Despite his young age, he is one our most mature Soldiers and never has to be told what his job is or be reminded to do something. Intermediate Rater Qualifications. Normally a single paragraph of a couple of sentences explaining who you are (rank, place of work, etc) and your relationship with the subject (co-worker, friend, supervisor, etc). Senior Rater Bullet Comments; what is best for promotion boards? They have a total of 22 years in Major key development positions . The same applies to outstanding performance. o Incorporates Army Directive 2015-11, Unmasking of Army Officer Evaluation To contribute examples, enter them below. HELP! I recommend supporting him with his request to stay in the Army. You can't do it all yourself. Army Regulation 614-100, Officer Assignment Policies, Details, and Transfers, offers detailed insight on assignment policies. . To me the rater and senior rater are there to make sure the self evaluation stays honest. Make sure you address the type of behavior that the person is accused of having. KD opportunities may affect what type of battalion an officer will command; however, the key to success is to perform well regardless of the position. Sample Army OER Bullets & Comments. Provide rater and senior rater support forms. When it came to Recruiting, LCpl Trejo was very motivated and impressive. I am fully aware of the severity of SSG Deleon's actions. In most cases, one OER can separate officers in the top third from those in the middle third. SUBJECT: Character Statement for SPC Joe J. Smith. Not all officers are interested in being nominated for special assignments; this desire must be communicated to the assignment officer in order to avoid potential friction. SSG Deleon had always demonstrated the highest level of integrity and never acted as someone who would violate his position of trust. Votes. Every resource available on OER Commons contains an . o expressed himself in an open and candid manner; facilitated teamwork. This assertion, along with Army Regulation (AR) 623-3: Evaluation Reporting System (ERS), implies that character is the foremost leadership requirement: The Army Values, empathy, warrior ethos, and discipline are critical attributes that define a leader's character and apply across all grades, positions, branches, and specialties. Spend some time thinking this through so that you can come up with material that will cast doubt on the charges. The report is forwarded to the HQDA. The documents hosted in the ACO Learning Center come from various sources. Could it be possible that an examination of each services documentation process could lead to a better format? I understand that he must be held accountable for his actions and punishment will be administered. Get some sleep. He was always well groomed and his uniforms were always Inspection Ready. Counsel quarterly throughout rating period. If an Officer just received a negative OER, it is advisable to retain a military lawyer to assist with an appeal. The submission of a detailed MER is critical to enabling HRC to select the right officers for specific organizational requirements. 3. The number one rule is that as your performance changes, so should your future goals. The current OER character/ line boundaries are (approximately): Rater (for Field Grade OERs): o Character4 lines/ @61 words Currently there are two cycles: the 01 cycle, which runs from Oct. 1 through March 31, and the 02 cycle, which runs from April 1 through Sept. 30. However, with our pre-built online templates, everything gets simpler. At that time, SSgt Trejo was a Lance Corporal and played a key role in the success of RSS Brooklyn. This is important. Because he or she is being judged by strangers who don't know him, character statements will be required for his defense. The below comments are not to replace the Army's definition, nor are . He is easily in the top three junior NCOs that I have had the pleasure of working with. I can be reached at any time on my personal cell, 800-SHK-NBKE, or government cell, 800-BBJ-ESUS. I will have honorably served for 15 years come June 2021. Often officers place a high priority on joint assignments; however, there are risks associated with receiving jobs for which only "the best" are assigned. The establishment of realistic career goals is paramount to successfully managing expectations. Leadership is more than knowing where you are, where you want to go, and how you are going to get there. SFC, USA SUBJECT: Character Statement for SGT Jones. Making the alternate list is an accomplishment in itself because there is still a chance to receive a command based on declinations, deferments, or other actions that may require a change in leadership. However, I must note that SPC Smith was not the cause those conflicts. LEAD. PERIOD'COVERED:'''!FROM%(YYYYMMDD)!THRU%(YYYYMMDD)! As a recruiter assistant who was not formally trained, LCpl Trejo outshined many certified Marine Corps Recruiters (8411s). Witnessing CW3 Texas-Ranger s superior leadership and mentorship qualities in such a diverse environment, certainly groomed me into the Leader I am today. I am directly responsible to my commanding officer for the effective and efficient daily operations and mission. Organizations should communicate routinely with their assigned account managers in order to effectively influence the process. HELP! The DA Form 67-10-2 evaluates an applicant's ability to perform duties and assesses their character. If detailed data is not submitted, units leave the decision to assignment officers who may not have complete information to assign the officer who is best suited to the unit's mission. HRC will serve as the final adjudicator, but the units' input combined with the officer's skill set are large parts of the assignment decision process. The fundamental purpose of the MER is to give commanders and human resources professionals the ability to formally advocate for the skills, experience, and knowledge required to accomplish specific missions. 