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OEC Volume 1: HCO
TO THE READER:
Scientology is a religious philosophy containing pastoral counseling
procedures intended to assist an individual to gain greater knowledge of
self. The Mission of the Church of Scientology is a simple one - to help
the individual achieve greater self-confidence and personal integrity,
thereby enabling him to really trust and respect himself and his fellow
man. The attainment of the benefits and goals of Scientology requires each
individual's positive participation, as only through his own efforts can he
achieve these.
This is part of the religious literature and works of the Founder of
Scientology, L. Ron Hubbard. It is presented to the reader as part of the
record of his personal research into Life, and should be construed only as
a written report of such research and not as a statement of claims made by
the Church or the author.
Scientology and its sub-study, Dianetics, as practiced by the Church,
address only the spiritual side of Man. Although the Church, as are all
churches, is free to engage in spiritual healing, it does not, as its
primary goal is increased knowledge and personal integrity for all. For
this reason, the Church does not wish to accept individuals who desire
treatment of physical illness or insanity, but refers these to qualified
specialists in other organizations who deal in these matters.
The Hubbard Electrometer is a religious artifact used in the Church
confessional. It, in itself, does nothing, and is used by Ministers only,
to assist parishioners in locating areas of spiritual distress or travail.
We hope the reading of this book is only the first stage of a personal
voyage of discovery into the positive and effective religion of
Scientology.
THE BOARD OF DIRECTORS Church of Scientology
YOUR POST
A post in a Scientology Organization isn't a job. It's a trust and a
crusade.
We're free men and women - probably the last free men and women on
Earth. Remember, we'll have to come back to Earth some day no matter what
"happens" to us.
If we don't do a good job now we may never get another chance.
Yes, I'm sure that's the way it is.
So we have an organization, we have a field we must support, we have a
chance.
That's more than we had last time night's curtain began to fall on
freedom.
So we're using that chance.
An organization such as ours is our best chance to get the most done.
So we're doing it!
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 FEBRUARY 1970 Issue II
Remimeo
HCO MAKES THE ORG
When you look over the flow lines of a 7 or 9 Division Org Board, you
will see that it flows from left to right.
Division One - HCO - HUBBARD COMMUNICATIONS OFFICE
in Scientology Orgs - has
the major functions of:
(Org Form
Dept 1 (Routing
(Personnel
(Communications
Dept 2 (Address
(Transport
(Inspection
Dept 3 (Reports (OIC)
(Ethics
These essentially create the org and hold it there.
When they are missing as functions actively and continually pursued,
then there is no flow, no production, no income, no org. There is only a
group of individuals floundering around everyone wearing all the hats.
Strike out HCO or fail to form it up and, in solid practice, soon
there is no org.
The HCO Area Sec is responsible for "hats" and hat folders, org
boards, personnel assignments, personnel procurement and readying personnel
for posts, routing of bodies through the shop and routing forms for them.
She is responsible for internal and external communication and for
transport of people and goods as well as vehicles. She is responsible for
inspecting the org, comm lines, posts and activities, for compiling the
stats and posting them in OIC and for Ethics being in in the org and all
Ethics actions.
This is a big hat and an important one.
In a medium sized org of up to 30 staff, HCO usually has a reception
who holds Dept 1, a Communicator and an Ethics Officer, who also does
inspection and reports. With the HCO Area Sec. this is a 4 person HCO. In a
30 person org, there would be 20 Admin personnel. HCO has about a fifth of
these as above just to operate the org.
Address, as the numbers in CF increase, gets another staff member in
Dept 2, making 5 in HCO.
When you consider that Div 2 (Dissemination Division), also part of
the HCO Exec Sec Area, needs people on Registration, Letter Registration,
CF filing, mimeo, publications, it is obvious that the HCO ES has the
lion's share of Admin personnel, 10 or 11 of the 30 staff.
When you add the two non-tech Exec Secs, an LRH Comm in Div 7 to hold
also Estate with a cleaner or two, put two people in Finance, and one in
Tech Services, you wind up with about 4 in the Public Divisions, which is
about right.
The Public Division 4 usually operate as an all hands team but are
posted with a PES and 1 man to cover each Division's functions.
If an org is not laid out this way by HCO then it will probably fall
on its head. Long, grim experience has told us this.
1
AND IT IS HCO THAT LAYS THE PATTERN.
HCO, in other words, PUTS AN ORG THERE AND KEEPS IT MANNED AND
WORKING.
The org isn't laid out by the Exec Secs. It is laid out by the HCO
Area Sec.
Where orgs have been too short sighted to keep HCO in and functioning,
they have troubles - low pay, out finance and generally fall apart.
The biggest job in an org is to get a competent HCO there and keep it
there.
In an org with an active LRH Comm, it is usually his job to see there
is an HCO there and operating. If he neglects this he always falls on his
head. He cannot do any part of his job without an operating and competent
HCO there. An LRH Comm has a primary duty of reporting a missing or
incompetent HCO direct to the LRH Comm Worldwide. LRH Comms have been
removed in disgrace for letting HCOs vanish without reporting and raising
the roof.
The HCO Area Secretary is an important person in the org. She requires
in actual fact, a letter of appointment signed by the Founder. The post is
that important.
Who puts HCO there?
This is the first business of an Executive Council. An EC that fails
to put an HCO there and keep it there, functioning and competent, is going
to fail. They should choose their HCO Area Sec. man up the Division, in
keeping with their numbers on staff and Tech-Admin ratio, and get an
official letter of appointment for her signed by the Founder and get on
with it.
Few people realize that HCO is actually a separate company. It is the
worldwide comm network of Dianetics and Scientology. As its finances and
personnel are meshed in with the rest of the org, its identity does not
stay visible. But note it is still called HCO and the rest of the Divisions
are called "the Organization" and it is divided off on the Org Board.
HCO owns all the addresses in all orgs. It, not the orgs, leases the
copyrights and marks of Dianetics and Scientology.
The services of HCO are great. When these are absent or diminished,
the whole org will fail.
When upper management bodies do not concentrate on putting HCO there
and continuing it, they will soon have a bad situation on their hands
internally.
If there is no start to the flow lines of the org, there will be no
flow lines very very soon. Experience has shown us this time after time.
An EC which has no operating HCO will find itself trying to be an HCO
with only HCO duties. The answer is to put an HCO there. A good one that
does its job, headed by an HCO Area Sec who wants to get the show on the
road.
L. RON HUBBARD Founder
LRH:jz.ei.cden Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS
RESERVED
[The example given on page 1 is modified by HCO P/L 10 June 1970,
Public Divisions and Tech Admin Ratio, Volume 6 - page 35, which gives the
Tech Admin ratio for the three Public Divisions.]
2
L. Ron Hubbard FOUNDER Mary Sue Hubbard
CONTROLLER _ _
HCO
THE GUARDIAN WW _ _
HCO CO EXEC SEC
1
HCO DIVISION I
HCO AREA SECRETARY
EXECUTIVE |
DIVISION 9 HCO AREA SEC. SEC.
DIVISION 9 SEC. |
| RECOGNITION COMMUNICATION PERCEPTION
Department I Department 2 Department 3
SOURCE EXISTENCE CONDITIONS POPULATIONS ORIEN I
Department 28 Department 27 Department 26 Department 25 DEPARTMENT OF
DEPARTMENT OF
DEPARTMENT OF Dep.
ROUTING & COMMUNICATIONS INSPECTIONS &
PERSONNEL REPORTS
OFFICE OF LRH OFFICE OF HCO OFFICE OF OFFICE OF DEPART
EXEC SEC ORG EXEC SEC PUBLIC PROM
EXEC SEC
Director of Director of Director of
Routing Communications Inspections &
Office of LRH Office of HCO Office of Org Office of Public and
Personnel Direr
Co-ordinator Exec SecExec SecExec SecProm
Co-ordinator Co-ordinator Co-ordinator
rice
Guardian
[This Org Board outline reflects the December '66 development of
raising Division 1 and Division 5 one inch higher than the other Divisions
(Volume 1 - page 81), the December '69 move of Appearances to Division 6
(Volume 6 - page 125), and the October '67 introduction of the Public
Divisions (Volume 0 - page 252, Volume 6 - page 7). The earlier 1965 form
and later February 1971 FEBC form are shown on Volume 7 - page 33. l
3
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JANUARY 1966 Issue II
Remimeo
DIVISION 1 HCO DIVISION
ORGANIZATION CHART
HCO AREA SECRETARY OFFICE OF THE HCO AREA SEC SECRETARY TO THE HCO
AREA SECRETARY
Dept 1 Department of Routing, Appearances and Personnel
Routing Section
Writes and issues Body Routing Forms Has Reception Events Log of Org
Sees that Reception is a promotional contact for books and literature Logs
Phone Calls Logs people into and out of org
Appearances Section
Sees that Organization Staff looks good Sees that all entrances are of
easy access and channelled by signs Handles all signs
Personnel
Interviews all new Personnel Keeps Personnel Roster Handles staff
status matters Routes staff to Review Hat folders, compiles and issues
Letter Out Hat Check Unit
Keeps all letter emanation points hat checked, defending HCO's
statistic
Org Board Unit
Keeps Main Org Bd posted
Inspects and causes to be posted all Divisional org boards
Expediter Unit
Fills in temporarily in spots of overload to expedite the backlog and
get the flows moving (Assigned by Personnel Control)
4
Dept 2 Dept of Communications
Mail Section
Logs incoming and outgoing mail Franks all mail Mails all mail Bulk
mailings Package Insurance Packaging Customs Clearances
Dispatch Section
Routes all Comms Keeps Main Comm Centre Inspects Divisional Comm
Centres Provides every staff member with a Comm Station
Communication Inspection Unit
(This post is most active when Letters Out statistic has dropped)
Inspects all In baskets and Pending baskets for unanswered
communications and reports to the HCO Area Sec via Dir of Comm what is
found. If the statistic doesn't rise - may go around and empty Pending
baskets back onto lines routed Back to Sender, Dev-T or Misrouted
Particles, and reports what is found to HCO Area Secretary via Dir of Comm.
Inspects, when Letters Out still does not rise, drawers, file cabinets
and other places unanswered comm may be stored, and reports what is found
to HCO Area Secretary via Dir of Comm.
Telex and 'Phone Section
Handles all Telexes Handles 'Phone Comm Systems Liaison with GPO
Lost and Found Section
Cares for all property found Looks for all property and dispatches
lost
Comm Files Section
Handles all HCO Files Handles Telex Files Handles Personnel Files
Handles Ethics Files Handles LRH Communicator Files Xerox (Office
Duplication) Machine
Secretarial Executive Director Section
Signs and seals SEC EDs and certificates Handles all SEC EDs Handles
all Ethics and other HCO Orders
Address Section
Handles all Address actions and equipment Keeps Address Files
5
Dept 3
Dept of Insp and Reports
Inspection and Reports Section
Inspects Projects and orders for completion and reports to those
executives who issued them
Org Rudiment Section
Gets in routinely any Rudiments
Time Machine
Handles the Time Machine for Org Orders for all Executives of the
organization
OIC
Designates statistics for AdCouncil approval Collects statistics
Graphs statistics weekly Posts the OIC Board for the Org Handles Weekly
report to OIC WW Writes weekly SEC ED of Conditions for AdCouncil approval
and issue by SEC ED
Ethics Section
Ethics Investigations Writes Ethics Orders Holds Ethics Hearings and
suggests Executive Ethics Hearings Handles all Ethics matters Guards and
Watchmen
Committee of Evidence Section Handles all matters regarding Committees
of Evidence
Legal Section
Handles all legal matters, suits, court appearances Attorney Liaison
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: Expediter Unit, Communication Inspection Unit, Committee of
Evidence Section and Org Rudiment Section have been added per HCO PL 25
January 1966.]
6
THE PROMOTIONAL ACTIONS OF HCO DIVISION 1
(From HCO PL 20 November 1965, The Promotional Actions of an
Organization, with the addition (17a) from HCO PL 15 December 1965. These
are given complete for all divisions in Basic Staff Volume 0, starting on
page 84.)
1. HCO AREA SECRETARY - Co-ordinates and gets done the promotional
functions of Division 1.
2. DEPARTMENT 1 (Dept of Routing, Appearances and Personnel) - Sees
that
the org has a good clean appearance.
3. Sees that personnel are properly dressed, well-conducted and give
the org a
good tone.
4. Requires Reception to make known free introductory lectures to all
callers.
5. Has books on display at Reception.
6. Keeps staff from collecting in Reception Centre and talking
Scientology before
callers.
7. Controls public notice boards of the org and makes sure they also
feature org
services available.
8. Routes people swiftly and accurately to the required services.
9. DEPARTMENT 2 (Dept of Communications) - Keeps a complete Address
File
in such shape that mailings are wide and sent to people who will
respond. Never lets go of an address or a mailing list and keeps them all
properly corrected and up to date and in proper categories for ready use.
10. Sees that mailings go out promptly and on schedule.
11. Sees that internal despatches are swiftly delivered and are in
accurate form.
12. Sees that letters and orders arrive safely and are quickly handled
and not overlooked.
13. Oversees stationery and typing quality so that communications
going outside the org look smart and sound bright.
14. DEPARTMENT 3 (Dept of Inspection and Reports) - Sees that the org
is there and functioning.
15. Sees that Suppressives and.enturbulative elements do not block
dissemination.
16. Sees that service is accurately given and that no squirrel tech is
used.
17. Prevents the phenomenon of no-case-gain by spotting Potential
Trouble Sources and handling.
17 a. Ethics gets case resurgences by finding the right SPs.
L. RON HUBBARD
LRH:ml.rd
Copyright (c) 1965 [Note: Considerable evolution has occurred since
1965, and this
by L. Ron Hubbard Policy Letter should be studied in conjunction with
its revision
ALL RIGHTS RESERVED of 15 April 1973, in the 1973 Year Book.]
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO BULLETIN OF 4 OCTOBER 1956
Distribution (Revised 30 July 1958)
(copy for each hat folder) (Issued at Washington)
HCO Washington for info (See page 12 for reissue of
Sterling Area Office
for distribution HCO Bulletin of 24 January 1958)
THE HANDLING OF HUBBARD COMMUNICATIONS OFFICE
S
The purpose of the HCO offices is to act as stable terminals to an
organization in any given area so as to provide immediate administrative
assistance to L. Ron Hubbard when in that area and communications from
operations to him and from him when he is not.
An HCO office is essentially a terminal. It should regard itself in
company with other HCO terminals.
The foremost visible use of an HCO office is to act as a stable
terminal for any area operation. An area operation can forward its
communications to LRH and other operational areas through HCO terminals and
should not forward communications in any other fashion than through HCO
terminals, when these communications apply to other Scientology areas.
At present we have an HCO office in Washington, D.C., London, and HCOs
are being set up now in South Africa and Australia, and France. These will
be followed by additional HCO terminals as may be indicated.
If an HCO office considers itself primarily a unit which handles mail,
it should disabuse itself at once. An HCO Secretary should be able to
provide all necessary secretarial functions for LRH, but the activity of
the terminal does not end there. The HCO Clerk receives all incoming
communications and routes them to the proper hat terminal in the
organization - i.e., if LRH receives a communication regarding an HPA
course, it is referred by the HCO Clerk to the Registrar, who will handle
the communication; a letter to LRH requesting processing fees, would be
forwarded by the HCO Clerk to the Registrar; a question concerning
memberships, to the Membership Secretary, etc. There was a time when LRH
received and handled all manner of communications. But now we have definite
organization posts established, and communications are referred to that
post to which they are pertinent. It is the function of the HCO Clerk to
determine proper routing of communications received in HCO.
The HCO is, in essence, a stable point to which can be communicated
communications and difficulties in any area and these communications are
forwarded to the proper terminal in the organization, or an analysis is
made of the difficulty and communicated to another HCO terminal for
clarification there. In addition to that, LRH may require reports on or
about a given area and it is up to the HCO office to supply this
information. The HCO should consider itself more of a trouble-shooting unit
than a secretarial office. It is true that it is an office, and it must be
conducted precisely as an office. It is true that it is secretarial and it
is also true that it does have the function of being an extended pair of
eyes for LRH.
The responsibility of being "an extended pair of eyes" continues into
being able to evaluate what is right and what is wrong and saying so
without introducing unnecessary turbulence on the communication lines. The
HCO offices exist to permit good communication through to other areas and
to LRH and this can easily be interrupted by too much turbulence.
An HCO office is essentially self-supporting. It is supported by
royalties and other monies which come into being because of the existence
of L. Ron Hubbard on a
8
personal service basis to organizations and by reason of transcribing
and creating material for use in such areas.
In use as a communication system from one area to another or from an
area to LRH, the following procedure must be followed: The area must be
instructed that any communications to any other Scientology area or to LRH
must be forwarded through the HCO office. In this sense the HCO office in
any area is a message center receiving from any other area and emanating to
any other area in this network. Furthermore, the HCO receives materials
from other areas and communicates these in their own area directly.
For example: A Dir of Tr dispatch which originates with the Dir of Tr
London: It passes from D of T London to HCO London across the Atlantic to
HCO Washington, and to D of T Washington. This same procedure would be
followed from Washington. D of T. Washington, originates communication. It
goes to HCO Washington, then crosses over to HCO London, and HCO London
passes it on to D of T London.
In handling communications it will be found that when too bulky a
packet of communications is made, something on the order of two ounces,
that Customs often intercept the packet and inspect it, thus delaying the
line considerably. Thus packets have to be broken up into smaller packets
so that this does not interrupt our communication lines.
The preparation of the PABs comes under the HCO offices, under the hat
of "PAB Liaison". PABs are printed and distributed from London. PAB copy
comes from the HCO office where LRH is at the time, and all copy is ok'd by
LRH before it is printed.
The various hats under HCO are: HCO Secretary, HCO Clerk, PAB Liaison,
Manuscripts, Proof Reading, Tape Transcription, Ability Magazine (Writing -
Editorial Director - Editor), Certainty Magazine (London), HCO Editorial,
Public Relations, Advertising, HCO Board of Review, Advanced Clinical
Courses, and Examining.
The financing of an HCO office is dependent upon the area in which it
is located. This is done by utilizing Book Sale monies. At the end of any
given year the expense an HCO has been to an area is deducted from a proper
allocation of book fees to that HCO and this does not enter into the basic
royalties due to LRH. For example, let us say that ?2,000 worth of books
have been sold in an area in a given year and HCO has cost ?720 to maintain
during that period. The Accountant then simply writes all HCO expenses
under the heading of "Preparation of MSS" and so discharges it from his
books.
Filing System used by HCO offices: The file "Dispatches To and)From
LRH" is set up by area - Washington, London, South Africa, etc. Within
these area files are folders marked "Academy", "HGC", etc., filed by proper
names - "Academy" (rather than the name of the individual). Under "Business
Files" in HCO can be kept both proper names (company names) and subject
names - projects. For instance, there can be a file titled, "Roneo", rather
than filing under "John Jones Mimeograph Company", so that in future the
file can be found by the subject name - a new person might or might not
know that John Jones Mimeograph Company is the company from whom we order
Roneo supplies, parts, etc. HCO files should be kept in a very orderly
fashion. However, operational notes can be from time to time destroyed.
These are only valid for a few months at best.
HCO also acts as a preparation and distribution area of HCO Bulletins
and Policy Letters. These are Bulletins of instructions to operations in
general, to staff auditors, and to other things very intimate in the
Scientology areas. An HCO Bulletin will not be mailed from Washington to be
distributed in London. It will be found a very much sounder policy is to
send an HCO Bulletin COPY to London. London will cut a stencil and
distribute. Thus London always has its own stencils and Washington has its
own stencils. It is paramount that these stencils be cut and that extra
material be cut since
9
such situations arise as a post being vacated without the person on
that post in a Scientology operation having saved the material relating to
that post. It is up to the HCO office to furnish the material from HCO
Bulletins and other sources. Any Bulletin or Policy Letter issued by HCO is
distributed ONLY to organization personnel and our field offices; none are
to be distributed to non-organization persons. The contents of these
bulletins are intended for staff and staff should not release the
information outside of staff, without express permission from LRH.
While the speed of handling, which is to say the order of priority, of
messages is very difficult to ascertain and does depend in the main upon
the good judgement of the HCO terminal itself, it will be observed that the
following list of precedences should be given to communications going
through HCO channels. Any communication labelled "Emergency" should be sent
through with extraordinary speed and care. Anything not so labelled should
go through routine. Packages of financial materials such as cheques and
requests for cheques should be given the next priority. All green slip
messages, which is to say operational messages, should then be given the
next priority. Letters from the field, reports or data are given the last
priority and may even be sent by regular mail to save postage.
The Colour Flash marking system originated some time ago wherein green
means an operational message, pink means a financial message, etc., should
be very closely followed by the HCO. The neatness and accuracy of an HCO
terminal may very well influence the neatness and accuracy of
administration carried on in a Scientology area and this at all times must
be before the HCO terminal. Priorities of speed in terms of colour flash
would be any green or pink message marked "Emergency" and then any pink
message and then any routine green message and finally white (which is to
say field letters, etc.) should be given last priority and even sent by
regular mail.
Air letters should be used wherever possible.
It is up to the secretary in charge of an HCO office to keep the
premises acceptably neat and orderly at all times since the appearance of
the office is very likely to influence the caller's opinion of LRH
personally, therefore it is highly probable that HCO offices, as finance
accumulates and makes this possible, will become the better-looking offices
of Scientology.
The occupation of spare time by an HCO Secretary should never be a
problem. If she finds herself with spare time, it is only necessary for her
to remember that we are doing an Encyclopedia of Dianetics and Scientology
and we are transcribing many hundreds of hours of lecture tapes. It is very
necessary that these tapes be transcribed so that they can come out in an
eventual Encyclopedia. The transcription of these tapes is a very careful
and painstaking job. It is necessary that the written script must be
understandable, therefore it is necessary for the HCO Secretary to
understand the material on the tape as she transcribes it on to a
typewriter. Such tapes are available and will be made available and each
HCO office will have a tape recorder with a foot pedal in order to put in
such time. THE CONGRESS OF SCIENTOLOGISTS in Washington, D.C. has this
Encyclopedia as a project. An HCO Secretary can contact Congress of
Scientologists in Washington, D.C., to determine which tapes they should
transcribe - C of S monitors this project. In addition to this project,
there will be other materials to transcribe and a tape can be sent through
by mail containing dispatches which can be received by an HCO office and
the dispatches of that area can be taken off it directly and emanated into
the area.
Tape Transcription post of HCO is to transcribe any and all tapes
given them by LRH - manuscripts, articles, bulletins, letters, or anything
else from LRH.
An HCO office is itself. It is a separate organization from all
Scientology organizations. It works in conjunction and cooperation with
Scientology organizations, but it is itself.
No one in an area in authority in Scientology has any right to dismiss
or change
10
an HCO Secretary or other HCO personnel. This can only be done by LRH
himself. Therefore, an HCO Secretary should not feel any qualms about
remarking on the conduct of an office or its general appearance or
activity. The HCO Secretary is not there as a spy but is often asked about
the state of an operation. She should give a true and factual, not a
coloured, picture of it, but at the same time, she should not withhold an
opinion for fear that it will influence her own status which it will not.
It is paramount that traffic to LRH be held to a minimum. The reason
for this is that correspondence actually cuts into LRH's origin time on mss
and books. His job is not, first and foremost, an administrative job in
Scientology. Therefore, the HCO of rices have been created to do this job
for him as much as possible in order to salvage writing and research time.
Thus, an HCO office should feel bound to handle routine or uninteresting
material and to handle it in such a way that it will be in all ways
satisfactory to the people originating it. To waste time and postage on
much of the material which is received at an HCO terminal office is not
included. Therefore, the HCO office should pleasantly acknowledge
communications received which have no particular influence on the operation
and file them without further referral to them than perhaps a remark in a
report to the HCO terminal near which LRH is that letters from so and so
and so were received and acknowledged. This will do much to cut down
weight. In other words, an HCO terminal has the right to acknowledge and
file without forwarding, at its own discretion. It does not, however, have
this right on green and pink operational messages.
An HCO office must be open during the routine business hours of the
day customary in that area. It must open at a precise time in the morning,
there must be an exact lunch hour which is followed and it must close
officially at a certain time, no matter how long the HCO personnel stays
there in the evening. By keeping regular office hours it is possible then
for an area to be secure in its ability to contact the HCO terminal. If the
HCO cannot be contacted or if it is sporadically out of communication it
will be found that the area will begin to get a little restive about
contacting LRH.
HCO offices doing extra work for the area: It may sometimes be found
feasible to implement the expenses and occupy time in an HCO office by
taking on additional work in an area which is not immediately concerned to
the HCO terminal. However, it will be considered in a very poor light if
this work is undertaken to the cost of the HCO terminal's actual line of
work.
HCO offices should keep painstakingly accurate accounts of petty cash,
postage, receipts and disbursements in general.
HCO offices are always liable in the accounting field to inspection by
the Accountant of any Scientology area.
HCO offices exist to expedite Scientology communications. If they fail
to actually speed the communication line it will be discovered that they
will become by-passed; when they are by-passed an enturbulence will result.
It is, therefore, up to an HCO terminal to give communications every
possible expedition and to reassure people wondering about this and being
anxious about communications that every means has been taken. HCO offices
should have regular pick-up and delivery schedules to area offices in order
to seem even more stable.
The first principle of an HCO terminal is to be stable. Stability is
built on good scheduling, proper dispatch and relaying of communications
and an orderly set of communication lines. LRH's reputation is to a marked
degree in the hands of HCO terminals.
__
Pertinent to this bulletin, above, is HCO BULLETIN OF 24 JANUARY,
1958, which is being reissued here to bring the two together in one
release.
11
HCO BULLETIN OF 24 JANUARY 1958
(The following is a memorandum issued on March 9, 1953. It is still
appropriate and is reissued here as an HCO Bulletin.)
Subject: Outline of the Activities of the HCO Office of L. Ron
Hubbard.
I maintain a Communications Office which is devoted to specific
interests and which should be used for those interests and which should not
be used for any other purpose by the organization. Its use for other
purposes inhibits the work for which this office was designed and has a
tendency to clog my writing communication line. Thus, the indulgence of the
operation in general is requested so as to keep this communication center
well within its own functions.
The functions of this center are:
1. The receipt and answering of correspondence addressed to myself,
some of which is personal, much of which is to the interest of the general
operation.
2. The answering and delivering of telephone communications relating
specifically to communications addressed to me or proceeding from me.
3. The typing of manuscripts and investigation material from my
Dimaphon records or personal dictation.
4. Compilation of investigation and case information submitted to me
by auditors.
5. Assistance to the Treasurer in receiving bills and expediting their
payment.
6. The care of social and Governmental matters in which I happen to be
concerned.
7. Maintaining my Comm lines in good order.
Casual communication with this office inhibits its efficiency and
involves it in concerns which inhibit a swift expedition of my work.
The office is not concerned with the activities of the central staff
beyond acting as a communications relay point from myself to these
operations and from these operations to myself.
This memorandum is issued because various parts of the operation have
involved my office in concerns beyond its scope, the first effect of which
is to cause my correspondence to receive secondary attention. A secondary
concern is involving the office petty cash and stationery materials with
those of the remaining operation which should have their own, procured by
proper vouchers through proper channels.
I have no feeling about this beyond the attitude I always exhibit:
when my communications lines or any part of them are challenged, or when
personnel who work very close to me have their time employed on duties
which are beyond the immediate scope of my office.
L. RON HUBBARD
LRH:mld.rs.cden Copyright(~) 1958 by L. Ron Hubbard ALL RIGHTS
RESERVED
12
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 15 NOVEMBER ADO
THE SUBSTANCE AND FIRST DUTY OF HCO
The most important function of HCO in any organization is that which
justifies its existence.
Being the purveyor of ethics, technology and awards, HCO must then
first and foremost of all its duties, be the keeper of every seal,
copyright, trademark, registered mark, master tape, master book copy, and
master bulletin file in the organization.
HCO Secretaries should act at once to take unto themselves and keep
locked secure and not available to anyone else, the seals of the
organization in the area. HCO seals for certificate validation or sealing
are HCO's by right. Organization seals are held by HCO for the "Secretarial
of the Executive Director" of HASI. If HCO sees or hears of any new seals
being made up for whatever purpose, the order is "seize and ask for
instructions later".
None are permitted to use such seals or any seals except HCO.
All this applies now and later. And it will become more important as
time goes on.
Seals, regulation of, permits only legal certificates, documents and
minutes to be sealed.
Similarly, any book on Dianetics and Scientology must be copyrighted
in the name of L. Ron Hubbard and the copyright becomes the property of
HCO. No copyright of anything must ever be permitted to escape. In the case
of its having been done (a book on the subject copyrighted in the name of
someone or something else) HCO Secretary in the area must request an
assignment of copyright to L. Ron Hubbard from its present owner and must
be tireless and remorseless in getting the copyright, using any available
means at whatever cost.
Similarly any trademark, registered mark, or patent for any sign,
symbol, shield, device or design for Dianetics or Scientology or their
organizations must be secured for HCO. All these are registered to L. Ron
Hubbard and by blanket transfer are the property of HCO only. The name in
which it is done is L. Ron Hubbard; the owner is then HCO.
In the case of a new symbol, design, shield, device, or name, HCO
registers the mark first and argues afterwards. Don't worry ever about cost
of this. They're priceless to HCO and other people like to tell HCO it's
too much trouble or too expensive, leaving the matter susceptible to
piracy.
Master Tapes, Master Book Copies, Master Bulletin Files are all the
property of HCO. Seize, hold, reissue only when you are sure you have your
master copy and that the inferior copies can be issued without hurting your
file.
HCO Secretaries have in this their first order of action, their first
and continuingly most important duty. The items mentioned here are even
ahead of pay cheque since they are the source of pay cheques for all.
Register anything, copyright anything, seize anything like this in the
country of the HCO area, entirely independent of any other or the main HCO
office.
13
Only when you have all these do you have an HCO.
Don't let one seal, one copyright, one design, one device, or even the
names Dianetics and Scientology escape you on this. All the money you need
to hire experts, lawyers, artists and pay fees is yours for the asking from
the main office of HCO. Just ask.
What is the first duty of a new HCO Secretary? Seals, copyrights,
marks, tapes, bulletins and books.
What is her chief continuing duty? Seals, copyrights, marks, tapes,
bulletins and books, keeping them registered, registering any new ones, and
using those we have.
What is her substance of office? Seals, copyrights, marks, tapes,
bulletins and books.
What is her authority for being in office? My orders, the seals,
copyrights, marks, tapes, bulletins and books.
She does not copy tapes from tapes or sell books or bulletins. She is
the source of the copy people use to copy or print and use and sell. She is
source in her area.
Given no part of this we have no HCO, no Dianetics, no Scientology, no
clear Earth. All is confusion everywhere. Given it we have indeed brought
order.
Concentrate on doing this. All else that we do then falls into line.
Bring order first to our substance - seals, ethics, technology and awards.
If we don't own it we can't tell anyone anything. And we do own it. Only we
have to collect it.
Our possessions must not be permitted to lie in the rain.
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
Extract from:
OPERATIONAL BULLETIN NO. 3
7th November 1955
HUBBARD COMMUNICATIONS OFFICE
The HCO takes over final authority on any certificates to be issued.
The certificates are prepared by the various Scientology organizations, but
they are finalized by the HCO. No other organization can issue certificates
except the HCO.
W. H. Young Chairman
L. RON HUBBARD
(copy HCO, Washington) (11/19/57) bt.rd.jh
14
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1. HCO POLICY LETTER OF 15 NOVEMBER ADO
Issue III
OUTSTANDING COPYRIGHTS AND MARKS
No book issued on Dianetics and Scientology by any other author than
myself has received my permission to copyright in any name but L. Ron
Hubbard. If any book or pamphlet has been so copyrighted or any design
trademarked it is illegal. The holder must be persuaded to assign or made
to assign or sued until assignment is made. We never close such a case and
never falter in expending money to accomplish this.
A simple request is ordinarily enough.
To leave one copyright outstanding anywhere is unthinkable.
All copyrights are made to L. Ron Hubbard, then after "my demise" it
says in the franchise, to L. Ron Hubbard, Founder. But all copyrights,
marks and rights, by blanket assignment are the property of and will remain
the property of HCO Ltd the main office. Although the copyright is to L.
Ron Hubbard it becomes by that the property of HCO with no further
administrative action by reason of existing contracts and franchises.
L. RON HUBBARD
LRH:rd Copyright (c) 19 58 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1 HCO POLICY LETTER OF 20 JANUARY 1959
Issued at Washington (This is to correct and replace HCO Policy Letter of
January 15, 1959)
All HCO Personnel
All HCO Secretaries:
When in doubt about copyrighting it, copyright it. Copyright and
Trademark
anything and everything.
L. RON HUBBARD
LRH:mp.aap.rd
Copyright (c) 1959
by L. Ron Hubbard [Text of 15 January 1959 read simply, "When in
ALL RIGHTS RESERVED doubt, copyright 'mark and file'."]
15
HUBBARD COMMUNICATIONS OFFICE
LONDON HCO POLICY LETTER OF 15 NOVEMBER ADO Issue II LEGAL AID - HCO
Any HCO Secretary anywhere is fully authorized to incur any expense to
secure or make the seals, file or transfer or assign the copyrights,
trademarks or registered marks of Dianetics and Scientology, secure a tape
library and a master book and bulletin file and protect and safeguard
these.
An HCO Secretary may hire independent of her usual solicitors and
definitely independent of the solicitors of the area organization, lawyers
or attorneys who are experts on copyrights and trademarks to (1) train her
in their use and value and (2) secure them to her office in execution of
this bulletin.
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 22 NOVEMBER 1958 Full distribution Incl. ACC 5th
London
OWNER OF MATERIALS THE LEGAL VIEW
The HCO is owner and custodian of all tapes, publications, bulletins
and materials of Scientology.
This material even when sold is still the property as to content of
HCO.
The physical tape, the paper, the covers, the boxes can be sold but
the actual content of the tape or book is basically, by law, still owned.
The fact of buying a book does not transfer data into other ownership which
can then sell it. This is common practice and law and is necessary to
safeguard the ethics of the subject as well as the trademarks and
copyrights. The material does not pass into a new ownership for resale when
a tape or book is sold.
ANNOUNCEMENT OF MATERIAL AVAILABLE
The 5th London ACC tapes and the 5th London ACC Question Periods tapes
will not be pressed, sold or copied for any purpose. They are retained by
HCO for use in teaching ACCs. The reason: Engram running is not easily
taught and general release of data could be dangerous.
Students, however, are free to use it all they please or "own it" in a
Scientology (not a legal) sense.
Therefore we have students who are experts and can audit the materials
but we do not enfranchise students to teach or release these 5th London
materials.
Instead I am making a series of HPA/HCA lectures in the near future
and putting them on records. ACC students will be free to buy these and
play them to Scientologists.
Dianetics The Modern Science of Mental Health and Science of Survival
are soon to be available in any quantity for anywhere. Congress Lectures
are now on records and are available to all Scientologists anywhere and it
is recommended that these only be played publicly.
LRH:mp.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
16
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C.
29 November 1958
CONFIDENTIAL MEMO TO HCO SECRETARIES
FUTURE PROGRAMS
HCO will shortly be HCO Ltd. Each HCO will present its area
organization with their exclusive area franchise for use of materials of
Dianetics and Scientology. This will apply in all sterling areas and U.S.
Book stocks and sales, Congresses and ACCs will be wholly under HCO
super
.
vision.
Reason: These are the hats I myself wear:
1. Enfranchisement of areas (Ethics, Technology, Awards). By reason of
holding all trademarks, registered marks, copyrights, etc.
2. Book writing, promotion and even manufacturing and sales. (All this
backs up on HCO anyway sooner or later.) Books handled by Assns are usually
a loss anyway. We could be careful and do a win.
3. Congresses. I have to ok them and furnish tapes and appear at them,
so why not supervise them, too.
4. ACCs. I have to plan, oversee, organize and give ACCs, even ok
their quarters, etc. so we have to handle ACCs anyway.
5. Magazines. We have to do everything about a magazine but mail it.
So here is HCO for it again.
6. Legal supervision and Accounting audits.
7. Basic arrangements and policies of organization.
My hats include HCA courses, HPA courses, HGCs, PEs, etc. to a far
lesser extent and these, the highest regularly income items, are for local
area organizations.
HCO is "my personal office" in an area. Therefore, to be real we have
to handle what I have to handle.
Looks like a lot on our plate. But we can speed up and do it.
Maybe when we have some of these things neat, the load can be shoved
off. But right now we are for it.
Therefore, even before I give the official word, HCO Secs had better
give these things their eagle glance and not be taken by surprise when the
orders are issued to land on one or another item above. I know we can cope.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 20 DECEMBER 1958
HCO Secretarial Letter of 20 December 1958
The HCO Secretary should handle bad clinical results by recommending
to the organization the following:
1. Better discipline of Director of Processing and auditors, Auditor's
Code compliance, HGC regimen followed.
2. Put poorer auditors on repetitive command processes only.
3. Put poorer auditors on processes which patch up ARC breaks as fast
as they happen. (Factual Havingness; "Recall an ARC Break".)
L. RON HUBBARD
LRH:rd Copyright(~) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
18
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 2 JANUARY 1959
HCO OFFICE DESIGNATIONS AND PERSONNEL
There are three types of HCO offices. These are 1) Worldwide, 2)
Continental and 3) Area.
In London all three office types exist. In Washington and Melbourne,
Continental and Area offices exist together. Where there is no Continental
office only an Area office exists.
Definitions:
WORLDWIDE (WOO) - The central office of HCO for this Planet. All
accounting reports, copyright files, book inventory reports, authority for
book printing and shipment, scheduling of ACCs and Congresses, appointment
of Continental and Area personnel, issuance of all policy letters, issuance
of book MSS, HCO Bs, PABs, Magazine materials, tape transcription, etc are
done from HCO WW. The general management of HCOs is done by me from London
even when I am elsewhere than London. The master library of tapes, books,
copyrights, MSS, are all in London. All routine reports, finance, requests
for books, requests for policy, should be made to London.
