The average serviceman or civilian does not understand the military pay system with its plethora of pays including special, proficiency, and separation; its hard-to-define “fringe benefits”; its special categories for special people.
To add to the confusion, there is no identifiable basis or simple, direct way to equate military pay to other Federal pays or average U. S. pay scales. The present system seems to pay money for longevity and rank/rate. Differences in skills, abilities, training, and education within or between different ranks/ rates, with the exception of proficiency pay, are not identified in the pay system nor are they paid for in accordance with their value to the military.
Military pay must be put on a firm identifiable basis and one that can be related to a standard or index that reflects national cost of living indexes or average salary changes. Perhaps the best method to establish this basis can be obtained from the Bureau of Labor Statistics’ national average rates. These rates are developed annually on the basis of comprehensive surveys of about 70 professional, administrative, technical, and clerical jobs, based on salaries in about 80 metropolitan areas. With a firm basis established, additional pays for skills, training, proficiency, professional development, and education that are of value to the military can be determined. Pays for unusual circumstances, hazardous duty, separation, subsistence, uniforms, and quarters can also be determined. Such a system might be called Motivation Pay. It could consist essentially of a Primary Pay Table used by all persons and an Inducement Pay Table used by those with defined skills, training, and education. Inducement Pay Tables could also include special allowances.
The first essential of Motivation Pay is Primary Pay. The Primary Pay Table is used by all service personnel. Primary Pay can be determined by tying it to cost-of-living indexes, national average rates of the Bureau of Labor Statistics or Federal Minimum Wage Laws. This article uses the Federal Minimum Wage Laws passed by the 87th Congress establishing $1.25 an hour as the minimum wage. While the Federal Minimum Wage is the least realistic method, it is the simplest example and shows clearly the method used to tie pay to a firm basis. Primary Pay is the base pay from seaman recruit to admiral. It is the basic salary for the man who has no skills, particular abilities, education, or training. Each serviceman would be assured of this basic income. Increases for skills (used collectively hereafter to refer to skill, training, and education) would be based on the individual’s initiative and abilities; increases for special circumstances would be based on the actual circumstances; and increases for allowances would be based on needs caused by military service.
Primary Pay, then, is defined as the average pay that an unskilled high school graduate would earn based on the Federal Minimum Wage rate. Longevity increases are determined by longevity only, not by increases in skill, and are based on like increases used by Civil Service and private industry.
Determinations: I. Wage of $1.25 an hour for beginning salary as established by Federal Minimum Wage Laws.
II. Wage of $1.60 an hour as maximum salary based on the average longevity increase for Civil Service Wage Board Employees of approximately $.20 an hour, for Civil Service Classification Act Employees of approximately $.50 an hour, and using the figure of $.35 an hour as an average between the two.
III. Use a 52-hour week, which is equal to 58 hours at basic wage.
IV. The military provides both subsistence and quarters with values of $400 and $300 a year, respectively, which are deducted. When not provided, see allowance categories.
The major feature of Motivation Pay is the second category, Inducement Pay. Inducement Pay is defined as the pay for special skills, abilities, training, and education of value to the military that the individual serviceman possesses. These skills may be ones the individual had prior to service entry or those acquired while in the service either through service or outside programs. These skills represent how the individual develops his capabilities. Inducement Pay rewards those with initiative and intelligence, and encourages each person to rise to his best level. In essence it is an individual pay based on each individual’s particular value to the service. It will encourage each individual to increase his value to the service and, of course, his own pay within his capabilities. Pay differences, both real and imagined, within and between ranks, rates, specialties, etc., while still existing, would be on a justifiable basis, and every individual would have the opportunity to rise to the same pay level within rank/rate. Categories of Inducement Pay are defined as follows:
PRIMARY PAY TABLE |
||||||||
Years Service |
0-1 |
1-2 |
2-4 |
4-8 |
8-12 |
12-16 |
16-20 |
Over 20 |
Yearly |
$3,070 |
$3,230 |
$3,380 |
$3,530 |
$3,680 |
$3,830 |
$3,980 |
$4,130 |
Monthly |
256 |
269 |
282 |
294 |
306 |
319 |
332 |
344 |
Enlisted and Warrant Skill. Levels of skill for enlisted men and warrant officers are based on three factors: responsibility; training, education, and amount of professional development required; and mental and intellectual demands. Skill Pay for enlisted and warrants is determined in the same manner as salaries are determined for trades and crafts employees in the Civil Service. Civil Service Wage Board Employees are paid based on average prevailing rates for comparable work paid by private employers in the same geographic area. This article uses the prevailing rates in Rhode Island’s Narragansett Bay area merely to show method of computation. It is envisioned that national average rates could be established based on Bureau of Labor Statistics data. Although it is realized that many military ratings are clerical, technical, or administrative, the majority are within the trade or craft designation, used to develop Board of Labor Statistics data.
