove performance and service. Monitoredprogress and changed course as required.Effectively dealt witn pressure and ambiguity.Facilitatea smooth transitions. Adjusteddirection to accommodate societal trends orpolitical realities.

Superior expertlse; advice and actions showedgreat breadth and depth of knowledge.Remarkable grasp of complex issues, concepts,and situations. Rapid~ developed professionalgrowth beyond expectations. slyconveyed knowledge, directly r inincreased workplace productivity. tfulknowledge of own role, customer needs, andvalue of work. 0

Exceptional plan/prep. Created & implemented strategic business plan addressing key issues raised in employeesurveys. Developed new written policies for work hours, authorized absences & exercise program to unify workforceacross all 7 Depts & present more standardized customer service experience. Optimal use of resources reflecting newconstrained fiscal norm. Leveraged active duty, transient workforce to complete 1500+ preventative maint hrs &preserve aging shore infrastructure. Consolidated YN & SK'S from 3 different local units to create efficiencies ofscale & reduce net billets. Profoundly effective completing overwhelming volume of work to support customers w/impeccable results: $4.5M procurements w/ incredible 97% BMTS scores for 52 PE's; 1400 personnel records (w/SPO consolidation); and, over 3.5K successful C4IT, naval & facilities engineering procedures/repairs - all whilemaintaining 4.5 (out of 5) avg customer satisfaction survey score across all 7 Depts. Highly adaptable; re-engineeredwork processes to overcome 20% civilian personnel vacancy rate w/out impact to operational units. Stepped in asacting MWR Director during 1 year GS-ll vacancy; utilized MBA skills to increase retained earnings 94%. Superiorexpertise. Top student in MBA program @ George Wash Univ w/ 3.97 GPA; leveraged analytical tools to makedata-driven decisions; dramatic improvement to MWR financial statement. One of only 7 Type 2 LSC's in entire CG.

Previous Edition Obsolete

Ability to s~k effectively and .to unaerstand.

b. WBIIU:lG;,

Ability to ex~s facts andclearly and convincingly.

COMMENTS:

Articu~ate & persuasive ~nall forums, spoken & written, w/ confidence borne of prep, knewledge & experience.Organized, dear & concise speech before 200+ mbrs at monthly all-hands; kept mbrs well-informed. Dynamicpresentations to Dep~ o~ State/~oreign di~~es & various DoD in~r-service groups; fostered strong inter-agencypartnerships. Authoritative & impactful wntmg. Base plan of week IS renown as the comprehensive source of allrelevant CG info on Oahu, read by 1000+ mhrs/week. Wroteledited 100+ documents cogently advanc'ng CG interests ..

c. DIRECTING OTHERS'

Ability to influence or direct othersaccomplishing tasks or misSiOns.

d. TEAMWORK'

Selfless leader dedicated to helping all mbrs of diverse workforce, which inspired subords: championed new PTprogram for civ employees; created first ever Senior Enlisted Reserve Advisor billet for Base Hono; recognized over100 mbrs wI awards. Mentored & developed 3 10's selected for advanc.ed education, 3 civs promoted to higher gradelevels & myriad enlisted advancements. Administered over $1OOK in CGMA & tuition assistance to help mbrs over-come financial difficulties & grow thru education. Fearlessly led Base thru 2 tropical storms; carefully measured risk& remained on board wI small tiger team to safely keep Base open to support operational units involved in response.Directed 2417 OOD watch thru myriad contingencies wI bias for action & expertise, incl successful responses to oilspills, medical emergencies & MISHAPS; duty section empowered wI proper tools & flourished. Built networks &collaborated to achieve broad results, e.g. numerous high-profile Base events w/l00's of visitors generating abundant]goodwilllPR; leveraged DoD to provide premier transition, MWR & training services to CG mbrs. At the front line

. upholding COMDT policies. Mediated 11 civil rights complaints fairly resolving disputes & assisted 5 sexual assaultvictims emphasiz'g culture of respect Created new eval instruction which improved fairness, accuracy, transparency.

Officer

o

7. REPORTING OFFICER COMMENTS: Do not concur RO is Supervisor

Superb leader w/ distinguished performance as XO. Continually displayed a tireless work ethic, passion for missionsupport & an amazing grasp of key issues in all 7 Base dept's. As active duty mbrs with medical or discipline issues aresent TDY to the Base from local Sectors/Cutters; CDR Dorazio expertly handled dozens of sensitive personnel issuesissues with ., . !

Ability to originate and act on newideas. pursue opportunities to learn anddevelop, and seek responsibilitywithout guidance and supervision.

Postponed needed action. Implemented orsupported improvements only when directed todo so. Showed little interest in careerdevelopment. Feasible improvements inmethods, services, or products wentunexplored. .