HCO WW has as allowed personnel HCO Executive Sec World, HCO
Communicator World, Magazines and PABs World, Tape Transcription W. Tape
Library W. HCO Board of Review W. Book Administrator W. HCO Steno W. plus
other personnel as needful.
Definition: HCO CONTINENTAL OFFICE: The central HCO office for one or
more continents or islands. It handles books, tapes, lecture records, a
magazine and other functions for a continent. Its main order of businesss
is the sale and inventory of books in any given large geographical area and
the publishing of a specific magazine for that geographical area and
general supervision of it. A Continental office handles the traffic of a
continent in terms of dissemination and coordinates HCO Area of rices in
its zone. It carries on my function of dissemination on a continental
basis. It also handles ACCs and special events for that continent.
An HCO Continental office personnel consists of an HCO Executive
Secretary Continental, an HCO Communicator C, a Magazine make-up personnel
C, a Book Administrator C, one or more shipping clerks C, one or more file
clerks or stenos C.
Definition: An HCO AREA OFFICE is that office that cares for a Central
Organization in terms of preserving its form and structure, taking care of
its ethics, technology and awards (certificates). It carries on my function
of preserving and managing Central Organizations. It is for one Central
Organization and makes sure that policies and programs are carried out,
that good processing and training are given, that people who are trained
get examined and certified. It administers justice. It helps care for
special events such as ACCs and Congresses given in its area. It sells
books only through the local Central Organization.
Its personnel consists of an HCO Secretary, Area, and HCO Communicator
Area, an HCO Steno Area who is also Secretarial Executive (or governing)
Director, Area, an HCO Board of Review part or full time. It adds clerks
and stenos as needful.
You can see by this that there are three distinct sets of HCO lines,
all of them important, all distinct.
19
Of course in early stages an office doubles up on its hats. HCO
Continental and HCO Area may be the same office with the same people - but
sooner or later, as traffic rises, the overburden of work starts swamping
everyone. Then one should realize the wide difference between an HCO Area
office and an HCO Continental office. HCC Area cares for a Central
Organization. HCO Continental publishes a magazine and sell< books and
handles special events for a continent.
There are two types of lines here. They are internal and external.
Anything inside a Central Organization is internal. Anything flying about
amongst HCO offices only i; external
The principle in staffing in HCO is this: Have a hat for every post
involved regardless of the number of bodies. When a person gets overloaded,
get in somebody to wear a part of the hats that post held.
For instance an HCO Continental office and an HCO Area office is
running with the same people wearing both hats. Soon someone sees the local
Central Organization is being neglected. Then it's time to get an HCO Area
Sec and pass the police of the local organization and Secretarial Executive
Director under her. Magazine make-up, general supervision, special events,
are retained by HCO Continental Exec Sec. Then as load increases get an HCO
Steno, give her Sec'1 Executive Director under HCO Area Sec and catch up
the files and help the Communicator. Learn to put new personnel under the
hats where they are needed and before everybody collapses from overwork.
The problem of my own traffic when I am in a Continental office is
handled by airmailing all bulletins and policies and MSS I write straight
to London for reissue there. Thus my presence does not mean expanding an
office beyond its normal complement or contracting London when I leave.
This is a set pattern wherever I am.
Area HCO Offices are not necessarily dominated by Continental offices.
Chain of command is from London WW to Area offices with Continental HCO
always informed. This is done to speed comms. London mails bulletins, etc
direct to area offices and also to continental. Magazine articles can go to
Continental offices only.
A Continental and the WW office do not need to be inside the building
of a Central Organization. On the other hand an HCO Area office must be in
the same premises as a Central Organization to help or function at all.
Therefore when a Central Organization is space starved, HCO, funds
permitting, should rent other space for Continental and book - storage and
shipping if in the same town.
All Central Organization org boards should include the Area HCO office
up in the right-hand corner with dotted liaison to the Asst, Assn or Org
Sec of the Central Org. Another board near the Central Org's board should
carry the org chart of HCO Continental and HCO W. This is in any Area
office.
HCO is a wholly practical organization, grown out of my own functions.
To bring order it itself must be orderly. Its comm lines must be very
precise in order for them to have impact. I think you will find on study
that HCO office types as designated here will tend to speed the comm of
Scientology around the world with a minimum of difficulty.
L. RON HUBBARD
LRH:mp.gh.cden
20
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JANUARY 1959 Issued at Washington (Re-issued
at Saint Hill 20 October 1959)
HCO Area Secs HCO AREA SECRETARY MATERIAL
Advisory Duties to a Central Organisation
PURPOSE: To ensure the survival of a Central Organization by assisting
it to render sincere, effective service in the fields of policy, ethics,
technology and awards; and to assist LRH to wear his hats in this regard.
A major part of the duties of an HCO Area Sec consists of supplying a
Central Organization with services as follows:
POLICY
There are definite and well-considered policies which make up the
structure and hats of a Central Organization. These are all issued as
Directives. These have the approval of boards in the field of management.
They are the hats of staff members in a Central Organization. They appear
today as Secretarial to the Executive Director's.
All confusion generated in a Central Org stems from five sources:
1. Failure of a staff member to know his hat and perform his duties
thereby.
2. Inability of a staff member to do his job.
3. Public confusions about the Central Organization.
4. Lack of written policy.
5. Lack of funds.
All of these in the above order of importance, are the concern of the
HCO Secretary where her zone of action is the Central Organization.
Each of the above categories is headed emergency when it goes wrong.
HOW TO PUT ON A HAT
The work of the Org Sec or Assoc Sec and Department Heads is to get
people to get the work done. Actual work performance, personnel and issuing
orders belong to these only, not to HCO.
The complete limit of an HCO Area Sec. in the matter of policy, until
categories 2, 3, 4 and 5 are clearly observed, consists of the following:
Hat Drill:
(a) Call in a staff member having him bring his hat
(b) Open the hat and read a few lines silently (c) Ask the staff
member to directly quote the substance read
(d) Should the staff member be unable to quote the substance, return
the hat with calm advice to study it; or
(e) Should the staff member know his hat, thank him.
The above is the total drill. STABLE DATUM: When order is entered,
confusion blows off. Therefore, never Q and A with, agree with, be amused
about and try to answer confusion. A staff member knows his hat or he
doesn't. If he does there's no confusion. That's it.
If the above is done with dignity as often as necessary or after hats
change, it will prove to be enormously helpful to the Org Sec. Assoc Sec.
or Dept Head. They can get the work done. They always fail to get the hats
understood.
The HCO Area Sec is not the manager. In doing the above she does all I
ever do in educating people in their jobs. I just keep pointing out the
existence of order and know-how. I never Q and A with confusion. I never
agree with it. I never explain. I only point out the orderliness of things
and staff members eventually learn their posts and do their jobs well.
Serious complications, ARC breaks, more confusion than can easily be
handled can easily be generated by doing more than the above steps.
21
When step 2 above is clearly the case then the HCO Area Sec advises
the Org Sec or Assoc Sec or Department Head, never the staff member. If no
heed is taken the HCO Area Sec then dispatches me the full particulars.
If a hat doesn't exist or new hats are needed, that's the time to yell
for the Marines, namely me. But mere confusion is no reason to yell. Don't
expect me to furnish extraordinary solutions. I have already furnished
simple ones. All confusion stems from 1, 2, 3, 4 and 5 above - but mainly 1
and 2.
Don't ever act embarrassed or fool about in doing this drill. It's an
auditing job'
That's all there is to policy except this: STABLE DATUM: When this
action is unpopular with a staff member and covert criticism of HCO
results, that staff member is an unwilling person and cannot take orders of
any kind. Removal of this by auditing or dismissal will make a better
organization. That has been proven many times and is no HCO defence
mechanism.
ETHICS
The HCO Sec sees that the Code of a Scientologist, the Auditor's Code,
and the Instructor's Code are known and used at all times by auditors and
instructors and that the Code of a Scientologist is followed strictly by
the Central Org in its service of the field and public. Aesthetics go with
ethics and are a concern of HCO in all presentations, buildings,
stationery, shows, books, dress. Scientology must look good, its tapes must
sound good.
TECHNOLOGY
The HCO Area Sec provides the Central Organization with all needful
technology, bulletins, tapes, records, books (for library) and data so that
the Central Org can give the highest quality of service.
That HGC Auditors use allowed processes well and with the best
presentation is a primary concern of HCO. The HCO Area Sec sees to this
personally and consistently.
That students are instructed properly and in accordance with standard
processes, and that LRH tape or records are played on every course is of
primary importance to HCO. The HCO Area Sec sees to this personally and
consistently.
Technology given in public lectures and performances must be standard
and this is of deep concern to HCO when it is not.
The HCO Sec is the Custodian of Technology in any Central
Organization. AWARDS
Certificates and Clear Bracelets are the concern of the HCO Sec. To
assist her in this she has the HCO Board of Review and bulletins about it.
Slow issue of certificates when earned, confused service on the
Extension Course are guarded against and remedied by the HCO Sec.
That certificates mean competence is of primary concern to HCO.
OTHER DUTIES
The HCO Sec has other duties and spheres of interest. Copyrights,
accounting, safeguard of a franchise for HCO and Secretarial to the
Executive Director summarize these but these are all the subject of later
hat editions, or earlier bulletins.
One final duty cannot be minimized in this regard - MEND ALL ARC
BREAKS WITH HCO AND LRH WITH TR5N.
L. RON HUBBARD
LRH:js.rd Copyright 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
22
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 14 MAY 1959
Convert to local Sec'l
HUBBARD COMMUNICATIONS OFFICE
The purpose of the HCO offices is to act as stable terminals to an
organization in any given area so as to provide immediate administrative
assistance to LRH when in that area and communications from operations to
him and from him when he is not.
The HCO is, in essence, a stable point to which can be communicated
communications and difficulties in any area and these communications are
forwarded to the proper terminals in the organization, or an analysis is
made of the difficulty and communicated to another HCO terminal for
clarification there. In addition to that, LRH may require reports on or
about a given area and it is up to the HCO office to supply this
information.
In use as a communication system from one area to another or from an
area to LRH, the following procedure must be followed: The area must be
instructed that any communications to any other Scientology area or to LRH
must be forwarded through the HCO office. In this sense the HCO office in
any area is a message center receiving from any other area and emanating to
any other area in this network. Furthermore, the HCO receives materials
from other areas and communicates these in their own area directly.
For example-A Director of Training dispatch which originates with the
Dir of Training London: It passes from the D of T London to HCO London
across the Atlantic to HCO Washington, and to D of T. Washington. This same
procedure would be followed from Washington. D of T. Wash, originates
communication. It goes to HCO Wash, then crosses over to HCO London, and
HCO London passes it on to D of T London.
HCO also acts as a preparation and distribution area of HCO Bulletins.
These are Bulletins or instructions to operations in general, to staff
auditors, and to other things very intimate in the Scientology areas.
Casual communication with this office inhibits its efficiency and
involves it in concerns which inhibit a swift expedition of my work.
L. RON HUBBARD
LRH:gh.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
23
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 1 MARCH 1959
Issued in Washington
HCO Personnel Assoc Sec London
FORBIDDEN HCO ACTIVITIES
No HCO or HCO Sec. full or part time, may do the administrative work
of a Central Org or its personnel.
This means also that no HCO Sec may do letters, correspondence,
filing, reception, mailing, phoning for an Assoc Sec. Org Sec or Dept Head.
This is so forbidden that entrance upon these activities or permitting
a Central Org Head or Officer to use HCO for secretarial actions can cause
the immediate dismissal of an HCO Sec or Personnel.
When such use of HCO has been allowed, chaos has resulted and the HCO
office has become nullified and my lines cut. Therefore, it is looked upon
in a very serious light.
L. RON HUBBARD
LRH:mp.rd 13.3.59
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I HCO POLICY LETTER OF 29 MAY 1959
TECHNOLOGY
It has come to attention that from time to time various written
articles and technical bulletins have been copied for various purposes in a
somewhat alter-iced manner and no data source (name) included.
This is strictly forbidden as all HCO Bulletins as well as other
materials are copyright LRH.
HCO should always "capture" any such random technical material and
forbid its issuance.
In future to help prevent such occurrences and as non-enfranchised
auditors will be receiving some HCO Bulletins - all HCO Bulletins should
contain a copyright notice
as per books.
Rhona Swinburne
HCO Secretary WW
LRH:rs.rd for
Copyright(~) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
24
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1962 (Reissued from HCO Policy Letter
of June 4, 1959)
CenOCon
INSTRUCTIONS TO ATTORNEY OR SOLICITORS
HCO AREA SEC ENFORCE
It is my prerogative to instruct attorneys, lawyers, barristers and
solicitors and to hold correspondence and conferences with them and to
advise them.
PENALTY
Any Scientology Organization personnel seeking advices from attorneys,
etc., without obtaining permission from me or passing them through me,
shall be subject to loss of 50% of units each week for 10 weeks.
REASON
No attorney or solicitor has materially assisted us when not
instructed by me and money has been lost and organizations damaged by
approaching attorneys or solicitors without authorization on behalf of the
organization.
DEPUTY PERMISSION
In my absence only a member of the International Council or his deputy
may approach attorneys or solicitors and either myself or the International
Chairman must be fully informed before any action of importance may be
undertaken.
L. RON HUBBARD
LRH:dr.rd Copyright(; 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
25
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I HCO POLICY LETTER OF 10 AUGUST 1959
HCO PERSONNEL ONLY
DATA REQUIRED AS REPORTS FROM HCO SECS
The first interest regardless of emergencies is promotion and
dissemination. This means that the most important report is whether or not
the magazine is going out on schedule and whether or not PrR is functioning
alertly. These are continuing reports of continuous interest.
The second interest is financial that being the most direct index of
whether or not the promotion is reaching people and what mark we are making
in the society. Weekly reports of income must come through to HCO from
Accounts and through to me. In addition there is a Registrar's financial
report on the number of sign-ups there have been in the week.
Of third interest is the effectiveness of the service being given and
the quality of that service in terms of training and processing.
After that comes the general state of the Org departments beginning
first with finance as to whether or not it is coping and whether or not
statements are going out monthly and whether or not there is a complete
statements book and a complete current bills book. The exact items
mentioned for Accounts are quite important. I know at once if the
statements aren't going out that Accts is running a can't have on the
Organization and I know if there is no complete statements book there is no
accurate issue of statements, causing ARC breaks. Further if there is no
current bills book then it is obvious that soon we will have some big
financial crisis to handle on HCO lines. The source of the majority of HCO
Central Organizations emergency despatches is financial. Further, the
greatest number of cans dropped by Central Organizations occur in the
finance department or through lack of financial planning.
The Department of next interest is training. If there are very few
students we know that the training is very bad. The quality of training has
been directly reflected in the number of students present for the last
seven years.
Then comes the HGC with the burning question of "Are they making any
clears? And if not, why not?"
Then, but not necessarily in order of importance since it influences
the whole health of the Organization, is the PE Foundation. A full PE
Foundation means a healthy future survival. A thin PE means a lousy PE
Director and poor administration and public presence.
Next there is the matter of programs. Are the programs being carried
out or aren't they, or of course are there any?
After that is Materiel and the burning question here is: First: Are
the quarters clean? and Second: Are they holding down expenses?
Two organizations are being all but wiped out by bad spending by the
Dir of Mat.
Next there is the state of any books sales. This again is an index of
reach and a bad answer up on order filling costs us many gains.
26
Then comes CF. If CF is good we have got the data on the people with
whom we are working and if it isn't good we'll flop.
Then there is Address. A good efficient Address set up means that
we'll be able to locate people. If the Address set up isn't good, what use
promotion, for where are the people?
After all these come staff morale and other sections and activities.
What I have listed here is the way to put a finger on the pulse of any
Scientology Organization. Starting at the top if we drop these people out
of the line up as effective operating units in the Organizations, then
we've had it. There are people around who would tell you that there are a
lot of things more important than these things. But in fact, there aren't.
Under programs of special nature as above, second only to promotion
and dissemination activities, is the question of staff co-audit success.
We'll be as successful as we are clear. There are three major buttons to be
run out of all Scientologists to make us brilliantly successful everywhere.
There are first victim, second money and the third will be given out in due
course. Each of these should be run on a comm process with the terminal
generalized. When these are fully flat throughout our Organizations you
will see us soaring to success without any quibbles on the line. Naturally,
we want all Scientologists to get these flat but Central Organizations come
first on the line up.
The gist of this problem is this: By sheer hope and force of
personality a few of us are overcoming the collective banks of everyone in
Scientology that is idle or going back against us in his or her activities.
When the energy and comm we are expending doing just this can be released
broadly into dissemination we'll take this planet and achieve our goals
with ease. So this special program always requires special mention.
Few reports are ever required on HCO since HCO people are already
selected out for zing and I have every confidence that HCO will make it. In
HCO I mainly want personnel changes to keep the rosters straight. And
finance coming through routinely to grease the wheels of the fighting line.
This then is a general rundown on the reports that I want here at
Saint Hill from HCO offices in Central Orgs. I want HCO to keep its finger
on Central Org pulse and keep it going somehow no matter how until we're
thoroughly ahead everywhere.
Best, RON
LRH:mc.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
27
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1959
Ltd - HCO Secs Only
REPORTS REQUIRED FROM HCO SECRETARIES
Following on the Special Telex bulletin which was sent to HCO
Secretaries by LRH on August 8, 1959, here is a shortened questionnaire
which HCO Secretaries can use to ensure that they are checking on all the
data required, in this report. It is suggested that the HCO Secretary
should at least once in the week, inspect some part of the whole picture as
outlined below:
FIRST Promotion and Dissemination
Magazine going out on schedule? Dir PrR functioning alertly?
SECOND Financial
Weekly reports from Accounts coming to HCO every week? and sent
through to LRH? Registrars weekly report on number of signups?
THIRD Effectiveness of Service
Quality of training and processing?
FOURTH General state of OrgDepts:
Finance
Statements going out monthly?
Statements book up to date?
Current bills book up to date?
Training
Number of students?
Quality of training?
PE Foundation
Numbers?
Quality?
Materiel
Quarters clean?
Holding down expenses?
Books
Book orders coming in?
Book orders being filled?
C/F
Have they got the data we want in the files?
Filing up to date?
New names quickly in the files?
Address
Is set-up geared to help promotion?
General efficiency?
Special Programs
Staff co-audit?
Staff being used for optimum efficiency?
Other programs?
PH:brb.cden Peter Hemery
Copyright (c) 1959 HCO Communicator WW
by L. Ron Hubbard
ALL RIGHTS RESERVED
28
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 AUGUST 1959 (Addition to HCO Policy Letter of
August 10, 1959)
Ltd HCO Secs only
REPORTS REQUIRED FROM HCO SECRETARIES
It should be noted that the headings listed in HCO Policy Letter of
August 10, 1959 are in order of importance. That is to say: Promotion and
Dissemination come first in importance, then Financial, then Effectiveness
of Service, and lastly the General State of the Organization Departments
and Special Programs.
PH:brb.rd
Copyright(~) 1959 Peter Hemery
by L. Ron Hubbard HCO Communicator WW
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1959
HCO ORDER OF IMPORTANCE OF ACTIONS
The following actions of HCO are in the order of importance:
1. Speed up communication at all relay points.
2. Analyze and report on Central Orgs.
3. Promote and Disseminate.
1. HCO is basically a communication organization and no HCO personnel
are outside this fact. HCO puts in comm systems and takes the lag out of
them. This is done by designing adequate systems and taking the lag out of
relay points. In HCO, if it's comm, do it now.
2. HCO exists as an exterior view to Central Orgs and, by knowing more
about how a Central Org should run and by seeing its difficulties better
than people more involved, analyzes Central Orgs and finds solutions to any
and all of the great number of Central Org problems. HCO is never run by a
Central Org as that would destroy its function as outlined herein.
3. HCO is Central Orgs' future. They almost never handle future in a
Central Org. That's giving "future" to HCO.
HCO handles future by suggested and executed promotion. HCO gets the
books out-its first promotional function. It gets the magazine out. It
plans, it executes promotional stunts. HCO is the book seller, the
advertising agency and the public relations department all in one. All
these are future things. When they are not done Central Org, living in the
present, goes downhill. It's up to HCO to keep Scientology promoted and
going uphill, foreseeing the tough spots and getting
over them to bring the Central Org to eventual victory.
LRH:js.rd
Copyright(~) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
29
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 19 MARCH 1960
CenOCon
ORG BOARD
The following Hat additions have been approved:
HCO SEC HAT - PERIODIC DUTY
An HCO Sec should occasionally get the Central Org Dept Heads and Org
Secs together for a Tour of the Organization Board. This is to make all
posts more real, to give live communication on the subject, answer any
questions and in general make the Org more real by making the posts and who
occupies them, and post purposes, more real.
HCO Sec would start at the top of the Board, pointing out the purpose
of the Org. Then calling attention to the Bd of Directors. Then the
Executive Director and his purpose, and so on down the Board, explaining
what each post is for (its purpose), which dept it comes under, and who is
currently occupying it. He would point out each and every post listed on
the Board. He would answer any questions concerning the entire Board and
clear up any misunderstandings which might exist. He would continue to do
this periodically as he saw fit. (Whenever a staff member is moved up into
a Dept Head position the HCO Sec would take him to the Org Ed and make
certain the Dept Head knew it thoroughly.)
FOR ALL DEPT HEAD HATS
Whenever a new person comes on staff and is placed in your Department,
as soon as you have him on his post and he is squared away in his job, take
him to the Org Board, and go over it thoroughly with him, explaining the
various posts in the Org and their purposes. The purpose of this is (1) to
remove any confusions the new staff member may have regarding names of
posts, their particular purpose and who occupies Org posts, and (2) to make
the Org immediately more real to him. The Dept Head answers any questions
the new staff member has regarding hats or posts or anything shown on the
Org Board.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH:js.gh.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
30
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 NOVEMBER 1960
CenOCon
HCO AREA SECRETARY HAT ADDITION
It is the responsibility of the HCO Area Secretary to ensure that
Executives who are consistently giving out orders and possibly taking
action of a punitive nature do not get stuck on an outflow. That is to say -
through pulling some overts as part of necessary duties an Executive by
not getting these cleared or confronted goes onto a compulsive run of
averts which are quite unnecessary against the Organization and staff
members.
The action of the HCO Area Secretary would be to make sure that timely
assistance [is given] in the way of auditing - perhaps some scheme whereby
the Executive concerned receives 2 hours a day for a period, the auditing
to be mainly concerned with the clearing up of ARC breaks, PTPs and O/Ws on
Organization Personnel.
L. RON HUBBARD
LRH:js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
31
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead,Sussex
HCO POLICY LETTER OF 9 JANUARY 1961
All Personnel in HCOs and Cen Orgs Hat check on HCO Personnel.
- Urgent - With the advent of HCO Ltd the following is in immediate
effect, even before HCO Ltd is qualified in your area.
DUTIES OF HCO
To establish the new world wide expansion of Scientology, our first
order of business, having resolved technical and dissemination, is to bring
about even more effective HCOs.
The following will remain stable as to duties and policies of HCO.
The first action in bringing order to an area is to establish order in
HCO so that HCO can establish order.
The duties and policies of HCO are as follows:
Make Ron's postulates stick.
Bring Order.
Concentrate on posts, lines and flow particles not personalities.
When a Central Org staff member must have auditing before he can
perform his duties, relegate the matter to the D of P.
HCO DUTY IMPORTANCES
The following actions of HCO are the actions: of HCO in the following
order of importance.
A. COMMUNICATION B. COLLECTION C. TECHNICAL D. ADMINISTRATION E.
DISSEMINATION, BROAD F. ETHICS
G. CERTIFICATES AND AWARDS.
Under these sub heads we get all the actions of HCO.
A. Communication: The first action of HCO is Communication. Before
anything else is done Communicate and take care of communications. Then do
other things. Communication has priority over all other actions. HCO is
first a Communication Office and then other things. HCO is my Comm Centre
in a Central Org. My comms have priority over all other comms. HCO relays
them, deletes backflash and keeps me informed.
32
The good order of Central Org Comm lines is also the business of HCO.
The primary comm line to the public is handled by HCO.
B. Collection: The second most important action of HCO is my
collections both for its survival, for my research and for our survival.
HCO must be solvent. Even if a Central Org is teetering, HCO must
remain solvent with money in the bank. Otherwise, who is to handle
emergency if a Central Org slips?
For ages, Central Orgs thought they could survive only if they
absorbed my book money, royalties and special events. When these were taken
away by HCO Central Orgs began to gain some self respect. No Central Org
now needs any part of them. Before they pay the light bill they pay HCO.
HCO must have a creditor folder in a Central Org's bill file with all
it owes me or HCO in it.
HCO must keep its accounts and stay solvent. Otherwise my terminal
might vanish and the area could collapse, according to long experience.
Give to HCO what is Ron's
HCO WW owns all HCO bank accounts and may draw them down at will.
There is no percentile arrangement between an HCO and HCO WW.
If an HCO has the money it should have I can operate in an area. If it
doesn't I tend to stay away as it means other areas must bear the expense
of a low HCO.
HCO's Accounts must always be capable of being summarized by an
accountant.
I must always have a signature on all HCO accounts.
C. Technical: HCO is the technical repository and library of an area.
Its bulletin files, tape library, book section and policy letters must form
a complete knowledge of Scientology and administration, available to
itself, the Central Org and Scientology personnel. This library must be so
composed as not to lose its bits and so as to be able to issue HCO
Bulletins and Policy Letters with ease always retaining a master copy.
HCO must make sure technology in use is understood by all technical
personnel - executives, auditors and instructors. This is done by "hat
checking" them on vital HCO Bulletins signed by me. The foremost hat of any
Scientologist is the hat of a Scientologist. HCO makes sure it is worn
technically. After all, in November of 1960 we finally ceased to grope on
any technical matter. We now know we know. It's time all Scientologists,
old or new, got that idea too.
The first and most fatal breakdown in any area is technical. When
technical goes, all else goes. New good personnel - the new executives -
surety by registration people-auditor morale - student confidence - income -
all these things fall if technical fails. All these things happen if
technical stays up.
I said in 1950, "it would go as far as it works". Now it's working. It
will go as far as it is supervised and checked.
HCO guarantees technical excellence by technical hat checking Central
Org people.
Do it and win. Keep the library and win. Hold the technical fort and
win against the lot. Our ammunition is know-how. Fire it and replenish the
magazine.
33
D. Administration: The Administrative pattern of a Central Org is
known to us and is a perfection drill.
If all Central Orgs have the same pattern and reports, I can
administer Scientology and it can grow. If they're all different or if one
fumbles, my task becomes heroic.
The pattern of the posts, lines, terminals, actions and reports of a
Central Org are becoming an exact pattern.
This pattern must be hat-checked into solid existence by HCO.
D. Security: Under Administrative excellence comes security. When
security fails we know administration ceases.
Security checking is part of administration.
This is not a moral problem. It is one of getting the job done.
When Security fails we get Dev-T, unrest and emergencies on the Admin
lines.
We care not for the personality of the man or girl on the post. What
we care about is the post, its particles and flows. Face the post, not the
personality. If the personality fails, send it to the D of P and keep the
post functioning. It's kinder on the personality.
E. Dissemination: Broad, mass dissemination (mags, books, ads) is the
province of HCO. Individual dissemination to individuals is the province of
the Central Org.
HCO sets the quality. The literature, the sound of tapes, the
excellence of the broad appeal is all the province of HCO.
F. Ethics: Field and Org ethics and methods of enforcement are a minor
function of HCO. It must be done but is not the end-all that the medics
made it. We shall soon see every Scientologist state licensed, I hope.
That, with us running it, will make this job easy. Meanwhile - cope. After
ABCD and E are done.
G. Certificates and Awards: These are issued promptly and, on merit,
by HCO.
Please know the above, HCO and get the picture in perspective. It will
be easier. Thank you.
L. RON HUBBARD
LRH:js.cden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
34
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JANUARY 1961
Assn Secs HCO Secs
SPHERES OF INFLUENCE
There is no reason for conflicts amongst HCO Offices and HASIs.
If the functions of organizations and hats are well understood, there
is no reason for confusion.
An HCO Continental Office has these basic functions: To broadly
disseminate Scientology to masses of people not connected or not yet
connected with Scientology. This is done by magazines and preparing proper
literature.
Continental legal representative for Scientology is an HCO National
function.
Broadly, the technology and dissemination of Scientology and its
awards and good name are an HCO Continental function.
Supervision of all HCO Offices on the continent and their activities
is an HCO Continental activity.
An HCO Continental Office does not pin down on one Central
Organization to the exclusion of broad dissemination and the conduct of
other HCO Offices.
An HCO Area Office has in its keeping the library of Scientology
Information for the use of the Central Org to which it is attached. It
takes care of collections. It makes sure that HCO Bulletins and HCO Policy
Letters are read and understood by the Central Org and its personnel. It
keeps the Org Board. (There is no change here from the HCO Policy Letter
that recently laid down the duties of an HCO Area Office.) It can security
check any Scientologist or Central Org personnel.
An HCO Area Office does not run the Central Org or hire or fire its
personnel but in case of emergency and in the absence of competent Central
Org personnel may find it necessary to take charge temporarily. This has
happened now and again in the past.
The Association Secretary or Organization Secretary has full authority
over his or her organization and personnel. It is his or her task to cope
when policy does not exist, to hold the form of the organization, to keep
it busy and prosperous and its morale high.
In times of expansion I find it necessary, as Executive Director of a
Central Org, to shift its form and activities toward a greater reality. At
such times my orders are relayed through the Comm Lines of HCO or, in rare
cases, directly to the Assn (or Org) Secretary or the Organization's
personnel. I try to stay on command lines but I sometimes have to have data
from staff members directly. I always try to info the Association Secretary
when this happens. A by-pass of this character happens usually in times
when command lines have broken or when emergencies of magnitude threaten an
Org's existence or when I am hunting for new Org patterns that will work.
In short, an HCO Continental Secretary is supposed to see that more
people hear about Scientology on a mass basis - that better handouts and
write-ups exist, that Scientology stays firm on that continent or part of
the world and that HCO Area Offices function well with well-staffed
personnel.
35
An HCO Area Secretary is supposed to see that technology stays high,
that awards are issued properly, that people in Central Orgs know their HCO
Bulletins and HCO Policy Letters and that the Org Board stays straight and
that Communication first and foremost occurs and that HCO remains solvent.
On most Continents or in large areas the HCO Continental and the HCO
Area Office of a Central Org are together. This makes for confusion,
perhaps, but for the time being, is an economic measure. But although they
double up personnel they should not be too duplicative in their duties. HCO
Area rates its own office, even if it's small, its own access to files and
facilities. As things expand, HCO Continental should establish separate
quarters as feasible economically, but that's mostly future and depends on
Central Orgs really making money.
This HCO Policy Letter is not laying down policy, it is only seeking
to clarify functions. None of it has any force of law, it only seeks to
promote a good understanding at a time when expansion heightens confusions
and at times even tempers.
It is my task to establish a new form for Central Orgs. It is the HCO
Secretary's task to make it understood and to make sure it takes form in
fact. It is the Association (or Organization) Secretary's task to cope if
necessary, to make the Org and its personnel get the job done and to run
the whole service activity of Scientology, and to keep up staff morale.
It's the HCO Continental Secretary's task to make more people hear about
Scientology, to guarantee the quality of presentation, to make sure HCO
Area Offices are effective, to conduct special events and, of course, as in
the case of all HCO Offices, to make my postulates stick.
If we do just these things we can expand with a minimum of strain and
a maximum of effectiveness.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
36
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 FEBRUARY 1961
Cen Orgs Copy for each Staff Hat Not for Franchise
THE PATTERN OF A CENTRAL ORGANIZATION
HCO AREA OFFICE
An HCO Area Office is attached to each Central Organization.
It expedites internal and external communications and in particular
communications to and from HCO WW and myself.
As part of communications supervision it hat checks into existence
with staff members HCO Bulletins, HCO Policy Letters and other official
releases.
It issues and keeps to date the organization hats. HCO Area keeps the
Org Board.
Fundamentally it is also a library of technical and administrative
data consisting of books, mimeos, tapes and general know-how.
HCO Area has the power to take action to maintain a high technical
level, a good administrative form in the organization and to security check
personnel.
It examines students and issues certificates through its HCO Board of
Review.
Mainly through the HCO Continental of a continent it reaches broad
masses of the public where a Central Organization reaches individual
members of the public.
The whole activity of an HCO Area Office is Communication, Collection,
Local Book Sales, Technical Level, Administrative Form, Ethics,
Certificates and Awards. To this, through HCO Continental, is added broad
promotion and dissemination such as public book sales, the magazine, ads
and special events.
L. RON HUBBARD
LRH: eden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
[Excerpted from HCO P/L 14 February 1961. A complete copy is in Volume
7, page 147.1 37
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 FEBRUARY 1961
CenOCon
HCO CONTINENTAL
The duties and activities of HCO Continental are generally defined as
helping me wear my hat in the Continental Area.
To fully understand the duties of HCO Continental one has to
understand what I do or would do and then see that it is done.
First would be the general, mass dissemination of Scientology by
books, magazines, tapes, etc and Special Events such as Congresses.
Second would be ethics, certificates and awards which would include
justice.
Third, but not in order of importance, would be technical excellence
and results in processing.
Fourth would be the good functioning of all HCO Area Offices in a
Continental Area, their personnel and finance problems and seeing that they
do their job as outlined in a recent HCO Bulletin.
Fifth would be the preservation and form of Central Organizations and
their income and survival, particularly during a State of Emergency (HCO
Policy Letter of February 17, 1961, Issue II).
Sixth and throughout would be action as a personal secretary or
personal secretarial functions to myself.
Seventh would be handling franchise holders and field auditors.
Eighth would be legal activities.
In short, Continental is an extended arm of HCO WW and maintains my
presence and action in a Continental Area.
Just as my own hats are generalized and at times nebulous, so are HCO
Continental's duties.
HCO Continental is governed by the maxims - Make Ron's postulates
stick - Keep Comm going - help Ron wear his hats.
L. RON HUBBARD
LRH:aec.js. eden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
38
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 FEBRUARY 1961 Issue II
CenOCon
STATE OF EMERGENCY
In HCO Continental in particular and in HCO Areas, no management
actions are undertaken toward a Central Organization (except for hat checks
and other routine duties as covered in the Actions of HCO Area Offices)
unless there exists a State of Emergency.
If a state of emergency exists in a Central Organization, HCO must
assume that management has already to some degree failed to:
(a) Follow the form of a Central Organization (b) Put standard
policies into action (c) Show initiative, or (d) Put properly qualified
personnel on post
and HCO must pitch in and act to help the Assn Sec with or without his
or her approval.
The indication of a state of emergency can be read beforehand from an
O.I.C. board, being forecast by red lines in three or more graphs, or by
three red lines on one graph. If management has tolerated this without
action when one red line occurred a state of emergency has already begun
when it reaches three, since this is patently one or a dozen dropped balls.
The organization can be assumed to be out of control.
I almost never directly interfere with the running of a Central
Organization beyond okaying Executives and Assoc Secs, codifying tested
patterns of operation and furnishing policies based on existing experience.
However, when a Central Organization shows signs of failing, I have to step
in.
It is not a good thing to have to step in suddenly. It is always
attended by swift action because I never step in unless an emergency
already exists and in an emergency one has to act fast. Fast action is
seldom attended by smoothness. But in the various emergencies which have
occurred in the past when I had to step in, the Organization was enabled to
survive.
HCO Area, HCO Continental and HCO WW, in that order, become aware of
emergencies.
The main responsibility of handling and executing orders in a state of
emergency falls on HCO Continental, often via HCO Area. But HCO Area may
act alone, briefing HCO Continental meanwhile, until the situation is fully
in the hands of HCO Continental. HCO Continental may act alone, fully
briefing HCO WW and myself meanwhile.
Until a state of emergency exists HCO has little to do with the actual
running of a Central Organization, beyond HCO Area duties as outlined
elsewhere in HCO Policy Letter of January 9, 1961. But when a state of
emergency has come into being, the powers of HCO representatives become the
same as those of the Executive Director in all but signing contracts or
certificates or awards.
The purpose of handling a state of emergency is to bring the
organization up to survival level instantly, now, at once, by any
practical, fast means.
The steps to be taken are:
(a) Immediately inspect and instantly correct the Pattern of a Central
Organization errors which might have developed;
(b) Put standard policies in action where ignorance or "know better"
may have introduced off-beat policies;
(c) Demonstrate initiative in remedying the situation and encourage
initiative in others;
(d) Security check personnel and get better qualified personnel on
critical posts.
In-a state of emergency an HCO Area Sec can appoint or transfer
personnel up to department head level at will without consultation with
anyone but with full advices to
39
HCO Continental. Such appointments and transfers are always temporary
in nature and can be appealed in writing with full data and graphs by an
Assoc Sec to HCO Continental, HCO WW or to the Executive Director. But the
temporary appointment or transfer may not wait for the findings of such an
appeal, but goes into effect the instant it is ordered, verbally or in
writing by the HCO representative.
Reformation of departments or lines must take effect as soon as
ordered by the HCO representative during a state of emergency. An appeal
may be made, in writing, by the department head, or the Assoc Sec to HCO
Continental, HCO WW or the Executive Director but the temporary measure
must go into effect and stay in effect until findings are issued upon the
appeal.
While all this may seem vigorous, it is what I would have to do and
would do if I were on the ground. Thus it is in reality HCO Continental
helping me wear my hat.
STATE DEFINED
A state of emergency is exactly defined as existing in the face of one
or more of the following circumstances:
1. The Central Organization Income falls below ?1,000 or
3,000 by Thursday
2:00 p.m. of the week it comes in. (For City Offices ?500 or
1,500. This includes only New Zealand, Los Angeles, Durban, Sydney,
Perth, San Diego, Capetown, Seattle and New York.)
2. Two charts on the O.I.C. board show red lines of decline for 2
consecutive weeks (same 2 charts) as of the moment of posting on Tuesday at
2:00 p.m. reflecting the past week.