A skill level (S1, S2, or S3) would be established for each rate level of each rating and for each designator and grade of warrant officer. The basic determinants used in calculating pays at the various enlisted and warrant grades are as follows:
E1, E2, and E3 Pay Determination. Since training and learning and development of skills are the primary factors for these ratings, no additional pay above the primary level is given. This level corresponds to the helper or apprentice level of craft and trade employees. As with the Civil Service Wage Board, this is the basic level, paid only the basic pay.
E4and E5 Pay Determination. At these ratings, skills have been developed and are being used. This level corresponds to the journeyman level of Civil Service Wage Board Employees. The average Civil Service Wage Board increase from helper to journeyman is approximately 40 cents an hour. Since the military man does not spend 100 per cent of his time performing work at his skill, the 40 cents an hour is applied for only two-thirds of his work time. Salary calculations at this level have a value of $60 a month.
E6, E7, E8, E9, and Warrant Officer Pay Determination. By the time a serviceman has advanced to E6, a significant portion of his duties is spent in supervision and inspection. The Civil Service Wage Board increase for inspection and supervision is 23 cents above the journeyman level. Based on the two-thirds skill use criteria developed previously, a salary increase of $36 a month is used. Progressing to the E7 rate, the individual corresponds to a full-time supervisor. Full-time supervisors are paid 34 cents an hour or $53 a month above the journeyman level.
The rates E8 and E9 correspond to the leadingman level of craft and trade employees. The Civil Service Wage Board increase here is 71 cents and, using the two-thirds rule, is $110 a month. Dividing into an upper and lower rate, use $100 a month for E8 and $120 for E9.
Only two warrant officer grades—W1 and W2—are recommended. The new W1 would be the same as the present W1. The new W2 would combine the present W2, W3, and W4 grades since the present W2, W3, and W4 grades do not represent increased skill levels but are merely longevity increases and such increases are covered under Primary Pay. The W1 represents most nearly the quarterman/ chief quarterman level. Using the figure of $1.25 an hour above journeyman level, the salary increase would be $195 a month. The W2 would be comparable to the chief quarter- man/foreman level. Using a figure of $1.75 an hour increase, the salary increase would be $273 a month.
It is recognized that different ratings at the same rate require different levels of skill. It has been the unfortunate experience of the military that those ratings requiring the most skill are usually those which pay considerably higher on the civilian labor market. Consequently, the military has lost and continues to lose its most skilled members. The military developed proficiency pay in an attempt to pay skilled servicemen a salary comparable to civilian levels to keep them in the service. Although this article will not go into the deficiencies of the pro-pay system, it is sufficient to say it has not worked and has had a most deleterious effect on morale. As an alternate I propose three skill levels of pay. As defined earlier, skill levels are determined by responsibility; training, education, and amount of professional development required; and mental and intellectual demands. The three skill levels are defined as follows: S1—requires routine or normal application of the three factors, S2—requires significant increases in three factors, and S3—requires highest increases in the three factors. Increases for S2 and S3 are arbitrarily assigned as percentages of S1: 40 per cent and 80 per cent for E4 and E5; 35 per cent and 70 per cent for E6; 30 per cent and 60 per cent for E7, E8, and E9; and 20 per cent and 40 per cent for W1 and W2. Decreasing percentages for skill level increases at higher rank/rates are used because, as supervision becomes a large part of the job, time spent on the actual skill decreases. S2 and S3 for the striker level are figured at 50 per cent and 100 per cent of S1 for E4.