Aggressively sought out additional, responsibility.A self-Ieamer. Made worthwhile ideas andpractices work when others might have giVen up.Extremely innovative. Optimizea use of new ideasand methods to .improve work processes,deciaon-maknq, and service delivery.

b. II !DGMENT'

Ability to make sound decisions andprovide valid recommendations byusing facts, experience, politicalacumen, common sense, riskassessment, and analytical thought.

Decisions often displayedpoor analysis. Failedto make necessary decisions, or jumped toconclusions without considering facts,altematives, and impact. Did not effectivelyweigh risk, cost, and time considerations. Un-concemed with political drivers on organization.

Demonstrated analytical thought and commonsense in making decisions. Osed facts, data,and experience and considered the impact 01alternatives and political realities. Weighed risk,cost and time considerations. Made sounddecisions promptly with the best availableInformation.

Combined keen analytical thought, an understand-ing or. political processes, ana Insight to makeappropriate decisions. Focused on the key issuesand the most relevant information. Did the rightthing at the right time. Actions indicated awarenessof Impact of decisions on others. Not afraid totake reasonable risks to achieve positive results.

c. RESPONSIBiliTY Held self and subordinates personally andprofessionally accountable. Spoke up whennecessary, even when expressing unpopularpositions, Supported organizational policies anddecisions which may have been counter to ownideas. Committed to the successful achievementof organizational goals.

Integrity and ethics beyond reproach. Always heldself and subordinates to highest standards of per-sonal and professional accountability. Did the nghtthing even when it was difficult. Succeeded inmaKing even unpopular policies or decisions work.Actions demonstrated unwavering commitment toachievement of organizational goals.

Always self-assured, projected ideal CG image.Poised in response to others' provocative actions.Contributed leadership role in civilian/military com-munity. Exemplified and held others accountablefor the core values and finest traditions of militarycustoms and protocol Meticulous uniform appear-ance and grooming; inspired similar standards inothers.

Did not adhere to the Coast Fitness Pro-gram. Failed to meet minimum standards ofweight control or· sobriety. Tolerated or con-doned others' alcohol abuse. Seldom consider-ed subordinates' health and well-being. Unwill-ing or unable to recognize and manag_estressdespite apparent need Failed to aoequatelyidentify and protect l)€fSonnel from safetyhazards.

Maintained weight standards and adhered to theCoast Guard Fitness Program. Committed tohealth and well-being of seW and subordinates.Enhanced personal oertormance through activitiessupporting physical and emotional well-being.Recognized and managed stress effectively.Ensured that safe operating procedures werefollowed.

Remarkable vitality, enthusiasm alertness andenergy. Consistently contributed at high levelsand actively followed a comprehensive fitnessprogram. Optimized personal pertormancethrough nvoverneot in activities which supportedphYSical and emotional well-being. Monitored andhelped others deal with stress, enhance healthand well-being. Demonstrated a significantcommitment towards safety of personnel.

1-<v tr",'''''''' ",'ly innovative finding solutions to improve both customer & employee satisfaction. Implemented flexible altern-ate work schedules around established core service hours w/ PT time for all military & civilian personnel; noticeablyenhanced performance & productivity. Shared new instructions to implement @ all 14 Bases across CG. IncomparableUU.j,'H""'" & responsibility. Made tough decision to relieve 04 Dept Head after full due process & investigation docu-

!H",H.',"" 04's mistreatment of subords & unprofessional behavior. Relief of duty withstood all appeals & restored cult-of respect in that Dept. Completed 75 complex mil & civ personnel actions, incl investigations, masts & ADSEP -tained approp discipline & restored mbrs to service. Ideal prof presence. Served as Deposition Officer for 2 high-

D14 general court-martial cases; defused boiling tensions to obtain key testimony. Shined when filling in for CODOD Base Commander & with C Ebullient role PT test scores.

• oExceptional performer; givetoughest and most visibleleadership assignments.

o

In-Zone Reordering

8elowthe majorityof Commanders

Steady performer; limited potential foribility.

oo

Promotion Potential

Do Not Promote

Majority of highperforming

Commanders

Strong performer; verycom petent and res peeted

professional.

o

Excellent performer; highlyrecommended for positions of

increased responsibility.

oo Definitely Promote

** Less than 12 months in rank

i assume 9 ! i assi IDistinguished performer w/ my strongest recommendation for immediate promotion & in-zone reordering to 06 aheadof peers. Optimal proficiency w/ highest responsibility & rigorous accountability as Base XO. Brings unparalleledquantitative (MBA) & qualitative (Lawyer) abilities to solve unique problems confronting Base & set strategicfoundation for future. Selfless leader who achieves both high customer & employee satisfaction. Boundless potentialcontinued growth & sustained excellence. Licensed attorney & MBA student w/ 3.97 GPA. One of only seven Type 2Log Section Chiefs in entire CG. Highest rec for 06 Base CO, DOL, LSC, PSC/CG-l, or DCMS hi-impact position.