3. One chart shows a red line for each of three consecutive weeks by
the time of posting on Tuesday at 2:00 p.m.
4. Twenty percent or more of HGC cases showing no gain or a decline in
any given week.
5. The PE Foundation has less than 20 for the PE Course and less than
10 new for the Co-audit for any given week.
6. The Organization is dunned by a creditor.
7. Academy students unable to pass HCO Board of Review or Academy
attendance very low, either which signifies a state of emergency in the
Academy.
In the case of 1 (Income less than ?1,000 or
3,000), the state of emergency is general and action may be taken
throughout the organization.
In the case of 2, the state of emergency is general.
In the case of 3, 4 and 5, the state of emergency is confined to the
departments affected.
In the case of 6, the state of emergency is general.
As a state of emergency only comes about after balls have been dropped
abundantly, and as this already betokens either bad morale or security
risks present, do not be too upset, HCO representative, if your actions
meet protest in one form or another in the Central Organization. Your
action triggered only an existing protest. So don't ever worry about my
standing behind you. I stand behind department heads and the Assoc Sec all
the way unless a state of emergency develops. Then I back up HCO.
A state of emergency must be declared to the Assn Sec or, in his
absence, his deputy, by the HCO representative before it officially exists.
One state of emergency may only exist for ten days from the date it is
declared but may be declared again immediately after if the defined
emergency is repeated.
L. RON HUBBARD
LRH:aec.js.rd Copyright(~) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
40
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MAY 1961
HCOs Only
Don't Remimeo HOW TO CONFESS IN HCO
The way for an HCO to confess to me that it isn't doing its job now
that tech problems are solved is to write me as follows:
Dear Ron,
We are having a dreadful time with low units. We have had to loan
money to the Central Org even though you forbade it. We're sorry we can't
pay for any of the books we're selling. We are having trouble finding good
personnel. Here are some newspaper clippings - we are sorry it's bad
publicity but PE made a mistake. We are not able to get out our bulletins
because we haven't any money for HCO staff.
Oh yes, here's a clipping that says the Medical Association is after
quacks and also here are a number of bad letters from the public.
Best, HCO Detroit.
Liberally translated this or any part of this reads in fact:
Dear Ron,
We are really goofing here in HCO. We get HCO Bulletins all right but
we don't make them stick.
Quality is terrible in the HGC and Academy but of course that has
nothing to do with us.
We made sure we didn't get a good staff staff auditor for Lists 1 and
2. We got one who propitiates and can't do a Security Check.
We'd like to get the Central Org on the ball but we can't confront how
upset they get so we don't usually show them any policy letters. If any of
your postulates stick here, they come in on a rumor line and get to Central
Org by accident.
Clearing the public would take much too long so we abandoned it. It
may not be true anyway. Certainly we're still aberrated.
Hope you are as apathetic as we are.
Worst, HCO Detroit.
P.S. We'll see if we can't keep technical at an even lower level. Then
we can all go broke.
If the above bears any relation to persons living or dead, it is
purely coincidental. Just assign it to my worse nature after working all
night trying to solve problems HCOs should have prevented in the first
place.
Anyone would do his job if there were a war on. Well, I've got news
for you. There is. And unless you see that clearing gets routine in HGCs,
and good auditors get produced by Academies, not just you, but the whole
human race will have lost that war.
We win if HCO does its job. We win if we turn out releases and clears
routinely. We lose if any of the statements made in the fictitious letter
above remain long true and remain unsolved in HCOs.
Any part of that text is solved by HIGH TECHNICAL SERVICE.
L. RON HUBBARD
P.S. Thank God, I've never received anything like these letters. But I
do receive lines in them. L.R.H.
LRH:jl:rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
HCO STANDING ORDERS
Standing Order No. I
"All mail addressed to me shall be received by me."
Standing Order No. 2
"A message box shall be placed in all Scientology Organizations so
that any messages for me may be received by me."
Standing Order No. 3
"AD HCO Personnel and Scientology Personnel should not discourage
communication to me."
I am always willing to help.
By my own creed, a being is only as valuable as he can serve others.
L. RON HUBBARD
[From HCO Policy Letter of 18 December 1961 STANDING ORDERS]
42
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JANUARY 1962 (Reissued as amended on 21 June
1967)
Remimeo Tech Hats Qual Hats HCO Hats
HCO STANDING ORDER NO. 5
STUDENTS
All students formally enrolled into any Academy of Scientology shall
be thoroughly trained.
The standard of the lowest professional certificate shall be such as
to permit immediate and unashamed use of the student on graduation in any
Hubbard Guidance Centre.
The only lasting overt that can be done with Scientology is to fail to
disseminate it well and accurately. This includes student training.
Students must be trained to expect and achieve spectacular processing
results early in training.
Students must be oriented during training into caring for the cases of
their preclears.
In event of a poor or difficult student, it must be demanded by
Supervisors that the matter be remedied by Review or Ethics.
Students must be trained to resolve their problems with Scientology.
Students must be trained to audit regardless of their own
restimulation or cases. When auditing, auditors do not have cases.
Students must not be permitted to sag or slack or fall away in
attendance and this can be done because all such attitudes result from a
student's failure to obtain a reality early in training.
We must train new Scientologists so that we can have pride and
confidence in them as Scientologists, not from an examination of their
record but from the sole fact that they have been Academy trained.
Students and Supervisors alike should fully understand that neither we
nor this universe can afford to waste even one potential auditor.
L. RON HUBBARD Founder
LRH:sf.jp.cden Copyright (c) 1962,1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
43
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 NOVEMBER 1962
CenOCon
REISSUE OF MATERIALS
It is forbidden to re-issue Scientology technical data in bulletins
and policy letters by a Central Org or of rice over some other signature
than mine.
Culling bits out of a tape and issuing over the signature of the D of
T or some such, as has been done in Australia, is not only an alter-is, it
is also terribly confusing and opens the door to 1950 where countless
"authorities" sprang up after lecture and "developed" a "new technology". I
took responsibility of origin of my materials at that time to prevent
further chaos and spinning pcs. I have never relaxed that responsibility
and we have done well.
If you excerpt tapes or notes, do so over my name, not somebody
else's.
Materials for dissemination to the public can be of course rewritten
and published so long as no confusion as to origin is generated.
Issues of materials of mine under other names without credit is the
most destructive action that can be undertaken as it splinters the whole of
Scientology.
L. RON HUBBARD
LRH:gl.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
44
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 DECEMBER 1964
Remimeo Franchise Sthil Students
USE OF DIANETICS, SCIENTOLOGY, APPLIED PHILOSOPHY
In order to protect the good names of "Dianetics", "Scientology" and
"Applied Philosophy" the following policies are continued or become
effective immediately.
1. All lectures, books, publications, films, models and diagrams on
the above subjects are copyrighted by L. Ron Hubbard.
2. Permission to use these words is given to all bona fide holders of
certificates issued by an organization accredited by L. Ron Hubbard,
subject to the following conditions:
(a) The names, data, materials and processes are only to be used in
connection with and in relation to the Level and Class for which the
certificate has been issued.
(b) Technical information, by which is meant the "how" and "why" of
our activities, must not be released by lecture, writing, demonstration or
by any other means except by books or tapes published by L. Ron Hubbard, or
an organization approved by L. Ron Hubbard, or on a properly organized
Course by a person certificated to teach that Course, or in a properly
arranged auditing session where a "process" may be applied within the Class
and Level of the auditor.
Note: The reason for the foregoing is that when data gets relayed
other than from the original source, i.e., book, bulletin, lecture, etc.,
an alterisness occurs, be it ever so small, which can be disastrous.
3. (a) The names "Dianetics", "Scientology", "Applied Philosophy" may
only be used in a Company or activity name under licence from L. Ron
Hubbard.
(b) Such licence can be withdrawn at any time.
(c) The licence is not transferable except with written permission of
L. Ron Hubbard or a person authorized by him to grant such permission.
(d) Licences will only be issued to individual Franchise Holders.
(e) Licences will not be issued where the title includes a place name
which indicates an area larger than the immediate vicinity of the
Headquarters of the Franchise Holder.
4. Anyone practicing Scientology under any name other than his own
must get permission of the Franchise Secretary.
5. The use of data and/or materials under another name or using the
data and/or materials in conjunction with any other Philosophy is
forbidden.
6. The use of data and/or materials other than for the betterment of
an individual, group or mankind is forbidden.
7. Certificates and, therefore, permission to practice, etc., may be
withdrawn at any time by L. Ron Hubbard or any person authorized by him to
do so, if there is any infringement of the above or, if, in his opinion, it
is necessary, for any reason.
It is not intended to stop any bona fide Scientologist, properly
certificated, from practicing or using Scientology data or material; on the
contrary, it is necessary to protect you from mis-use of them by others.
LRH:jw.rd L. RON HUBBARD
Copyright (c) 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
45
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MARCH 1965
General Non-Remimeo Franchise Sthil Scn Staff Former Sthil Grads Sthil
Students
HAT MATERIAL DIVISION 1
HCO SECRETARY WW
Under the hat of HCO Certificates and Awards, all matters relating to
certification and membership are referrable to the HCO Secretary WW when
not handled at lower echelons.
Under the hat of HCO Justice, all matters relating to Committees of
Evidence, Convening Authorities, carrying out sentences and review are
referrable to HCO Secretary WW when not handled at lower echelons, or for
final review.
In matters of dispute, the award or revocation of Franchises is
referrable to HCO Sec WW under the HCO Policy hat. HCO Sec WW may over-rule
the Franchise Secretary's awards or withdrawals of Franchise when these
become matters of dispute
Under HCO Technical Hat, all questions of what data is issued to whom
and the proper routing of data to Scientologists is directed by HCO Sec WW,
when clarifications are required
All data to be sent to Saint Hill graduates is determined and executed
by HCO Sec WW.
All organization conditions are assigned by HCO WW and conditions may
also be assigned to org departments by HCO WW where the matter is
overlooked locally. (See Condition Formulas Policy Letters.)
Any matter affecting HCO Area Secretaries or HCO Continental
Secretaries may be referred to HCO Sec WW for clarification or decision.
HCO Secretary WW is the World Wide level Executive for Division One
(HCO) and a member of the World Wide Council of Three of which the Org Sec
WW and the Assistant Treasurer WW are the other two. (See Policy Letters of
similar date.)
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
46
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MARCH 1965
Issue II
General
Non-Remimeo
Sthil Execs HAT MATERIAL
DIVISION 1 (HCO)
TECHNICAL AND POLICY DISTRIBUTION
The HCO Secretary (WOO, Continental or Area) passes on and makes
available for issue all
1. Staff Releases.
2. Releases to HGC.
3. Releases to Academies.
4. Franchise releases.
5. Major magazine releases.
6. Minor magazine releases.
7. Org letters.
S. Brochures.
9. Ads.
10. Instructors' answers.
11. Public lectures.
Bulletins and policy letters and articles may be
A. Culled from files.
B. Obtained newly written from LRH.
C. Copied from LRH tapes and rewritten.
D. Summarized from A, B and C without injecting new materials,
policies or technology.
All Bulletins, policy letters and articles from A, B. C and D must
bear the LRH by-line.
No other material is permitted on lines 1 to 11 above than straight
Scientology. No interpretations are permitted.
All materials released, used or sold must be straight Scientology as
given in the writings or lectures of LRH.
Under the Copyright hat, all HCO Secretaries must make certain that
all materials published are properly copyrighted in the name of LRH. No org
copyrights are permitted.
Books may not be advertised for sale or the advertisement paid for
from the HCO Book fund except LRH books. To advertise and sell any other
book requires HCO Sec WW clearance in writing for that one time.
No technical articles or letters by another person than LRH are
permitted in Scientology publications. Only data written by others on
application, use or results of Scientology may appear and any tech data if
non-standard must be deleted from the article or letter.
Lectures by others on application, use and results only are permitted
in public lectures of any kind including Congresses.
Use of Scientology technical or policy data in testimony is forbidden.
Only application and results may be testified to. Only low level works may
be read as part of any testimony and no Scientology words may be used in
such instances.
All staff members looking for data to release, use or print must look
to their HCO Secretary. If the HCO Secretary is in doubt, he or she should
consult the next higher HCO Secretary.
No effort should be made by HCO to censor opinion or comment on policy
or technology, the whole effort is to be directed to the dissemination and
use of correct Scientology technical and policy materials only. As there
exists a correct technology and policy structure, alteration of it becomes
a retarding factor in organizational solidarity and expansion. The prime
cause of alter-is in tech and policy is ignorance of it or stupidity.
47
POLICIES GOVERNING RELEASE
1. DISSEMINATE SCIENTOLOGY
That is the governing policy of all the rest.
2. DATA SHOULD BE CHANNELED TO THE RIGHT SOURCES.
If promotion is to one-legged men, don't send them materials about
eyesight.
The dissemination materials are designed for the more able members of
society who seek self-betterment. Don't channel them toward psychiatric
cases or strata they would not have an effect upon.
Example: A person in charge of an org or HGC is psychoanalytically
oriented and seeks only "patients" as preclears and handles them as such.
The org declines because this is a wrong target since promotion was aimed
at quite different people.
Example: An office is successful handling workers and longshoremen but
new direction of that office seeks to pull in only idle intellectuals who
would never act in any case, and the office declines. In either case, the
source of success was not spotted and when direction of reach altered
everything declined. The old public that was being reached was offended and
the new public was useless. The above two examples are actual.
3. THE WORKABLE AND PROVEN MATERIALS OF DIANETICS AND SCIENTOLOGY ONLY
MAY BE RELEASED.
This at once excludes all squirrel or off-line materials by others.
Experience has shown that no significant or lasting developments have
arisen off-line in 15 years following a whole track of very murderous
technology other than Dianetics and Scientology.
This truth emerged in the first 3 years after 1949. Every effort was
made to encourage other development. The LRH research hat was put on LRH
solidly by others.
Every group and organization devoted to off-line materials that came
into being - E-Therapy, Howes, others others others - all wound up
discredited and rejected by everyone even their early promoters and
adherents. Thus by the test of time and of continued use only, show that if
an org adventures on off-line materials it will decline markedly or cease
to exist. All groups that have departed or "dreamed it up themselves" have
perished. Even psychology, psychoanalysis and psychiatry are dying.
supported now mainly by governments, detested by the public. So this is not
propaganda, this is a Survival fact; groups that use squirrel material
fail.
4. ALL EFFORTS TO DISCREDIT THE PERSONS OF ANY LEADING OR REPUTABLE
SCIENTOLOGISTS MUST BE SAFEGUARDED [AGAINST] IN ALL RELEASES, ESPECIALLY
LRH.
This means more than it seems to say.
The near-collapse of one org was traced back to a whispering campaign
by its principals against LRH and MSH. All of "the data" was false. By
newspaper standards it should have been listened to avidly. Instead, the
public deserted the org and it nearly collapsed and the person who did it
was eventually driven out of Scientology by fellow Scientologists although
no discipline was ordered and the matter ignored.
The public buys only "our brand" despite newspaper publicity,
government actions, whispering campaigns and rumour. This again is from
actual experience. Orgs that apologize for its tech or people or LRH suffer
a declining public.
It is a pure survival fact that failure to protect the names and
repute of Scientology leading personalities and LRH collapses an org. The
only proof is that those orgs that haven't aren't here any more and those
orgs that strenuously have are thriving.
Protecting names and repute may also sometimes involve selection of
correct materials. Example: Despite explicit orders to the contrary, mainly
Level V materials were released at the Australian Enquiry. The org suffered
heavily and not wholly from the government. The foolishness of it came home
to most well-trained Scientologists.
Sending Level VI works to Level 0 people is easy to see and intercept.
But an instructor teaching Level IV to Level II students is not always
found until somebody blows. This comes under protecting names and repute as
well as properly targeted tech because the recipients can't understand it
and so may think it's silly.
48
Releasing unfavourable photographs, badly recorded tapes or films all
come under this policy.
5. THE PUBLIC MUST BE PROTECTED AGAINST ABUSERS OF TECHNOLOGY OR
POLICY.
Persons who try to use Scientology lines to get loans or funds for
fraudulent purposes must always be exposed by HCO Secretaries by public
postings when proven and Committees of Evidence when doubt exists.
A complaining pc does not come under this heading but more likely
under the policy of correct technology or who to accept for processing,
unless less auditing was given than paid for or no auditing at all was
given, at which time it comes under this policy.
Anyone using a Scientology mailing list for purposes other than the
greatest good for the greatest number of dynamics should be heavily
censured and brought to book.
The Scientology public and any mailing lists are the exclusive
property of HCO. It does not matter how the mailing list was gathered or if
we ever saw it before. If someone used Scientology to collect names, that's
a Scientology mailing list. It's ours and comes under this policy.
6. DELIVER SCIENTOLOGY WORKS, TRAINING, PROCESSING AND RESULTS.
Although actual training and processing is under Division II, whether
or not it was or will be delivered (past and future but not current) is up
to HCO.
By making the right materials available for publishing and use in
training and processing, HCO expects them to be employed.
If they are not employed, then the matter falls back on HCO to act.
The reason I had to continue research and writing myself as a lonely
action was because nobody else developed anything despite my expectations
and despite the money they spent. The reason I had to enforce use was
because other technology crept in and failed, causing org emergencies. HCO
then furthers my own hat, assumed for research in July 1950, and for
control of things, to be sure tech wasn't altered or misapplied in 1952 and
after. So long as those two things have been watched and kept in effect we
have prospered. Where they haven't been watched carefully and where no
control existed to get them in effect everything died as our history
clearly shows.
Even when I strayed on research, we still did better than with the
strayings of others. The public knows rightly that I correct any errors as
soon as I discover them and that errors grew less as research went on.
Therefore HCO issues the best material it has for the right targets
and notes carefully any lack of results because of misapplication and
retains the authority and control necessary to correct bad delivery under
its Justice hat as well as its certificate and awards hat.
The formula is "Issue the correct data properly, correct use when
delivery is poor or non-existent."
Early HCOs had some trouble in executing this policy because (a) they
were operating on a technology that was advancing and therefore always
changing. Now and then HCOs are held up by (b) my not being able to write
up and issue or issue the needed materials because of comm line jams. The
best solution for (a) is to issue what has beer' working and the best
solution for (b) is to excerpt tapes or what you have and ssue. However (a)
has now vanished because of completed technology and (b) is becoming no
problem to the degree I can get it written up and issued.
7. INSTRUCTION AND ADMIN POLICY ARE ALMOST AS IMPORTANT AS TECH.
Completely aside from developing Scientology tech itself it took 14
years to develop the technology of instruction (how to communicate the data
and make auditors). It took 15 years to fully develop the technology of our
administration.
Admin publicly is looked down on, like 19th century psychology,
because it was not developed. Teaching and business admin alike have been
quite low paid or in disrepute in the civilization. They were not Sciences.
For instance business admin students in a University are renowned for
falsifying exams more than students of other
49
subjects. That's because there was no subject there anyway.
Why we had to know how to teach is self evident.
In Scientology, to keep our orgs going and live through bad times we
have had to develop a whole new subject - Admin. We had to have its laws,
the economic factors that regulate business and all the rest.
We are pretty good. People with "formal training" in subjects used in
our orgs are seldom as good as Scientologists who just studied with us as
part of their job.
The main thing to know, like in studying our tech, in our teaching and
admin there are two subjects there to be studied and used. Our teaching is
Scientology type teaching. Our admin is Scientology admin. Both are
regulated by Scientology policy. Orgs prosper when they know and use them
and fumble and get poor when they don't.
Holding teaching and admin policy and releases in is best handled by
insistence they exist and are ours and are not what the person thinks they
are - borrowings from the schools or business world. The business world
already borrows from us. The biggest management association in the world
since 1958 or so has been duplicating (as well as it could) everything we
do in business admin and planning. Of course, having no HCO, they squirrel
and it's hard to see how they twist our stuff so far around. But it is our
material. Even their "Congresses" have the same number of days and lectures
and have programmes printed on our exact format.
When we have our teaching materials (not just "study") all written up
you will see the universities use them. We already have some universities
trying.
As we write our Admin up in books, business will use it all the more.
But the point is, we lead in this field, others follow. We only develop and
use Scientology Admin to help us as we go toward freedom. But we still use
it and only it. Because it's more modern and it's what we need.
The thing to guard against in releasing teaching and Admin policy
letters is the change factor. Teaching and Admin evolved with our formative
years. Thus patterns and policies, like our tech, grew better. Growing
better, some of it became obsolete.
When re-releasing an old policy letter, always blue pencil out
everything gone old and contradicted by later policy letters. You can still
salvage a lot that still applies-a surprising amount. But try to cut out
the contradictions with our modern policy where they exist. After all, we
were children when we first tackled teaching and Admin. As we grew, we
became wiser. But even our Admin childhood has wisdom in it and in some
places even more fire and interest.
Don't release contradictory hats where you can help it. Modernize them
with a blue pencil whether you retype them or remimeo them or not.
That way none get a chance to invalidate a really great achievement -
teaching that works despite aberration and Admin that works amongst Men.
8. ISSUE TECH AND POLICY AS BROADLY AS POSSIBLE WITHIN ECONOMIC
LIMITS.
It costs money to issue anything. The way to sustain issue is get it
paid for one way or another. Total subsidy of all tech and policy issue can
stop its being issued for it is no longer economical to issue it.
Thus to disseminate over any long period, the data must somehow be
paid for or dissemination ceases. Actually you can't give away Scientology
really. Money, credit or favours will flow back. But often only after many
years. And meanwhile people eat.
Unless you pay attention to the economics of dissemination you will
cut the dissemination line even if only temporarily.
If you have data, don't try to throw it all away by frantic unpaid for
dissemination. Use some of the data as a leader (to announce with) and sell
the rest of it.
This applies to magazines, books, training and processing, all of
them.
People don't respect data they read in magazines anyway. For some
reason they respect books. The public believes books and hoards them and
throws magazines away Even paperbacks suffer. A book has to have a hard
cover to gain respect.
Thus a magazine article on tech ideally should point up a book to buy.
Tons of
so
bulletins are less well received than one book.
The point is, don't invest a lot of money on the quality and thickness
of magazines or other temporary media. Put the data between hard covers and
sell it as a book.
Don't give a lot of free courses or free admittances to Academies or
courses or free intensives in HGCs and call it dissemination. It isn't.
Beyond a small amount it cuts your ability to disseminate. The cost of the
give-away does not come back in and you can't finance more outflow because
you gave it all away.
This can even happen to an HCO in its publishing to the org, mimeos
and new books. It gives away all its materials to the org and suddenly
finds the org "can't pay for more mimeo paper" or a new mimeo machine. The
way to handle is not to charge for bulletins and policy letters directly
but to insist the org profit by the tech and admin by promoting harder for
the org.
My policy on this has always been to promote more business than the
org can handle and then let it solve the jams thus brought about. Orgs I
founded have never failed to handle such problems providing one demanded
they did. The only problem an org can't handle is "no dough"; the only weak
point of orgs, traditionally, has been promotion. They are sometimes even
afraid to promote for fear they'll get too big (something wrong with the
top exec's comm lines is the usual cause). I have seen an old time
psychiatrically oriented D of P book pcs 6 months in advance rather than
hire more than 6 auditors and a queasy D of T seek to shut everyone out of
an Academy "because they would not be socially acceptable".
Such persons in the wrong positions will rail against promotion -
because it makes pcs and students crowd in too hard. So you get plans "to
train more only when we have instructors" or "few pcs until the next
Academy class graduates so we have auditors".
Instructors, auditors, that's Division 2's problem. HCO ignores it.
So part of paying for dissemination and ads is promoting to drive in
more business than the org can handle and making it make more money than it
can waste. An org always manages to handle the business and it always
wastes lots of money.
So in issuing materials, remember to promote them too. Then there's
always enough money flowing back to pay for more printing, more bulletins
and policy letters, more books and tapes.
If you don't become strenuous on this point of policy you will cease
to disseminate. And I have always waived aside all objections to honest,
appealing, clear-cut, heavy promotion as treasonable suggestions. Let
somebody "doing the may" complain about the "hard sell" in it (insistence
people buy) and I always find myself somebody else and do the mag and go on
promoting.
Therefore people who (a) want us to give it all away and thus end our
ability to pay for more and who (b) shudder at the possible inflow, I
always carefully note down in my little black book for transfer. And an HCO
Sec anywhere would do well to advise higher authority in all cases where
efforts to reduce our ability to pay for our dissemination get in our way.
Whereas this possibly may seem unreasonable, it works. And every time
I've not followed it ruthlessly, as a policy, we've come a cropper.
9. OFFER ANYTHING YOU OFFER AT A HIGH APPEAL LEVEL AT HIGH VELOCITY
AND HEAVY IMPACT.
If you know it works and is the way, you will have no trouble with
this policy.
If you don't, you will have trouble.
The answer to this policy is to have a good subjective and objective
reality on Scientology. Then you couldn't keep yourself from following it.
L. RON HUBBARD
LRH:jw.cden Copyright(~) 1965' by L. Ron Hubbard ALL RIGHTS RESERVED
51
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 APRIL 1965 Remimeo
Division I HCO Hats Office of L. Ron Hubbard URGENT URGENT URGENT
FALSE REPORTS To all HCO Personnel Hats and to other org staff members for
interest.
ALL HCO IS INTERESTED IN WHEN ORIGINATING COMMITTEES OF EVIDENCE IS
FALSE REPORTS, FALSE ATTESTATIONS, NO REPORTS OR REFUSALS TO REPORT. ON
CASES OF THESE ONLY SHOULD HCO CALL A COMMITTEE OF EVIDENCE UNDER
MISDEMEANOR OR CRIME. CORRECT PROCEDURE IS DEMAND CORRECTION OR REPORT AND
IF STILL FALSE OR STILL REFUSED HCO SEC CALLS COMMITTEE OF EVIDENCE AT
ONCE. HCO WILL CALL COMMITTEE OF EVIDENCE WHEN REQUESTED BY OTHER DIVISIONS
BUT ITSELF ORIGINATES COMMITTEE OF EVIDENCE ONLY AS ABOVE.
In this fashion you will find quite magically that HCO can succeed in
doing what we've been trying to do for 15 years - clear group engrams. The
first technology on this was the Elizabeth Dianetic Foundation attempt,
when all the staff were gotten together and tried to talk the group engrams
out. This has never worked; you will find the above POLICY will work.
Be wholly relentless in executing this POLICY. Never let an instance
go by. Always get the correct report when you detect the faintest
discrepancy. Always demand demand demand the report when it's refused.
False attestations are death and dynamite. These come in when an
Instructor or Auditor, D of T or D of P or Board of Review signs a request
for CLASS or GRADE. This request infers and therefore "attests" that the
student or pc is qualified for the Class or Grade. If at some later date
(barring amnesty intervention) the student or pc is shown to be incompetent
in that class or grade, HCO should at once unearth the original class or
grade request and call a Committee of Evidence on whoever signed it since
it was a false attestation of competence for auditors or state of case for
pcs.
HCO signs all such classes and grades and therefore the CRIME is
"putting HCO at risk of reputation by false attestation".
Such requests for class or grade need not be notarized or sworn to.
The initials of the person or persons attesting that the student or pc has
attained that class or grade is enough to become a false attestation if the
student or pc weren't that good.
Certificates for courses we sign not for competence but for time on
course, or for check sheet or that the account is paid. This is still false
attestation if 1. The student spent less than the required time on course
by reason of blow or absence or just not the required number of hours; 2.
The student did not enrol properly; 3. The org was not paid for the
training by policy letter arrangements; 4. There was no check sheet for the
course; 5. The check sheet was not signed routinely as the student passed
each requirement on the sheet; 6. The student has enrolled on a higher
course with no certificate in hand for the required lower courses.
On CLASSES there are many sources of false attestation. It is a false
attestation if 1. The student was not examined, 2. The student really
flunked the exam; 3. The student was really incompetent at the level being
classed for; 4. The student falsified something to obtain the request for
classification; 5. The student goofed up at that level later after leaving.
There could be others. They would all add up to "falsely saying it was OK
for HCO to classify".
On Grade Certificates it would be false attestation if any request for
grade is made, verbal or signed and if 1. The pc had not had the lower
grades flattened; 2. The grade certificate of the lower grade was found to
be false yet the pc was audited on the higher grade processes; 3. Any other
processes were run instead of the grade processes; 4. The grade processes
were altered in any way; 5. The student was not audited; 6. An auditor not
classed for the grade did the auditing; 7. The pc was left in bad
condition; 8. The pc ended up in an ARC Breaky condition yet the Grade was
asked for by the HGC or auditor; 9. The pc didn't pay for the auditing in
accordance
52
with current policy; 10. The payment, in the org, was not invoiced
properly to the org; 11. The auditing of the pc was found to contravene
policy as to the org staff auditing outside pcs, or the two year org
student or pc rule was broken in the case of an outside auditor; 12. The pc
was actually a potential trouble source; 13. The pc had been listed as a
Suppressive Person; 14. The pc was found to be a fugitive whose status was
not cleared by HCO.
In the case of OIC DATA, the whole org relies on these figures. It is
easily seen where figures are in discrepancy graph to graph - Example: "10
pcs being audited" on one graph and "no income HGC" on another graph. Or
lots of entrances and graduations from the Academy but nobody listed as on
course.
In such instances HCO must protect its reputation for accuracy and
when such discrepancies are seen, a very hard line should be taken with
those responsible and if they do not at once tell ALL, a Committee of
Evidence must be promptly ordered. If they do tell all, a full report
should be sent at once to the senior org and to Saint Hill, whose OIC
graphs also may be out because of the false datum, thus hiding an actual
condition from senior orgs.
If an org makes no report or fails to answer up when a report is
requested, start burning the wires until the report is forthcoming. Never
rest on it. If no report arrives even so, call a Committee of Evidence
promptly.
If a person is told to report to HCO or something is supposed to be
delivered to HCO and does not arrive, recognize the circumstances as a
WITHHOLD and like any auditor finally achieve compliance or call a
Committee of Evidence.
When writing a SECED ordering a Committee of Evidence always state
whether it is for "a false report" or "false attestation" or "no report".
You will find inevitably that where there is a false report, a false
attestation or a no report or a refused report many other offences can
suddenly emerge. These were hidden like a group cancer. Pulled to view, the
group clears.
HCO has "guards and forces" on the org board. They come in HCO in the
last department at the bottom. This is significant.
Troubles, commotions and upsets only occur after a series of false
reports, false attestations, no reports or withheld reports. Sometimes the
report situation has been sour a year or two before the offending group or
person causes a blow-up in the area. Had we acted early on the false or no
reports we would have prevented an awful mess.
Therefore you can safely say that we will not need "guards or forces"
(such as sending an HCO Sec half across her Continent to handle an upset
org) unless we have already missed on demanding the data.
Quite magical!
Other Divisions may also use this. They however also get involved with
other offences and need Committees of Evidence for them. And we will
convene a Committee at their request and say so in the SECED.
In HCO we only originate a Comm Ev when we have evidence of a false
report, a false attestation or a no or withheld report and only after we've
demanded it and failed to obtain it. Then we pounce. And pounce hard!
If we are vigorous and brisk in pursuing this one matter, and if we
are alert to detect the falseness or absence of a report and if on every
serious technical or admin goof we trace back to who attested the person to
be lily white and as skilled as the original "whizz kid" at his business
and slap them with a Comm Ev, we'll have peace from Tierra del Fuego to the
Mountains of the Moon, and a virgin with a bag of gold could walk through
our domain untouched and singing her sweet song.
Get very expert in sniffing out the falsity in a report or the no
report. And act!
Let other divisions work on other crimes and ask us for Comms Ev for
them. Promote the idea now and on and on "if you want to get into real
trouble, falsify something to HCO or fail to report; that's the fastest
route to suicide known".
And make it stick!
And all will be well for we will then run out the group engrams which
would otherwise remain, and so we keep the group clear.
LRH:wmc. eden L. RON HUBBARD
Copyright (c) 1965 53
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 JULY 1965 (Replaces HCO Policy Letter of 17
August 1959)
Gen Non-Remimeo
HOME ADDRESSES
We want to keep at HCO WW a file of home addresses and telephone
numbers of all important staff personnel in every organization throughout
the world.
Important personnel includes Executive Secretaries and Divisional
Secretaries.
It is the responsibility of HCO Secretaries in each organization (or
the Org/Assoc Secretary if there is no HCO Secretary) to see that these
addresses and telephone numbers are sent in to HCO WW Saint Hill, East
Grinstead, Sussex
, England; and also to see that HCO WW is informed of changes and new
personnel.
L. RON HUBBARD LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1965
Remimeo
GIFTS
When a staff member has a baby the following line will be followed:
The HCO Area Sec in the org concerned prepares a card and sends to St
Hill Exec Letter Unit, giving details of the birth, parents' names, etc.
The Exec Letter Unit secretary prepares a letter from LRH and one from
MSH and forwards with the card for signature. These letters and card are
routed back to the HCO Area Secretary.
The HCO Area Sec then orders a bouquet of flowers and attaches the
card to those and has these delivered by the Flower Company. The two
letters are sent separately.
A separate card and letter can be sent from the staff of the
organization. A supply of appropriate cards can be kept for these
occasions.
Care must be taken to do this promptly so that the action is
appropriate and doesn't occur a month or two late. Also as usual issue to
the New Baby an associate membership as our welcome to the team.
L. RON HUBBARD
LRH:emp.cden
Copyright (c) 1965 [Note: The associate membership in the last
paragraph has
by L. Ron Hubbard been corrected from a life time membership per HCO
P/L 31
ALL RIGHTS RESERVED December 1965.]
54
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 SEPTEMBER 1967
Remimeo HCO Exec Sec Hat HCO Area Sec Hat Dept of RAP Hats
HCO DIVISION, DEPARTMENT OF ROUTING APPEARANCES AND PERSONNEL
In accordance with HCO Policy Letter of February 28, 1966 entitled
"Danger Condition Data, Why Organizations Stay Small", the following sets
out the sections and units of the Department of Routing, Appearances and
Personnel.
All Organization Boards are to be posted in accordance with this line-
up.
DEPARTMENT OF ROUTING, APPEARANCES AND PERSONNEL Director of Routing,
Appearances and Personnel PARTICLE SPEED FLOW SECTION Particle Speed Flow
Officer ROUTING UNIT Routing In-Charge Receptionist HCO Courier Routing
Inspector Routing Forms Compiler Routing Signs & Badges Clerk ORG BOARD
UNIT Org Board In-Charge Staff Posting Clerk Status, Classification & Grade
Posting Clerk Conditions Flagging Clerk APPEARANCES SECTION Appearances
Officer STAFF APPEARANCES UNIT Staff Appearances Clerk OFFICE APPEARANCES
UNIT Office Appearances Clerk GROUNDS APPEARANCES UNIT Grounds Appearances
Clerk MAINTENANCE CHECKING UNIT Maintenance Checking Clerk PERSONNEL
PROCUREMENT SECTION Personnel Procurement Officer PERSONNEL ALLOCATION UNIT
Personnel Allocator
PERSONNEL ADVERTISING UNIT Personnel Advertising Clerk
55
PERSONNEL INTERVIEW UNIT
Personnel Interviewer
PERSONNEL HIRING UNIT
Personnel Hiring
PROSPECTIVE PERSONNEL FILES UNIT
Prospective Personnel Files Clerk
PERSONNEL CONTROL SECTION Personnel Control Officer
PERSONNEL ASSIGNMENT UNIT
Personnel Assignment In-Charge HCO Expeditors
PERSONNEL STATUS UNIT
Personnel Status Clerk
PERSONNEL ATTENDANCE UNIT
Personnel Attendance Clerk
PERSONNEL LEAVING UNIT
Personnel Leaving Clerk
PERSONNEL FILES UNIT
Personnel Files Clerk
HAT SECTION Hat Officer
HAT ASSEMBLY UNIT
Hat Assembly Clerk
HAT ISSUANCE UNIT
Hat Issuance Clerk
HAT CHECKING UNIT
Hat Checking Clerk
HAT CHECKSHEET UNIT
Hat Checksheet Clerk
HAT RECEIPT UNIT
Hat Receipt Clerk
Mary Sue Hubbard The Guardian WW for
L. RON HUBBARD Founder
LRH:jp.bp.rd Copyright 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: HCO Pot Ltr of 11 December 1969, Appearances in Public Divs
(Volume 0 - page 98, Volume 6 - page 125), states, "The Appearance of the
Org and Staff is transferred out of Department One, which becomes the
DEPARTMENT OF PERSONNEL AND ROUTING..." and places APPEARANCES in Division
6.]
56
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 NOVEMBER 1968 (Reissued from Flag Order 1406
of 1st October, 1968)
Remimeo
THE MAIN WEAKNESS
The Main Weakness in ships, Flag, all orgs is DEPARTMENT ONE.
The usual is to put the orders issuance typist on it and that's the
lot. Typing doesn't even belong in it! Belongs in Div II Mimeo for the lot
even though it keeps getting pushed back to Div I.
The Third Mate gets so wrapped up in Comm and Ethics matters he to
date, along with nearly all HCO Secs, forgets Dept 1 totally.
HERE BEGINS THE GAME OF MUSICAL CHAIRS. Post transfers in orgs stem in
the great majority from Personnel scarcity. Procurement of new personnel
belongs in Dept 1.
Look over the sections in Dept 1 and you will see they ARE NOT DONE BY
DEPT ONE.
The post of its department head is usually really held from above even
though somebody in Dept 1 has the title.
A COMPETENT executive heading up Dept 1 and getting ALL ITS FUNCTIONS
DONE as ROUTINE (not as howling flaps) would cool off almost every ship or
org upset.
So let's cease to transfer everyone daily and put somebody in charge
of our Dept Is who can get the job done.
L. RON HUBBARD Founder
LRH:ja.ei.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
57
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 APRIL 1970
HCO Sec Hat
Dir RAP Hat
Applies to
Scn and SO
Orgs VITAL
DEPARTMENT ONE
Department One is the single most important department in the Org.
This is true to such an extent that HCO could be otherwise unmanned
but if Dept 1 were well manned and did its duty the org would prosper; but
if Depts 2 and 3 were manned with Dept 1 empty and its duties undone the
org would collapse.