Assignment of skill level (S1, S2, or S3) would be made for each rate of every rating. The individual serviceman would be paid at the skill level assigned for his rate/rating or warrant grade and designator. This skill level assignment would most appropriately be made by a special board and reviewed annually thereafter. This board would be comprised of both officers and enlisted men and function as a permanent organization. Without going into exact evaluation of each rate/ rating, tentative skill level assignment examples are S1—Aviation Boatswain, Aviation Maintenance Administrationman, Boilerman, Builder, Equipment Operator, Journalist, Shipfitter, and Ship’s Serviceman; S2—Air Controlman, Aviation Antisubmarine Warfare Technician, Data Systems Technician, Dental Technician, Molder, Parachute Rigger, and Photographic Intelligenceman; and S3—Electronics Technician. Examples of tentative skill level assignments for Warrant officers are S1—W1, Ship’s Clerk, W2, Ship Repair Technician and W2, Photographer; S2—W1, Aviation Electronics Technician; W2, Communications Technician; and S3—W2, Aviation Electronics Technician and W1 and W2, Electronics Technician. In addition, certain billets would be designated as skill billets. Assignment to one of these billets would automatically place the individual in the next skill level. If already at S3, there would be a further ten per cent increase. Examples of skill billets would be petty officer in charge of a detached unit command.
The method used to establish Skill Pay values for officers is by necessity more complicated than the method used for enlisted and warrants. The officer factors must include a wide range of education, a variety of work performed, and the differences in individual backgrounds. This article proposes the development of a point scale based on several evaluation factors so that point values can be assigned for each officer grade. These point values would then equate directly to salary.
At present the Civil Service Commission uses Form NAVEXOS 88 which is a point scale for classifying positions. Although the point values derived from this scale do not equate directly to salary, they do equate to GS grade and thence pay. This article uses NAVEXOS- 88 (facing page) to illustrate the functioning of the system for officer Skill Pay.
The actual development of an officer salary position evaluation plan or point scale could be accomplished utilizing government and civilian research factors affecting position levels. To do this, three basic assumptions must be used: determination of the comparative level of difficulty and responsibility is measurable; positions can be measured in terms of common factors; and measurements with firm established values can be developed. Various authorities list up to 40 factors affecting job evaluation. The Civil Service Commission determined that 12 factors were directly comparable for GS series positions. These 12 factors are adequately credited within the seven factors used on NAVEXOS-88. The same type of study could be done for officers and a salary position evaluation plan developed.
Using NAVEXOS-88 to point evaluate each officer grade, the following points are obtained: 01, 0; 02, 90 points; 03, 205 points; 04, 280 points; 05, 365 points; 06, 450 points; 07, 505 points; 08, 555 points; 09, 575 points; and 010, 600 points.
The 01 officer grade is used as the zero base, and point values for the remaining grades are points above the base (actually 170 points on NAVEXOS-88). Development of a suitable officer salary position evaluation plan would start the 01 at zero. To equate points to salary, the current value of these points in the Civil Service pay system is used. For the GS series employee, the salary above the GS-5 level (which has the same point values as the 01 grade) can increase $19,000 with a corresponding point increase of 580. Each point is therefore worth $32.75 a year. Exact point dollar values at GS-7, -9, and -11 through -18 levels above the 170-point base are $20.10/ point at 60 points above; $19.60/point at 130 points above; $25.40/point at 195 points above; $41.50/point at 240 points above; $38.60/point at 295 points above; $44.00/ point at 360 points above; $44.20/point at 410 points above; $36.20/point at 480 points above; $21.60/point at 540 points above; and $25.50/point at 580 points above. These point values are shown graphically on Chart No. 1. This apparent decrease in point dollar values at high GS levels is due to the method of calculation. The grade-to-grade increase at zero and maximum longevity was used and then averaged. At the high GS levels the longevity scale is depressed. To correct this for GS-16 through -18, grade-to-grade increases at the last longevity increase were compared and the following point values were derived: $37.30/point at 480 points above, $45.00/point at 540 points above, and $50.90/ point at 580 points above.
Again, since military duties do not require the individual to work at his skill level 100 per cent of the time, the two-thirds standard, as explained earlier, is used with each point dollar value determined by the above Civil Service point dollar values multiplied by .67. Referring again to Chart No. 1 with the GS-16 through -18 point value adjusted and with a smooth curve drawn, actual values can be assigned to each officer grade. Tentative values are 02, $100; 03, $347 a month; 04, $659 a month; 05, $890 a month; 06, $1,050 a month; 07, $1,230 a month; 08, $1,400 a month; 09, $1,610 a month; and 010, $1,770 a month.