43. Top third officers are on track for promotion and will compete extremely well for battalion command. Describe incidents where he was encouraged to cut corners or leave his post but refused. Once a space is open and a validated requisition is created, it is up to the assignment officer to find the best qualified officer. Despite the unjustified provocation, SPC Morrison remained calm and in a respectful manner, explained our situation, and then just walked away. Oraganized by categories: Character, Presence, Intellect, Leads, Develops, and Achieves. The Army will also implement a rater profile for the company and field-grade officer plates; emphasize recommendations for future operational and career broadening opportunities on the field grade plate; redefine the senior-rater box check; and limit the use of intermediate raters to special branches and dual-supervision situations. Footnotes. Second, it articulates what is important. He doesn't like confrontations and will avoid them if at all possible. nature (e.g. However, officers must develop realistic plans that mitigate risks to accomplish their overall career goals. Leading by example is a manifestation of character and presence attributes." (FM 6-22 Leader Development, 7-23) . My name is Gunnery Sergeant DeKinderen, Todd M., the 1st Marine Expeditionary Force (I MEF) G-3 Headquarters SNCOIC. You must justify through detail why you think an officer deserves an outstanding rating. Bottom third officers are at risk for having promotion denied and basically have no chance of selection for battalion command. of all officers, the best among a select grade or group, promote below the zone). I have had to pull him aside multiple times to explain how the Drill Sergeant duties can run you down and burn you out if you don't take the time to charge your own batteries; but helping his peers seemed to energize him. Type your statement and print it on good quality paper. Happens frequently in the TPU. Assignment officers need time to work on special circumstances that require external coordination, such as by-name requests, nominations, and accommodations for enrollees in the Exceptional Family Member Program, and Married Army Couples Program. (3) (b) The rater will ensure that the rated officer or rated NCO receives a copy of the rater's and senior rater's support forms. Throughout this period of time, I had the opportunity to witness his work ethic, professionalism, and ability to lead. He would selflessly sacrifice his time on countless occasions, in order to lift the weight off his struggling peer's backs. Get, Create, Make and Sign oer support form pdf . thank you Sir!! Each officer has a specific YMAV or DEROS that identifies when they are eligible to move. I will have honorably served for 15 years come February, 2019. I remember one incident that illustrates his non-confrontational nature. DA FORM 67-10-2 - Example Raters and SRs should do their work. During this rating period, CPT Holmes has demonstrated that he is an excellent Officer and company commander. Use plain bond paper and the official memorandum format. An OER with negative comments, "no" block checks, or negative ratings (referred OER), is career threatening for the Officer who receives it. AR 623-3. ch 1-8 Standards of Service. Combat training center and joint assignments represent the next target. This has not been an issue with me when working with him. EMAIL ADDRESS (.gov or .mil) . References mentioned: S1 Net (CAC required) Our recommended tips for completing the OERSF: #1) Keep a running log of your significant contributions and accomplishments throughout the rating period. Expressing a willingness to go further in defense of the subject by providing a phone number or offering to show up at any hearing will double the letter's effectiveness. Memorandum for XO and S3, 3rd Bn, 7th Infantry Subject: Field Grade Rules. It is completely out of character for him and I can't help but wonder if there were mitigating circumstances. FIELD GRADE PLATE (04 - 05; CW3 - CW5) OFFICER EVALUATION REPORT . I had the opportunity to get to know SGT Jones as a peer and as a friend. It can't be a rambling, general statement that "John is one of the nicest guys I have ever met". Usually, when things get to the point where character references are requested, the person is in potentially serious trouble and his career is on the line. Promotion opportunities are many, and multiple paths lead to the same end state. Soldiers need their raters to transparently communicate how their performance and potential will be evaluated. Normally a single paragraph that reinforces your belief in the