Years ago practically the whole concentration in HCO was Dept 1 duties
and orgs were efficient, well staffed and prosperous. To the degree Dept 1
fell out, Ethics crept in and orgs shrank.
I myself have to keep an eye on Dept 1 functions as it tends to slip
down the org board.
Dept 1 is the generation point of the org.
A new study I did of this, based on two actual situations of org long
term upsets led to Dept 1 as a hidden omission. When Dept 1 functions went
out, other functions fouled up.
If you are trying to get an org running without a strong, effective,
well manned Dept 1 skip the effort - the thing to do is put in a Dept 1
fast and get it working fully.
WHAT'S ONE?
So what are the principal functions of Dept 1?
Appearances was taken out and put in the Public Divs. Perhaps in some
PLs not all the functions were given. But these functions are traditional
and were developed and used in the earliest and later Scn orgs.
The functions of Dept 1 are:
PERSONNEL ORG BOARD
HATS.
Now one can find a frame of mind which says once these 3 are done,
that's it You got people, got them on an org board and the hats are
somewhere in policy. And it requires nothing more. AND THE INSTANT THAT
ATTITUDE OCCURS THE ORG PROMPTLY BEGINS TO HAVE TROUBLE AND FAIL.
These three functions are a full day's work every day.
It's true that HCO Makes the Org as in HCO PL 7 Feb 1970 Issue II "HCO
Makes the Org".
But Dept 1 of HCO is the key.
PERSONNEL
If you don't keep recruiting and pushing Personnel as a function you
can't expand and certainly will contract. New personnel are always being
taken on. There is often a ridge that buffers off people who want to come
on staff - an old-timer attitude, a clique idea. It recurs often. Then one
day you look up and there's not even a clique left. Oldtimers are people
who were once brand new! So how do you eventually get any veterans if you
don't recruit.
58
Orgs do expand. Their expansion chokes for lack of a constant
personnel inflow. If an old staff member "graduates" to a higher org
where's the experienced staff member there to take his place if you didn't
constantly recruit?
High calibre people can't be selected out from a thin recruiting line.
So Dept 1 has to work constantly on recruiting or the eventual state
is no org.
There's no lack of business for an org. Tech Divs in '69 were
BACKLOGGED as much as 70 to 125 pcs. So who'd sign up if he had to wait.
300 signed up for triple Scn grades at one Congress. The org could deliver
only 30 and brushed off 270 sign-ups!
This all comes down to Dept 1s failing in 1968! Failing to recruit new
staff.
So nobody signs up just to wait. Pub Divs go into apathy. Pay gets
scarce because the bigger an org is the more per capita it earns.
So personnel affects income.
Lack of recruiting brings about low per capita production as
unsuitable or non productive staff has to be held on to when there aren't
any more. Per capita earning for a Scn org fell to ?15-10 per staff member
in 1969! That's silly. In a Sea Org org it was
5000 in the spring of '69! That's per SO member in that org. Look at
your Qual stat of number of staff divided into gross income for the week
and you'll see what I mean.
It comes back to Dept l's personnel recruitment function. It's life or
death for an org.
ORG BOARD
Putting up an Org Board looks like a one time action to some. Then it
goes promptly out of date and as nobody can find anybody in the org (as
it's the routing chart as well) and as functions are left unmanned, there
goes the gross income and there goes the org.
Key functions MUST be manned.
The Tech-Admin ratio never stays in view unless you have an up to date
daily posted Org Board. When in a small org Admin exceeds 2 for every Tech
person pay and financial planning go to pieces. When the org is bigger the
ratio is 1 to 1 and the income higher, pay and facilities far better.
Yet how do you ever detect this without an Org Board posted every week
at the very least and every day at optimum.
The Org Board is the general plan, the function indicator, the routing
and the personnel situation for the org. It's one of our best bits.
It's Dept 1 that keeps it there and keeps it up to date.
HATS
Our best trick is the hat trick.
Hats contain one's individual duties. They are complete.
In an old prosperous org every staff member had his post hat. HCO PLs
and local write-ups in a folder were kept for every post and by every post.
They were compiled and issued by Dept 1.
And Dept 1 had a steady stream of staff members coming in and going
out getting checked out on their hats.
Not just once. Every time stats sagged in an area, hat checks were
done. A log of hat checks was kept.
Somebody in Dept 1 was always making up, issuing, checking out,
logging, keeping straight HATS. One couldn't draw a final pay check in an
org unless one turned in the post's hats and in good order too. The final
pay check went to Dept 1 and was handed over in return for the post's hats.
59
Nobody went on post until Dept 1 checked him out on his hat.
Posts couldn't transfer without a hat turn over.
Losing a hat cost a heavy fine.
That's how important hats were.
Then what about the Staff Training Officer? He has a training function
like Staff Status, like the Org Exec Course, like HDC.
Hats were hats. One studied them. One got checked out on them. Nobody
got near a post who didn't know what it was.
And orgs prospered. And were happy.
ETHICS
When Dept I goes out Ethics comes in. There was no ethics post in an
old org. There were Dept 1 functions.
If staff members are too few, if the Org Board is out of date, if no
one has his hat and doesn't know his job, then Ethics is inevitable.
And Ethics came in about the time when Dept 1 went out.
MISSIONS
A review of Sea Org Missions shows they have to do Dept 1 actions in
orgs. Because there's no Dept 1 there even when there's an HCO.
So absence of Dept 1 in orgs pulled the SO in and gave the SO a
function that it didn't want.
AFFORDING DEPT I
I can hear an org with only 10 people in it, struggling along, being
told it has to man up Dept 1 with 1 full time person at once!
What consternation!
"But we don't have the staff!"
"But that would throw out our Org Board Tech-Admin ratio."
"But we're all overworked and confused enough already "
"We can't process enough pcs to afford it."
"Our students are so long on course we can't get any auditors "
But those are all symptoms of a missing Dept 1. Even slow students. If
the Course Super knew his hat he'd be in there amongst the students with 2
way comm and correct routing and slow would become fast.
Trying to run an org with no org must be quite a trick.
Get a Dept 1 in and operatig and you'll see a fast difference!
L. RON HUBBARD Founder
LRH:nt.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
69
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
For Hats of 37 Fitzroy Street, London W. 1
Association Secretary
Organization Secretary HCO BULLETIN OF 17 MARCH 1958
Reception (Issued at Washington)
Registrar
Director of Training
Director of Processing
BODY ROUTING IN CENTRAL ORGANIZATION
It is a truism that if the people who walk up the front steps were all
expertly handled by Reception, the Registrar and the Dir of Training or
Processing as the case may be, there would be no dearth of students and
preclears.
Example: In a certain office we were getting 2 preclears a week. The
Registrar went elsewhere and a better Registrar was put on post. Instantly,
without time for one letter to be answered by the new Registrar, we got
eleven preclears a week. Investigation of this determined that the old
Registrar was not interviewing promptly just the people who casually walked
in. These people were not being handled and routed. Hence, low income.
ROUTING
Reception must regard everyone who walks in, trade people and business
callers excepted, as a potential pc or student. Reception does not handle
unless Reception is also Registrar. Reception calls Registrar and routes
the body at once with a show of efficiency. If Registrar not on post,
Reception routes to another officer, the Org or Assn Sec. the Dir of Tr or
Pr. In other words Reception keeps none waiting but locates a terminal for
the caller at once that can sign the caller up. Then Reception makes sure
the caller physically gets to the org terminal.
This is Reception's first order of business. Callers in person take
precedence over mail, phone, or other interests.
The Registrar or a deputy in the Org or Assn Sec or Dir of Tr or Pr
signs this person up for something - a book, a membership, a one week
intensive or a course. The person must be sold something large or small.
In signing up an obvious 7 wk case for 1 week of auditing - or 3 furs,
the person goes to Testing on Testing's regular schedule. Then it is up to
the Dir of Pro to sell the proper number of weeks. Then the pc comes back
to Registrar.
On potential students anyone can be signed up for a course. But the
Comm Course instructor can demand that processing be received before Comm
Course.
Neat, fast, no wait, efficient reception followed by confident
registering can quintuple any org's income.
Reception does not permit callers to be talked to by hangers on or non-
authorized persons. Reception chops this sort of thing without making it
obvious to the caller. Why? Because students or off post staff or outside
auditors can say and do things that drive away callers.
Why work with Books, Abilities, personal letters and good training and
processing to get people to come in if nobody then cares for them. Or are
we trying to waste people?
So let's snap them onto our lines fast, sign them up for something and
get them wheeling along our very efficient channels in Pr and Tr when they
walk up that front step.
Get it fixed into the org and channels that when they walk in they've
had it. Go on that certainty and you've done half the job already.
Them as hem and hew are twice as easy to sign, to route. So do it.
They can't help but win if we sell and sign. Neither can we.
Best,
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
61
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 SEPTEMBER 1967
Remimeo Staff Hat
ROUTING FORM ATTESTATIONS
All terminals on all routing forms must sign their full name to the
routing form and date when they are so signing. This is to be done where
formerly only initials were required.
Such a signature is an attestation that the required action of that
terminal is okay unless the signatory states otherwise on the routing form.
Unless signatures are signed and dated it can be very difficult to
trace who (and when) actually handled the form at each step.
No terminal can pass on a routing form if the previous immediate
terminal has not attested it as okay.
Written by a Board of Investigation Chairman - Monica Quirino
Secretary - Dalene Regenass Member - David Ziff Mary Sue Hubbard The
Guardian WW for L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
62
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1959
CenO
Issue the following as a Sec ED:
RECEPTION
When people call, Reception is to get the name and phone number of the
person always.
Reason: Receptionist failed to get the whereabouts of a friend who
called me-then the friend wound up in the wrong hands.
Invariable Rule.
L. RON HUBBARD
LRH:brb.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
63
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 OCTOBER 1963
HCOs Central Orgs Reception
RECEPTION HAT
The following rundown on Reception Hat was written by Bob Oakes, HCO
Area Sec in Los Angeles. Although parts of it are specifically applicable
only to Los Angeles, it may be used in other Orgs and adapted to local
usage.
PURPOSE: To create and maintain good communication and service amongst
staff, students and the public.
The premises of the reception room are for the routing of bodies and
communications into and out of the Organizational communication lines. It
is the function of the receptionist to see that bodies of Staff and the
Public move into and out of the Organizational communication lines. This
means that no bodies are allowed to stack up, gather, or remain on the
premises of the reception room for any length of time.
DUTIES OF RECEPTION:
1. To handle all incoming people. 2. To route all incoming people.
3. To handle phone calls. 4. To handle and invoice book sales.
5. To make appointments with the Registrar for anyone wishing Training
or Processing, or information on Scientology.
6. The Night Receptionist is also the Personal Efficiency Department
Receptionist, and has additional duties that will be covered later.
FURTHER DUTIES:
7. To attend Staff Meetings. 8. To know and carry out the Policies of
the Organization.
9. To make certain that persons who have no particular business here
are not allowed to loiter on the premises.
10. Miscellaneous duties, covered later. ONE: HANDLING INCOMING PEOPLE
This is Reception's first order of business. Callers in person take
precedence over mail, phone, or other interests.
Since Reception is the entrance point for everyone coming into the
Organization it is vital that the Receptionist be of neat appearance and
know how to run good 8C.
A. When someone enters Reception rise and ask: "May I help you?"
Introduce yourself, be friendly, but don't fall all over the person.
Remember that the person probably doesn't know about Scientology. That's
what he or she is here for.
If you were absent from your desk and return to find someone waiting,
ask: "Have you been attended to?" Handle accordingly.
B. The Reception area is not a lounge. No one but Reception is allowed
to handle incoming people. Staff members, students, preclears or the
general public should not be encouraged to loiter in this area. Students
especially are notorious for interfering with preclears and new people. If
this gets started somehow, break it off without being obvious. Deadbeats,
hecklers and disreputable characters should be kept out of Reception at all
times. If you need help to get them out, ask for it.
C. Reception must regard any people that walk in, except trades people
and business callers, as potential Preclears or Students. Snap them onto
our fines fast. Sign them up for something, and get them wheeling along our
very efficient lines of Processing and Training when they walk up the front
steps.
64
Get the person's name, address and phone number. Make out a green slip
used for this purpose, and for change of address. Put on any additional
information you have such as: "Person has read Dianetics", or "Person
recommended by Joe Jones, HCA", etc. Route to the Letter Registrar for an
Information Packet to be sent, then to Central Files.
D. NEVER give technical information in Reception.
E. Keep Reception area quiet. NEVER yell to a staff member about a
phone call. Either ring them and tell them, or go see them.
F. Keep your desk tidy. Remember that people coming in are your future
units, so treat them with respect. Don't scare them away. As the word
Reception explains: PEOPLE ARE YOUR MAIN CONCERN ABOVE ANYTHING ELSE.
TWO: ROUTING INCOMING PEOPLE
A. 1. Anyone requesting information on Academy Training or HGC
Processing is routed immediately to the Registrar with a show of
efficiency.
2. If the Registrar is busy, ask the person to take a seat and wait a
few minutes.
3. If the Registrar is not on Post route the person to the Org Sec.
the Director of Training or the Director of Processing.
4. In other words, Reception keeps no one waiting, but locates a
terminal for the caller at once that can sign the caller up.
5. Reception makes sure that the caller is escorted physically to the
Org terminal. Either Reception escorts in person, or has the Org terminal
come and get the person. Introduce the terminals, being careful to get the
names correct.
B. 1. Anyone wishing general information on Dianetics and Scientology
should be routed to the Registrar.
2. If the Registrar is not on Post, and no one else is available,
handle it yourself.
3. For new people, always recommend the Personal Efficiency Course,
and get the person's name for the mailing list.
4. Sell the person a book.
C. Preclears or Students who report to you for Testing should be
escorted to Testing-in-Charge and introduced.
D. Trades people should be put in contact with the Director of
Material and introduced.
E. When a person comes in for a previously made appointment, notify
the Org terminal by phone. Escort, or have escorted to the terminal.
Introduce if necessary.
F. 1. Anyone seeking information on the business of the Organization
such as City, County, State or Federal Employees, Newspaper Reporters, or
anyone else, ARE TO BE ROUTED TO THE ORGANIZATION SECRETARY ONLY. IN THE
ABSENCE OF THE ORGANIZATION SECRETARY, ROUTE TO THE HCO EXECUTIVE SECRETARY
ONLY.
2. These people are to be given NO information by you other than the
name of the terminal they must talk to, and whether the terminal will see
them.
THIS IS A MANDATORY, INVARIABLE RULE
G. Anyone wishing Technical information should be routed to:
(a) Registrar (b) Director of Training (c) Director of Processing
H; Be sure that anyone that enters the building leaves with something
solid, even if
65
it's only a rundown sheet on our P.E. functions.
THREE: HANDLING PHONE CALLS (HCO WW note: Make these instructions
applicable to your own particular switchboard and system.)
A. Our phones have 6 buttons. From left to right: Hold, three outside
lines DUnkirk 8-3481, DU 8-3482, DU 8-3483, a blank button, a Comm Line
button.
B. "Hold" Button. To prevent disconnect when switching to another
line, always press the Hold button first, then switch to the desired line.
C. Outside Lines. All incoming calls use the number Dunkirk 8-3481, as
this is our listed number. However, if line one is busy a new call is
automatically switched to line two. If both are busy it is switched to line
three. If all are busy, the caller gets a busy signal.
D. Incoming Calls.
1. The phone at reception is the only one with a bell signalling
incoming calls.
However, the call can be answered from any phone.
2. Light Signals:
(a) An incoming call has a slow flashing light
(b) A call on hold has a rapidly flashing light
(c) A line in use has a steady light.
3. Answering incoming calls.
(a) Press button and answer with: "Church of Scientology".
(b) Handle the person the same as if he or she was standing in front
of you.
(c) Find out who is calling, who they are calling and what they want.
(d) Record this information on a daily telephone call record sheet
including who is calling, who is wanted, time of call.
(e) If call is to be relayed, press Hold button, press Comm Line
button, and dial the Org terminal. Inform the Org terminal who is calling
and the line the person is on. Make sure terminal takes call. Hang up.
(f) If Org terminal is not available, press line button and inform
caller. Offer to take message. Write message on dispatch and place in
terminal's Comm Center basket.
(g) STABLE DATUM: Always press Hold button before pressing any line
button. This will avoid the possibility of disconnecting anyone already
talking to an Org terminal when a new call comes in.
(h) Incoming Long-Distance or Toll (Trunk) Calls.
1. Do not accept incoming collect (transferred charge) calls on Org
business.
2. If in doubt call the Org Sec. and ask if the call is acceptable.
3. On collect calls for staff member personal business, call the staff
member and let him or her decide if the call is to be accepted.
(i) HCO Calls: All HCO calls or calls for L. Ron Hubbard are referred
to HCO to handle. Since HCO is not open in the evening, get person's name
and number and tell the person HCO will call him or her in the morning.
Then put the message in the HCO Communicator's Comm Center basket.
(1) Other Calls: Calls for a staff member not on duty would be handled
as in "i" above. The message is placed in the person's Comm Center basket.
E. OUTGOING CALLS: LOCAL (HCO WW note: Make these instructions applic
able to your own switchboard and system.)
1. Most outgoing calls are made on line three, to leave lines one and
two open
for incoming calls.
2. Check to see that lights are not lit on the line you want to use,
press the line
button and make your call.
3. If you inadvertently pick up a phone line already in use, PRESS THE
HOLD
BUTTON BEFORE MOVING TO A NEW LINE.
66
F. OUTGOING CALLS: LONG DISTANCE AND TOLL (TRUNK)
1. All such calls are made by Reception.
2. Reception places the call for the staff member.
3. Reception keeps a log of such calls including: date, time, where it
was made to and who made it.
4. The financial week in this Org ends at 2 p.m. each Thursday. At
such time Reception dispatches the Director of Accounts as to the calls
made for the week just ending.
G. COMMUNICATION LINE: (HCO WW note: Make these instructions
applicable to your own intercomm system.)
1. This is a party line. There is a steady light signal when it is in
use.
2. If the Comm Line is busy, and Reception has to relay an incoming
call, be courteous, ask to use the line for a moment.
3. There are 20 phones on the Comm Line. A list of the Staff Posts and
their Comm Line numbers is kept beside each phone.
4. Answer the Comm Line buzzer by pressing the Comm Line button,
lifting the receiver, and giving the name of your Post.
H. STABLE DATUM:
Reception receives and routes calls and bodies. Reception does not
give
information unless no one else is available.
STABLE DATUM:
Reception never gives out the names, addresses or phone numbers of
Staff,
students, preclears, or anyone on the mailing list to anyone who calls
in.
STABLE DATUM:
If a caller refuses to give his name, do not connect him with anyone.
If a caller becomes heckling or obscene, hang up.
STABLE DATUM:
Find out what the caller wants. He may be calling the Org Sec. when he
really
wants information that the Registrar should provide.
FOUR: INVOICING (HCO WW note: These instructions may not be applicable
to your Org.)
All invoicing is done at Reception except Testing Materials which is
handled by Julia Salmen or the Director of Accounts.
A. What is Invoiced.
1. Anatomy of the Human Mind Lectures.
2. Communication Course.
3. Co-Audit Course.
4. Books.
5. Donations to the Church.
6. Hubbard Guidance Center Processing.
7. Academy of Scientology Training Courses.
B. How to Invoice.
1. The final figure at the bottom right-hand corner of the invoice
should always equal the exact amount received. (Cash, cheque, or whatever.)
2. The invoice should contain all pertinent data. (a) Buyer's name,
address, phone number, date of purchase. (b) Total charges, total on
account, amount received, terms of payment.
(c) Invoices should show clearly whether payment is for: Spiritual
Training, Spiritual Processing, Books, or whatever. In addition to
written words explaining the sale a large letter "B" is put on a Book Sale
Invoice, a large letter "T" is put on a Training Invoice, a large
67
letter "P" is put on a Processing Invoice.
(d) On Book sales the retail price of the Book should be shown, any
discounts deducted from that, charges, tax, etc. There is a tax table
on the Invoicing Machine. You should also indicate that the Book was
delivered to the person, or that the Book is to be mailed.
(e) Invoices should show whether payment is by Cheque, Cash or Money
Order.
(f) If purchaser is making use of credit we owe him, it should be
shown
where this credit originated.
(g) Initial every invoice written so that any question arising may be
traced
to the writer of the invoice.
(h) Discounts:
1. International Members: Get a 20% discount on books and tapes
costing over
1.25; 20% discount on E-Meters.
2. Franchised Auditors: Get a 40% discount on books costing over
1.25, and a 20% discount on E-Meters.
3. Lifetime Members: Get a 20% discount on books, tapes, processing
and training. Not on E-Meters.
4. Lifetime AND International Member: Gets a 30% discount on books and
tapes, 20% discount on E-Meters.
5. Staff Members: Get a 40% discount on books and tapes only.
DISCOUNTS FOR ANY CATEGORY OF MEMBERSHIP APPLY TO CASH PURCHASES ONLY.
THEY DO NOT APPLY TO CREDIT PURCHASES.
(i) Exam pies of Invoices
1. Book Invoice:
QUAN.DESCRIPTION PRICE AMOUNT
1 Dianetics, MSMH 4.00
1 Problems of Work 1.25
Less 20% 1.05
(Tax on this amount) 4.20 4 20
Delivered: Date (or)
To be mailed: Tax 17
Total 4 37
Received By Mary Reception
68
2. Processing Invoice. Payment data taken from contract.
QUAN.DESCRIPTION PRICE AMOUNT
25 Hours of Spiritual
Guidance 700
Cash down 200 200
Balance due 500
11 pays
41.00
1 pay
49.00
First payment Jan 0, 19XX Tax
Total 200
Received By MR
3. Training Course Invoice. Payment data taken from contract.
QUAN.DESCRIPTION PRICE AMOUNT
HCA Course _
Spiritual Training 750.00
Cash down 250.00 250 00
Balance due
11 pays
41.00 /
1 pay
49.00
First payment August X, 19XX Tax
Total 250 00
Received By MR
69
3. Distribution of Invoices.
(a) White copy goes to the purchaser.
(b) Yellow copy is put in a basket at your desk. When you have time,
distribute Book invoices to the Comm Center basket of the Book
Administrator; Training Invoices to the Comm Center basket of the Director
of Training; Processing Invoices to the Comm Center basket of the Director
of Processing; Memberships and other Invoices to the Director of Accounts.
(c) Pink copy goes to Central Files (Addressograph) for address check
and inclusion in the person's CF folder.
(d) Goldenrod copy remains in the machine, undetached, and is
collected after 2 p.m. each Thursday by the Director of Accounts. Dir
Accounts will give you the invoice number starting the new week. Record
this number on your desk calendar for the appropriate date.
4. Incorrect Invoices.
When an invoice is written incorrectly, void it and write one
correctly. Don't try to make complicated corrections. VOID ALL COPIES,
including the copy in the invoicing machine (Goldenrod copy). Write VOID in
large letters across the face of the invoice, and in small letters across
the final figures at the bottom right of the invoice. ALL copies of voided
invoices including the white copy must go to the Director of Accounts.
Failure to include all copies may result in difficulties in auditing the
books.
FIVE: MA KING APPOINTMENTS WITH THE REGISTRAR
Do not try to teach anyone the basics of Scientology. Your job is
Reception and Routing, so receive a new person and route to the Registrar.
Whether a person is there in person or on the phone, route to the
Registrar. If the Registrar is not immediately available, make an
appointment.
SIX: PERSONAL EFFICIENCY DEPARTMENT RECEPTION DUTIES
This will be covered in a separate part of the hat called Night
Reception.
SEVEN: TO ATTEND STAFF MEETINGS (HCO WW note: May not apply exactly to
your Org.)
The Staff Meeting is held the first Friday of each month. All Staff
attends. EIGHT: TO KNOW AND CARRY OUT THE POLICIES OF THE ORGANIZATION
Each Staff Member has three hats: Post Hat, Technical Hat, Staff Hat.
These contain the Org Policies. Learn them. You will be checked on them
from time to time.
NINE: To make certain that persons who have no particular business
here are not allowed to loiter on the premises. This speaks for itself. If
you need help to eject someone, ask for it.
TEN: MISCELLANEOUS DUTIES
A. The Reception area should be kept clean and neat at all times. See
that there are plenty of ash trays available, and keep them clean. Keep
your desk neat, and dust whenever it is necessary.
B. Reception acts as a message center to some degree. This does not
conflict with the Comm Center, but is an extra service for Staff, Preclears
and Students. There is always someone on Reception.
C. STABLE DATUM: Never leave your post without having someone cover
the post for you.
D. Telegrams, Cables, Special Delivery Mail and Packages are usually
delivered to Reception. Notify the Director of Accounts about any mail;
notify HCO about books and tapes; all telegrams and cables are routed
unopened to HCO; notify the Director of Material about any other
deliveries.
70
If you have any questions concerning your Post or Duties, check with
the following Posts in this order:
1. Director of Promotion and Registration - your Department Head. 2.
The Director of Administration. 3. The Organization Secretary. 4. The HCO
Area Secretary. 5. The HCO Executive Secretary. 6. The HCO Continental
Secretary. 7. L. Ron Hubbard.
NIGHT RECEPTION HAT (Personal Efficiency Department Reception) (HCO WW
note: This section may not apply literally to your particular Org)
All the data in the Reception hat also applies to Night Reception.
Night
Reception is also P.E. Reception, and the following additional data is
needed.
P.E. DEPARTMENT COURSES FOR WHICH RECEPTION DOES SIGN-UP:
1. The Personal Efficiency Course: Class starts every second Monday
7.30 to 10.00
p.m.
2. The Co-Audit Communication Course: Tuesday and Thursday, 7.30 to
10.00
p.m.
3. The Co-Audit Course: Monday, Wednesday, Friday, 7.30 to 10.30 p.m.
4. The Anatomy of the Human Mind Course: Tuesday and Thursday, 7.30 to
10.00
p.m.
PROCEDURE FOR SIGNING UP P. E. COURSE STUDENTS:
Materials
1. A desk or table.
2. A pad of white admission cards to the Personal Efficiency Course.
3. A pad of invoices for "Free P.E. Course".
(a) Pads are 41/4 by 7 inches in size and have a tan flexible card
binding. (b) Pads are marked "FREE P.E. COURSE" in red ink on front cover.
(c) Pads are further labeled: Sales Book - Triplicate 50 sets
Rediform - Stock 5H5 SIB.
4. A supply of releases entitled: "Personal Efficiency Course
Release".
5. A supply of pens, at least 2. One for student, one for
Receptionist.
Personnel
1. One person can easily sign up six students in a half hour period. A
large number arriving together should not be kept waiting.
2. The P.E. Director should be asked for additional help if it is
needed.
3. Duplicate sign-up sets of materials should be available for
immediate use.
4. NOTE: The P.E. Course starts every second Monday. Students will not
be accepted for a late start except on the express permission of the P.E.
Instructor.
SIGN-UP PROCEDURE:
1. Ask the student to sign the white admission card.
2. Ask the student when he wishes to start the Course.
3. Write the starting date on the detachable, white, P.E. Admission
card.
4. Write the current date on the P.E. Course Invoice. NOTE: Write
heavy enough to make the third copy LEGIBLE.
5. Ask the student for his phone number, and write on invoice. If
none, put "None".
6. PRINT student's name from white admission card on invoice. If you
can't read it, ask him or her to spell it.
7. Ask for and write student's address on the invoice.
8. Hand P.E. Release to student. Ask him to read it, and circle True
or False to the questions and sign it. Have him explain any False answers
in writing on the back of the release.
9. While student is working on the release, write on the Invoice: "6
lectures, Free P.E. Course." Put in the starting date. Sign invoice in the
"Rec'd" block in the lower right-hand corner of the invoice.
71
10. Hand student white card, white copy of invoice, and route him to
the P.E. Classroom.
11. After all students are in class, sign all releases as "witness"
and fill out admission card stubs.
ROUTING OF P.E. INVOICES:
1. White copy is routed to the student.
2. Yellow copy is routed to the P.E. Director.
3. Pink copy is routed to Addressograph and Central Files.
Routing of a completed book of 50 White P.E. Course stubs is to the
P.E. Director.
PROCEDURE FOR SIGNING UP ANATOMY, COMM COURSE, AND CO-AUDIT STUDENTS:
The regular Invoicing Machine is used for these courses, and regular
Invoicing
procedure and distribution as previously shown in the regular
Reception Hat is used.
ANATOMY COURSE:
1. A pad of 50 BLUE Cards for the Anatomy Course is used.
2. A person gets a card ONLY if: (a) The person buys the entire course
at once and pays
50.00. (b) The person is an HCA student NOT in on a discount letter.
3. A person buying single lectures pays
2.50 per lecture, and gets an invoice.
COMMUNICATIONS COURSE:
1. A pad of 50 PINK cards is used for the Communications Course.
2. A person gets a card ONLY if they buy a three week course and pay
15.00.
3. Persons buying single nights at a time pay
2.50 and get an invoice.
4. Write "NEW" on invoice when person starts the Comm Course. This
alerts Addressograph to prepare an HAS Certificate.
CO-AUDIT COURSE:
1. A pad of 50 YELLOW cards is used for the Co-Audit Course.
2. A person gets a card ONLY if signing up for three evenings and
paying
15.00.
3. A person buying single evenings pays
5.00 and gets an invoice.
RELEASES: A person signing up for the P.E. Course, Anatomy, Comm
Course or Co-Audit should read, fill out and sign a standard release form.
RELEASE FORMS FOR ALL CATEGORIES ARE ROUTED TO ACCOUNTS.
THESE ARE CONSIDERED VALUABLE DOCUMENTS, AND ARE STORED IN THE SAFE.
DON'T FORGET TO COLLECT MONEY, AND MAKE CHANGE IF NECES
SARY. IF A LARGE AMOUNT OF MONEY GATHERS IN RECEPTION IN THE FORM OF
CASH, CHEQUES OR MONEY ORDERS, GIVE IT TO THE DIRECTOR OF ACCOUNTS.
NORMALLY THE CASH BOX IS LOCKED IN THE RECEPTION DESK AT THE END OF EACH
DAY.
Issued by: Peter Hemery
HCO Secretary WW
for
L. RON HUBBARD
Authorized by: L. RON HUBBARD
LRH:lr.rd Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
72
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 NOVEMBER 1965
Gen Non-Remimeo HCO Sec Dept 1 Dept 3 Dept 7
RECEPTION LOG
IN-THE-ORG LIST
Reception belongs in HCO Division l, Department 1.
Reception keeps a log book. It is usually a cheap, large accounts
ledger such as are bought at the dime store.
In this log book Reception notes mail received and outgoing (before it
is given to Accounts), persons arriving and departing from the org,
supplies received and sent away and all occurrences of note.
This log book is kept by the day and hour using day, date, month, year
and a 24 hour designation of time. Spaces exist between days
and the days and dates are plainly marked.
The log is the official registry of activities.
It must be legibly kept.
It is resorted to when information is required concerning mail,
supplies, personnel, students and pc arrivals and departure at the start
and end of service
IN-THE-ORG LISTS
Any person arriving in the org for service is logged. When they leave
the org after service they are logged out.
People arriving give their local address to Reception.
People departing should depart via Reception and give their forwarding
address which Reception sends on to Address.
Reception, from this data, makes up a weekly roster of persons present
for service (training or processing or any other service). This is the "In-
the-Org List".
Accounts uses this list to effect Area Collections for incidental
credits or past credits.
The list is made by Reception by keeping a basic list and adding to it
or subtracting from it and Xeroxing it at the end of each accounts week. It
need not be continually retyped. It is only corrected. The person's name,
what he is there for and his or her local address is put on the list.
Reception gets these names by the person arriving and giving them or
departing via Reception.
Near the public notice board put up a nice sign, "Inform Reception of
your arrival and departure from the Org before and after training or
processing".
Reception is also part of the Accounting Invoice routing. The Central
Files copy
73
of student or pc invoices is routed to Reception before it goes to
Central Files.
Reception checks these invoices and notes:
1. If a person has reported in person and is not later invoiced.
2. If a person is invoiced in but has not come to Reception.
In both cases Reception reports the discrepancy to Inspection and
Reports.
Inspection and Reports either finds the missing Invoice as per (1)
above or finds the missing person and gets him to Reception in case (2)
above.
If the person is found to be receiving service (training or
processing) without proper and adequate invoice for it, the matter is
reported to the HCO Area Sec. to local Ethics AND BY CABLE TO SAINT HILL or
by fast despatch to the Office of LRH, Saint Hill.
IN-THE-ORG LIST COPIES Copies of In-the-Org List go to Ethics, all
Secretaries and Area Cashier weekly.
Anyone finding a name of a person already departed or a person there
but not appearing in the list must inform Reception via the HCO Area
Secretary.
L. RON HUBBARD
LRH:ml.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
74
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JULY 1966 (Adds to HCO Policy Letter of 22
October 1962 "THEORY OF SCIENTOLOGY ORGANIZATIONS")
Remimeo HCO Area Sec RAP Hats Receptionist
ALLOCATION OF QUARTERS ARRANGEMENT OF DESKS AND EQUIPMENT
In allocating quarters and arranging the desks and equipment of the
personnel who are to use them, it is essential to analyze the particle
flows to be handled by these personnel: what particles does each post
handle; where do these particles come from; what does this post do with
them; and where do the particles go from there.
Example: All types of particles from the public enter the org through
Reception. Thus the space allocated to Reception should be easily
accessible to the street; the channel to it should be clearly marked; and
there should be nothing along this channel which would stop or distract the
flow of particles to Reception. Within the Reception area itself, the
Receptionist's desk should be so placed that it is clearly visible from the
entry and there should be no barriers or distractions between it and the
entry; thus incoming particles will naturally flow to it as the first
barrier in their path.
What Reception does with these particles is discover their proper
destination in the org and route them to it; as well as give persons
entering the org recognition. Thus, Reception's space must have in it a
Public Bulletin Board and notices of services, book display and the like;
and space and chairs, etc., for bodies to wait in if their destination
terminal is not immediately available.
Reception's highest priority particles are incoming public bodies; and
these go mostly to Registrar and/or Accounts from Reception. Thus,
Registrar and Accounts should be easily accessible - preferably adjacent -
to Reception, and clear channels should exist between Reception and them.
Incorrect allocations of space and/or placement of desks and equipment
therein slow, confuse and even lose traffic. Example: An org had its Public
Bulletin Board, some chairs and a magazine stand in the hallway leading to
its Reception area, out of view of the Receptionist. An inestimable amount
of body traffic was lost by this arrangement - inestimable simply because
these items stopped the flow and Receptionist never saw many of the bodies
that came in the door.
It would be wise for any org to review its allocation of space and
arrangement of desks and equipment in terms of particle flows as above, as
a routine action once every six months or so.
L. RON HUBBARD
LRH: lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
75
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 19 NOVEMBER 1958
All hats
ORGANIZATION
An organization is composed of terminals and communications by
associates in a common purpose.
An organization's efficiency and purpose are forwarded only to the
degree that its communication and command lines are known.
The policies of this organization are established by the Board of
Trustees and are formed by common agreement which then becomes reality by
execution through its command lines.
Therefore no single board member or unauthorized person can alter
existing policy or create new policy by the issuance of directives or
instructions over his own signature. If and when this should occur it is
the duty of the recipient of such a directive or instruction to forward it
to the next higher authority on the chain of command. We thus corral and
straighten out our communication lines by bringing to light hidden areas of
confusion caused by the un-mocking of posts brought about by the by-passing
of terminals on the chain of command.
This directive is effective now.
L. RON HUBBARD Executive Director
LRH: mp. eden Copyright (c) 195 8 by L. Ron Hubbard ALL RIGHTS
RESERVED
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 7 OCTOBER 1959 HCO Secs Assoc Secs
ORG BOARDS
All Orgs have been asked to submit copies of their Org Boards to HCO
WW. If this has not been done, they should be sent off immediately.
Henceforth any personnel changes should be notified here each month
together with new appointments made or old ones relinquished.
Co-operation in this will enable HCO WW to maintain a present time
picture of all Orgs everywhere.
Roddy Stock Supervisor Central Orgs for L. RON HUBBARD
LRH: RS: let. eden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
76
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MAY 1960
Assoc Secs HCO Secs
COPIES OF ORG BOARD
It is essential not only that the Org Board in each Organization
should be kept up to date, but also that copies of the Org Board should be
sent at regular intervals to HCO WW. The necessity for this became apparent
recently when it was discovered that in a certain Central Org, the staff
had been allowed to become top heavy in Admin, to the extent of several
times the allowed proportion - instead of only two admin personnel for
every technical one, there were six or seven. This was not so apparent just
by looking at staff lists, but it would have been glaringly obvious if Ron
had looked at the Org Board.
Making a copy of the Org Board is not a long job when done in the
following manner. Take a large sheet of white or brown paper. Type the
posts and names only, not the purposes or other details - type them in
blocks, on thin white paper, and cut them out with scissors, a whole block
at a time. Then draw the lines of the Org Board roughly on the large piece
of paper, and attach the blocks of posts and names in the proper places
with gum or paste. Finally, draw the lines in firmly in red and blue
pencil. It need not be a "perfect" job, excruciatingly neat, so long as it
is quite clear and accurate. Put the date and the name of the Org on it,
and send it air mail to HCO WW.
These copies of the Org Board must be sent every three months to HCO
WW, on January 1st, April 1st, July 1st and October 1st of each year. If
this is done regularly, it is not necessary to keep sending in changes of
posts unless there are really major changes.
It is the responsibility of the HCO Area Sec to see to it that these
copies of the Org Board are made and sent in regularly, though he/she may
delegate the actual work, to another HCO personnel if available (HCO Steno
for example). Please co-operate in this as it is considered very important.
Note to HCO Secs: Add two more lines to your 'HCO l' reports as
follows:
P. Was a copy of the Org Board sent to HCO WW this week?
Q. If not, when will the next copy of the Org Board be sent?.......
Send in your first Org Board copy now' as soon as possible after
receipt of this Policy Letter, then the next one on October 1st, and so on
(if you send one now, it need not be sent again on July 1st).