A closer look at Chart No. 1 shows that increases for 02 and 03 are relatively small and equal, for 04 and 05 are quite large, and above 05 increases are relatively small and equal. An additional curve has been drawn to show a revised dollar value per point. Instead of a plateau of 02 and 03, a rapid rise at 04 and 05, and a plateau from 06 through 010, there would be a rapid rise at 02, an upward slope for 03 through 06, and a rapid rise for 07 through 010. This corresponds more closely with industry practice. Values assigned for this curve are 02, $117 a month; 03, $347 a month; 04, $528 a month; 05, $770 a month; 06, $1,050 a month; 07, $1,233 a month; 08, $1,510 a month; 09, $1,695 a month; and 010 $1,400 a month. Enlisted or warrants commissioned as officers would be paid at their enlisted or warrant skill level until by promotion, the officer skill level became equal to or greater than their skill pay at which time they would be paid at officer skill levels.
As with enlisted ratings it is realized that different officer designators and grades within the same designator require different levels of skill. The military has learned the hard way that those officers required to have the most skill are usually paid better in the civilian economy than in military service. Consequently, the military has had to resort to various incentives for these officers; for example, extra pay for doctors, service entry as an 03 for doctors and dentists, and service entry as an 02 for certain Civil Engineer Corps officers. These special programs that increase rank merely for pay purposes create inequities and morale problems. The use of skill levels (S1, S2, and S3) will adequately pay those individuals without making increased rank an adjunct. Skill levels are determined by three factors: responsibility; training, education, and amount of professional development required; and mental and intellectual demands. The three skill levels are S1—requires routine or normal application of the three factors, S2—requires significant increases in three factors, and S3—requires highest increases in the three factors. Increases for skill levels are arbitrarily assigned as 10 and 20 per cent of SI respectively. Increases for S2 and S3 for the 01 grade are 50 per cent of the S2 and S3 pays for the 02 grade.
Assignment of skill level (S1, S2, or S3) would be made for each grade of each designator. The individual officer would be paid at the skill level assigned for his grade/designator assuming that promotion to that grade was predicated on the individual having the required skills. Again, assignment of skill level would be made by the board proposed earlier. Preliminary skill level assignment examples are: S1—110X, 13XX, 230X, 290X, 310X, and 410X; S2—Naval Academy and NROTC regulars for 01 and 02 only, 510X, 14XX, 15XX, 16XX, most 6XXX, 370X, and 570X; and S3—21XX and 22XX.
Skill level billets also would be designated based on significant responsibility or command. Assignment to such a billet would place the individual in the next skill level; if already at S3, it would be a further ten per cent pay increase.
Training Inducement Pay is established for attendance at full-time training courses conducted by the military. Successful completion is required. Course times are accumulative. Eligibility for training inducement pay would not start until successful completion of the course. Training that would increase the education level (as defined later) would not apply here. The rationale for pay for training is (1) it represents an increase in value to the service, (2) it is of lasting value, and (3) it demonstrates the interest and initiative of the individual. Training, to count, would be a military school specifically authorized to conduct such training. Examples would be Class “A,” “B,” and “C” schools; Armed Forces Staff College; and Submarine School. Based on the foregoing, training levels are as follows:
T1—Three to nine months training. Pay is an additional $9.00 a month for each individual designated as Tl. Determined as requiring an extra 20 hours per week for 39 weeks plus a 100 per cent incentive to be paid back over a 15-year period.
T2—Nine to 18 months training. Pay is an additional $22.00 a month for each individual designated as T2. Determined as requiring an extra 20 hours a week for 39 weeks plus a 100 per cent incentive to be paid back over a ten- year period plus the $9.00 a month Tl.
T3—Over 18 months training. Pay is an additional $35.00 a month for each individual designated as a T3. Determined as requiring an extra 20 hours a week for 22 weeks plus a 100 per cent incentive to pay back over a five- year period plus the $22 a month T2.