subject and summarizes your statement. judicious in their comments. Officer Fitrep Bullets. In addition to limiting promotion potential, a negative OER can trigger the Army Officer Elimination process.. First, it describes how a rater or senior rater sees evaluations. My name is SSG Smith and I am writing on behalf of SGT Jones. The Assignment Interactive Module II allows complete transparency for units and individual officers. O-6s typically attend the Army War College. Ensuring family peace is an enduring priority. The Master Sergeant apparently thought we were assigned to his work detail and blasted us with insults and even put his hand on SPC Morrison's shoulder as if he was going to arrest him. The transition process can be stressful on everyone; however, if these identified aspects are taken into consideration, friction will be reduced. #3) Be descriptive, both qualitatively and . HRC account managers are responsible for representing their assigned units' requirements. This will suggest to the reader that the incident was a one-time, out-of-character act, not likely to be repeated. I first met CW3 Texas-Ranger in August 2004, when he served as an AIT Drill Sergeant at Ft. Gordon, GA. CW3 Texas-Ranger was never assigned as my Drill Sergeant or Senior Drill Sergeant. If he has a concern regarding a task I've given him, he requests clarification. This will give them an idea of their future opportunities. d. Evaluation Reporting System process. Answer (1 of 5): "Company grade" officers are junior executives in the grades of lieutenants (second and first) and captains (O-1 through O-3). DEI Best Practices: Expanding the K-12 pipeline, http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/adrp6_22_new.pdf, http://www.hrc.army.mil/site/ASSETS/PDF/MOD3_Evaluation_System_Rater_and_Senior_Rater_Jan14.pdf, https://www.hrc.army.mil/site/ASSETS/PDF/MOD1_Revised_Officer_Evaluation_Reports_Jan14.pdf, https://www.hrc.army.mil/TAGD/Evaluation%20Systems%20Homepage. His military presence was something that even many of his superiors adored, including myself. The Army has plenty of assignment opportunities other than brigade combat teams, and these opportunities need solid performers. In this case, a middle third officer may have the right skills and experiences to supersede a top third officer. The final pages of the OER Support Form defines them for the Army. His interactions with me, and those I have witnessed with other superiors, are always with good military bearing and keen attention to customs and courtesies. It's a pain in the ass, and nobody reads them, but you have to do them. " You are fair and treat everyone in the office as an equal. He does so without question. OFFICER EVALUATION RECORD. In fact, I once heard our Maintenance NCO praise him at a meeting with the NCOIC, saying he wished he had more Soldiers like him. You must be ready to make decisions, move the mission forward, and lead by example. - Presence. All officers are leaders, regardless of duty position. His technical prowess was steadfast and contributions to the G6 team guaranteed overall mission accomplishment. It is my belief that people of her character and work ethic are too rare to risk losing over a one-time, out-of-character incident and I earnestly recommend suspending any punishment. While these are effective and canonical definitions, there was just more I expected. Assuming that you are the rater and not senior rater keep in mind that you are charged with only rating the officers performance during the last rated period. Generally, the rule of thumb is that officers should have two OERs in a KD position. The preparation of lawful paperwork can be costly and time-ingesting. Rater Responsibilities. HRC will continue to move personnel in predefined cycles, and senior leaders must not shy away from being involved in the process early. LCpl Trejo was soon promoted to Corporal, then shortly met me at the rank of Sergeant, and eventually being promoted to his current rank of Staff Sergeant. Does anyone besides me still think it is outrageous that OERs/NCOERs are sometimes filled out and written by the the person who's ER it is. SUPERSEDED DA FORM 67-10-2, 11/01/2015. Your statement will represent both you and the subject and its appearance will have some influence. I know SGT Jones has dedicated her life to the Army is an integral part of it. All officers need an advocate to portray their narrative during the assignment process. as a role model by displaying character, confidence, and competence, and influence outside the chain of command. Essentially, this is an algorithm, and step one must be accomplished before step two is initiated. What are best command practices for closing down battalions? " You lead by example. Provide narrative comments which demonstrate performance regarding field grade competencies and attributes in the Rated Officer's current duty position. CW3 Texas-Ranger and I were never assigned to the same section at either location. At that time, LCpl Trejo displayed himself in a manner that was well above reproach. This article was published in the July-August 2018 issue of Army Sustainment magazine. We need more examples. The Army wants specifics on AR 623-3 and DA form 67-10-1a. DA Form 67-10-2, Field Grade Plate (O4-O5; CW3-CW5) Officer Evaluation Report, is a document used for providing the Department of Army Headquarters (HQDA) with information about the rated officers' competence, mental and physical condition, and potential for promotion.This form was previously revised by the U.S. Department of the Army (DA) on March 1, 2019, with all previous editions being . My name is SSG Wayne and I am SPC Morrison's supervisor. Take the time to make the next move a family decision and not just about the position available. I am writing this character statement in support of SrA Morrison. SSN#(or#DOD#ID#No.)