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH:js.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
77
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 MAY AD 15
Gen Non-Remimeo Issue III
Hang Near New
Org Board
varnished over ORGANIZATION
or relettered THE DESIGN OF THE ORGANIZATION
As our Org Board and Org pattern we have not only an Org Board but a
"philosophical system", which gives us the levels of able and extra able
beings and an analysis of one's own life as well.
If you look at the levels written above the departments you find the
spans of the Bridge which are followed to Release, Clear and OT. You can
easily see which ones are missing in one's own life and the lives of
others. These are the upper end of the awareness scale.
When you look at the department names you can see what is missing in
your own life.
You can also see where your post or your job breaks down, for every
job has all these "department names".
When you look at the Division names you see what the Cycle of
Production must be in this Universe to be successful. By studying this you
can see why other businesses fail. They lack one or another of these
divisions.
Although the organization seems to have a great many departments, and
would fit only a large group, it fits any org of any size.
The problem presented me in deriving this board was how to overcome
continual org changes because of expansion and applying it to organizations
of different sizes. This board goes from one person to thousands without
change. Just fewer or more posts are occupied. That is the only change.
The staff ratio here is one administration person in the five non-
technical divisions to one technical person in the Technical and
Qualifications Divisions (excepting only staff staff auditors and field
staff members who count as Admin personnel). Staff is added in rotation
amongst the non-technical divisions every time a technical person is put in
the Technical or Qualifications Divisions.
The board is entered from the left and proceeds to the right.
It is actually a spiral with 7 higher than and adjacent to 1.
The organization corrects itself through the Review Division, under
the authority of the 7th Division.
Organizations go in phases. The phases agree with the Cycle of
Production.
A forming org, unable yet to function fully, is a CLASS ZERO Org. It
is only at Recognition and gives a Class Zero Course only and uses only
Grade Zero processes. When it can give a Level I Course and use Grade I
processes it is a Class I Org. And so on. The HGC of the org may not
process above the class allowed in the Academy. The Review Case Cracking
Unit only may use processes above the class of the Org and then only when
its Review personnel are so authorized by Saint Hill.
There are two tendencies Man has that this board resolves.
Man's systems are based on groups and masses of people.
Every person on this Org Board is "statistized". That means the job he
does is a statistic that can be verified. He is not lost in a group.
The tendency of filling up every box indicated on an organization
chart (which
78
Man usually does) is checked by the formula that there must be only
one Admin staff member for every tech as above. Thus Divisions 4 and 5 are
heavy with personnel containing five times as many as all the other
divisions.
In expanding, each department acquires seven sections, every section
then acquires seven sub-sections, every subsection acquires seven units.
At this time of issue we find Scientology itself just at the end of
its Dissemination Cycle (Division 2) and just entering upon the
Organization Cycle (Division 3). There will be a full and long Organization
Cycle. This will eventually be followed by a Qualifications Cycle in which
we adjust civilization. After that will come a Distribution Cycle in which
we use Scientology elsewhere in the Universe, and then will come the Source
Cycle again, finding us all on a higher plane.
This pattern will probably be in use for a very long time.
This board is one of the very few things in Scientology which is not
completely new. It is taken from an ancient organization and which I have
refined through considerable experience by adding Scientology and our
levels to it. It is based on an extremely successful pattern.
This org pattern is designed not to make money or Scientologists as
one might think. Its whole purpose is to make the "Ability to Better
Conditions", which is the mission of Scientology.
THE LEVELS
Your main interest in this board is of course its levels.
There are over thirty-two levels to the left of the board, covering
the average human states.
Our board shows how we move up onto the Bridge at Communications
(Level 0), and then progress division by division to Level VII. One
Division equals one Level left to right.
The abilities recovered in these levels are marked above the
department names (Communication, Perception, Orientation, Understanding,
etc.) and take us all the way to a new state at VII.
As he progresses along this line left to right, a level is given the
person each time a division is passed.
At Level V we find we can move people from the lowest human states
onto the Bridge, before we ourselves exit at the top.
Thus we leave behind us a Bridge.
In 1950 when I said "For God's sake Build a Better Bridge," I had to
do it on my own.
But here it is, not only a bridge but also an organization to carry
the weight of the spanning, a very needful thing.
L. RON HUBBARD Founder
LRH:mh.jp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: See HCO P/L 15 December 1969, Class of Orgs (Basic Staff Volume
0, page 254), which
cancels classes of Orgs and permits any official Org to "perform and
teach any Class or Grade up to IV".]
79
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1965
Gen Non Remimeo
Dir Mae HAT
HCO Sec HAT NEW ORG BOARD DESIGN
The new org board consists of a couple sheets of clear blue Formica 4
feet high by more than 8'9" long. These sheets are often 4' x 8' so you
have to have one and a piece. It can be longer than 8'9". That is the
minimum. That gives one department only 5 inches of width.
A yellow vertical stripe of sellotape split in half separates
departments in a division and divisions are separated by a full width of
it. A thin strip of green goes all along the top of the departments.
The level word goes above each department and the yellow tape.
The command lines are in red sellotape.
The names of departments are cut on a DYMO (from Dymo Ltd., Browells
Lane, Feltham, Middx, tel. no. FELtham 7284, with model M.29 No. 7213
American Tool 'N' Tape Kit), using tape approximating the colour flash of
the department as feasible.
Executive Secretaries and Secretary titles and names are in gold Dymo
tape.
Directors' titles and names are in gold banded brown tape.
Other executives' titles and names are in gold banded black tape.
Communicators are in this tape.
Section names are in the same tape colour as the Department name.
All sub-sections or units are the same tape colour as the Department
name.
All general staff members are in plain green tape.
All Provisional or temporary staff members are in black tape.
The name of a Deputy is in green tape but the title, even when
preceded by "Deputy" is the colour code as above.
If you can't get a Dymo, cable us and we can send you one from Saint
Hill.
Formica is available any place.
You put everything on the board that's on the copy sent you and your
other bits in the appropriate department.
Dymo tape sticks and unsticks easily if you have to change it about.
COMM CENTRE
Your Comm Centre goes along the bottom of the Org Board by person's
name if you can make it that way and it's safe.
Otherwise, put up your Comm Centre elsewhere, as usual, one basket for
each staff member. But rig it in order of divisions and departments and
colour flash the baskets and put the title, name, home phone and home
address of each staff member on the basket card.
The org board is thus paralleled by the basket system so they don't
have to be in the same room open to the public. The Division, dept stack is
only 1' basket wide for compactness. If too high, make it 2 baskets wide or
3.
The board ought to be very visible to the public. The Comm Centre
should not be.
Where a staff member holds 2 hats, he gets preferably 2 baskets.
No org member should be in 2 divisions ever no matter how many hats he
or she wears except the Exec Secs.
The Comm Centre baskets can go around 2, 3 or even 4 sides of the
room. The Org Board must be all in one line.
TITLE OF ORG The title of the Org may be put on a sign painted by a
sign painter in the upper 80
right top of the org board. Just under it the "Board of Directors" is
placed with names and titles on gold tape -
L. Ron Hubbard, Chairman Mary Sue Hubbard, Secretary
Marilynn Routsong, Treasurer.
If local law demands other names they are put on in white tape. Being
a board member does not deliver any extra authority to an individual as it
must act as a board.
"L. Ron Hubbard" is put over to the left top of the board in gold
painted letters, not Dymo, as the public expects it to be there where it is
given on your Org Board sketch.
"HCO" and "Org" are proportionately big and placed as on the sketch.
SUMMARY
It is more than a pretty board.
It's what is called a "Philosophic Machine". Studied along its level
lines it tells what's missing in a case or an org. Studied in its
department names, it gives what's missing on any post. Studied on its
division names it gives the ideal cycle of action and pattern that should
exist in any company.
It is a brand new look at org function and flow.
It will scale up to 200,000 staff members or scale down to one with no
change of pattern. You just add seven sections to each Dept and 21 sub-
sections to each section and seven units to each sub-section and so on and
on, naming each according to the formula expressed in the Divisions.
A lot could be written about this org board. The main thing is you've
got it. And the second you put it up - beware. It's going to yank the org
straight.
DUTIES The Director of Materiel gets it erected. The HCO Area Sec
keeps it posted. OFFICIAL
It is the official assignment or appointment of any post.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 DECEMBER 1966
Gen Non
Remimeo NEW ORG BOARD DESIGN (2)
Org Board I/C (Supplements HCO Policy Letter of 7 June 1965)
HCO AND QUAL DIVISIONS
As HCO Division and Qualifications Division are senior, all material
concerned with these Divisions on the Org Board (from the title of the
Division downwards) is to be placed one inch higher than for the five other
Divisions.
DEPARTMENT OF REVIEW
The awareness level (in red) above the Department of Review is to be
changed to "CORRECTION".
ACTING TITLES
Acting Executives (Department Heads and above) are to have their names
posted in red banded gold tape (Dymo Catalogue No. 171/2).
Mary Sue Hubbard
LRH:cden The Guardian WW
Copyright (c) 1965, 1966 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
81
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JULY 1965
Remimeo
All Exec Hats All Divisions
LINES AND TERMINALS ROUTING
The most important things in an organization are its lines and
terminals. Without these IN IN AN EXACT KNOWN PATTERN the organization
cannot function at all.
An Executive putting in new lines and posts or making changes in old
lines or terminals REQUIRES CLEARANCE FROM THE OFFICE OF LRH before the
order can take effect.
Anyone following such an order, to alter lines and terminals in the
org which are already established by policy who does not file a job
endangerment ethics report (a statement that his or her job is being
endangered by the illegal order of a senior) must share any penalty for
such alteration.
People who haven't a clue about the org pattern throw it into chaos by
altering the established pattern. Then the org won't work and goes broke
quickly.
Therefore the most serious threat to the stability of an org is
shifting lines with no understanding of what is supposed to happen.
The lines and terminals (hats) outlined in policy are based on long,
hard experience. When they short-circuit the org ceases to function as an
org and becomes a mad scramble.
When despatch and body routing charts laid down by policy are
carefully followed, the org will function. When they are not, it won't.
A serious fault in any executive or staff member is unawareness of the
co-ordinated functions of terminals, or complete unawareness of other org
hats and functions.
A D of T trying to wear an Ethics hat, a Qual Sec shifting his
internal lines, a Registrar who seeks to assign the hours of auditing would
be enough in any large org to throw it into a jumble where nothing works or
flows.
There is more to an org than one person wearing all hats plus another
person wearing all hats, etc. Such an org just won't prosper.
The hardest job any top executive has is teaching the staff the lines
and terminals and getting them followed. That is because green staff is
unaware of the org itself, or its flow lines.
A lot of the time, when one sees a declining statistic, it is only
that certain lines are out or being misrouted.
The lines will flow if they are all in and people wear their hats. If
the body and despatch lines flow, the org will prosper. If they are
disarranged, they won't flow and won't prosper.
No executive or staff member has any right to establish or alter
terminals and lines without express written permission from the Office of
LRH.
Believe it or not there will be people around in orgs who have no
faintest concept of its pattern - or the existence of an org. And these
will be the first to attempt large changes. And these are the first you
should send to the staff training officer to get checked out on their
posts.
It is an Ethics offence to issue orders altering lines without
clearance from the Office of LRH.
L. RON HUBBARD LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
82
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1969 Issue III
Remimeo
DOUBLE HATS
Double-triple-quadruple hat wearing makes a lie out of "We've got a "
QM (Quartermaster) or a PRO (Public Relations Officer).
If the guy also wears other hats, the post is HELD ONLY FROM ABOVE.
Therefore you don't have a QM or a PRO or what have you.
Report unfilled double-hatted posts as HELD FROM ABOVE. It's a false
report to say they're posted as they're NOT. This accounts for a lot of
holes in the line up.
L. RON HUBBARD Founder
LRH:ldm.ei.rd Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE
LONDON HCO BULLETIN OF 26 SEPTEMBER 1956 To Washington and London
FLOW LINE FOR PERSONNEL
The Procurement of Personnel for the Organization Technical Staff
should be from the field or the School to the HGC, from the HGC to staff
posts when important and need filling.
In other words, a blank for Day Instructor is filled from HGC staff-
the replacement on HGC staff comes from the field or from the students at
the School.
Exception - Business staff is occasionally transferred to Technical
Staff.
Reason - It is easier to brief on auditing than on what we do in the
Organization. Auditing not Organization is real to field and student.
L. RON HUBBARD
83
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 FEBRUARY 1961
HCO Secs Assn Secs PE Directors
PERSONNEL PROCUREMENT
The most fruitful source of Admin personnel, such as typists, clerks,
receptionists and so forth, is the PE Test Course - Co-audit line.
Prominently displayed in one place where it can be seen by these
people should be a help wanted notice asking them to see or call the Assn
Secretary's secretary during business hours for Administrative positions
such as typists, clerks, secretaries and receptionists.
A help wanted notice for Trained Scientologists should also be
displayed.
Most Admin assistance has come in from the PE line in the past or from
agencies and in either case they usually eventually take training.
People are eager to help. Let them.
Warning: If there is no specific person listed to be seen, you lose
your would-be staff simply by misrouting at reception when they come in to
apply - and that takes in Scientologists who would work for us as well. If
a Central Organization did not somehow stop so many of its incoming
applicants for training and processing the unit would treble. If it did not
misroute job applicants it would have a qualified staff.
At once prepare and post the above permanent notices.
Also at once provide the Assn Sec's secretary with applications for
employment, giving schooling, any Scientology training and so forth and
keep them dated and on file. File as well, with the application, a spare
copy of test results.
L. RON HUBBARD
LRH:js.cden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
84
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 MAY 1968 Issue I (Amendment of HCO Pol Letter
of 14 Jan 1966
Issue II)
Gen Non-Remimeo
HCO Exec Sec Hat
Org Exec Sec Hat
Dept 1 Hats
Financial Planning Hats
Org Sec Hat
Qual Sec Hat HIRING PERSONNEL
LINE FOR
This is the exact line to be followed for the hiring of personnel.
A person who comes in or calls in response to an ad is put on lines to
the Personnel Procurement Officer in Dept 1, Div 1.
The Personnel Procurement Officer finds out all the pertinent data
about the person, i.e. past experience, training, what position or type of
position they are interested in taking and only if the person mentions it,
their expected wages.
The Personnel Procurement Officer takes him to Personnel Control
Officer to be put on post immediately.
ALLOCATION BOARD
In Dept 1, an Allocation Board is to be kept which shows vacancies.
This Board is a piece of cardboard which shows all Divs and Depts of the
Org Board aligned much as the Org Board. It is kept by Personnel Control
and when a request for a staff member comes in, the Personnel Control
Officer writes on a small strip of paper the post that is vacant and who
requested the personnel on the reverse side of the paper. A pin is then
stuck through the end of the paper and it is stuck in the Dept where the
vacancy is. The same action is taken when an ED comes out in which new
personnel is authorized, and these are taken up at once, with all priority.
The Personnel Procurement Officer is never told what kind of personnel
to procure, unless a professional photographer or some such is required and
he has to put ads in the paper. Mostly his whole attention is just to be on
procuring staff, all kinds, not categories.
The Personnel Control Officer, when he receives a new Staff member
from PPO, looks over the person's qualifications, checks his allocation
board and places him in a suitable position. Or, he can be allocated to
replace a staff member who is wanting to be transferred.
At the top of each Div and Dept is the maximum Quota of personnel
authorized for that Dept or Div by the Exec Council and the current number
of persons in the Dept concerned and the Division.
FINANCIAL PLANNING
Since Wages comes under Financial Planning and the Quota is set by
Exec Council, all this data must be presented to them, however it is sent
to them after the person is put on post, with all details about his
qualifications and where he has been placed.
85
The Personnel Procurement Officer then, when hiring a new person,
sends to Exec Council:
(a) A P.O. giving all details of the interview with the new person.
(b) The person's preference as to where to work. (c) Personnel
Procurement's recommendation as to placement. (d) The Allocation Board up
to date.
Financial Planning gives a maximum figure for the person taking into
consideration his/her training, and the type of position to be filled.
The final say in the Placement of the Personnel remains with the HCO
Exec Sec as one of the functions of her office.
DISMISSALS
The Org Exec Sec through the Org Sec and Qual Sec has the power to
dismiss personnel in accordance with Ethics and status policies.
SUMMARY
Since the hiring of Personnel and Wages play a big role in the overall
well-being of the org, planning and care has to be taken on each person or
else we will find ourselves way overboard on the admin side or paying huge
wages to clerical help and a consequent disintegrating organization turned
bureaucracy.
The way to keep this under control then is not to cut down your
procurement. This should go ahead at a tremendous rate, and meanwhile you
should be pushing your people out the top of the organization to the next
highest org or sending those eligible for training. Allow your staff to
expand and move on. Do this by procuring enough replacements as want to
leave.
L. RON HUBBARD Founder
LRH:js.cden Copyright(~) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: This issue of 14 January 1966 policy of same title puts in the
line from Personnel Procurement Officer to Personnel Control Officer for
immediate placement on post (paragraph 4), instead of Personnel Procurement
Officer "... tells them the data will be forwarded to the proper person and
they will be notified in the next day or two"; changes keeping of
Allocations Board from PPO to PCO; adds paragraphs 6 and 7; gives CSW to
Exec Council for Financial Planning purposes after placing new person on
post (paragraph 9); and adds final paragraph. "Ad Council" is amended to
"Exec Council" throughout.]
[This 22 May 1968 issue was later amended by HCO P/L 21 July 1972,
Issue IV, Staff Qualification Requirements for Hiring Cancelled, where the
procedure of putting new persons on post immediately was changed to
assigning new personnel to the HCO Expeditor Pool and instant hatting them
on what they are to do and putting them to work immediately under
supervision.
86
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 MARCH 1968
Remimeo
STUDENT & STAFF PROGRAM
STUDENTS:
Students will now have an opportunity to earn free Level Courses.
Any student who is presently on a Level Course and brings in 5
students for HAS or above may have his next Theory or Practical Course
free.
He may do this as often as he likes.
This offer only applies to students actually on a Levels Course (HRS
to HAA), now or in the future (in other words, this does not just apply to
those presently on a course, but to future enrollees as well).
The award is given for actual people brought in who signed up and
paid.
Five HAS courses sold should equal the cost of a Levels Course. If it
does not in your Org, then change the number of people the student must
bring in until it does.
STAFF:
If RAP finds a student who shows himself to be intelligent and
responsible (up stat) or an untrained or partially trained staff member who
has the same indicators, RAP may offer that person his or her Levels up to
and including HAA free of charge in return for a one year contract.
The contract is specifically for auditing - we want trained and
experienced auditors from this. We want them in the Tech division or in
Qual.
The contract commences after the training has been completed.
Later, the staff member may be offered his Class VI or VII in return
for a 21/z year contract. This contract would include getting his Power
free. This contract requires him to be Staff Status II.
Inter Org arrangements and agreements re awards will have to be made
between those concerned. The outer Org would pay unless specifically
awarded by the Guardian, or unless it fell in to some other award system.
These programs are designed to increase Org flow, speed movement
upwards, expand staffs, and increase the number of trained auditors in the
world. We are beginning to have much larger flows and must get trained
staff quickly to handle it.
Lt. Fred Payer
Sea Org
Approved by -
LRH:Jc.cden L. RON HUBBARD
Copyright (c)1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[This policy was cancelled by LRH in HCO P/L 27 September 1970, Issue
II, Volume 3 - page 136 being in direct violation of HCO P/L 27 April 1965,
Issue II, Price Engram, Volume 3 - page 91, which forbids cutatives in
prices as damaging to expansion. ]
87
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JULY 1969
Remimeo
ORG PERSONNEL RECRUITMENT
Hereafter it is policy that anyone wishing to work in an official
Scientology Organization either must be an HDG or above or be recruited as
follows:
1. Sign a 21/z year contract.
2. Be put on full time training on the Dianetic Auditor Course at org
expense.
3. If and when he meets the exact requirements of an HDC for groups or
HDG for orgs and receives his certificate he is placed on staff.
4. Any training thereafter (Staff Status II being his next action) as
an auditor or staff member is done part time while on post without charge.
5. Any auditing he receives thereafter up to Grade IV is at 50% full
rates or is done outside the org by a fellow staff member who is fully
qualified, any necessary Reviews being at half charge and all C/S being
done free of charge by the org.
6. The Grades V and VA being at 50% discount, the staff member bearing
all travel and living expenses himself if received at a distant place, the
staff member being off payroll for the time absent from post.
7. All Advanced Org grades being obtainable from AOs for a 50%
reduction of fee paid in cash on enrollment at the AO, providing the EC of
his org signs a letter stating he is a contracted staff member to that org,
all travel and living expenses being paid personally by the staff member
and being off payroll during his absence.
8. Class VI and Class VIII, PRO and HGC and Course Supervisor training
to be at org expense at 50% fee, living and travel expenses also paid by
org but only on a letter from the Org's EC and evidence of a new 5 year
contract being signed to that org to begin on resumption of post at the
org. Any unfinished portion of the 21/z year contract is cancelled but in
general practice Class VI and VIII training should be extended at org
expense only to those who were actual and highly valuable org auditors for
a reasonable period of time.
SEA ORG COOPERATION
The Sea Org's SHs and AOs will cooperate by remitting 50% of fees as
above and under the above conditions.
(SO members eventually receive all their grades, classes and courses
free of charge, as they are not on salary. The SO requires a person to be
HDC or above or on enrollment and the signing of the SO contract is
followed at once by full time training to HDG at full SO expense after
which the person receives his sea training and Staff Status II, etc. on a
part time basis.)
REQUIREMENTS OF HDC
The requirements of HDC or HDG MUST be upheld and are very explicit.
Anyone receiving a certificate in Standard Dianetics must:
1. Have shown skill and ability in obtaining routine good results on
pcs using Standard Dianetics and
88
2. Have had good case gain from Standard Dianetic auditing.
If the potential org staff member fails on either of the two above
accounts or if they are in question, he is not given any certificate and
his contract is cancelled. This must occur within one month of his
enrollment on course.
INTENTION
It is the specific intention of this Policy Letter to
A. Technically train new staff members in Dianetics and Course
Supervision before permitting even clerical or other posts;
B. To have persons on staff who can audit and therefore help others;
C. To have persons on staffs who are good ethics cases since persons
who are not able to audit and who do not get good case gain are too often
found to be bad ethics risks or have to be preclears too long. (Org
personnel and admin upsets stem only from such cases as do not meet 1 and 2
Dianetic requirements above.)
D. To have orgs that are critical of poor org training and org
processing standards at any class or grade and can detect such flaws at
once even in their lowest ranks.
E. To have high morale, efficient and effective orgs and official
activities.
HIGHER CLASS APPLICANTS
If a person who is already an HDC applies to become an org staff
member he is given his HDG and any Scientology grade he can cover in 3
weeks at org expense.
If a person who is applying is of a higher class he is still given a
month of free training at org expense.
In the case of a Class VI, (although the contract must be for 5 years)
he is sent for his Class VIII as the first action.
In the case of a Class IV applying he is given a Standard Dianetics
Course (to HDG) if he does not have it and if he also has this (HDG) and
Class IV he may be given his Class VI at org expense (on a 5 year contract)
if feasible for the org.
FOUNDATIONS
Foundations exist to keep an area calm and to prevent a no-auditing
situation for many.
They also exist to service day org staff.
It is fatal not to have a Foundation.
The Contract of a Foundation is valid only if the staff member works
evenings and weekends which is equivalent to a full time Day post in hours.
(c)
This being true, then all the above conditions apply to Foundation
staff procurement. The times in training are the same if the student goes
both evening and weekend.
Part time Foundation staff (only evenings or only weekends) may not
have these
conditions.
L. RON HUBBARD
LRH:cs ei.cden Founder
Copyright (c) 1969
by L Ron Hubbard
ALL RIGHTS RESERVED
[See also pages 91 and 93 in this Volume and HCO P/Ls 29 June 1971,
Issue IV, Org Personnel
Recruitment Requirements Eased, and 21 July 1972, Issue IV, Staff
Qualification Requirements for Hiring Cancelled, in the Year Books, for
changes in requirements.!
89
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead,Sussex
HCO POLICY LETTER OF 18 JULY 1969
General Non-Remimeo Pubs Org
PUBS ORG PERSONNEL RECRUITMENT
As Pubs Org does not itself run Dianetics or Scientology courses,
being a publications rather than a normal service organization, its staff
cannot be technically trained in their own org as would be the case
elsewhere.
HCO P/L 10 July '69 "Org Personnel Recruitment" thus applies with the
following modification for Pubs Org personnel and potential personnel.
The lower level technical training (Dianetics to Class IV) can be done
at either of the Copenhagen Orgs or at SHDK, without charge except that
Pubs Org must either pay for or supply the course materials used by its
staff. A no charge invoice is issued upon production of a current letter
signed by Pubs EC stating the staff member is contracted to Pubs Org.
Staff Status and other post training is done at Pubs Org.
All other regulations as to full time or part time training,
acceptability for staff, auditing fees, Advanced Org grades, Class VI and
Class VIII are as given on the 10 July '69 P/L.
Pubs Org staff, at distant offices such as the Pubs Org US Shipping
Office, receive their training under the same regulations at the nearest
Org.
The intention of this policy letter is to have the same staff
requirements and benefits for Pubs Org staff as for other Org staffs, as
well as the A to E intentions stated in the above P/L.
W/O Ken Delderfield CS-6 for
L. RON HUBBARD Founder
LRH:KD.nt.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
90
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 SEPTEMBER 1969 Issue III
Remimeo
(Addition to HCO POLICY LETTER OF 10 JULY 1969)
ORG PERSONNEL RECRUITMENT SEA ORG COOPERATION
Recruits and applicants to the SO via the Dianetics Course may not be
paid or uniformed. Only regular SO bed and board may be furnished.
Upon completion of the HDG, the new SO member is then entitled to
receive a 50% allowance until such time as he has passed his Sea training,
etc. as laid down in FOs.
Once all his basic training is completed he is then entitled to full
Sea Org privileges - NOT BEFORE.
It is called to attention that if the member fails to pass his DAC by
examination and by excellent auditing and case gain he is promptly
terminated as a recruit and advised to complete his DAC and auditing at a
local org at his own expense. If he passes and becomes a creditable HDG he
is of course accepted as a SO member.
L. RON HUBBARD Founder
LRH:ldm.ei.cden Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: This policy is modified by HCO P/L 13 January 1970, Org
Personnel Recruitment {Revised), on page 93 of this Volume. ]
91
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 DECEMBER 1969
Remimeo Div l's Div 2's Div 3's
ORG PROTECTION
Orgs who send their staff for training to a higher org must first
demand of the staff member that he sign a Note to the extent of
5,000 in order that he may commence the course. (Each course received
by the staff member at org expense is priced at the value of
5,000.)
Such a Note, as mentioned above, must be legally binding in that, if
he breaks his Contract, he is automatically in debt to the org for
5,000. Legal action is taken in the case of refusal to pay this debt,
or failure to adhere to regular payments until the debt has been paid off
fully. His Certs and Awards are suspended, and further training or
processing is denied until the matter is handled. SH & AO Registrars are
informed by the org of Contract breakers.
Val Docs, Div 1, Dept 3, receives the original of the Note once it is
signed and witnessed, and Accounts receives a copy for filing in the staff
member's Accounts folder. A copy is retained by the staff member and
presented to the Registrar prior to being enrolled on the course. NO NOTE =
INELIGIBLE FOR THE COURSE.
The note is withdrawn and cancelled when the staff member has
completed his Contract.
It is the intention of this Policy Letter that before Contracts are
signed and services taken at Org expense, due consideration is given to the
consequences of Contract breakage.
Lt. Robin Roos CS-3 for
L. RON HUBBARD Founder
LRH: RR:rs.rd Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
92
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JANUARY 1970
Remimeo
ORG PERSONNEL RECRUITMENT (Revised)
The following Policy Ltrs are modified:
HCO Pol Ltr of 10 July 1969 "Org Personnel Recruitment" in which org
personnel applicants are required to take an HDG course, etc.
HCO Pol Ltr of 2 September 1969 Issue III (Addition to HCO Pol Ltr of
10 July 69) "org Personnel Recruitment - Sea Org Cooperation".
HCO Pol Ltr of 14 July 1969 "New Personnel and Expansion" in which
orgs are advised not to have more than 5 Auditors which is poor advice.
These policy letters are relegated to ADVICES and are NOT mandatory
for recruitment of staff members.
In practice the idea of training staff members on the basis of a
contract only has not generally worked out as it was used by many just to
obtain a free course.
ANYONE PROVIDED WITH A FREE COURSE BEFORE OR WHILE A STAFF MEMBER MUST
SIGN AN UNDATED NOTE FOR THE FULL AMOUNT OF THE COURSE.
This also applies to courses given a staff member by a higher org.
The note must include any expenses or advances.
The original of the note is to be forwarded to the Guardian's Office
WW D/G Personnel.
There have been many ways people have come on staff. All these are
valid. Training them first should be regarded as only one of these ways.
L. RON HUBBARD Founder
LRH:rs.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: This policy is amended by HCO P/L 29 June 1971, Issue IV, Org
Personnel Recruitment Requirements Eased, and HCO P/L 21 July 1972, Issue
IV, Staff Qualification Requirements for Hiring Cancelled, in the Year
Books. I
93
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MARCH 1970
Remimeo HCO ES Hat HCO Area Sec Hat Dept 1 Hat
MODEL STAFF APPLICATION FORM
Date
I of
Block capitals Permanent Address
__ do hereby apply for a post in
City State
the _ Organization.
I understand that my signing a contract for 21/z years beginning with
the date of going on staff, any and all training and processing I will
subsequently receive while on contract will be given without charge.
Mark One.
I I (a) I wish to go on staff now and sign the contract and a note now
and do
l l any further training part time.
(b) I wish to take my HDC Course first and will sign the staff
contract and
a note before enrollment understanding that if I break the contract
the
full fee becomes due and payable and I will be refused further
training or processing in any org.
AS A CONTRACTED STAFF MEMBER I REALIZE I WILL RECEIVE MY POWER
PROCESSING IN THIS ORG WHEN MY CASE IS FULLY PREPARED FOR IT.
I am male (c) female (c) - years old, born in
Date in
Town, Country.
(If a minor, I will present written consent of parents or Guardian to
work in the org with this application.)
I (have had) (have not had) (mark one out) psychiatric treatment. If
so, give
details
I (take) (have taken) (have not been on) drugs. (Mark out 2.)
I am (married) (unmarried). (Mark out one.)
94
My (husband) (wife) (has) (does not have) any objection to my working
in the
org.
My parents (have) (do not have) any objections to my working in the
org.
I (am) (am not) connected to persons hostile to Scientology. If so,
give details
My education consists of (give details)_
I am particularly competent at (give special skills)
If employed, I agree to receive pay proportionate to org income from
week to
week.
If employed, I agree to the usual rules and regulations that govern
staff members.
Witness Signed
Witness
COMPLETE THIS FORM AND GIVE IT TO RECEPTION TO PLACE IN THE
BASKET OF HCO DEPT 1.
CS-I for L. RON HUBBARD Founder
LRH:jz.ei.rd Copyright(~) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
95
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1966
Remimeo
AdCouncil
Exec Sec Hats
HCO Area Sec Hat
LRH Comm Hat Exec Div
Dir RAP Hat HCO Div
All Exec Hats
Pers Cont Officer Hat PERSONNEL CONTROL OFFICER
As the Personnel Control Officer is in actual fact responsible for the
effectiveness of staff members, since they influence all statistics and he
is blamed for lack of good staff, the following is therefore required:
NO SEC ED APPOINTING OR PROMOTING PERSONNEL MAY BE PUBLISH
ED FOR ANY DIVISION OR THE ADCOUNCIL OR OKAYED BY THE LRH
COMMUNICATOR UNLESS IT HAS THE PERSONNEL CONTROL OFFICER'S INITIAL
UPON IT FOR THE HCO AREA SEC.
The Personnel Control Officer, not having a very high rank, may not
change the SEC ED but may only refuse to okay it.
The LRH Communicator must refuse to okay for issue any SEC ED
concerning personnel appointments or assignments or promotions unless it
already has on it the initials of the Personnel Control Officer, regardless
of who proposed it.
NO PROMOTION, TRANSFER OR ASSIGNMENT MAY BE DONE BY ANY DIVISION OR
EXECUTIVE WITHOUT ITS BEING THE SUBJECT OF A SEC ED.
Any wages drawn by a person not so appointed may be claimed by the org
from the verbally appointing person.
EXPECTED ACTION
It is expected that the Personnel Control Officer will look up the
1. Leadership Survey 2. Any Case Graphs 3. Any Case Reports
4. All Ethics records
of every personnel on an appointment SEC ED before he or she okays it.
The Personnel Control Officer must beware of low leadership scores for
executives of any rank and refuse an ok on that basis alone for executives.
Poor Case gain or a Suppressive tendency record should be definite
cause of a refusal to okay a personnel SEC ED.
Ethics records should be considered mainly on the basis of disclosing
suppressive tendencies.
No one may try or file chits on a Personnel Control Officer for
refusing to okay a SEC ED for the HCO Area Sec.
96
In any org of size the Personnel Control Officer must be separate from
the HCO Area Sec.
The initialling may not be done by the HCO Area Sec if the Personnel
Control Officer will not initial.
SEC EDs appointing Personnel Control Officers must be initialled by
the HCO Area Sec.
ETHICS ACTION
If a Personnel Control Officer initials a SEC ED and a person so
appointed turns out to be suppressive or grossly incompetent and comes to
an Ethics Hearing or Committee of Evidence, then the Personnel Control
Officer or the HCO Area Sec becomes at once an interested party and must
prove beyond reasonable doubt that due care was taken in the appointment.
If the Personnel Control Officer refuses to okay a SEC ED and can show
no reason or statistic or record why not, if challenged by higher
authority, then he or she must initial it. But if the smallest reason
exists why the appointment is questionable he is immune to any challenge.
All appointments, particularly to Executive Positions are done by
statistics and record, not by personality.
"Leaving the post empty rather than fill it with a bad personnel" is
the maxim of his judgment on initialling SEC EDs for the LRH Communicator
to ok.
L. RON HUBBARD
LRH:ml.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
97
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO BULLETIN OF 27 JANUARY 1958 (Issued
at Washington)
DUTIES OF PERSONNEL POST
Purpose: To maintain at all times a complete and accurate record of
present and past employees of the organization.
1. There should be two sections in the Personnel Files, (1) Present
Employees (2) Past Employees. Keep a file folder for each person employed
by the org. Folder to contain date employment started, date of birth,
permanent address, local address, next of kin, qualifications, name of post
or posts held and dates held, date employment ceased and any other
pertinent data, plus test copies.
2. Interview new person, determine his qualifications for a particular
post, settle on pay, determine his goals concerning working for the
organization. After new person has been employed, give him the hat folder
for the post which he will hold, making sure the folder is complete. Make
sure the duties of that post are understood by the employee. (The
department head also will go over his duties with him.) If no folder exists
for that post (if it is a new post), put together a hat folder for post and
deliver to person. Make sure the new person understands the purpose of the
post which he is to take over.
3. Deliver new person into hands of department head in whose
department he will work.
4. Dispatch HCO Secretary whenever a person goes on or goes off a
post. (If a new person, also give address and birthday.)
5. Dispatch Receptionist to set up basket for new personnel (HCO
Secretary to dispatch Reception on change of posts, removal of baskets.
Personnel does not otherwise dispatch Reception on personnel changes - this
goes to HCO for okay, posting to Org Board and advising Reception to make
proper changes on the baskets.)
6. Dispatch person making up payroll of new personnel (and their
salary), old personnel leaving, or change of regular personnel unit pay.
7. Check back later and make sure this person has written up his "hat"
for hat folder - if it's not been done before - or to make certain "hat" is
understood.
8. There should be a Check Sheet for the head of Personnel, listing
what is to be done, in order, checking off each item as it is done. When
completed, put the Check Sheet into the employee's folder mentioned in item
1.
9. When someone leaves the organization, collect a complete hat folder
for each hat he's been wearing.
10. Any staff member upon leaving the organization, or when changing
posts, must present his hat folder or folders to Personnel.
L. RON HUBBARD
LRH:rs.rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
98
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 OCTOBER 1959
Assn Secs
PUTTING NEW PERSONNEL ON THE JOB AND TAKING OVER WHEN PEOPLE QUIT OR
ARE TRANSFERRED
The first action, without deviation, in placing a person newly on post
is to find a specific and unalterable place for them to sit and where they
can store their mest and where they aren't in another person's road.
The second action is a basket (1 per person) in the comm centre.
The third action is a three basket stack for "In" "Pending" and "Out".
Use pasteboard boxes until somebody buys new baskets.
The fourth action is providing the new person with a hat (no matter
how brief until a new one is written up).
The fifth action is briefing by the Assn Sec.
The sixth action is check over by the HCO Sec on what new person
should know as a staff member (colour flash, etc.).
The seventh action is to get his pay straight with accounts.
Further actions are obvious and most important of these is to get the
new person to do some specific work.
Most of these actions are prepared before the person enters the org -
the day before at the latest.
Putting a new person in order is to have a new staff member. To
neglect him is to invite a disorderly future for him or her. These apply to
changes in post as well as new people on post.
If a new person hasn't gripped it in a week, is still begging for help
from all, he's a DevT Merchant. Unload, he won't be any better in ten weeks
and the org will be a lot worse. Such a person can't be at Cause over the
job and will only destroy the post (as witness the way you have to do his
work as well as your own - dead post).
Don't ever fill a post because it's empty. Fill it only to get more
work done. If more work isn't done you are ten times worse off having it
filled with a DevT Merchant than having it empty. You have to have three
staff members extra for every DevT Merchant you have on staff. Why -
because the coin has "efficient" on one side and "destructive" on the
other - and it never stands on edge. There are no cases on staff-ever.
Cases exist only in sessions.
REMOVAL OF PERSON FROM POST
When a person is removed from a post the Assn Sec in a Central Org or
the HCO Sec in an HCO must capture all mess, papers of the removed person,
move his dispatches back into lines and the HCO Sec must recapture the hat.