Proficiency Inducement Pay is, as the name implies, an incentive pay eligible to all individuals demonstrating outstanding proficiency. Rules would need to be established and would be limited to 1 or 2 per cent of the total military population. For enlisted men it would require semi-annual evaluation grades averaging 3.8 for the past 4 years (no individual mark below 3.4) and current marks of 3.8 average. Proficiency pay award would be for six months from one evaluation period to the next. For officers the non-availability of fitness reports complicates determinations. However, the regular promotion selection boards could indicate those officers whose records clearly indicate outstanding proficiency. This indication would be valid until the individual again is considered by a promotion board. The reporting senior of those designated, could, if he so determines their present performance outstanding, award proficiency pay. For the 01 and 02 grades, a personnel jacket entry based on fitness reports stating the individual “qualifies for proficiency pay consideration” would be made. Proficiency pay could be awarded by the reporting senior at this time and for so long a time as the preceding jacket entry was made.
P—Outstanding Proficiency. Value is ten per cent of primary and other inducement pays.
Required Education Inducement Pay is established for officers who are required to have certain levels of education. The required level of education would be determined at the time of commissioning. All four levels are shown for officers since all officers are required to meet one of the levels (except those commissioned through enlisted status). The lowest level is shown for enlisted men as it would be feasible under this new pay to require two years of college for several of the ratings. Present officers without the required education would be paid at one level below the required education level. Values assigned to the various levels were calculated using pay lost while going to college and costs of college, tuition, fees, and books, plus a 100 per cent incentive for going to college. Values are shown on the Inducement Pay Table. The definitions of levels are EA—two years college or associate degree from an accredited college, EB—bachelor’s degree from an accredited college, EM—master’s degree from an accredited college, and ED—doctorate from an accredited college.
Professional Development Inducement Pay rewards those who actively and significantly increase their value to the service by professional development. The levels are defined as follows:
PE—Professional Education. Each grade and designator of officer and warrant officer and enlisted rate/rating would have requirements established for PE qualifications; for example, 11 OX, Navy Correspondence Courses, OOD Underway, and Command at Sea; 5100s, Navy Correspondence Courses and registration as a professional engineer. The $20 value assigned was calculated by extra time required for studying and cost, as appropriate, of books and courses.
Another important area of professional development is additional education beyond the required levels. Additional pay would be given to both officer and enlisted men for this education. Although the military continues to raise its education requirements and sends many individuals to colleges, a more broad- based program to significantly encourage further education is required. The present program of tuition assistance (although it sometimes runs out of funds) is good but does not offer enough incentive. Assigned values are calculated based on the time required for studying and cost of courses, books and fees. This program would replace the tuition aid program. Levels are defined as HE1—next degree of education beyond the required level from an accredited college (pay is $20 a month) and HE2—second degree of education beyond the required level from an accredited college (pay is $40 a month).
The need for special allowances is brought about by conditions generated solely by military service. These special allowances are not “fringe benefits” per se, but are monetary allowances for unusual conditions, hardships, or dangers. These allowances are for the individual and his entire family, if affected by the conditions. These special allowances are not incentive pay or reward, but are in most cases reimbursement for actual expenses. To better understand these unusual conditions, hardships, or dangers, it is necessary to define military requirements and responsibilities in these areas. One of the basic tenets of military service is the furnishing of quarters and subsistence. In the early history of our military forces the need for this requirement is easily understood. At the present, the requirement is still there, but obscured since cost of quarters and subsistence was subtracted from the basic pay. During much of the serviceman’s career the only time that he can obtain sufficient and nutritionally correct subsistence is for the military to furnish it. Under conditions, however, when sufficient and correct subsistence are available elsewhere, a subsistence allowance should be authorized. Subsistence allowances are a real saving to the military in that the allowance is only for the cost of food and saves the military the construction, maintenance and repair, operation, overhead, and personnel staffing costs of galleys. This is basically the system used presently, modified to pay officers and enlisted the same. The value of subsistence allowance would be determined as the exact cost of subsistence per man to the military, the daily rate of $1.05 in the United States and $1.13 overseas. Subsistence allowances are SA, subsisting allowance in lieu of military furnished subsistence for U. S. locations (value $31.50 a month), and SAO, subsistence allowance in lieu of military furnished subsistence for overseas locations (value $34.50 a month).