! 30 days or first drill if reserve component. Contact editor@armywriter.com Disclaimer, non-confrontational, calm, patient, cooperative, dependable, thoroughly follows instructions, fair, competent leader, responsible, mature, good listener, good communicator, counselor, determined, driven, persevering, diligent, works independently, without supervision, has initiative, involved, invested, committed, loyal, devoted. top 1%, 3%, 5%, etc. I have always known him to be quietly cheerful and, to my knowledge, he has always had a good attitude and a positive outlook. Approximately 51 percent of the officers who enter these types of assignments will not exit them in the same performance tier. The goal is to achieve diversity of thought, so officers should have multiple mentors to avoid a myopic assignment approach. CW3 Texas-Ranger fortified the image of the Leader I knew him as during AIT, as he continuously mentored Soldiers at all echelons. Not once did he complain about making telephone calls, visiting high schools, or area canvassing the streets and Subways of Brooklyn, NY. Officers may have promotion to lieutenant colonel basically locked, but the probability of being selected for battalion command may be lower. Field grade officer are rated on what form? I first met SGT Jones in April 2011 at WLC, on Ft Stewart. He does his share of the work without complaint and appears to enjoy his job and being a member of the Army. You're just asking for sleepless nights. If you have any questions or concerns, or if I can be of further assistance, I can be reached at DSN 123-4567. Being mentored by a senior leader is a great opportunity to develop a viable career plan. Good mentorship and leadership will provide him the foundation he requires to continue to be an asset. 15 Rater Assessment: Field Grade Form Narrative comments focused on performance in line with field grade competencies and attributes Limited to 5 lines of text Performance based assessment; no comment on potential d2. Assignment officers, on the other hand, are responsible for locating the right officer available to fill the identified vacancy. A joint assignment is a great opportunity, but if you do not get promoted to lieutenant colonel or selected for battalion command, it will not take you very far. I call upon him frequently during unit PT sessions to assist others with their running and endurance. I currently serve as a Mortar Platoon Sergeant in 1st Brigade, 4th Infantry Division. I encourage officers to perform well regardless of the assignment, and to trust the organization to keep them on a path of progression. He will be grateful for any effort on his behalf. I met SSG Deleon on August 25, 2019, on the day he was assigned to Chaos Company. Some of these are more obvious than others, but some are not so much. EDIPI: 1298475886/USMC. ". Please know that I just copied these from my own OERs (I did change my name and unit though). It is a sign of lazy leadership if your leaders cant perform the duties expected of them, especially when properly evaluating and rating the soldiers/officers beneath them. o constantly ensured candid and respectful treatment of others, forging a shop of harmony and cohesiveness, o selected from among peers to moderate DOD Dignity and Respect initiative for 41IBCT; facilitated shared understanding and inclusion throughout brigade, o supported the Army's SHARP and EO Programs; ensured assigned Troopers attended all mandatory unit SHARP and EO training resulting in zero incidents, o displayed the ability to adapt and make educated decisions during difficult situations relying on intuition, knowledge, and experience, o ensured Soldiers under her supervision were treated equitably; supported the Army's Equal Opportunity Program consistently, o contributed to a positive and productive environment and enforced SHARP policies, o synchronized the consistent delivery of over 25,000 lines of medical supplies valued in excess of $8 million, o trained and cared for soldiers and their families; efforts evident by Section's unprecedented progress, o committed to the advancement of the Army, mission accomplishment, unit and subordinates, o innovative and determined in pursuit of goals of the Army, o encouraged and accepted criticism to identify areas needing attention and addressed them; strong leader, o stayed after hours to ensure all equipment and COMSEC was packed but credited team for success of Ft Bliss joint exercise, o addressed peers and subordinates with respect; facilitated communication up and down the chain of command, o assisted new Soldiers until they established themselves in the unit; promoted harmony and efficiency from the beginning, o placed unit mission and soldier welfare first, o implemented Battalion program to