Posts are not turned over from leaving A to arriving B without the
Assn Sec and HCO Sec pitching in on it. It's the Assn Sec who dusts the
removed person off and puts the new person on. Don't leave it up to the old
person to break in the new person exclusively.
A change of post always means a review of post.
If leaving A were to be the only person to groove in arriving B the
whole org would begin to slide into strange new patterns. So capture a post
being vacated even if the new arrival was coached for a week or two by the
departing person.
At the moment of departure the Assn Sec grabs the post, the mess, the
work, the HCO Sec grabs the pending basket, the files, the hat. Everything
is put in order by these two. Then the new person is formally grooved in by
the Assn Sec and the HCO Sec. These present the new person with his post,
his instructions, his work, his hats.
It need only take a few minutes. But it makes havoc when it's not
done.
Here's where you find all the secretly closeted skeletons, the long
lost despatches, the reason why Bilch never wrote again. So don't deny
yourself the gen available in a post transfer and don't deny a new person
the security of getting his hat from the most important people in the
place.
Things work better this way.
LRH:js.rd L. RON HUBBARD
Copyright (c) 1959 99
by L. Ron Hubbard [See also reissue of the above policy on
ALL RIGHTS RESERVED 9 September 1964, Volume 7-page 287.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1965
Remimeo
All Divisions
APPOINTMENT OF PERSONNEL
The authority of appointment or assignment of personnel is as follows:
APPOINTED DIRECTLY BY L. RON HUBBARD:
HCO Executive Secretaries Org Executive Secretaries HCO Area
Secretaries LRH Communicators Saint Hill Dept 21 Aide, Co-ordinator,
Officers Estate Manager (who has the rank of Officer)
The above appointments or assignments are issued directly and
individually. This includes Acting and Deputy titles as well. APPOINTED
DIRECTLY BY ADVISORY COUNCIL:
Secretaries of Divisions (Deputies or Acting or permanent)
The above requires no further authorization or advices except
AdCouncil Minutes. APPOINTED BY SECRETARIES:
Directors of Departments (Deputy or Acting)
This requires only notice published in AdComm minutes. APPOINTED BY
DIRECTORS:
Officers and In-Charge (Deputy, Acting or permanent)
By despatch and posting. APPOINTED BY OFFICERS:
All personnel below the rank of Officers (Deputy, Acting or permanent)
A DEPUTY is assigned where the appointment is already filled by
another. A Deputy is a second in command who acts in the absence of the
actual appointed person.
An ACTING is a provisional appointment which if held with good
statistics for a year may be made permanent and the prefix Acting is
removed.
A PROVISIONAL is used to designate anyone who has served in orgs less
than a year.
Deputy, Acting or Provisional appointments may be changed without Comm
Ev or cause.
A Permanent appointment may be changed only with a Comm Ev.
"Staff Status" is a result like a certificate, depending on study,
service and examination. It is assigned by number derived from study,
service and examination.
It is courtesy to inform superiors of appointments.
It is mandatory to inform the Org Bd Section of Dept I and the
Personnel Officer
and Accounts.
L. RON HUBBARD
LRH:ml.cden
Copyright (c) 1965
by L. Ron Hubbard {Amended by HCO P/L 12 July 1971, Issue III
Appointment
ALL RIGHTS RESERVED of HCO Area Secretaries, in the 1971 Year Book.]
100
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 FEBRUARY 1966
Remimeo Executive Hats APPOINTMENTS AND PROMOTIONS
When a staff member is promoted, the principle will be solidly held
that if the post just vacated by him or her goes into Emergency or Danger
Condition within 90 days the promotion is to be suspended and the staff
member is to resume his or her former post.
It is obvious that a post which is not well organized or is held up by
personality alone will slump if changed.
A staff member being promoted may therefore object to the personnel
officer concerning a successor he does not believe capable.
The staff member being promoted has a dual responsibility - to learn
his new post and to write up his old hat and break in his successor
properly.
In expanding organizations our greatest liability is promotion. It is
vital and necessary, but it tends to lose lines and leave a messy lower
strata in the orgs which can swamp them.
This follows as well Policy on undoing changes which occurred just
before a slumped statistic.
The Advisory Council and AdComms must always look at this factor of
persons promoted off a post just before a slump as the probable best reason
for the slump.
Similarly a person taking over a new post is in a Power Change
Condition and must not alter anything or do anything rash until enough time
passes for him to appreciate what the new post is all about. Most slumps
following after a promotion occur because the new occupant of the old post
has either lost the post's lines or has made some brand new order that
applies to nothing real. There is no majesty and innocence like ignorance.
The first day of a yacht under a new owner is the hardest day of its life
as he throws all the bits overboard that propped open the hatches thinking
they were kindling wood, tries to hoist the sails with a can opener and
runs the engine on the galley fuel.
A staff member is rarely promoted unless his statistic is good. That
means the old post he leaves is in good shape. If the old post slumps under
a new appointee then that new appointee must have thrown away the lines and
ordered the main cabin turned into the sail locker and the engine into the
anchor. It will take the old holder of the post weeks to get it running
again and he is obviously the only one that can. Further, he goofed in
letting an incapable or fast change artist fill his former shoes and he
didn't yell when he noticed next day that the keel had been hoisted as the
mainsail as soon as he, promoted, left his old post.
New brooms love to sweep clean. Especially the competent orders of old
brooms.
Taking over a post in danger or emergency is a feather in one's cap
when it rises to normal under new management.
Taking over a post in normal operation and getting it into emergency
or danger requires a lot of stupid changes or no work at all and should be
the subject of an Ethics hearing.
But also, the old holder of the post must be returned to it regardless
of holes left at the top for otherwise a hole exists below and the org will
sink into it.
I speak from long, hard experience. Time and again I have had to
resume a post I had left because it collapsed. So I have become very
careful of who succeeds me on a post. Very careful indeed. And I train them
individually and heavily no matter what new post I now hold. The bigger we
get the more I get promoted so I have to keep it up.
L. RON HUBBARD LRH: ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL
RIGHTS RESERVED
101
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 MARCH 1967
Remimeo
All Execs
Org Exec Course
(Div 1 Dept 1
Personnel) URGENT AND IMPORTANT
Div 1 Dept 1 for
Adherence
Tech Sec for (Reference HCO B of 22 Mar 67
attention Alter-Is and Degraded Beings)
attention PERSONNEL REQUIREMENT
A Scientology org must be at CAUSE over the environment and public.
Whenever it has gotten into trouble it has slipped to effect.
It is only the negligence or alter-is or non-compliance on the part of
certain persons on staff or in the professional employ of org (such as
attorneys, accountants) that gets the org in trouble.
Such beings are uniformly degraded beings. They are at best pcs. They
are not truly staff members or effective professionals.
The more degraded beings you employ or retain as professionals to
"fill a post" or "need a lawyer" or for any other reason, the more the org
will be at effect.
These are the people who get you and your org in trouble.
Their characteristic is alter-is of tech, alter-is of policy, and non-
compliance with Tech, Policy and orders.
Where these characteristics are spotted in a person hired on staff the
person is only qualified to be a pc and MUST NOT BE RETAINED ON STAFF or as
a professional contact.
This is a different thing than a suppressive. A suppressive is seeking
to destroy knowingly and gets no case gain.
"Degraded being" is a harsh term but a true one. It means a person who
is at effect to such a degree that he or she avoids orders or instructions
in any possible covert or overt way because orders of any kind are confused
with painful indoctrinations in the past.
This person cannot be at cause without attaining OT Level 3. Therefore
they prevent the org from being at cause as they cannot be at cause
themselves and will not let the org or anything else be at cause including
executives.
Persons who alter-is tech or refuse to comply with proper legal orders
constitute a class of pcs we can process gently and happily but MUST NOT
employ.
Further an org that goes mad on "process the whole staff" continually
regardless of duties has a degraded being complex. ("Us poor equal
thetans".)
In such an org the degraded beings outnumber the Big Being staff
members. Such an org is not at cause over the environment but is a sort of
mutual aid society or a self
102
treating mental ward where the inmates use Scn to treat each other but
are but dimly aware of the outer environment.
In a staff member we expect lots of auditing and case gain. But we do
not expect him to be on staff yet only capable of being a pc (as he alter-
ices and non-complies).
We are completely happy to service such. We refuse utterly to use them
on staff.
A staff member must be capable of being, with the org, cause over his
environment.
It is policy that an executive may not retain on his staff or in his
division or in the org any repeatedly alter-icing or non-complying staff
member but must see the person dismissed, gently but firmly and put in a pc
status only.
Personnel Officers hiring persons who have little ability to be cause
over their own life environment are in violation of this policy.
We can process and bring up to stature such beings. But they are pcs
entirely and cannot do other than bring an org down to the effect level and
so get it into often severe trouble. They are the source (next above
suppressives) of all org executives' overwork and woe.
The cash-bills ratio of an org is a very good index of the proportion
of degraded beings on its staff or even in charge of things there.
An effective remedy for WW on such an org is to send someone to
examine alter-is and non-compliance in that org and dismiss all staff so
inclined. The org, even with 2 who are Big Beings left in it, will do
better!
This policy letter is based on new tech data concerning thetans. When
complied with it will increase the effectiveness of orgs many times over.
Our problem is to lift up people. We cannot do so if we are internally
held down.
If our orgs are not maintained at cause then we fail the millions for
the sake of being stupid about a few. Remember, we have not abandoned
anyone by refusing him or her staff status.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
103
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
RED ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 22 MARCH 1967
Remimeo
Level (c) IMPORTANT
ADMIN KNOW-HOW ALTER-IS AND DEGRADED BEINGS
Alteration of orders and tech is worse than non-compliance.
Alter-is is a covert avoidance of an order. Although it is apparently
often brought about by non-comprehension, the non-comprehension itself and
failure to mention it, is an avoidance of orders.
Very degraded beings alter-is. Degraded ones refuse to comply without
mentioning it. Beings in fair condition try to comply but remark their
troubles to get help when needed. Competent higher toned beings understand
orders and comply if possible but mainly do their jobs without needing lots
of special orders.
Degraded beings find any instruction painful as they have been
painfully indoctrinated with violent measures in the past. They therefore
alter-is any order or don't comply.
Thus in auditing pcs or in org, where you find alter-is (covert non-
compliance) and non-compliance, given sensible and correct tech or
instructions, you are dealing with a degraded low level being and should
act accordingly.
One uses very simple low level processes on a degraded being, gently.
In admin, orgs and especially the Tech Div where a staff member alter-
ices, or fails to comply you are also dealing with a degraded being but one
who is too much a pc to be a staff member. He cannot be at cause and staff
members must be at cause. So he or she should not be on staff.
This is a primary senior datum regulating all handling of pcs and
staff members.
A degraded being is not a suppressive as he can have case gain. But he
is so PTS that he works for suppressives only. He is sort of a super-
continual PTS beyond the reach really of a simple S & D and handled only at
Sect 3 OT Course.
Degraded beings, taking a cue from SP associates, instinctively
resent, hate and seek to obstruct any person in charge of anything or any
Big Being.
Anyone issuing sensible orders is the first one resented by a degraded
being.
A degraded being lies to his seniors, avoids orders covertly by alter-
is, fails to comply, supplies only complex ideas that can't ever work
(obstructive) and is a general area of enturbulence, often mild seeming or
even "cooperative" often even flattering, sometimes merely dull but
consistently alter-icing or non-complying.
This datum appeared during higher level research and is highly
revelatory of earlier unexplained phenomena - the pc who changes commands
or doesn't do them, the worker who can't get it straight or who is always
on a tea break.
In an area where suppression has been very heavy for long periods
people become degraded beings. However, they must have been so before
already due to track incidents.
Some thetans are bigger than others. None are truly equal. But the
degraded being is not necessarily a natively bad thetan. He is simply so
PTS and has been for so long that it requires our highest level tech to
finally undo it after he has scaled up all our grades.
Degraded beings are about 18 to I over Big Beings in the human race
(minimum ratio). So those who keep things going are few. And those who will
make it without the steam of the few in our orgs behind them are zero. At
the same time, we can't have a world full of them and still make it. So we
have no choice.
And we can handle them even when they cannot serve at higher levels.
This is really OT data but we need it at lower levels to get the job
done.
LRH:jp.rd L. RON HUBBARD
Copyright(~) 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
104
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1969
Remimeo Exec Hats Dept 1 Hats
PERSONNEL PLACEMENT & PURPOSES
People basically want to work.
As has been long since expressed, an Executive's sole resource is the
willingness to work of his staff. And an individual's willingness to work
increases or decreases depending directly upon the degree to which he can
follow the line of his basic purposes.
People are different, they are not all the same, and they do have
different purposes.
And Ethics' purpose of removing other-intentions from the environment
does not somehow involve pressing everyone into some common mold.
True we all share common purpose in seeking to free our fellows - but
one serves it better as an auditor, another as a Franchise holder, another
in the Sea Org. Each according to his own abilities & individual purpose
line.
PERSONNEL PLACEMENT
Therefore personnel placement must give the highest attention possible
to the purposes of the individuals placed. And when out of necessity
placing someone in a job that he does not want, that person must have a
concrete (& not at all vague) assurance that is real to him that the
measure is not meant to be permanent and that as soon as he's made things
go right in that area he will be shifted to a post more in keeping with
what he seeks.
To do otherwise will only accomplish a gradient of degradation &
suppression towards the end, if prolonged too long, of loss of the staff
member.
The point is simple: someone who does not want a hat (however loyally
he analytically attempts to make it go right for the good of the group)
will eventually goof it up unless successful accomplishment of a result on
it will CLEARLY lead to major progress on the line of his own highly
particular purposes.
It's not particularly difficult to unearth by two-way comm why the
individual came into Scientology, or joined the org, or what he hopes to be
able to do as a result of gaining org experience. Man, that's where he
lives!
This obviously does not include the momentary whim of someone
suffering a set-back to "be the janitor" for a while.
For the individual, no license is given herewith to fail in his
assigned duties without full consequence: the right granted hereby is to
claim proper reward for successful accomplishment in the form of a more
desired post. The caution made to the Executive is simply not to keep the
pianist hanging pictures longer than he must.
PLACING "EXPERTS"
In general in a choice between 2 personnel, one person with little
experience on a specific post yet with a purpose line running through his
history that leads him to actively want to do that post and a second person
classed as an expert in the wog world
105
on the detailed functions of that post yet with no desire at all to do
it now (averts?), choose the first one every time.
He's the one that'll find a way to educate himself on all its duties
inside 3 days. He's the one whose graph, even if starting low will look
like
The second person's graph, while apparently starting high will dwindle
down to nothing and his "expertise" eventually serve only to glibly
convince the previously willing around him that "nothing can be done
anyhow".
On occasion the 2nd individual can be used as a shock troop to handle
an emergency where there is no time for the first person to spend his 3
days. But to then keep him on that job without a real, to him, hope of
getting on to his purpose line will uniformly lead to disaster.
EXECUTIVE FUNCTION
AN EXECUTIVE ENABLES HIS JUNIORS TO HAVE RISING STATS.
From one viewpoint, that's all an Executive does as an executive.
ENABLES, you'll notice, not "forces". The Executive provides channels & co-
ordination so that his juniors can get on with the job.
People basically want to work. And our purpose is so identical to the
most basic purposes of a thetan (common purposes exist too), that an
Executive should expect the highest enthusiasm on the part of his staff.
And he can get this so long as he makes it increasingly easier for
staff to do their jobs and realizes that someone who has stopped producing
has fallen (or been pushed) off his basic purpose line.
(1) Therefore persons should be asked before placement if they want
that particular job. And given it only if they do.
And in accordance with HCO Pol Ltr 24 Feb 69 (2) The Executive should
protect his staff from false reports, false conditions and unreasonable
transfers.
(3) The Executive should disenturbulate his area by finding and
exposing the false reports.
Guy Eltringham Research and Projects Officer for
L. RON HUBBARD Founder
LRH:GE:nt.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
106
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JANUARY 1970
Remimeo ECs
TECH ADMIN RATIO
HCO Policy Letter, 30 April, 1965, "Emergency, State of," paragraph
five, as below, must not be used to delay Org Programme No. I per LRH ED 49
INT.
"NO NEW PERSONNEL
No personnel may be added to the portion in a State of Emergency. No
new people may be hired on for the portion in a State of Emergency. No
personnel may be transferred to a portion that is in a State of Emergency,
unless an incumbent is transferred off, and in such a way that the
personnel of the portion does not increase in number."
An Org's personnel ratio (one in HCO and one in Pub Divs to one Tech
personnel) must be corrected NOW according to Org Programme No. 1
regardless of what condition the Org, Org portion, division or section is
in. The correction of personnel ratio as per above is an immediate action.
L. RON HUBBARD Founder
LRH:jz.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
107
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JANUARY 1970 (Cancels HCO PL 28 Oct '69 LRH
Comm Hat Modifies HCO PL 8 May 66 LRH Comm, No Other Hats)
Gen. Non Remimeo HCO Exec Sec HCO Area Sec LRH Comm
TECH: ADMIN RATIO AND LRH COMM ASSIGNMENT CENTRAL AND AREA ORGS
This policy gives a table to establish the assignment of the LRH Comm
Hat which is worn by the HCO Exec Sec or the HCO Area Sec or separately and
solely, depending on the number of staff employed and their allocation in
the Tech Admin ratio.
In the basic unit of 3 persons on staff, the LRH Comm hat is worn by
the HCO Exec Sec. who continues to wear it until there are one or two
persons assisting the HCO Area Sec. at which point the latter takes over
the hat. By the time the staff totals 27 overall, the HCO Area Sec must
take the hat over from the HCO Exec Sec.
Table 1 shows the suggested allocation of staff, with 18 Admin
(maximum), 9 Tech (minimum). The allocations in the Admin Divisions are not
absolutes, as long as the Admin staff do not exceed 18 in total.
Note that the Org Exec Sec is included in the Tech figure and that
Treas Dir is included in the Admin figure, as are Tech Services personnel,
whether in Dept of Tech Services, or in the Dept of Exams (e.g. invoicing,
routing).
TABLE I 27 TOTAL STAFF
HCO EXEC SEC ORG EXEC SEC PUBLIC EXEC SEC
HCO Area Sec + 2 Treas Sec & 8 (max)
Tech Services 2 total
Dissem Sec + 2 6 - 7 (about)
Tech & Qual
9 (max) 8 (min)
9-10 (about)
18 Admin (max): 9 Tech (min) = 27
As the Org increases in size, the Tech Admin ratio reduces towards 1:
1.
By the time staff totals 45 the HCO Exec Sec appoints a full time LRH
Comm who holds the hat separately.
Table 2 shows an allocation of staff of 26 Admin (about) to 19 Tech
(about).
TABLE 2 45 TOTAL STAFF
HCO EXEC SEC LRH COMM ORG EXEC SEC PUBLIC EXEC SEC
HCO Area Sec + 3 Treas Sec and + 10 (about)
Tech Services 11 (about
Dissem Sec + 4 4 total
15 (about) Tech and Qual
18 (about) 19 (about)
26 Admin (about): 19 Tech (about)= 45
When staff totals 76, the Tech Admin ratio must be 1: 1, with
allocations roughly as in Table 3.
108
TABLE 3 76 TOTAL STAFF
HCO EXEC SEC LRH COMM ORG EXEC SEC PUBLIC EXEC SEC
HCO Area Sec Treas Sec and + 15
Tech Services
+ 5 (abt) 7 (abt) 16 (about)
Dissem Sec
+ 6 (abt) Tech and Qual
+37 21 (about) 38 (min) 38 Admin: 38 Tech= 76
As Divs 1, 2 and 3 are heavy on Admin (Address, CF and Ltr Regs,
Accounts), that side of the Org Board has slightly more than the Public
Divisions, when the ratio is strictly 1: 1.
At 150 total staff, Exec Secs will need assistance on their comm lines
and one Admin person is assigned as Exec Secs' Communicator, who will work
up to Div IX Sec.
The Div IX Sec can gradually acquire assistants to strengthen the Exec
Secs and the LRH Comm. Such assistants are always included in the HCO
portion's allocation.
APPOINTMENTS
LRH Comms are appointed on the nomination of the Org's HCO Exec Sec
and ratified by the Guardian WW on the recommendation of the LRH Comm WW.
GUARDIAN'S OFFICE
Guardian's Office personnel are external to the Admin-Tech ratio.
FACILITY DIFFERENTIALS
Existing facility differentials awarded by the Founder which give
extra personnel to an Executive may remain but are included in the Tech:
Admin ratio as Admin personnel.
EXISTING FULL TIME LRH COMM ASSIGNMENTS
Where an LRH Comm is separately assigned already in an org, he must
remain on that post, regardless of the number of personnel on staff, but is
included as Admin personnel.
Lt. K. Urquhart CS-7
Approved by Aides Council Flag for L. RON HUBBARD
LRH:KU:jz.rd Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The last paragraph is the full text of HCO P/L 29 January 1970,
Issue 111, modifying the 27 January issue of the above Policy Letter.]
[This Policy Letter is amended by HCO P/L 9 July 1970, LRH Comm-Single
Hatting, which states, "Any restriction on the appointment of a full-time
single hatted LRH Comm for any reason whatever is cancelled. (c)
109
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 FEBRUARY 1961 Issue II
CenOCon
CHOOSING PE AND REGISTRATION PERSONNEL
Control= Income.
When you have people who cannot control people on PE and Registration
posts your income falls or vanishes.
This comes about from the state of "self-determinism" in the society
today. What with advertising and stepped up political and economic
controls, the "self determinism" of the general public is only re-activism.
As any control we exert upon the public brings about a better society,
we are entirely justified in using control.
The best control, for PE and Registration purposes, includes the
greater good of the applicant. Therefore, KNOWINGNESS must be included with
Control. One must discover what is best for the applicant and then control
him into obtaining it. Leaving it up to his "self-determinism" is really
leaving it up to his reactive mind.
With our current run-down of processing (S.O.P. Goals) any staff
member will sooner or later get his or her control button freed up.
But if there are financial emergencies, as these affect all staff, the
entire staff should be tested out for knowingness and control and those
members who are best at it should be placed in Registration and the PE
Foundation.
Priority of personnel by degree of ability to control is as follows:
Chief Registrar (Body Reg) PE Director Letter Registrar D of P PE
Personnel D of T
The best test for good control is not the E-Meter. The E-Meter mainly
registers bad control and selects people out, rather than in. The E-Meter
is better used for elimination of candidates rather than their choice.
The best test is Upper Indoc. By conducting an Upper Indoc class for
the whole staff, income would be bettered anyway. But carefully grading all
staff who take it will result in singling out the persons capable of good
control.
A good control person for our purposes would have a free or nul needle
on control and help and would probably have high E and F traits on the
graph. A high S trait is probably not disqualifying for our purposes here.
110
Disqualification for a Registration or PE post would be:
E-METER
Falls or changes Pattern when control is mentioned.
Falls or changes pattern when help is mentioned.
GRAPH
Has a low E and/or F trait.
Has a low S trait.
I.Q.
Has an I.Q. below 120.
APTITUDE (Accident Test)
Has a bad score.
PROCESSING
Does not respond to Rising Scale Processing. (Note: SCS behaviour as a
pc is not a good index as control ability may be obsessive and still serve
our purpose.)
UPPER INDOC
Cannot get intention into the ash tray.
Is easily flunked by person being "processed".
Is balked by failures to control.
The control factor of a staff member in the Registration and PE Posts
is sufficiently important to warrant such study and care by an HCO Sec or
Assn Sec. Time spent on this for a bit is better spent than on "some new
campaign". Bad control personnel on Reg and PE posts will waste whoever is
driven in anyway.
CASE HISTORY
HASI London has a very poor control index. This is due to the
historical bad character of control in England.
HASI London has had a very difficult time with finance of recent
years.
These two facts are associated closely. Due to the control character
of the British public, the control necessary from HASI London to the public
is called upon to be extraordinarily good, better than anywhere else.
To substantiate this, once Mary Sue, whose control factor is good,
took over suddenly as Registrar - D of P in London, and in her first week
of office signed up (and got wins for) 15 preclears as opposed to the
average 5 when a bad control personnel had the post. Her 15 pcs (with wins)
continued as long as she was Reg - D of P. a matter of many weeks.
As soon as she went off, the organization dipped back toward 5 a week.
No announcement of her presence or departure was made. No extraordinary
promotion
111
was attempted. Control must have been a primary factor as this was
many, many years ago when her altitude was slight.
DOMINATION
Dominance of others is a control symptom. We are not looking for
pleasant control - we are looking for effective control. It is sometimes
found in rather aberrated persons. Napoleon had a high control factor and a
high I.Q. and practically nothing else. But the control factor does not
need to be aberrated as per the above case history.
As a staff member, if you want to know why your unit is low, demand a
view of the results of all the above mentioned tests on Registration and PE
personnel and require that those persons in the organization who show up
best on the above-listed tests be placed in the Registration and PE posts
in accordance with the above priority. Your income will go up.
SUMMARY
At this stage it is necessary that our best control personnel come
into the closest contact with the public.
Income is proportional to the control exertion of our personnel.
People with an abiding faith in the "self-determinism" of public
persons should not be allowed near PE and Registration lines.
The control skill of a staff member can be tested. Bad control factors
are most easily recognised. Staffs should be tested on control.
Current run-down will eventually boost up all staff members to a high
level of control. We may not be able to afford to wait and let income
suffer.
The whole staff can have its control level raised by Upper Indoc.
Upper Indoc is the most reliable test of control skill.
People who can control others are not necessarily our sanest people
but are our most effective people on PE and Registration lines.
HCO Secs and Assn Secs should review this control factor in PE and
Registration personnel as the fastest means of improving income. Steps
taken, however, should keep in view the morale of staff and staff members,
and that control can be directly remedied by processing. A seriously bad
control person on PE and Registration lines should, however, be transferred
rather than processed at once.
We have always seen that our best auditors made our best staff
members. Well, these were, of course, our highest persons on control.
L. RON HUBBARD
LRH:js.vmm.cden Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS
RESERVED
112
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 30 APRIL 1959
(Convert)
ADDITIONAL STAFF AUDITORS
In order to procure enough auditors for the HGC and to conserve unit
pay, the following system may be used:
All auditors on administrative posts excepting only department heads
shall be listed in order in such a way as to avoid consecutive listing from
one department.
Thereafter, this rotating list shall serve as an "on call" list for
staff auditor duty.
All short term pcs, so far as feasible, shall be assigned against list
and long term pcs shall be assigned to regular staff auditors.
Example: Smith, HPA: CF Clerk
Jones, BScn: Tr Admin
Brown, HCA: Letter Registrar
Peters, HPA: Address files,
etc. down through all Admin staff.
An extra staff auditor is needed one Monday. Smith is assigned to the
pc that week.
The following Monday a staff auditor is needed. Jones (whose name
comes next) is assigned.
A month later another extra staff auditor is needed, Brown is
assigned, since Smith and Jones have already done theirs.
When the end of the list is reached, it is started at the top again.
Then two or three extra auditors are needed, two or three are pulled at
once.
The Admin staff person doing extra auditing spends all the time left
in his working after auditing, at his own job, trying to keep it caught up.
I have seen so many staff posts stay vacant a week or three without
bringing the Org to harm that this plan seems feasible.
Town auditors should be used, when used, mainly on evening and weekend
pcs.
This plan also has the virtue of keeping auditors on Admin from losing
out and getting rusty.
L. RON HUBBARD
LRH:mp.gh.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
113
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
CenOCon HCO POLICY LETTER OF 13 MARCH 1961
Attention:
Assn Sec
HCO Sec
D of P
D of T STAFF AUDITOR TRAINING
Only full time staff auditors in the HGC may be trained during working
hours - to wit: their late afternoon briefing period. No other staff member
may be so trained even though he is a potential staff auditor.
All other staff or field persons may be trained for staff auditing
during a one or two evening a week briefing or tape playing period.
No field auditor may be trained free during an evening briefing period
unless he or she has signed a contract to work full time for the
organization for one year. The organization is to be the sole judge of when
such person is to be called up for employment.
No staff person may be trained in such an evening briefing unless he
has signed a contract to work for the organization for one year.
No certificate is furnished for this briefing day or evening but note
of receiving it should be entered in Academy rolls.
The following is the contract that must be signed by the person and by
HASI: HUBBARD ASSOCIATION OF SCIENTOLOGISTS INTERNATIONAL STAFF EMPLOYMENT
CONTRACT (To be filed when signed with the Assn Sec's Sec)
I do hereby contract with the Hubbard Association of Scientologists
International to serve for at least one year on HASI or HCO staff at units
not less than those of a staff auditor in return for a briefing course
conducted in the evening by the HASI during one or more nights per week.
I understand fully that failure to continue this briefing course once
begun does not cancel this contract.
I understand further that this employment will commence at the sole
discretion of the HASI.
I also understand I may use these materials in my own practice until
called for employment.
I also understand that a penalty of ?250 (or
750) will be levied against me if I fail to execute this contract, as
a payment for the training in lieu of my failing to take employment, and I
do undertake to pay this sum at once upon my refusal to accept employment
when offered.
By my hand and seal this day of 19
(c)
Witness Signature
Hubbard Association of Scientologists International by:
Witness
LRH:jl.rd L. RON HUBBARD
Copyright (c) 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
114
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
RAP Hats HCO POLICY LETTER OF 21 AUGUST 1964
Tech Hats Reissued on 7 June 1967
Qual Hats
STAFF AUDITORS
All auditors working in an HGC in any Central Organization or City
Office must be full time staff members in the Day Org or full time in the
Evening and/or Weekend Foundation.
No auditor may be "on call" or "part time" in a Central Org or City
Office HGC. An auditor is either a staff auditor, working full time on
units, or he may not audit for the organization.
There will be no exceptions to this policy permitted.
Three organizations have at one time or another nearly gone extinct
because they employed outside auditors on an occasional or "consultant"
basis. They keep several auditors "on call" and when they have a pc for
them call them in. This measure is only an effort to preserve units. It is
foolish as it eventually destroys units.
At least three great evils result from "the consultant policy".
1. There is no way of setting up a staff training programme or a staff
auditing programme that includes such people.
2. Technical result suffers because the pc is not really given an HGC
auditor but someone who is not under direct control of the D of P.
3. HGC pcs often wander off from the HGC and turn up later in
somebody's practice - even though the org investment in procuring that pc
was great.
There are other lesser reasons. But there is no point in detailing
them.
Outside (non-staff) auditors have often been of great assistance to
orgs and it is regretted if this seems critical of them. Other outside
auditors, however, have not been.
The FIRST REASON AND LAST REASON FOR THE EXISTENCE OF A CENTRAL ORG OR
CITY OFFICE IS TO HOLD UP THE TECHNICAL STANDARD OF AN AREA.
That is POLICY ONE in every Central Org and City Office. I would never
have established them except that it became obvious that they were the only
way to hold up and maintain the technical standard of Dianetics and
Scientology.
I can get data to them, supervise their auditing and training and act
to correct technical abuses. I cannot do this in areas where there are no
orgs that are in effect part of my office.
The moment an Org passes auditing and training to the field, the field
is holding the standard and I can no longer directly maintain a high
technical standard in that area.
The fmal test is the actual experience. In an area where an org uses
the field on a casual labour basis to do its technical, I very soon begin
to receive nothing but entheta on my Standing Order # 1 lines (public comm
lines). The theta comms vanish. There's nothing but natter. So I look and I
find every time that the org responsible for that area has ceased to
deliver tech service through staff members, but is using a "consultant"
plan.
This "consultant plan" seems sound to orgs. In weeks when there are no
pcs they don't have to pay the auditors. Sounds good.
But it is in violation of Org Policy Number One. The org is only there
to hold a standard. When it passes that to the field, it isn't there at
all. And sure enough it rapidly starts to go broke.
There is another aspect to this. How about the field auditor who
depends on "an occasional pc in the HOC". It sounds good to be able to do
his own too. But actually he is often merely being denied his rightful job
as a staff auditor.
So there will be no more of this "consultant auditor" idea.
Hire only full time Auditors. And hire in high ratio to the number of
admin staff.
LRH:jw.jp.rd L. RON HUBBARD
Copyright (c)1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
115
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 JULY 1965 Amends and cancels HCO Policy Letter
of 5 July 1965
Gen Non-Remimeo
ASSIGNMENT OF TECH PERSONNEL
QUAL DIV
Auditors are fully assigned by name to the Qual Div. The practice of
borrowing auditors from the Tech Div confuses the lines.
Assign enough auditors to Review to take care of the work. If it is
too consistently an overload, assign additional auditors, but on a
permanent org board basis, not a daily borrowing.
TECH DIV
First call on the auditors of the HGC who are not working is the Dir
of Tech Service (Dept 10).
If the Director of Tech Service has no use for them, the second
priority on idle auditors is Dir Comm for Expediters.
COURSE SUPERVISORS
First call on Course Supervisors who have no students or whose classes
have been combined so as to leave them with no students is the D of P.
Second call is Academy Admin and third call is Dir Comm and nothing may
interrupt any of these priorities.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
116
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1966
Gen Non-Remimeo St Hill only Staff SHSBC Students Qual Sec Hat Tech
Sec Hat D of T Hat Supvsor's Hats
REQUIREMENTS FOR A SHSBC SUPERVISOR
To be appointed as a Saint Hill Special Briefing Course Supervisor
someone must meet the requirements of the Personnel Control Officer, as per
HCO Policy Letter of 13th February 1966.
Additionally someone must:
(A) Be a contracted SH Staff member.
and (B) Be at least a Class VI (prov) trained Auditor and be a Clear
or a Clearing Course Student (which means, of course, that they have been
released on all levels 0 to VI).
DIRECTOR OF TRAINING
The same requirements apply to the D of T of the SHSBC. However he/she
must have further technical experience such as:
(A) Have been an SHSBC supervisor with good statistics.
or (B) Have been a Director in another Department of Tech or Qual
Divisions with good statistics.
or (C) Have been an Interne at Saint Hill with good statistics.
L. RON HUBBARD
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
117
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 JUNE 1966
Remimeo
APPOINTMENTS - LRH COMM AND EXECUTIVE SECRETARY AND ASST GUARDIAN AND
OTHERS
In all appointments of LRH Communicators, Executive Secretaries and
Assistant Guardians in all orgs, Continental Exec Divs and WW, Clears have
top priority.
Such appointments also have top urgency in becoming Clear.
In making such appointments the following considerations should be
taken into account:
1. Clear 2. Good statistics prior to appointment or while not yet
Clear 3. Length of time in orgs 4. Staff Status attained
5. Experiential track.
After this date, LRH Comms, Exec Secs, Assistant Guardians, Divisional
Secretaries, Executive Secretary Communicators and Departmental Directors
may not be given permanent appointments unless Clear and may only hold
Deputy Status unless Clear.
When cleared, a Deputy may then be appointed "Acting" which, if held
successfully for one year may then be designated as a full appointment.
If there is a Clear on a staff who fulfills the requirements (as given
1 to 5 above) but who has seniors who are not actively progressing toward a
state of Clear, then the Clear must be appointed to a top executive post,
supplanting if necessary any senior who is not actively making a successful
effort to become Clear in the immediate future.
Any LRH Communicator, Guardian, Assistant Guardian, Executive
Secretary, Divisional Secretary or E.S. Comm or Departmental Director,
Deputy, Acting or Permanent, who is not making rapid and visible progress
up the Gradation Chart by standard technology toward a state of Clear may
be ordered to a properly convened Committee of Evidence on the following
charges as they apply:
(A) Failure to personally apply Scientology;
(B) Lack of effort to improve one's case;
(C) Disagreement with standard technology;
(D) Use of other practices instead of Scientology;
(E) Suppression of an organization;
(F) Blocking Clears out of executive posts;
(G) Preventing people from becoming Clear.
118
If found guilty of one or more of the above charges the executive may
be removed from post or demoted by the Findings when approved and
supplanted by a Clear or a staff member who is making good case progress
and otherwise qualifies as per 1 to 5 above.
It is the unmistakable intent of this policy letter to give Clears
executive appointment priority and to have all senior Scientology
executives Clear and to supplant as senior executives all persons not
making reasonable progress in that direction.
Momentary case difficulties, temporary bog-downs lasting no more than
3 months and physical illness are not to be interpreted under the heading
of no-case-progress.
Failure to actively work toward the state of Clear or failure to make
any progress toward Clear or trying to keep Clears out of top appointments
are the basic data to be used in applying this policy letter.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 SEPTEMBER (c)1968
Remimeo
EXECUTIVES TRAINING AND CASE LEVEL
The requirement for Senior Execs such as Exec Secs, Secs, LRH Comms,
Ethics Officers and Div 1 Dept I, as well as good Ethics records, good
stats on post, is that they are technically trained to SHSBC level and are
OT III.
It is proven that a person who is technically trained is much more
able to handle work and personnel than an untrained individual.
As reality is proportional to charge off it is vital that our Senior
Execs are at least OT III.
Any HCO ES, Org ES, Public ES, LRH Comm, Divisional head, Ethics
Officer and Dept 1 Personnel who are currently on post and who do not meet
these requirements are expected to immediately get stuck into their
auditing and training and be completed within the next 6 months.
It is quite vital that an LRH Comm be trained as an LRH Comm is
supposed to hold the tech line firm and not allow additives or alter-is.
Irene Dunleavy
LRH:ei.rd CS - 7
Copyright Q) (c)1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
119
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MARCH 1969 Issue III (Amends HCO PL 24 April,
1968, Issue II)
Gen Non
Remimeo Franchise
PUBLIC DIVISIONS STAFFING QUALIFICATIONS
The Public Divisions are an extremely important area of action on the
Org Board. These Divisions keep the new people coming in, businesses
continuing and expand an Organization.
So in fact much is required of Public Divisions personnel. They must
be of a high cause level in carrying out the old programmes and building
new ones.
It is very clear that without the Public Divisions an Org will not go
very far.
To understaff these Divisions or to unmock them with ineffective staff
is an act of unstabilizing an organization's future and depriving
Scientology of a faster dissemination level.
Dissemination Division is also very important but where would it be
without the Public Divisions creating a public for it to disseminate to?
