Every department, and whether Layer 4 can reach it
The cascade runs company → division → department → individual. This is the join between the bottom two: for each department, who is rostered, how measurable their scorecards are, how far the eligibility gate has got, and — where the project-tool feed reaches them — how reliably commitments are kept.
Readiness is comparable, and the table is sorted by it. Coverage, the gate and roster completeness measure our registry, our org data and our certification. A department cannot improve it by working harder — only by getting its metrics targeted, owned and certified. Ranking that is fair, and it points at real work.
Delivery is not comparable, and is deliberately not ranked. A collections queue and an IT change backlog are not the same kind of work. A league table over commitment reliability would be arithmetic on noise, and within one cycle it would be gamed — so the column is shown per department and never sorted or scored.
| DEPARTMENT | READINESS ↓ | ROSTER | SCORECARD COVERAGE | RATABLE | GATE | DELIVERY (not ranked) |
|---|---|---|---|---|---|---|
| Corporate Governance CORP-GOVPHASE 1 | 64 | 3 people | 55% median range 55–55% · floor 60% | 0 of 3 | 0 of 4 | suppressed 3 people, floor 5 — R-S-16 |
| IT Infrastructure & Operations IT-INFRAPHASE 1 | 58 | 6 people 1 lane-2 zeroed | 45% median range 27–45% · floor 60% | 0 of 6 | 0 of 4 | 73.6% on time 92 of 125 commitments |
| Telesales SALES-TSPHASE 1 | 53 | 10 people 1 opted out of lane 2 2 lane-2 zeroed | 35% median range 13–35% · floor 60% | 0 of 10 | 0 of 4 | 70% on time 147 of 210 commitments |
| Appraisal / Underwriting OPS-APPRPHASE 1 | 47 | 7 people 1 opted out of lane 2 1 lane-2 zeroed | 25% median range 0–25% · floor 60% | 0 of 7 | 0 of 4 | 70.1% on time 103 of 147 commitments |
| Business Management SALES-BM | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| Collections / Debt Recovery OPS-COLLPHASE 2 | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| Credit Risk & Portfolio Management OPS-RISKPHASE 2 | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| Finance & Accounting FINPHASE 2 | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| Fraud Prevention & Investigation OPS-FRAUD | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| HR & Administration CORP-HR | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| National Sales Network SALES-NSN | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| Operations Department OPS-OPSPHASE 2 | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
| Product Development & Marketing SALES-PD | 0 | no roster Q-18 — no employee master confirmed | — | — | not assessed | — |
Readiness is the mean of three things, equally weighted: how far the eligibility gate has got, median scorecard coverage against the 60% floor, and whether a roster exists at all. It measures the platform's reach into a department, not the department's performance — a team cannot raise it by working harder, only by getting its metrics targeted, owned and certified, and by ACF issuing an org chart and a DoA.
Nine of thirteen departments have no roster at all, and that is the honest position rather than a loading state: Q-18 has not confirmed that an employee master with stable ids exists, or where. Inventing one to fill this table would be the same lie as a silent zero — and it would make Layer 4 look far closer than it is.
The flag L4B_RATING is off; its owner is COO and HR jointly (DEC-14) — not IT. No rating can be entered from any row in this table, whatever its readiness score says.