Page 4 of CG-531OC (Rev. 02..()9)

PREPARATION CHECKLIST (OPTIONAL):Administrative Data and Description of Dllties (Sections 1 and 2)'

/

INSTRUCTIONSPURPOSE: The Officer Evaluation Report (OER) primarily providesinfonnation for officer corps promotion, selection, and asSignmentdetenninations. Secondary purposes include: (1) prescribing commonstandards of expected perfonnance; (2) reinforcing Coast Guard values;and (3) acting as one means of perfonnance feedback for the Reported-onOfficer.

SUBMISSION SCHEDULE:Grade Aclive DIJt~ .to.e.L.Captain Apr AprCommander Mar MarUeutenant Commander Apr AprUeutenant May MayUeutenant (Junior Grade) Jan and Jul JulUeutenant (JuniorGrade) in zone for LT Jun JunEnsign Mar and Sep MarChief Warrant Officer (W4) Apr AprChief Warrant Officer (W3) Jul JutChief Warrant Officer (W2) Jun Jun

Notes:(1) An OER period may be extended for up to .92days (semiannual) or 182

days (annual) under certain conditions. Consult PERSMAN for further guidance.(2) OERs for IDPL grades of CAPT, LTJG, and ENS are annual. All other

IDPL OERs are biennial.(3) Officers assigned to OUiNS follow an annuallsemillnll!,lal schedule

according to school tenns.

TlMELlNE:21..da.y.s. before end of period:

Reported-on Officer submits to Supervisor a list of Significantaccomplishments during the period, supporting documents (asrequired), administrative data required for OER Section 1, and acompleted OER page 4.

1O..dalt& after the period:Supervisor sections of OER due to Reporting Officer.

~ after the period:Supervisor and Reporting Officer sections due to Reviewer.Reviewer sends completed OER to OER Administrator.

~ after the period:OER due to CGPC for review and entry into official record.

RESTRICTIONS:Raters shall not mention a Reported-on Officer's: (1) First name; (2)Non-selection for promotion, including allusions thereto; (3) Record appeals; (4)Psychological or medical conditions; (5) marital or family status (includingpregnancy); or (6) Performance observed outside the reporting period. Ratersalso shall not: (1) Expressly evaluate or place emphasis on .gender, religion,color, race, or ethnic background (applies to both member and third parties); or(2) Include informationwhich is subject to II ~rity dassilication.See PERSMAN for additional restrictions that apply to disciplinaryproceedings.

GUIDING INSTRUCTION: Chapter 10-A of the CG Personnel Manual,COMDTINST M1000.6 (series), contains all official guidance on OESrequirements. .RESPONSIBILITIES: All Coast Guard officers and raters of CG officersshould be aware of their OES responsibilities as outlined in the CGPersonnel ManUal.

All fields completed (enter dates in VYVY/MMIDD fonnat and enteronly one occasion for report).

Primary duty will be capitalized (no other text enhancements,such as uflderlining, bolding, or all capital letters, are allowed throughouttheOER).

Attachments listed (only personal award citations, punitive letters, orletter reports for senior service school allowed).

perfoanance Evahiation (Seclions 3-5 and 7-B)

Marks assigned according to standards which most closely describeReported-onOfficer's perfonnance during the period.

Specific examples cited for each mark which deviated from "4".When applicable, comments on seamanship, or airmanship ability aredistinct.

ComparisM or Rating Scale and potential (Seclions 9 and 10)'

Section 9 ma~ assigned according to the instructive clauseon the form.

Comments describe Reported-on Officer's overall potential for greaterresponsibility (include, as appropriate, recommendations for promotion,special assignment, and command).

TIPS FOR EFFECTIVE COMMENTS:

1. Be speCific.Concisely describe the perfonnance by relating the action observed

and its impact; quantify the action whenever possible and explain why it wasimportant; avoid empty superlatives. Do not repeat the dimensions.

2. Save space.Use infonnation bullets; redU&8the use of pronouns; use member's

name sparingly, if at all; use action verbs and semicolons; and avoid excesswords. Acronyms and abbreviations are effective only if they are common toall Coast Guard communities or are initially defined in the comments.

3. Be clear.Don't lose the meaning; watch for cryptic comments.

L _j

14, OER ADMINISTRATOR REVIEW:. 13. RETURN ADDRESS. (Nameand address to whichacopyis sentafter filingtheorQinalin theofficer'srecord.)

I I a. Imtlals: - rD. -Date: /- /

PRIVACY ACT STATEMENTThis information is requested under the authoiity of 14U.S.C. 833 to determine an officer's suitability forpromotion or job assignment. Submitting thisinformation is mandatory. Failure to provide it couldadversely affect promotion opportunities and jobassignments or lead to disciplinilry action.