Exactly nowhere and expansion would dwindle more and more each day.
There are specific qualifications required of the Public Divisions and
their personnel:
1. Anyone with a thick ethics file is NOT allowed to work in the
Public
T (c)...
Divisions.
2. Any new Public Divisions staff who do not attain Staff Status I
within three weeks of joining the Divisions are to be sent to PCO for
reassignment.
3. Any new Public Divisions personnel must be Grade IV Release within
one month of starting in any of the Public Divisions.
4. Each Public Division must have a Secretary and three Directors on
post.
5. There must be a fulltime booksalesman on post.
6. Every staff member in the Public Divisions must be Staff Status IV
within two months of appointment to any Public Division post.
When any Public Divisions personnel has achieved Staff Status IV and
Grade IV Release he or she is fully entitled to wear the Public Divisions
Badge which is obtainable from Qualifications WW via your own Org Dept of C
and A.
(INFINITY Brassy Metal - ARC
Tom Morgan - Public Exec Sec WW
Jim Keely - Qual Sec WW
Bruce Glushakow - HCO Area Sec WW
Ad Council WW
Rodger Wright - LRH Comm WW
LRH:ei.cden Jane Kember - The Guardian WW
Copyright (~)1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
120
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 1 MAY 1958 (Issued
at Washington) EMPLOYMENT QUALIFICATIONS
Effective July 1, 1958 no person whose profile is below the centre
line of an OCA or APA or whose IQ is below 120 or whose cases do not
improve easily with auditing may be employed on any technical or
administrative post of Scientology organizations nor may they be continued
on such post.
Employment qualifications for all new hirings must include the above.
This is not in the interest of getting people clear. It is based on
the long experienced fact that such people as are below the centre line of
an APA or OCA or whose IQ is below 100 are more of a liability to the
organization than a help. The post had better be left vacant than be filled
by sub-optimum personnel.
It is also policy to fill all technical and administrative posts with
people who are
good auditors.
L. RON HUBBARD
LRH: eden
Copyright (c)1958 [Note: This policy has since been cancelled by HCO
P/L 21
by L. Ron Hubbard July 1972, Issue IV, Staff Qualification
Requirements for
ALL RIGHTS RESERVED Hiring Cancelled ]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 NOVEMBER 1959
CenOCon
EMPLOYMENT OF CRIMINALS FORBIDDEN
It is hereafter a fixed policy rather than a verbal policy that no
person guilty of unpunished current lifetime crimes for which he could be
blackmailed by subversive elements may be employed by any Central
Organization or HCO and insofar as it can be made effective, franchise
holders. No such person may be given or continue to hold any certificate.
Further no person of known or unknown criminal record or liability in
the eyes of the law may be employed by HCO or a Central Organization
without being cleared both case wise and with the law of the area.
Immediate compliance with staff employment standards OCA-APA, IQ and
aptitude is required by me of all organizations.
To this should be added an E-Meter check for criminal records or
undetected current life crimes which could be used for blackmail purposes
by subversive agencies in assisting our destruction. Any serious crime on
the third or second dynamic should place the person in the forbidden
employment category to be remedied only by clearing as a case and as
required with the law before further employment or use of any kind may be
given or made of them.
Association Secretaries are requested to intercede for such detected
persons with the law at the person's request to mitigate punishment.
L. RON HUBBARD
LRH:js.cden
Copyright (c) 1959 [Modified by HCO P/L 21 July 1972, Issue IV, Staff
Qualifica
y L. Ron Hubbard tion Requirements for Hiring Cancelled, re: Meter
check and
ALL RIGHTS RESERVED qualifications on hiring. ]
121
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I HASI POLICY LETTER OF 10 MARCH 1959
PERMANENT STAFF MEMBERS
Permanent Staff Members are entitled to claim Permanent Staff Member
privileges when they become in possession of their certificate.
These privileges naturally cease should a Permanent Staff Member leave
staff without a formal leave of absence, neither can they be claimed if a
Staff Member has given notice of leaving.
LRH rd L. RON HUBBARD
by L. Ron Hubbard ALL RIGHTS RESERVED
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
ASSOCIATION SECRETARY DIRECTIVE 3 JUNE 1957
QUALIFICATIONS OF A PERMANENT STAFF MEMBER
ADMINISTRATIVE:
1. Must have been with organization three months.
2. Must know the Code of a Scientologist.
3. Must have passed an examination on the Organization Board and Comm
Centre given by HCO Board of Review.
4. Must be accepted by a staff majority vote, an Advisory Committee
majority vote and finally must be passed on favourably by Association
Secretary.
TECHNICAL:
1. Must have been with organization three months.
2. Must have a certificate in force in Dianetics or Scientology.
3. Must have passed successfully five levels of Indoctrination.
4. Must know the Auditor's Code and Code of a Scientologist.
5. Must have passed an examination by HCO Board of Review for
validation.
6. Must have passed an examination on the Organization Board and Comm
Centre given by HCO Board of Review.
7. Must be accepted by a staff majority vote, an Advisory Committee
majority vote and finally must be passed on favourably by Association
Secretary.
BOTH: A permanent staff member cannot be dismissed except by a
unanimous vote of the Advisory Committee or by L. Ron Hubbard. He has the
rights of vacation with pay. There may also be an honorary staff member who
is neither temporary nor permanent. Permanent Staff Member Examination is
given by HCO Board of Review.
Jack Parkhouse
[Note: Originally issued in two sections, Administrative and
Technical, as FCDC P/Ls of 2 May 1957 b; L. Ron Hubbard, with an additional
point between 6 and 7 which read: "7. Must have a minister's certificate in
force and must keep it in force."]
122
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JANUARY 1960
CenOCon (Issued as Sec ED in Washington DC)
QUALIFICATIONS OF PERMANENT STAFF MEMBERS
(Cancels previous Directives)
1. Knows Organization Board.
2. Knows Communication Centre.
3. Meets OCA (APA) and IQ Standards.
4. Has worked for Organization for three months.
5. Has been checked clear on all present life overts and withholds.
LRH:js.rd
Copyright (c) 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 JUNE 1960
CenOCon (Cancels previous directives)
REQUIREMENTS FOR STAFF POSTS
Applicants for staff positions in HCOs or Central Orgs must pass:
1. A security check demonstrating no criminal record or intentions;
2. A "help check" showing normal help ability;
3. An acceptable (not wholly below centre line) profile on a
personality test; and
4. An IQ of at least 1 10.
Persons showing criminal background this life may not be employed.
STAFF AUDITOR REQUIREMENTS
A staff auditor must have the following:
1. A professional certificate in hand and in force except where
certificate is awaiting
only final signature when the interim letter may be substituted.
2. A knowledge of modern processes.
A staff auditor, to obtain permanent staff status, must have:
1. A thorough knowledge of an E-Meter, pre-sessioning and model
sessioning.
2. A thorough knowledge of the CCHs.
3. A free needle on help.
4. A profile in the upper third of the graph.
5. An IQ of 120 or more.
6. A knowledge of the comm centre.
7. A knowledge of the Org Board.
A permanent staff member in any division must meet the above
requirements.
REGISTRAR POSTS
No person may serve in a letter writing or registration capacity who
is not
reasonably released on "help" (does not consider help impossible in
the field of action
of PrR). Such persons should be specially processed on help.
LRH:js.rd L. RON HUBBARD
Copyright (c) 1960 [Modified by HCO P/L 21 July 1972, Issue IV, Staff
by L. Ron Hubbard Qualification Requirements for Hiring Cancelled
ALL RIGHTS RESERVED with regard to checks and qualifications on
hiring. I
123
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 26 NOVEMBER 1960
Reissued from Sthil
All Central Orgs Already issued in SA
PERMANENT STAFF MEMBER REQUIREMENTS (Effective I April 1961)
To qualify for staff intensives, vacations, sick leave and other
benefits in an HCO or Central Org a person must be a Permanent Staff
Member.
The following are the requirements of a Permanent Staff Member:
1. Any certificate in force (including HAS).
2. Security check passed. (No Criminal, subversive or Commie
background.)
3. Help button in good condition.
4. An acceptable (not wholly below centre line, and majority of points
not lower than the centre line) graph.
5. IQ 1 10 or above.
6. A knowledge of the Comm System and HCO Policy Letter April 8, 1958.
7. A knowledge of the Org Board.
8. 3 months on Staff.
Note: (Persons showing a Criminal, subversive or Communist background
may not be employed.)
REQUIREMENTS
FOR AN EXECUTIVE POST
1. Permanent Staff Member.
2. A Professional Certificate in force.
3. Control button free needle.
4. Help button free needle.
REQUIREMENTS FOR A TEMPORARY
STAFF AUDITOR
1. Professional Certificate in force. (Or a letter showing exam has
been passed and certificate is being prepared.) (Letter from D of T.)
2. A thorough knowledge of the E-Meter.
3. A thorough knowledge of the CCHs.
4. No inversion on help.
5. No inversion on control.
REQUIREMENTS FOR A PERMANENT
STAFF AUDITOR
1. Permanent Staff Member.
2. Free needle on Help.
3. Free needle on Control.
4. Adequate case gains on pcs processed.
Note: The pay grade of a staff member should be regulated in view of
the above as well as his actual position in the Org.
L. RON HUBBARD LRH: aec.gh.rd Copyright Q) 1960 by L. Ron Hubbard ALL
RIGHTS RESERVED
124
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1961
CenOCon
PERMANENT STAFF REQUIREMENT CHANGES
(Modifies HCO Policy Letter of 26 November 1960)
Instead of passing an examination on the Org Board, effective on
receipt of this policy letter, a permanent staff member applicant must pass
a stiff examination on
"The Pattern of a Central Organization", HCO Policy Letter 14th
February, 1961
and
The Staff Information Bulletin that gives the paper colour flash
system and other data and has long been in staff hats, being a condensation
of many earlier bulletins. (HCO Policy Letter of April 8, 1958.)
Further, if a staff member has not qualified for permanent staff
member by deadline, he may not receive staff rate processing under the D of
P.
Deadline on the earlier policy letter is relaxed until June 1, 1961.
L. RON HUBBARD
LRH:js.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
125
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 FEBRUARY 1961
CenOCon
QUALIFICATION OF EXECUTIVES
See HCO Policy Letters on Executives and Personnel, 13th February and
17th February, 1961.
I will qualify and issue a Qualification Certificate to any staff
personnel who meets executive requirements regardless of whether they
occupy an executive post or not.
This means that an Executive Qualification Certificate for a Central
Organization executive post, does not demand or command that the holder
occupy the post or receive executive units.
A person who does not actually hold an executive post but who wishes
to receive an Executive Qualification Certificate must pass all
requirements for that executive post and must receive as well a high mark
on a Hat check of that post.
Having once occupied such a post in the organization does not
automatically qualify a person but will be taken into account.
Such persons seeking an Executive Qualification Certificate, should be
handled exactly as an executive is handled in their application.
Having extra qualified persons on staff for all executive posts means
faster expansion and quicker filling of vacated posts, with immediate
executive units rather than filling posts on a temporary basis with the
consequent long wait for units.
L. RON HUBBARD
LRH:jl. eden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
126
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 MARCH 1961
CenOCon
PERSONNEL POLICIES STAFF POST QUALIFICATIONS PERMANENT EXECUTIVES TO
BE APPROVED (Modifying HCO Pol Ltr of Feb 17, 1961)
I desire now to approve of all executives appointed to post in Central
Organizations, before the appointment is given permanent status.
I desire a full report from HASI attendant to the dismissal of any
permanent executive before the dismissal occurs.
The data to be submitted to me, to qualify a department head as a
permanent holder of post includes:
1. A minimum of 45 days successful performance of duty on post.
2. A statement from the D of P taken from pc graphs of the Auditor
quality and ability of the person being appointed.
3. The appointee's own graph and IQ.
4. A summary of his Scientology career.
5. A security check sheet on the person.
6. An E-Meter assessment, particularly on Help and Control.
7. His exam results for permanent Staff Member.
8. Report on Hat Check of post by HCO Sec.
9. SOP Goals procedure fully flattened.
No new executive, not approved by myself on the above basis, may draw
the salary of his executive post, but only the salary formerly drawn on a
non-executive post until my approval is received by the Assn Sec. effective
on receipt of the letter.
No executive may continue as an executive on permanent status, unless
approved by myself, on or after 1 August 1961, and if not approved will
revert to pay as a leading auditor even while retaining post.
For the purpose of this Policy Letter the following posts are defined
as Executive Posts:
In HASI:
Association (or Organization) Secretary PE Director Director of
Training Director of Processing Director of Promotion and Registration
Chief Registrar (Body) Letter Registrar Director of Material Director of
Accounts.
In HCO:
HCO Continental Secretary HCO Area Secretary.
All persons permanently so appointed by myself shall be given a small
certificate to that effect.
The assembly of the materials required, 1 to 9 above, is solely the
responsibility of the person being appointed.
127
Temporary Executive Appointments to be Passed by HCO
The HCO Continental Secretary must pass upon any temporary appointment
of an executive, before the person is given post. This does not mean such
temporary appointment may receive the pay of the post.
The authorization to appoint a temporary executive may be refused only
on the following grounds:
1. Past unsuccessful experience with the appointee on that post.
2. Graph points lower than centre.
3. IQ less than 120.
4. Security check not passed.
5. Control and help buttons.get very bad reaction on E-Meter.
6. Examination of staff profiles and longevity show other persons
better qualified for post.
If no person can be found who qualifies for the temporary executive
post, it may not be filled.
In event of abuse or confusion of this section the Assn Secretary may
stop any action in progress and send full details to me for decision.
Temporary and Permanent Defined
A Temporary Executive fills the post on a temporary basis, using the
word Temporary in the post title. He or she does not draw the executive
post's units, but draws former units or the units of a leading auditor,
whichever is higher. He or she may be removed from post with or without
cause by the Assn Sec at any time, or a qualified HCO Sec during the time
that HCO Sec is handling a State of Emergency.
A Permanent Executive uses the full title of and draws the full units
of a post.
He or she may be transferred to a similar post by the Assn Sec. or by
the HCO Sec who is handling a state of emergency that applies to that
department. He or she may be suspended for no longer than two weeks in any
three months from post without pay, to be processed in event of a
consistent failure in that department. He or she may be removed from post
only by myself after due investigation, and reports are received by me.
Appointment to Staff Posts
No appointment may be made to any post on staff until the following
procedure has been followed.
An application form (green ink on pink since it belongs to Accounts
and affects pay) is made available at the office of the Assn Sec's
Secretary.
People desiring employment are directed by Reception to the Assn Sec's
Secretary (or a small stock of forms may be left with Reception).
The application form is self-directing. The person fills in his own
various qualifications and vital statistics. It then sends the person
directly to Test in Charge to be given a test or (as is more likely) to
receive the test from his files. The person then goes to the HCO Sec. The
HCO Sec marks the application form in spaces to review the test, makes a
brief security check and marks in that result and then states either (a)
The person is employable on staff or (by This person cannot be employed on
staff until processed or (c) This person cannot be employed.
If the results are (b) or (c) the person is so told at once. If the
results are (a) the person is sent to the Assn Sec (or his Secretary) for
interview and results of interview are marked. The person is then told when
to come to work or that he or she will be informed if there is an opening.
If the person is employed (now or later), the application has the
units or pay marked on it by the Assn Sec's Sec and is sent to the Accts
Dept, when employment is begun.
The Accounts Dept makes a folder for the person in the creditor file.
Accounts may not pay out a cheque until the form is in the Accounts
Dept, and is initialled OK, throughout.
128
The routing of the form is written on the left margin in each case.
Important: After August 1, 1961 the Accounts Dept may not pay out pay
even to old staff unless an application form is in the Accounts file.
Termination of Employment
When employment is terminated, the person terminating, to receive his
or her final pay, must be routed on a similar form.
The form is obtained from the Assn Sec's Sec. who is custodian of all
forms, by the Dept Head of the leaving person's department or by the Assn
Sec.
The form is self-routing on the left-hand margin. It is green ink on
pink paper.
The form is headed:
Termination Form Without this form you cannot receive your final pay
or any recommendation to future employers. The leaving person fills in name
and date and writes his given reason for leaving.
He gives the form to Dept Head for his or her remarks.
The leaving person then reports to HCO and gets checked out for ARC
breaks and withholds, and may be ordered to processing at Organization
expense, but not longer than 12 1/2 hours, preferably 5 hours.
If the leaving person then changes his or her mind about leaving the
form is destroyed by the Dept Head.
The person reports again to Dept Head for the form to be continued, or
destroyed in event of person staying, and then takes the form to Director
of Material to turn in his supplies and any equipment, and get an initial.
This includes E-Meter and any such and in the case of a Dept Head or an
Assn Sec may require a full inventory by a paid company if the amount is
great.
The person now goes to Accounts with the form and receives with the
form his or her final pay.
Accounts, while keeping the creditor folder of the person in a "dead
file" at the back of creditors file, until the year's storage of files is
made, places the person's original application for employment and the
termination form (stapled, termination at the back) into Comm lines to the
Assn Sec's Sec who files.
The person's final pay cheque is sent to HCO by Accounts and may not
be paid directly by Accounts to the person. HCO hands over the final cheque
when the person has been checked out by HCO or has received any auditing
recommended.
Seeking Personnel
Dept Heads seeking personnel may procure it wherever they wish, and
however they wish, but must first look in the job application file of the
Assn Sec's Sec in order to save time.
To keep the file straight, the Assn Sec's Sec should divide the file
into live (with 3 months) and inactive segments.
In times of expansion a mailing can be sent to the whole list. This
would serve to freshen the file and the replies can be filed with the
original applications. Until they lose a body, these applicant people do
not get "dead filed".
Keeping this application file up prevents the randomity of Emergency
Hiring and by-passes of security.
The most fruitful sources of new personnel are the PE and Academy, and
permanent help wanted notices should be posted in each.
LRH:ph.cden L. RON HUBBARD
Copyright (c) 1961
by L. Ron Hubbard [This 28 March 1961 reissue of HCO P/L 17 February
1961
ALL RIGHTS RESERVED added the parts shown in this type sty/e. ]
129
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JANUARY 1962
CenOCon
PERMANENT EXECUTIVES (Amends HCO Pol Ltr of 17 February 1961)
The award of Permanent Executive status has hitherto been delayed by
changes in the processing requirements set forth in HCO Pol Ltrs of July
22, 1961 and October 23, 1961.
Effective immediately, the award of full Permanent Executive status
shall only be made to an executive who has fulfilled all the requirements
as laid down in HCO Policy Letter of February 17, 1961, "Staff Post
Qualifications", and who has also been checked out as stably clear by HCO.
Meanwhile, any Executive who has fulfilled all the requirements of HCO
Policy Letter of February 17, 1961, except the processing requirements, and
who is not yet stably clear, shall be awarded the status of Provisional
Permanent Executive. This will entitle him/her to draw the full pay for
his/her post. But he/she will not be allowed to draw permanent staff bonus
units as an executive until such time as he/she is checked out by HCO as
stably clear.
LRH: sf.rd L. RON HUBBARD
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 MAY 1962 CenOCon
PERMANENT STAFF (Cancels earlier directives)
When a staff member has completed a contract with the organization,
has passed an examination on the Pattern of a Central Org and has received
a cleaned Prepcheck on the last two pages of the Joburg and Form 6A, Saint
Hill, informed of this, will issue a Permanent Staff Certificate for that
staff member.
LRH:jw.jl.rd L. RON HUBBARD
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Cancelled by HCO P/Ls 9 August 1971, Issue IV, Urgent-High Crime PL-
Operation Staff Stability and Personal Security, 16 September 1971, Issue
111, same title, and 8 January 1972 revision of 9 August 1971, Issue IV, in
the Year Books. ]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JUNE 1962
CenOCon
PERMANENT STAFF PRIVILEGE
Staff Members who complete Permanent Staff requirements may receive
the benefit of International Membership while they are on the staff of a
Central Organization or City Office.
A N/C invoice is made out by Accounts (so that records exist) upon
application by a staff member.
If a Permanent Staff Member leaves the Org voluntarily or is dismissed
for a valid reason, the International Membership fee becomes payable (part
of a year's membership to be worked out pro rata).
Copyright (c) 1962 L. RON HUBBARD
by L. Ron Hubbard ALL RIGHTS RESERVED 130
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
Remimeo Issue V
All Staff Hats
A copy given to
each new person
employed PERSONNEL
STAFF STATUS
(This is a Policy Letter. The basic law of this organization and its
rules are found only on letters such as this one, printed as this one is,
green ink on white paper and signed as this one is.)
A Staff Status is a number giving the value and promotion eligibility
of a staff member in this organization.
The number appears after a person's name on the organization board in
the Communication Centre.
The numbers run from zero to ten. They designate the type of post to
which a person may be promoted or the status of the person.
It is important to have a higher status number. Therefore do all you
can to increase yours.
The status numbers most important to a new staff member are 0 (zero),
I and 2.
0 = Temporary
I = Provisional 2 = Permanent
Above that are the promotional numbers which must be earned by study
and experience in the organization.
There are also technical status numbers. These are not necessarily
required of personnel in non-technical departments and are elsewhere
described.
If you do your job in this org and study how to be a better staff
member you will advance and will be secure.
The first three status numbers and the states follow:
TEMPORARY
A staff member who is newly hired is designated 0 (zero) status after
his or her name on the organization board. The person is classed as
TEMPORARY until he or she has been to Review after a few weeks on post. The
TEMPORARY must obtain a slip from their immediate senior saying they are
doing fine on post and present this to Review. Review may require they have
a knowledge of the org board and comm lines and their own department before
passing them. Review may give the person who bears a recommendation several
interviews to pass the exam but after the 3rd exam is failed, must dismiss.
If they have no recommending slip, Review notes their name and tells the
person to get one from their senior and come back. Review keeps a close
record of all persons calling on it. Review, when a recommendation slip is
presented, then may examine the person concerning the org board, etc. as
per current "provisional" check sheet.
If the TEMPORARY is recommended and passes, Review assigns the person
a 131
PROVISIONAL Staff Status and advises Org Board and Personnel Files by
sending them chits attesting the fact. The staff member also gets a copy.
While TEMPORARY a staff member may be dismissed with or without cause
by his immediate superior or by Review or a Secretary or anyone senior to a
Secretary.
If Review does not pass the Temporary, Review dismisses the person.
However, if the person is to be dismissed, Review must inform the person
what he must do to make himself more employable, get the person on a PE
Course and processed, etc.
When Review tells a Temporary he or she did not pass or is dismissed,
Review also informs Dept 1, Personnel Officer.
Any Temporary, dismissed, may apply again to the Personnel Officer for
employment in another section or department of the org. Pay ceases while
under dismissal. Therefore when Review dismisses a TEMPORARY, Review -
1. Tells the person he has not passed and no more chances will be
given.
2. Tells the person how to become more employable.
3. Puts the person in the files for possible future employment if the
conditions are met (2 above).
4. Informs Dept 1. Dept 1, being advised of a dismissal:
(la) Informs Accounts at once.
(2a) Makes a note of it in the person's file noting also Accounts is
informed.
(3a) Notifies the person's immediate superior whether the superior is
otherwise informed or not.
If a Temporary dismissed is upset about it, he or she is sent to the
Chaplain.
The Chaplain, on any dismissed person coming to him should ascertain
if the above lines were followed properly, that no ethics policy or order
was violated by superiors or org officers and that the person follows the
advice to become more employable if the dismissal is in good order. If the
Chaplain finds a gross irregularity in a dismissal he should bring the
person to Ethics.
TEMPORARY is designated as 0 status on the org board.
Every quarter the HCO Exec Sec of an org must dismiss all persons who
have Temporary Status and have not become Provisionals. Such persons are
sent to Review for dismissal.
PROVISIONAL
A staff member given a PROVISIONAL rating may have recourse to Ethics
and have an Ethics hearing if dismissed. He may be transferred to other
divisions without a hearing if his division is over-manned.
A person, after one year, may apply for permanent status.
A PROVISIONAL is designated as " I " on the org board after his or her
name.
To obtain permanent status a PROVISIONAL must obtain his or her Basic
Staff Certificate. This has a check sheet for which the HCO EXEC SEC is
responsible for compiling. This is covered in earlier Policy Letters.
The certificate is examined for by Review and issued by Certs and
Awards. The requirements are relatively elementary but are quite firm.
132
Ethics chits issued while the person was employed are taken into
consideration.
The Secretary of the person's division must recommend permanent status
in writing to Review before an exam may be given.
PERMANENT
A PERMANENT STAFF MEMBER may not be demoted, transferred or dismissed
without a full Committee of Evidence being held. The person may himself
request a change of status or another post or may resign without a
Committee of Evidence being convened. (The Evidence and findings of a
Committee of Evidence are taken by a Committee composed of one's co-workers
and to be valid and put into effect must be passed by LRH personally.)
No person may be paid as permanent or posted until the person's name
appears in a SEC ED. LRH Executive Director may not at his own discretion
wish to make the permanent award and if not included in a Sec Ed it is not
awarded.
PERMANENT status is then designated on the Org Board by the numeral
"2" after a person's name.
Certs and Awards issues the Permanent Certificate, but only after a
SEC ED so declaring has been issued.
Review, passing a person for permanent must advise Dept 1 Personnel,
and the AdCouncil to prepare a SEC ED for LRH Exec Dir issue.
The SEC ED advises Accounts and Org Board, and no pay may be changed
or the permanent status posted until the SEC ED is issued.
A person failing to get a permanent status remains provisional.
A person with PERMANENT status gets longevity pay according to the
number of years employed, at so much for each year. This is backdated to
first employment.
HIGHER STATUS
The higher status numbers are given to staff members as earned by
passing check sheets. Gaining a higher status does not mean promotion but
eligibility for promotion, said eligibility being in plain view on the org
board with higher status number.
No one may have a higher status than 2 after his or her name on any
org board without meeting all requirements up to the new status sought, and
passing the check sheet for each status in sequence. Items already passed
are credited on any future check sheet where the items occur on the check
sheet and have been passed.
The HCO Exec Sec WW is responsible for all check sheets for staff
status and the use and following of this Policy Letter via HCO Exec Secs in
orgs.
Staff quotas for Divisions and Sections are set by the Advisory
Council.
No hiring, promotions, assignment of status or appointments are made
except as made above
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Modified by HCO P/L 5 January 1969, Staff Status Two, Volume I - page
136, Volume 5 - page 255, Volume 7 - page 503. l
133
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JULY 1966 AMENDED 19 MARCH 1968
Remimeo
STAFF STATUS (Corrects all earlier Sec Ads and Pol Ltrs)
The intentions of the staff status system and the conduct of it
require a clarification as follows:
TEMPORARY
1. After two weeks' employment, if a newly hired staff member can
obtain a written recommendation from his immediate superior, he can report
to the Staff Training Officer in the Qualifications Division, give him the
recommendation and receive the training materials for provisional. He can
then study these and get checked out on them by the Staff Training Officer
and if passed, get his Staff Status One, Provisional.
STATUS ONE PROVISIONAL
2. When the Provisional Staff Member has his Staff Status One, he can
receive the materials for Staff Status Two from the Staff Training Officer
and begin to study and pass them by check outs from day to day. When he has
passed them all, he is given a written examination and, passing this, he
obtains his Staff Status Two.
STAFF STATUS TWO
3. When a staff member has his Staff Status Two he can apply for the
materials for Staff Status Three, executive rating, and so on up the Staff
Status levels.
Obtaining an executive Staff Status does not ensure the appointment as
an executive but makes one eligible for such appointment.
The one year service between One and Two is abolished.
Only a Staff Status Two is now eligible for contract.
Staff Status Two, if on contract, is entitled to free processing up to
Grade V, a 50% discount on training and further processing and uniforms. No
lower status has these privileges. This is true for all Orgs, SH, WW and
AO.
A Temporary Status staff member may be dismissed, transferred or
demoted without any Ethics action. Any person still a temporary status
after 3 months on staff will be let go.
A Staff Status One must have been given an Ethics Hearing and found
guilty of a misdemeanor or more in order to be dismissed but may be
transferred without a hearing.
A Staff Status Two must be given a Committee of Evidence and found
guilty beyond reasonable doubt to be dismissed and an Ethics Hearing to be
demoted or transferred.
A deputy or acting appointment may be demoted without Ethics action,
but only to the last permanent grade.
Staff Members may request transfer or demotion without Ethics action.
PENALTY If a Staff Member breaks his Contract, leaving employ or going to a
higher Org 134
with Contract incomplete, he is then liable for FULL PAYMENT of all
courses and processing he has received at FULL RATE (not just 50%), and
owes for all transport or expenses he may have been paid.
SECURITY CHECKS
Security Checks should be given any new staff on a meter.
When a theft or insecurity has occurred staff should consent to such a
check and such a consent is contained in the hiring Contract.
CHECK OUTS
Any staff member receiving a check out from the Staff Training Officer
and flunking is told to go off and study some more. The item being checked
out is marked with a date and initial at the point just about where the
flunk occurred and if the staff member comes for reexamination within one
week, the item being checked out is simply checked from the last mark on.
But if more than one week elapses the whole item must be examined again.
A staff member is only sent to STAFF REVIEW OFFICER for remedies if
his flunks have been continual and he is not making progress at all.
A log, loose leaf, containing the names of a staff member per page is
kept by the Staff Training Officer.
The Staff Training Officer may not hold any additional post than Staff
Review Officer and if so check outs must consistently be at one period of
the day and review another. If traffic is too heavy not even this
additional hat may be worn. If Staff Review Officer is singly held the
holder may also audit staff, and do assists.
ORG BOARD
The Org Board must reflect the status of a staff member.
UPPER STATUS GRADES
Grades Three and above are given check sheets by the Guardian WW.
EVENING STUDY
Staff members should study in their own time not on the job. But they
may be examined or reviewed while on the job.
LRH:jc.rd L. RON HUBBARD
Copyright:) 1966, 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The 19 March 1968 amendment added the last sentence in
paragraph 8, and also the section headed "Penalty"; and under "Security
Check" added and such a consent is contained in the hiring Contract and
changed No Security Check should be given any new staff on a meter except
investigatory personnel to the above. ]
ADDENDUM per HCO POLICY LETTER OF 22 AUGUST 1966 Issue III
Only a staff member with Staff Status Two is eligible for contract.
Thus, before a Class VI may start his actual Internship period, he must
come on staff and while working in the org, study for and attain Staff
Status Two, at which time he will be eligible for both Internship (provided
of course he meets the other requirements for Internship) and staff
discounts.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
135
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JANUARY 1969
Remimeo Guardian Hat RAP
STAFF STATUS TWO (Modifies HCO Policy Letter 4 January 1966,
"Personnel, Staff Status")
Staff Status Two, which precedes staff signing a contract, may be
awarded by a duly appointed Asst Guardian and the ED awarding such may be
okayed by the LRH Comm provided application for such is accompanied by full
CSW which demonstrates conclusively that the applicant is fully qualified
as per policy for Staff Status Two.
Any violation of this policy which results in an improper award of
Staff Status Two being made will be considered as a False Report and will
result in the assignment of a Condition of Doubt.
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH: ei.rd Copyright(~) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
136
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 MAY 1967
Remimeo Dir RAP Hat HCO Area Sec Hat Execs Hat
VOLUNTARY STAFF
It has long been known that when voluntary staff are permitted to hold
full time Org posts, considerable Dev-T ensues. This is mainly due to
unfamiliarity with Org lines, discipline and policy.
When there is no known continuity of employment such as exists under
contract, it becomes impossible to train a staff member or keep accurate
records of personnel.
This latter factor lays Orgs open to great security risk, and further
can camouflage holes. An instance of this occurred when a C.F. Section was
without any personnel and yet rose to affluence on the graphs!
It was found that the Dir Reg had been hurrying around collecting
volunteers daily to man C.F.
Because the statistics went up, not much notice was taken of the wild
calls for help from the Dept of Reg. When personnel were finally put into
the vacant posts, the C.F. statistics slumped, while the new full time
staff frantically sorted out the mix-filing done by the well intentioned
but untrained volunteers.
Thus the following policy is mandatory:
1. The proper line for hiring staff is through the regular channel of
Personnel Procurement.
2. Volunteers may only be put on a full time post, 'in training
expecting to be hired'.
This includes staff for Advanced Courses.
Executive Council WW Mary Sue Hubbard The Guardian WW for L. RON
HUBBARD Founder
LRH: jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
137
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 JULY 1968
Remimeo
ETHICS ORG SUPPRESSION OF
While there are many ways undoubtedly to suppress an org, the most
covert, most practiced and least noticed is as follows:
TRANSFERRING PERSONNEL ON POSTS OBSESSIVELY.
This makes it all but impossible to train anyone on a post.
It makes a complete confusion in a staff member as he can't orient
himself either on his own post or identify others with their posts.
It also makes it hard to detect just who is goofing up as no one is on
post long enough for anything to be noticed except general confusion. It
thus obscures ineffective personnel.
It makes an org into a game of musical chairs in which stats cannot
rise.
As the effect is so insidious, personnel may not be hired, dismissed,
transferred, demoted or promoted without the full approval of the Executive
Council after recommendation by Personnel Div 1 and clearance by the Ethics
Officer and a review of stats or personal life by I & R.
Therefore, any acquirement or movement of personnel has these steps:
1. Recommendation by Personnel (attested by Pers Officer)
2. Clearance by Ethics (attested by E/O)
3. Review of stats on past posts or in life by I & R (attested by I &
R)
4. Majority vote by the EC of the org with publication in the Orders
of the Day.
THIS SYSTEM MAY NOT DELAY A PERSONNEL ACQUISITION OR CHANGE MORE THAN
ONE WEEK at the penalty of non-existence for the party (1 to 4) stale
dating the action.
Obsessive transferring on a by-pass of this system so as to adversely
affect org stats, if established by Comm Ev, carries with it the Condition
of Enemy.
Org stability on post is desirable.
L. RON HUBBARD
LRH:js.rd Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Modified by HCO P/L 21 July 1972, Issue IV, Staff Qualification
Requirements for Hiring Cancelled, re: Approvals for Hiring.]
138
HUBBARD COMMUNICATIONS OFFICE
LONDON
Copies to HASI POLICY LETTER OF 9 APRIL 1957
Bulletin Board
Wash D.C. DISMISSALS AND POST CHANGES
It shall hereafter be the policy of the HASI to post all reasons
attached to any dismissal or change on post for the following reasons:
1. To prevent unfair dismissals.
2. To prevent the occurrence of an unknown area in the past of the
organization.
LRH:rs.rd L. RON HUBBARD
9.4.s7
FOUNDING CHURCH POLICY LETTER 9 MAY 1 957
EMPLOYING & DISCHARGING OF PERSONNEL
Personnel for the Founding Church may now be employed only in the
following ways:
To fill a newly created post:
1. By the Executive Director; or
2. By the Organization Secretary after a majority vote of the staff
meeting.
To replace anyone no longer on post but the post provided for in pay
schedule:
1. By the Executive Director or the Treasurer; or
2. By the Organization Secretary; or
3. By the unanimous vote of the Advisory Council with the approval of
the Executive Director.
Hiring check sheet shall be as follows: Hired on what post, at what
date, at what pay, signed by the Organization Secretary; acceptance of new
employee's Social Security Number, and his or her presence on staff signed
by the Accountant; reported on the job at what time and what date by the
Department head under which he or she will work. The check sheet is
returned to the Accounting Department when complete. No pay will be paid if
no completed check sheet is to hand in Accounting.
To dismiss any employee or to reduce in pay or grade any employee, the
following steps can be taken:
1. Dismissal or reduction directly by the Executive Director (part-
time, temporary, permanent and honorary).
2. Dismissal or reduction by the Organization Secretary, posting and
informing staff of cause in writing (part-time and temporary).
3. Dismissal or reduction by a unanimous vote of the Advisory Council
and not being vetoed by the Executive Director or the Organization
Secretary (permanent).
4. Dismissal or reduction by a majority vote of a properly constituted
staff meeting (one attended by a majority of staff and on a regular meeting
day), and not vetoed by the Executive Director or the Organization
Secretary.
A dismissal or reduction is sent in writing to the person giving the
day and hour of the dismissal or reduction by the Organization Secretary,
and the fact and cause is posted on the general board by the Organization
Secretary or the Executive Director.
L. RON HUBBARD President,
LRH:md.rd Founding Church of Scientology May 9, 1957 of Washington,
D.C.
[This P/L was originally issued from London on 9 April 1957. It was
amended for FCDC issue by changing Agent for Great Britain to Executive
Director, and Association Secretary to Organization Secretary. ]
139
THE FOUNDING CHURCH OF SCIENTOLOGY 1812 19th Street N.W., Washington,
D.C. HASI POLICY LETTER OF 26 SEPTEMBER 1957
FILLING POSTS
Staff posts are not to be filled conditionally or temporarily. This
applies in particular to Department Head posts, Instructors and Staff
Auditors. If a person is going to leave soon, he is to be put on a post
that is easily vacated or none at all.
Temporary ideas of being with HASI rank with bad auditing in making a
person ineligible for appointment to any post. It takes time and money to
train a person up to a post. The whole organization becomes enturbulated
when posts are rapidly changed.
Henceforth, continuance on post, like ability to do its duties, ranks
in primary importance in HASI employment. Discipline where it is necessary
should be done by changing pay units, not firing. Appoint permanently or
leave the post unfilled.
LRH:rd.cden L. RON HUBBARD
Copyright Q) 1957
by L. Ron Hubbard
ALL RIGHTS RESERVED
THE FOUNDING CHURCH OF SCIENTOLOGY 1812 19th Street N.W., Washington,
D.C.
HASI POLICY LETTER OF 19 JUNE 1958
1 to each hat Field Offices
FREELOADERS
Any staff member may leave the staff at any time.
If a staff member does leave a TECHNICAL POST WITHOUT GOOD AND
SUFFICIENT REASON in the first year of his employment, he is charged 250
guineas for his training, providing he has not been dismissed.
The Association Secretary has the right to dismiss people by reason of
the APA and IQ standards as per HCO Policy Letter of May l, 1958.