mow yards of deployed Soldiers; instilled sense of family and reduced stress, o projected self-confidence, authority, and enthusiasm during Physical Training sessions, o showed concern for Soldiers; balanced placing the mission first while ensuring Soldiers personal needs were met, o sought challenges and professional growth no matter the difficulty, o expressed exceptional pride in his soldiers, his job, and the Army, o offered advice but loyal to final decisions made by superiors, o exhibited pride in the unit; believes in team building and force multiplication, o displayed uncompromising passion for mission accomplishment, o served as a Soldier first, proud to serve, resolute in his duty, o had a pride in service and a sense of duty that inspired his peers, o inspired and motivated Soldiers to meet and emulate the same high standards he maintained, o exhibited the highest standards of loyalty, integrity and personal behavior at all times, o is utterly dependable under all circumstances, o possessed strong moral principles and personal values, o versatile; always accepted assignments within or outside her MOS to support the entire mission, o was relied on to successfully complete all assignments, o exhibited the deepest commitment to Army values while lifting others to meet that standard, o completed all assignments on time or identified reasons for delay; is the foundation of our Section effectiveness and unit readiness, o demonstrated the highest of standards of conduct on and off duty, o refused to take advantage of his position as Platoon Leader; worked and trained along side platoon members to build a cohesive team, o encouraged coworkers in training Soldiers on radio procedures; reduced comm failures and subsequent mission delays by 50%, o displayed stong character, pride and professionalism, o coached new Soldiers until they established themselves in the work center; exploited only opportunity to get started on the right foot, o participated in every community service event; is an asset any unit would value, o included all Soldiers in section and maintenance plans; encouraged teamwork and improved efficiency and morale, o overcame all challenges; not afraid to fail, o placed Army, mission and subordinates above personal interest, o stood behind principles and convictions; outwardly determined and loyal, o participated in all Post police calls; simultaneously demonstrated followership and leadership; resisted NCO privilege, o is a professional Soldier 24 hours a day, o epitomized selfless-service by placing the needs of his Soldiers and unit above his own, o established a workplace climate that fostered dignity and respect for all Soldiers in the platoon; supported the Army SHARP and Equal Opportunity programs, o surveyed all platoon members to ensure all had cold weather gear; arranged supply issue for ARNG Soldiers, facilitated team success, o showed unyielding loyalty to the unit, peers, subordinates, and the MEDEVAC mission, o inspired self-improvement in subordinates through sterling personal example, o involved in every aspect of the mission; was a positive influence on team members, o invested an enormous amount of effort and time to establish relationships with Soldiers during an extremely tough deployment; yielded enduring loyalty and pride, o demonstrated moral courage, stood up for what is right, o sought new and difficult challenges and responsibilities; poised for advancement, o trusted by his superiors to lead the platoon and make the right decisions, o paid attention to the needs of the squad/platoon personnel during training, o demonstrated the highest standard of loyalty to superiors and the organization, o worked until the mission was completed; a dependable asset that is the definition of readiness, o upheld the Army Values by enforcing standards and discipline among the junior enlisted, o her professional conduct is above reproach, o maintained professionalism in every aspect of her performance during the rated period, o lived by and strongly upheld all the Army Values; had unquestionable loyalty and dedication to the Army's mission, unit, superiors and subordinates, o put the Army, the mission and subordinates first before own personal interest, o her personal integrity is unquestionable, o preserved momentum when those around him falter, o lived the warrior ethos and never wavered during times of adversity while serving on a combat tour, o made honor her top priority; is the organization's daily embodiment of professional pride, o worked efficiently with superiors and is selflessly committed to the unit's mission, o invested effort and time to establish relationships with Soldiers; established or followed-up on career and personal goals; dramatic improvement in morale, o honest and assertive; displayed the courage and tenacity to stand up for what was right, o executed all missions effectively and reached all goals, regardless of difficulty, o assisted other units; put the welfare of the mission above his own personal needs, o assumed HR duties in the absence of an MOS-qualified HR Specialist; kept admin functions running for 120 days in addition to regular duties, o faced demanding challenges with conviction and high sense of professionalism, o focused on mission accomplishment and consistently achieved superior results, o