Again for much of a serviceman’s career, the only way that he can obtain adequate and suitable quarters is for the military to furnish them. During conditions when adequate and suitable quarters are available locally, a quarters allowance should be paid. While the cost of providing quarters to the military can be averaged on a world-wide basis, large variations exist from one station to another. Accordingly, when the military cannot furnish quarters, the quarters allowance should be based on the cost of quarters in that particular area. Although values for quarters allowances are shown on the Skill Pay Table, each area should develop and use a local area factor. This factor could be less than 1, equal to 1, or greater than 1 and would multiply against the standard quarters allowance. Factors would be based on local surveys and would include rent, utilities, maintenance, and distance factor costs. It should not be based on surveys of what servicemen are currently paying, but on area-wide comparable civilian standards. It could be conducted in the same manner as current Rental Housing Board Surveys. Many servicemen’s quarters are below the standards for comparable civilians. In an effort to find readily available housing, servicemen pay more or take substandard housing. Only two quarters allowances would be used, without dependents and with dependents, defined as QS, quarters allowance in lieu of military furnished quarters for single personnel, and QD, quarters allowance in lieu of military furnished quarters for personnel with dependents.
Another facet of military service is the required separation of the serviceman from his home and family. The obvious extra financial load imposed by this separation has been recognized and family separation allowances have been recently authorized and paid. Family separation allowance under Skill Pay would be the same with the same rules. It is defined as FSA, separation allowance paid to members who are separated from their families more than 30 days (value $1 a day).
Yet another obvious extra cost of military service is uniforms and accouterments. Enlisted men are paid a uniform allowance (although it differs between services, sexes, and rates). Servicemen are required to wear both uniforms and civilian clothes. Servicemen are required to have uniforms ready for inspections, some of which require laundering/ cleaning after each wearing. All servicemen should be issued the complete set of required uniforms and accessories upon entry into the service and monthly thereafter a sufficient allowance for repair, replacement, and cleaning. For those already possessing uniforms (military academies, NROTC students, commissioned enlisted), pay an allowance in lieu of uniforms upon evidence of a complete set of required uniforms. Allowances proposed are El to E6, $6 a month; E7 to E9, $8 a month; W1 and W2, $8 a month; 01 to 04, $8 a month; 05 and 06, $10 a month; and above 06, $12 a month.
The second category of Inducement Pay allowances is that for actual hazard, danger, or hardship. These allowances are additional pay for individuals assigned to and actually performing duties that involve more than a specified level of hazard, danger, or hardship. It is intended here that exposure to a hazard or danger just for proficiency or qualification does not constitute actual assignment to such duties. Qualification for payment of these allowances would be indicated on the orders to that assignment. Training Inducement Pay was established as the proper pay for those individuals who have had training for certain hazardous or dangerous assignments but are not currently assigned to such duty. Pay values assigned to various categories of this allowance are determined as percentages of Primary Pay and when appropriate as percentages of Inducement Pay. Determinations that duties involve hazards, dangers, or hardships would be in the same manner as now made. Levels of allowance are as follows:
H1—Duty under unusual circumstances involving hardship, deprivation of off-duty time, and substandard living or working conditions. Examples are sea duty, remote locations, and deployment to undeveloped areas. Pay assigned is two days Primary Pay a month.
H2—Duty under hazardous or dangerous conditions. Examples are air crew member, submarine crew member, hostile fire, demolition, airborne, flight deck, diving, etc. Pay assigned is ten days Primary Pay a month.
H3—Duty under conditions of H2 with significant responsibility. Examples are copilot, navigator, flight engineer, company commander, division officer, department head, etc. Pay assigned is ten days Primary and Inducement Pay a month.
H4—Duty under conditions of H2 with command responsibility. Examples are commanding officer, officer in charge, aircraft commander, single pilot, etc. Pay assigned is 12 days Primary and Inducement Pay a month.
The development of Motivation Pay is not based on the criteria that military pay is inadequate. It is not based on comparability of other Federal employees. Motivation Pay is a logical method of determining military pay by establishing the worth of each individual to the military service. Individual worths are determined by Federal Minimum Wage Laws and Bureau of Labor Statistics’ national average incomes. Motivation Pay will negate many of the special monetary programs; for example, re-enlistment bonus, income tax exclusions, and proficiency pay. Motivation Pay will make other “fringe benefits” unnecessary; for example, tuition assistance and exchanges and commissary (except at remote locations).
Motivation Pay will improve morale, retain valued members, and encourage individual initiative, but put all these things aside when you look at the Motivation Pay Tables. The main thing is, how do they affect you?