refused to follow the example of SSG who stole test equipment and mailed it home while packing up abandoned communications det; demonstrated integrity, o welcomed all new arrivals and helped them integrate into daily operations; key factor in shop harmony and efficiency, o supported SHARP directives; corrected Soldiers when questionable comments were made that might offend other Soldiers, o expressed himself in an open and candid manner; facilitated teamwork, o volunteered to attend, prepare for and secure recognition as the Soldier of the month; validated Platoon leadership methods, o possessed situational awareness and initiative; kept the Section on track in the absence of leadership, o promoted a climate in which people are treated with dignity and respect regardless of their age, creed, gender, sexual orientation, or religious beliefs, o exemplified the Army SHARP, EO and EEO principles through word and deed; served as an example for seniors, peers and subordinates to emulate, o dependable; is reliable and trustworthy when given an assignment, o volunteered off-duty time for weapon and mask draw to ensure effective range and AWT training, o met even the most difficult technical, professional and leadership challenges with measured determination; earned the respect of both peers and leadership, o moral leader; discouraged rampant abuse of government program by those fraudulently applying for VA disability, o set the example of a professional Noncommissioned Officer, o delayed college enrollment to cover manning deficiency; cooperative team player who puts service before self, o worked without complaint during the heavy workload generated by troop mobilizations, o delivered consistent, reliable performance in garrison and under austere conditions, o possessed unselfish dedication to duty and quality maintenance, o fostered a positive work environment for all staff; enforced strict adherence to SHARP, EO, and EEO programs with zero incidents, o placed his Paratrooper's needs above his own; devoted to the team concept, o supported and encouraged allegiance to mission, o based all decisions on Army values and principles; a diligent NCO whose courage and resolve embody the spirit of the profession of arms, o portrayed the highest standards of loyalty, duty, and selfless service, o worked relentlessly to accomplish the mission, o motivated NCO; vigorously prosecuted personal and professional objectives, o anticipated required actions and took the initiative to complete them; reduced operational delays to zero and eliminated follow-up corrections, o guided team to unify their efforts and increase their effectiveness, o is the only Soldier who asks if there is anything that needs to be done when arriving on shift; lowest ranking but most mature and productive team member, o sustained operations; made significant and continuous positive contributions on a daily basis, o remained flexible and cooperative under any condition, o influenced her peers; increased collective devotion to duty, o volunteered to assist in the battery self-help project; contagious enthusiasm revitalized shop morale and resulted in 100% participation, o supported and defended the NCOIC's orders; prevented negative morale and maintained productive work environment, o handled situations firmly and fairly; unequaled in promoting harmony and teamwork, o devoted to mission accomplishment and the personal and professional development of his Soldiers, o spent her time preparing and studying; knowledge of the supply system enabled her to better support the command, o gained the respect of others through honesty and integrity, o demonstrated unwavering commitment to the unit, peers and mission, o attained results regardless of the mission or tasks, o attended the Applied Suicide Intervention Skills Training course; supported the Army SHARP and EO programs, o praised troubleshooting success by junior Soldiers; groomed experienced and capable technicians and mechanics, o mentored new Soldiers until they established themselves in the work center; forged an integrated climate of morale, productivity and readiness, o reinforced SHARP, EEO programs; displayed respect in a challenging multinational environment, o embodied the highest standards of loyalty, integrity and personal behavior continuously, o upheld the Army Equal Opportunity and SHARP Program, o displayed a level of loyalty seldom seen in others of his rank and stature, o enforced adherence to regulations and standing OIs, o monitered Soldier welfare closely; personal needs and goals were secondary to Soldiers' needs and mission accomplishment, o chose the right course of action; possessed the moral courage to do what is right, o exemplified the "Be, Know and Do" leadership philosophy; a truly dedicated professional, o acted with sincerity in ambitions and objectives, o is a committed NCO that lives by "Mission first, Soldiers always"; provided assistance on any occasion, o volunteered to participate in and support Change of Command, 2 parades, and post cleanup; enhanced Army image, o exhibited an unwavering devotion to his job and his responsibilities to his team members, o recognized efforts of all detachment members; encouraged increased participation in det training and readiness.

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