The reason for this directive is the fact that the organization in
Washington and London has been occasionally victimized by persons giving
their services to the organization for the sole purpose of acquiring
training. The expense of this training is such as to make these services
useful only after a few months have been spent on staff. Washington and
London have absorbed this expense on occasion only to have such a person
quit and avail himself of his staff background to acquire preclears in the
field. Training is acquired in courses and it is only right that a course
fee be charged where
this trick is pulled.
L. RON HUBBARD
LRH:md.bt.rs.rd President
Copyright Q) 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
140
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 27 APRIL 1960
Sthil
SECURITY OF EMPLOYMENT
No staff member need have any fears for his job if the following
conditions are factual:
1. Doing his work
2. On post at the proper hours
3. Observing Sthil regulations.
People who do not do their work are the only ones ever dismissed. This
is the stable datum on which I operate. People who do their work need very
little supervision and have rights. People who don't do their work don't
have rights as they need too much supervision from the rest of us, they
slow us down. Therefore I usually can be counted upon to eventually sack
people who consistently don't do their work. I can be counted upon to
defend and retain in employ anyone who does his job. I pay no attention to
rumours or gossip. If a person's department or area is running well, that
person has my full support. The philosophy is too starkly simple to be
believed by some people. But having run businesses, companies and groups
now for a third of a century, I have found that other philosophies about
work aren't effective. Thus I support the personnel who do their jobs and
protect them from personnel who overburden us all. In fact, the world
supports me only so long as I do my job and so I just pass the same idea
along in governing staffs.
The term "on post" should have some attention. "On post" means
activity in the area of one's job during the appointed hours. "Off post"
means getting into other people's areas and hair. People who drift about
into the areas of other people and waste the time of others are "off-post".
A person off post during the appointed hours is obviously not only not
doing a job but causing others to carry his work and is making somebody
else look bad as well.
Those who are part of Earth's people today are all part of an economic
machine, whether we like it or not. No matter how we may dislike the fact,
we live so long as our share of the machinery runs. Maybe it will all be
different some day. Just now it isn't. Those of us who work, get along all
right. Those who don't, don't.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
141
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 28 JULY 1960 Re-
issued from Sthil
CenOCon
HIRING AND DISMISSING (Cancels previous directives)
When appointments are made to any post in HASI (FC) or HCO, the
appointment is only provisional until approved and confirmed by the
Executive Director. The appointment is not finally valid until so approved.
As a general rule, personnel should not be dismissed unless the
dismissal is okayed by the Executive Director. If the reason for the
dismissal is considered urgent or necessary for security reasons, a cable
should be sent.
Peter Hemery HCO Sec WW for L. RON HUBBARD
LRH:rf.gh.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
[Cancelled by HCO P/Ls 9 August 1971, Issue IV, Urgent-High Crime PL-
Operation Staff Stability and Personal Security, 16 September 1971, Issue
III, same title, and 8 January 1972 revision of 9 August 1971, Issue IV, in
the Year Books.]
142
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1960
S.A. only Info All Orgs
STAFF TRANSFERS OR DISMISSALS
No staff member may be transferred from post or dismissed without all
facts being presented to me.
All such data must be presented before the fact of transfer or
dismissals.
Any staff member or ex-staff member has the right of appeal to me.
In cases of bad insubordination or other acts by a staff member that
may tend toward his or her dismissal, the following procedure must be
followed:
The staff member must be given a warning by an executive. This may be
done without any hearing.
If at the end of one week, the condition has not improved or has been
repeated, a hearing may be scheduled. The hearing must be in my presence. I
may refuse to hear the matter, at which time it becomes nul and void as an
issue. If the hearing is held and the findings are unfavourable to the
staff member, he may then only be suspended until any stipulated auditing
conditions are fulfilled. Suspension is without pay.
If the staff member refuses to fulfill the stipulations of the
suspension in a reasonable time, he or she may only then be dismissed.
Persons found to be preventing a fair hearing or denying me
information concerning ineffectiveness or abuses, may be warned, suspended
or dismissed as above.
Persons found to be circulating false accusations against other staff
members which imperil their employment, may be warned, suspended or
dismissed as above.
In the absence of justice there is no progress and there is no team.
L. RON HUBBARD
LRH:aec.js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
143
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 APRIL 1965
Remimeo All Staff Sthl Staff Post Bulletin Bd All new Staff Members
HATS
DISMISSALS, TRANSFERS AND DEMOTIONS
It may not have come to the notice of all staff that HCO Justice
policy letters forbid staff members being sacked, demoted or transferred.
Only persons with "Temporary" or "Probationary" status can be
dismissed as they are not staff completely as yet. Only persons with Acting
or Deputy status can be demoted as the appointment is not permanent.
All others, to be demoted, transferred or dismissed without their
consent must be called before a Committee of Evidence. If the findings of
the Committee recommend dismissal, demotion or transfer, only then may it
be done.
A Committee of Evidence is convened by the Office of LRH through the
HCO Secretary and is composed of 5 other staff members like yourself. Its
purpose is entirely to obtain evidence and recommend action which the
Office of LRH then modifies or orders. No other Justice actions or
punishments exist in this org than those found in Justice pamphlets or
Letters.
If a person is wrongly dismissed, demoted or transferred he or she may
request a Committee of Evidence from the HCO Secretary and may have
recourse. A person so requesting may not also request their seniors to also
be tried but evidence may be obtained from them (seniors). If your seniors
have acted outside the Justice Codes they can be handled in exactly the
same way by higher authority.
Your job is secure. It is also covered by the Justice Codes of HCO.
These are found in HCO (HUBBARD COMMUNICATIONS OFFICE
) Policy Letters which arrive in mimeograph form in the HCO
Secretary's Office and which are also being made available in booklet form.
Keep the Justice Codes for a secure job and a peaceful organization.
L. RON HUBBARD
LRH:wmc.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO P/L 12 July 1971, Issue III, Appointment of HCO Area
Secretaries, in the 1971 Year Book. ]
144
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 OCTOBER 1965
Gen Non-Remimeo
LOW STATISTICS
Personnel Control Officer is to be advised by Secretaries or LRH
Communicator for Div VII, of unsatisfactory Personnel.
Personnel Control then looks into the matter, finds out what they were
doing, and what they can do and either recommends a change of post, or
recommends sending to Staff Review Officer.
If sent to Staff Review Officer, Staff Review Officer will make
recommendations to help them improve their condition and route them to
proper placements outside the org.
It should be noted that failure to produce a satisfactory statistic is
violation of the staff contract.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JULY 1966
Sthil Only All Staff
DISMISSAL OF STAFF
When a Staff Member is dismissed, he or she must be given:
1. One week's notice if employed continuously for more than one week,
and up to one year; or given one week's pay in lieu of notice.
2. Two weeks' notice if employed continuously for 2 years or more; or
given two weeks' pay in lieu of notice.
3. Four weeks' notice if employed continuously for 5 years or more; or
given four weeks' pay in lieu of notice.
L. RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
145
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MARCH 1968
Remimeo
POST CHANGES (Reissued and Amended from Flag Order 515)
Before a post may be changed, or a person removed from it and another
appointed to it, there must be a Board of Investigation to determine -
Record and fitness of the person being removed or transferred.
Reasons for transfer.
Record and fitness of the person being appointed.
Reasons for appointment.
If the post is not in present time or is backlogged, the person being
removed may be called upon to bring it up to present time.
The hat of the post must be modernized by the Board and the person
being removed or transferred.
Any losses or damage to the material of the post must be explained
and, if the Board requires it, made good by the person being removed or
transferred.
Even if a post change is an emergency measure, the Board must still be
held.
The Boards are appointed by the local LRH Comm and the findings are
sent to LRH Communicator WW.
L. RON HUBBARD
Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
146
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JUNE 1968 Issue II
Remimeo
PERSONNEL
Hereafter no staff may be hired, transferred, promoted, demoted or
dismissed without these three things:
A. Action passed upon by the Executive Council.
B. Any form to hire, transfer, promote, demote, or dismiss personnel
must have data on the person and the recommendation of the Personnel
Officer under whom it comes in Dept 1.
C. Any such form must have the Ethics record of the person in brief
and the recommendation of the Ethics Officer.
B & C are done before the form goes to the EC.
Use of this policy to prevent an org from expanding is actionable.
The form must not be slow. The line must be very fast.
The EC must convene in extra sessions on such cases.
The form is filed in the Ethics files under the person's name as are
all personnel files hereafter.
L. RON HUBBARD Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
147
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 SEPTEMBER 1965
Remimeo
HCO Division Dept of Inspection and Reports Dept of Routing,
Appearances and Personnel INSPECTION OFFICER
The duty of the Inspection Officer is to inspect the status of various
projects and orders and to report this to the Secretary of the Division
concerned.
The Inspection Officer does not issue orders or instructions to staff.
In reporting the status of projects and orders the Inspection Officer
does not send a carbon to the personnel concerned but sends a carbon of his
report to the Secretary concerned.
These reports are forwarded through the Director of Inspection and
Reports, the HCO Area Sec and the HCO Exec Sec. then to the Secretary
concerned.
Copies of all Inspections made are filed by the Inspection Officer in
the Org Personnel File of the personnel concerned.
Therefore all Inspection Reports are in triplicate, Original and one
copy on the route noted above, one copy to the Org Personnel File of the
person concerned.
All Ethics chits originated because of non-compliance and alter-is on
projects or orders are filed by the Secretary concerned, not by the
Inspection Officer.
THE ORG PERSONNEL FILES
The Personnel Officer in the Dept of Routing, Appearances and
Personnel keeps the Org Personnel Files.
These consist of a file by Division and Department with the personnel
in separate folders filed alphabetically in their Department. The HCO Exec
Sec and Org Exec Sec are filed in the Executive Division by their offices.
Secretaries are filed as the Division Personnel name.
Nothing is filed nebulously by Division, Department or Section only
but by a person's name in that portion. Example: A report concerning the
"Organization Division" is filed in the folder of the actual name of the
Org Sec. A report concerning the "Dept of Tech Services" is filed under the
actual name of the Director of Tech Services.
When Personnel are transferred their whole folder is shifted to the
new post. On a dismissal the file is closed out and filed under Past
Personnel by alphabetical name.
The Personnel Officer puts a separate copy of any SEC ED, Admin Letter
or Ethics Order into the folder of every person it mentions and when a
Division, Dept or Section is nebulously mentioned (no actual name, only the
Division, Dept or Section) a copy of it goes into the files of the
personnel in it.
To do this, extra SEC ED copies are run off by Secretarial Executive
Director or by mimeo.
The name on the directive is ringed with a pen before it is filed in a
person's file.
148
Inspection Reports are filed as above.
As each new person is hired, a folder is made by the Personnel Officer
and put into the Org Personnel files.
Copies of all Contracts, Agreements or legal papers connected with the
person are filed in the Org Personnel Files. The originals are kept in Val
Doc.
At Saint Hill such a file is kept for every organization in the world.
It is kept as above but is of course much thinner.
All Leadership Surveys, HCO Exec Letters answered by the person are
filed in his file at Saint Hill as well as any correspondence from the Comm
Member System and its reply.
Continental Orgs keep a skeletal file of the other orgs in their
Continental Area.
All org board copies of other orgs are kept by a senior org in the Org
Personnel Files at the head of the file for that org.
Orgs other than Saint Hill and Continental orgs have for their outer
org file only the org board copies of their senior orgs when issued.
The Org Personnel File is used for purposes of promotion and any
needful reorganization and so should contain anything that throws light on
the efficiency, inefficiency or character of personnel.
The Org Personnel File is consulted by Ethics (see HCO Pol Ltr 1
September 65 Ethics Protection) to determine whether or not a personnel's
statistics are up or down so that it can monitor its own actions
accordingly and not bother personnel with up statistics, handle medium
statistic personnel routinely and come down hard on down statistic
personnel.
Copies of the Divisional Ad Comm reports, the Ad Council reports and
occasional spare OIC graphs that show a number of weeks are also filed in
the Org Personnel Files to help Ethics decide who or what to investigate
when receiving bad reports.
Ethics has its own files. HCO also has a Valuable Document file kept
under lock and other files. The Org Personnel File does not abolish any of
these for it is purely a personnel matter to aid in appointments,
assignments and promotion and Ethics actions against personnel.
Great care should be taken by the Personnel Officer to see that
anything creditable or discreditable about any personnel is filed under
that person's name in the Org Personnel Files.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
149
HUBBARD COMMUNICATIONS OFFICE
Remirneo Saint Hill Manor, East Grinstead, Sussex
HCO ES Hat
HCO AS Hat HCO POLICY LETTER OF 8 DECEMBER 1968
Dir RAP Hat Issue II
PCO Hat
DEPARTMENT ONE ADMIN - SERVICE RECORDS
Department One is hereafter to keep its own administrative Service
Record for each staff member.
These are uniform throughout Scientology and are already kept in the
Sea Org. They are solely for the purposes of Personnel Assignment data.
The Service Record is kept on light-cardboard weight paper, in a two-
holed loose leaf book. The Service Records of staff who have left may be
kept in the back of the book or sent on to the org they have gone to.
Once the Background section has been filled out (which is done in Dept
One when the person first comes on staff) there are only 7 things which
need to be logged in the Service Record:
1. Change of post (include date and whether demoted or promoted)
2. Enemy or Treason Declare (date, by whom and reason) 3. Completion
of Training level or Staff Status (date) 4. Attainment of Pc Grade (date)
5. Signed a contract (date, length, org) 6. Departure from org staff (date,
where to) 7. Assignment of Power condition (date)
NONE of the above is more than a one-line entry.
The Service Record is typed. The book is kept in PT DAILY by the
person assigned to it, by reference to the published orders of the day,
plus information from Tech on completions. Even in a large org this is no
more than an hour or so of work. But it must be done as an invariable
routine, as regular as brushing teeth, otherwise it becomes a mad scramble
once a week or when someone's record is demanded.
The Service Record does not stay in the org, it follows the person
himself when he goes. HCO is responsible for sending it on to the next org,
keeping a photocopy on hand. Be sure to keep the photocopy.
For purposes of more thorough investigation Ethics files are consulted
and the Service Record in no way replaces these.
A Service Record is numbered as follows: Abbreviation of org + number
(start from 0001). If the person changes to another org it is numbered
again by that org in the same fashion. Numbering might eventually look like
this:
SERVICE RECORD
Number:
NY 0098 SH 0206 WW 0295 S.O. 0401
This would be over a period of months or years.
The reason for putting this system in is that in the face of a
tremendous expansion of our activities we require a simple and readable
method of seeing what someone is all about. It is senseless to try to build
up this knowledge anew each time, or for the Execs to have to carry it all
around in their head.
Later on, dealing with staff members who have been actively in
Scientology for decades, the Service Record will still be a handleable bit
of admin.
The dimensions of the Service Record are 8 x 14 inches. Example of the
format is attached as part of this HCO P/L.
N. Jessup
LRH: ei.rd CS - 1
Copyright Q) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
150
Number:
SCIENTOLOGY STAFF RECORD
Date:
NAME NATIONALITY SEX
ADDRESS DATE OF BIRTH
NEXT OF KIN
MARRIED/SINGLE/DIVORCED/SEPARATED AGES OF CHILDREN
BACKGROUND
Training and education_
Past jobs held (Date and length of time)
Special skills: Can type Languages
Others
Government or Political Groups ever affiliated with
Religious groups ever affiliated vvith_
Ever affiliated to a suppressive group (dates)
Drug history if any (dates)
When did you contact Scientology and Dianetics Through whom
Any physical defects or handicap
Psychiatric or Institutional History (dates)
Results of tests (if taken) Leadership Judgment_
Social/Anti-Social IQ Other
Attested that the above is true and complete (full signature)
SERVICE RECORD
1. STAFF TRAINING (fill in date achieved): SSI SSII OEC_
MINISTERS
2. TECH TRAINING: HRS BITS HCS HPA HVA HSS Vl
HGA Vll_VIII _ _
3. GRADES ATTAINED: (c) I II III IV VVA
Vl CLEAR OTI OTII OTIII_OTIV OTV
OTVI OTVII OTVIII _
151
Scientology Staff Record: Page NAME
Date
152
HUBBARD COMMUNICATIONS OFFICE
LONDON (Issued at Washington) HCO POLICY LETTER OF 24 JUNE 1957
NEW POST HAT MATERIAL
When a new post is created, the person on this post will receive a
copy of past HCO and Founding Church (HASI) Policy Letters. Those policy
letters applicable to their hat should go in their hat folder, others in
their general bulletin folder.
L. RON HUBBARD
LRH: md. rs.rd
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C. HCO POLICY LETTER OF 27 FEBRUARY 1959
DUTY OF AREA SEC RE PERSONNEL
The Area Sec provides and puts hats on Central Org Personnel and is
responsible to see that their hats are provided, are put on (repeatedly if
necessary), and are changed or turned in when personnel changes.
The Assoc Sec or Org Sec procures persons, puts them bodily on post,
puts the person's hands on the equipment or mest of the job, handles pay,
supervises the actual conduct of the work (gets the work done), sees that
the proper hours are kept, etc. and changes, transfers or dismisses the
personnel.
These two functions are distinctly different and must not overlap.
L. RON HUBBARD
LRH:iwh.dlf.rd
153
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 23 SEPTEMBER 1959
HCO Secs only
CARRYING OUT INSTRUCTIONS
My DC HCO Office was much enlightened when I told them after a flap
that when people question orders coming through HCO people weren't
compelled to think up new and wonderful answers. The job of HCO was to make
the original order stick.
In other words if by any line I require somebody to do something in an
Org and they come to you and ask for more data on it, you are supposed to
say "What did he say?" and then they read it back at you and you are
supposed to say "Well that's what he said, now please do it." And they say
"We can't do it because yap yap" and you say "Read it again" and they do
and eventually they find out what it is they are ordered to do and they
only find out THEN that they can do it.
You are there to make Ron's orders stick. We've already proven that
when they don't the whole thing starts to go around the bend because my
orders are based on years of know-how and the other fellow's changes are
based on no experience.
So your first action is to know what it is I'm telling people to do
and then to make those orders stick, usually by quietly and patiently
getting them to understand what they are. The HASI London Arthritic Project
is a good case in point. It wasn't followed very well and now there is
traffic on the lines about it and if I didn't now try to straighten it up
believe me it could create thousands of words of traffic because the way it
is rigged now it will detract from the income of the whole Org by bad
programming (jamming lines), not make income for it, which is a reverse of
my intentions.
Each department in a Central Org is rigged like a clock. People who
are trying to succumb do it by failing to get the gen and then doing
something that louses up the machinery.
Your function is to keep the place going the way it was intended to
run and not the way somebody else thinks it ought to. Example: within the
past three months HCOs have got Melbourne and Auckland to handle
departments exactly the way they were set up to run. They have both
experienced higher income lately. The business available was the same. Only
the method of handling the line was changed (except that the new Assn Sec
Melbourne was willing to run it right over the staff's collective dead body
if need be) and it was changed directly back to my policies and suddenly
the places boomed.
Get them Hats on people and get the lines running the way they are
supposed to and you'll have high income weeks almost at once.
L. RON HUBBARD
LRH:iet.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
154
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I HCO BULLETIN OF 10 FEBRUARY 1960 Re-
issued from Sthil
CenO
PUTTING HATS ON
The following extract from a dispatch written to LRH by Mildred
Galusha, Sec ED and LRH Personal Sec in Washington DC:
"Just want to thank you for putting Bonnie Turner on HCO Secretary
post, and to tell you that in my opinion he is doing a very good job
indeed.
"He is bringing some order in quarters where there wasn't much. He
knows his policy and doesn't dilly dally with it.
"The way he is putting Org Sec on post is something to see - getting
her baskets lined up, emptied, getting her lines straight, putting stuff in
hat which wasn't there, getting her to know it, etc. getting her office
neater, etc. it's lovely to watch. I've never seen an Org Sec put on post
before and it's great the way he's doing it. And, I think Org Sec
appreciates it!
"Sure hope he remains on this post. He's the one for it in my
opinion."
Bonnie took over the HCO Sec's post at a difficult time. Marilynn
Routsong had just stepped into the Org Sec's post at a moment's notice. It
was a time when firm guidance and leadership paid off. Both Bonnie and
Marilynn are much to be commended for the way in which they have helped to
hold things together in Washington.
This shows that, in an emergency or otherwise, knowing policy and
following it and getting others to follow it, and generally putting hats on
the staff, is one of the first duties of the HCO Sec in any Org - certainly
the best way in which the HCO Secretary can help other staff members to do
a good job. When properly done, the staff member concerned will appreciate
it and be happy about it, because he knows then what his job is, and that
he is doing it well.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH:js.rf.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS
RESERVED
155
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JUNE 1961
CenOCon
TECHNICAL HAT CHECKING VITAL POLICY FOR HCO AREA SEC
The HCO Area Secretary not only does Hat Checks routinely upon all new
and all old Staff Members, but also checks all staff out on all Bulletins
and Policy Letters issued for the week.
This is done by having a folder for all Bulletins and Policy Letters
issued. On the back of each Bulletin or Policy Letter is written the name
of each Staff Member on whom a check of the Bulletin or Policy Letter has
been made, the date the check was made, and whether they passed or failed
the check. When all persons, to whom the Bulletin or Policy Letter was
directed, have passed a check on the Bulletin or Policy Letter, then the
checking job on the Bulletin or Policy Letter can be considered finished.
The check is done simply by calling the Staff Members in and asking
them one random question taken from some part of the material contained in
the Bulletin or Policy Letter. If they fail to correctly answer this one
question, they are flunked on the check, told to re-study it and come in
again for a re-check. A Staff Member is called back as many times as it is
necessary for him or her to answer all the most searching questions
correctly. Choose different sentences from the text as subjects for
questioning.
The HCO Area Secretary does not engage in explanations or discussions.
The above is the entire procedure.
The purpose of this Bulletin and Policy Letter checking is to make all
sure that Staff Members are always informed of up-to-date material, to
reduce Dev-T caused by people not having read their Bulletins or Policy
Letters, and to increase faster execution of directions.
L. RON HUBBARD
LRH: imj.rd Copyright (I) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
156
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JUNE 1963
CenOCon
POLICY CHECKS
The HCO Area Secretary is, by policy, bound to check all new policies
that are issued for the week.
If a Policy Letter, Sec ED, Admin Letter, Technical Bulletin or
Directive comes in and it applies to your post, you can expect the Area Sec
to contact you re a hat check on it.
The Technical Director and the Assoc Sec will be checked on new
Technical Bulletins for the week. The Association Secretary will be checked
on any new policies or re-issued policies for the week.
Staff auditors receiving routine training under the Technical Director
will not be checked unless the Area Secretary is specifically up to an Org
Rudiment for auditors.
Academy personnel will be checked over on any new training materials
in the week they are issued.
This programme does not interfere with routine hat checks as per org
rudiments. The purpose of this programme is to help ensure that staff know
policy and can understand it and quickly apply it.
Issued by: Peter Hemery
HCO Sec WW
for
L. RON HUBBARD
Authorized by: L. RON HUBBARD
LRH:gl.rd Copyright(~) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
157
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 JANUARY 1968
Remimeo
Hats Officer's Hat
Staff Training
Officer's Hat HCO HAT SECTION
ORDERS TO STAFF
HCO has always had the duty of getting policy known and applied by
staff.
Though Review Staff Training Officer now has the duty of checking them
out, this does not relieve HCO of the duty of seeing that staff get checked
out on Policy relative to their post and basic Org Policy.
This is now the duty of the Hats Officer in Dept of Routing,
Appearances and Personnel.
When a new person comes on to a post or a person is transferred to a
new post, the Hats Officer collects the old hats and issues a Time Machine
Order to the person to get checked out on the vital policy covering their
post.
A person who is doing a lot of Dev-T actions and is offline or off-
policy in any actions should be reported to the Hats Officer as well as
Ethics so that the Hats Officer can order checkouts on the appropriate
Policy Letters and on Bulletins.
The Secretaries can also order their personnel to checkouts or can
notify the Hats Officer of personnel who need checkouts.
Since Dept 1 is responsible for the efficiency of personnel and for
their knowing the Policy covering their hat, all staff is under HCO with
regard to their Hat and so can be ordered to be checked out on Policy.
When a staff member is not productive even after grooving in,
Personnel Control then takes over and handles the person by staff status
policy.
Taken from SECED 543 SH written by Mary Sue Hubbard
Proposed by a Board of Investigation
Len Regenass
Kevin Kember Halldora Sigurdson
Tony Dunleavy: Qual SecWW Len Regenass: HCO Area SecWW Eunice Ford:
HCO Exec Sec WW Tony Dunleavy: Org Exec Sec WW Ken Delderfield: LRH Comm WW
Joan McNocher: D/Guardian WW
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder LRH:jp.rd
Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
158
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 MAY 1970
Remimeo Hats Of ricer Hat
HAT CHECKOUT SEQUENCE
In checking out Hats on staff, the Hats Officer should follow an exact
sequence:
1. Check out the Org Seniors and Div heads on their hats.
2. Check out the Org divisional heads on all the hats of their
immediate juniors.
3. Check out the personnel of each division.
4. Check out the hats of seniors and divisional heads on the hats of
seniors and other divisional heads.
5. Check out any other personnel earlier unavailable.
The reason for the sequence is that if you check out the juniors in a
division without checking their hats out on their senior, the senior can
easily issue incorrect orders to the wrong terminals. This knocks off the
hats, invalidates hats in general and IS THE REASON HATS FALL INTO DISUSE.
There is a law on this-A SENIOR MUST KNOW THE DUTIES OF ALL THOSE WHO
COME UNDER HIS ORDERS.
When this law is violated any efforts of the Hats Officer become
invalidated and nullified.
There is another law - TO HOLD THE FORM OF THE ORG ALL THOSE ENGAGED
IN CONFERENCES OR ROUTINGS MUST KNOW THE HATS OF THOSE AT THEIR OWN LEVEL
OF ACTION WITH WHOM THEY ARE ASSOCIATED.
It follows of course that routing terminals must know the hats of
those to whom they connect and who are connected to them on comm lines.
Thus this is the last series of checkouts a Hats Officer does in a full
sweep.
Hats are checked out against an org board using the above sequences.
The ideal organization would be composed of a staff who each one knew
all the hats of the group.
A Hats Officer is warned that it is almost impossible to check out
hats in a group that has not had a "Chinese school" drilling on that org's
org board. (Chinese school is an answering chorus of responses to a
teacher's questions, the teacher standing by an org board or chart with a
pointer.) Where there is no Staff Training Officer this is undertaken by
the Hats Officer.
Also where there is no STO, Divisional Summaries of actions are
checked out by the Hats Officer.
L. RON HUBBARD
LRH: dz. eden Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
159
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 MAY 1968 (Reissued from Flag Order No. 785)
Remimeo
Volunteers and non-contracted Staff may only work in AO's. They may
not work on ships in the SO.
This does not bar volunteers working in AO's becoming SO members. If
they sign a contract, they can then come to SO.
L. RON HUBBARD Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
160
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 AUGUST 1968 (Reissued from Flag Order No. 1
186)
Remimeo Corrects earlier P/L of same date Qualification A.
SEA ORGANIZATION QUALIFICATIONS OF THE SO
Flag Orders 1101 and 1103 dated 28th July 1968, and Cancellation of
Flag Order 12/8/68, concerning Qualifications for Sea Org, are all
cancelled.
Herewith are the qualifications that must be established for a person
to join the SO.
A. Class III Auditor or above or old HPA.
B. Grade IV Release or above.
C. 3 months or more experience in a Scientology Org.
D. Ethics clearance from local org.
E. Ethics clearance from WW.
F. No long term financial obligations or debts of large sums.
G. May not enter SO while under 12 years of age/may not bring children
under 12 years of age.
H. A person 12 years of age to 21 must have parents' permission in
writing.
I. May not enter the SO in an effort to dodge being drafted.
J. May not use the Sea Org to solve one's marital difficulties or get
away from spouse.
K. Must be willing to sign SO contract before coming.
L. Must settle any contract with another org.
Those who owe money inevitably have to leave the SO to pay their
debts so become of no use.
Also in the SO we have as many children as we can currently cope with
to train and educate.
It has been observed that those who have trained as auditors have in
doing so demonstrated actual intention to help others. Those who have not
had auditor training have, in many cases, demonstrated the primary
intention of helping themselves and so are of little value to the Sea Org
and should be on the public lines as preclears instead.
Evidence of all the above qualifications must be presented by the
applicant.
Irene Dunleavy
LRH:js.rd CS - 7
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[This Policy Letter has since been cancelled by HCO P/L 21 July 1972,
Issue IV, Staff Qualification Requirements for Hiring Cancelled. (c)
161
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 AUGUST 1968
Remimeo (Issued from Flag Order 1233)
BPI
All Ethics hats SEA ORGANIZATION
SO mailing list
ETHICS CLEARANCE An Open Letter to all Sea Org Applicants
No one is allowed to slow in any way a person desiring to join the Sea
Organization, if he is qualified as per Flag Order l 186. To do so is
considered Suppressive.
You do need Ethics Clearance from Ethics International but this is
obtained in a very exact and very speedy fashion: as soon as you have
requested and obtained clearance at your local org (which the Ethics
Officer there is obliged to handle immediately) your E.O. then telexes the
International Ethics Officer at Saint Hill in England. This telex is
handled immediately at St Hill by International Ethics and the reply comes
back Yes or No within 2 days - No should be 24 hours.
If the answer is No, International Ethics is obliged to state the
reason why.
There are 8 possible reasons for negative reply:
1. Past enrolment in a Suppressive group.
2. This lifetime Suppressive Order on you.
3. Record of Institutionalization.
4. Criminal record within 5 years.
5. Broken contracts in Scientology.
6. Unpaid debts still unpaid.
7. A large, consistently poor and unchanging file.
8. Draft dodging.
THERE ARE NO OTHER REASONS FOR ETHICS DISQUALIFICATION.
Therefore, if you do not have any of these 8 you can count on
receiving an OK from International Ethics within 48 hours.
IF YOU DO NOT, then telex or telegram personally, yourself, directly
to CS-1 Aide c/o OTL WW, giving basic data and requesting help. You can be
sure then: (1) that you will get action (2) that anybody down the line who
failed to get your clearance handled is in trouble.
If there is a comm lag of more than 24 hours it means we are at sea.
Stay calm - we will soon hit port for fuel and water.
The same applies in your local org - if you are slowed down in any way
from getting clearance, telex or cable me directly giving the name of the
Ethics Officer, the name of the HCO Area Sec. and the name of the HCO Exec
Sec. if you know them. They are all in trouble if you have actually been
stopped.
A negative reply to request for clearance can, if unjust, be
petitioned by mail to
CS - 1 Aide c/o OTL WW, Saint Hill. Give all the facts.
As you wish to join us, we will protect you.
W/O Nate Jessup
LRH:NJ:tvd.js.cden CS - 1 Aide
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
162
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 AUGUST 1968 (Issued from Flag Order 1265)
Remimeo
SEA ORGANIZATION
SEA ORG INTERNES
Any Class VI who wishes to do so may interne for the Sea Org.
The requirements are the same as for any other Sea Org applicant.
A Sea Org Interne undergoes a brief period of deck and Seamanship
training prior to beginning Class VII.
From Class VII he may go on to Class VIII in the Sea Org and
eventually become a Tech Missionaire.
The contract is for One Billion Years.
Technically trained Sea Org personnel are vitally needed and are
granted special insignia, etc. once their Basic Seamanship is complete.
LRH:NJ:tvd.js.rd W/O Nate Jessup
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 SEPTEMBER 1968
Remimeo
SEA ORG RECRUITS - TRAVEL EXPENSES
Persons who have been accepted to join the Sea Org and signed the
Contract, pay their own travel expenses to reach the destination of where
the Sea Org is located.
This is in no way intended as a stop on joining the Sea Org, but will
eliminate us having to pay enormous travel expenses and puts the
responsibility where it belongs.
Robin Roos CS-3 for
L. RON HUBBARD Founder
LRH: RR:ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
163
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1967
Remimeo HCO Exec Sec Hat Org Exec Sec Hat HCO Area Sec Hat Dept of
Comms Hats
HCO DIVISION, DEPARTMENT OF COMMUNICATIONS
In accordance with HCO Policy Letter of February 28, 1966 entitled,
"Danger Condition Data, Why Organizations Stay Small", the following sets
out the sections and units of the Department of Communications.
All Organizational Boards are to be posted in accordance with this
line-up.
DEPARTMENT OF COMMUNICATIONS Director of Communications PUBLIC
ORIGINATION SECTION Public Origination Officer MAIL RECEIPT UNIT
Mail Receipt In-charge Mail Logging Clerk Mail Opening Clerk Mail
Invoicing Liaison Clerk Customs Clearance Clerk
ORIGINATION INFORMATION UNIT
Origination Information In-charge Telephonist Bulletin Board
Information Clerk Public Originations Promotion Clerk
RETURN ADDRESS UNIT
Return Address Clerk
OUTFLOW COMM SECTION Outflow Comm Officer ADDRESS UNIT
Address In-charge Address Collection Clerk Address Checking & Mail
Forwarding Clerk Plate Tabbing Clerk Plate Embossing Clerk
ADDRESSING UNIT
Addressing In-charge Envelope Addressing Clerk Special Lists & Card
File Clerk Stuffing Clerk Geographical Sorting Clerk
MAIL OUT UNIT
Mail Out In-charge Mail Out Logging Clerk Franking Machine Clerk
Package Insurance Clerk Mail Out Delivery Clerk
164
LETTERS OUT UNIT
Letters Out In-charge Letter Typists Letter Signature & Collection
Clerk
COMM SYSTEM ESTABLISHMENT SECTION Comm System Establishment Officer
COMM CENTER UNIT
Comm Center In-charge Comm Center Basket Clerk Comm Center Ribboning
Clerk
STAFF COMM STATION UNIT
Staff Comm Station Clerk
INTERNAL COMM SYSTEMS UNIT
Internal Comm Systems In-charge Electronic Aids Technician Inter-
office Telephone System Clerk Public Address Systems Clerk
INTERNAL COMM FLOW SECTION
Internal Comm Flow Officer COMMUNICATIONS DISTRIBUTING UNIT
Comm Distributing In-charge HCO Dispatch Courier Mail Distributing
Clerk Mimeo Distributing Clerk
COMM INSPECTION UNIT
Communication Inspector Bulletin Board Clerk Letters Inspection Clerk
Lost Dispatch Clerk Lost Mail & Packages Clerk Letter Policy Checking Clerk
HCO STENO UNIT
HCO Steno Secretarial to Executive Directive HCO Mimeo Clerk Xerox
Clerk HCO Steno Files Clerk
INTRA ORG COMM SECTION Intra Org Comm Officer
INTRA ORG COMM UNIT
Intra Org Comm In-charge Intra Org Dispatch Liaison Intra Org Dispatch
Expeditor Intra Org Mail Packaging Clerk
TELEX UNIT
Telex In-charge Telex Operator Telex Distributing Clerk Telex Files
Clerk
Mary Sue Hubbard
LRH:jp.rd The Guardian WW
Copyright (c)1967 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
165
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 6 JULY 1959 Issue
2
Convert Sec E.D. CenO
OUTFLOW
Outflow is holier, more moral, more remunerative and more effective
than inflow.
The order of priority of staff action follows for any department or
staff member:
1. Outflow to general public using any comm particle or body, 2.
Inflow of income producing comm particles, 3. Outflow of finished work or
reports to other org members,
4. Inflow of orders, requests, information from other org members.
Give priority in terms of time as above and increase your unit.
L. RON HUBBARD
LRH:gh.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
166
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF 24 FEBRUARY 1966
Exec Sec Hats
HCO Sec Hat HCO Division, Dept 2
Dir Comm Hat
All HCO Hats MAIL STATISTIC
All mail points Hats
DIR COMM'S FUNCTIONS
The gross divisional statistic of HCO is letters out and letters in.
Why?
Because the Existence of an org is real to the public mainly by
writing in and getting answered.
The volume of letters out and letters in is wholly in the ability of
HCO to control. After all, it is the HUBBARD COMMUNICATIONS OFFICE
.
When letters don't go out in volume, the public and field don't know
the org is there.
When letters come in and aren't answered then the public jolly well
knows the org isn't there and gets ARC Broke about it as well!
You can advertise. You must send out mags and these also say the org
is there. But that personal communication to Joe, Joe's reply and answering
Joe is vital vital vital for Joe now knows you're there.
The ARC Triangle consists of Affinity, Reality and Communication. Of
these, Communication is the most vital. As you'll find in 1950 booklets,
when you want to raise one corner of the triangle you use the other two. If
you want more C, you raise A and R. If you want more R you raise A and C.
If you want more A you raise R and C.
Now why do many people get cross with an org when they don't get cross
with me? It's a proven fact that this is so. Even SPs have come in on an
Amnesty and snarled at the org but demanded it obey me! You should take a
look at this. Why?
It's because I communicate to them. Aside from my actual interest in
them and aside from books and tapes of mine I see to it my mail gets
answered and work hard to make sure it is and change any system that
doesn't get it answered quickly. And my order is to mail answerers on my
lines "Give them what they want and keep the peace". So I have a good mail
statistic, letters in and letters out.
Now why can't HCO have a good mail statistic too? When it doesn't
have.
Well, it just doesn't get the org to answer its mail. It is that ugly
stupid simple.
If I were Dir Comm (and I often wear that hat as Exec Dir of a
specific org) I would simply scream blue murder and red murder too if I
found unanswered public letters in anyone's in-basket or desk.
Because I would know that that person was lowering the Affinity and
Reality of the public for the org, costing us a fortune and ARC Breaking
people like mad. Whenever I have found this I have had that person removed
by transfer or demotion at once. It's that important.
This is the order of importance:
1. Answer up 2. Answer up with Reality 3. Answer up with Affinity 4.
Originate 5. Originate with Reality 6. Originate with Affinity
When you don't answer up quickly as an org, the first thought of the
person writing is that you are no longer there.
Sometimes some person will answer up "with reality" by going entheta
(enturbulated theta). Note that that violates (3).
167
You hear some people say in an org about mail "We are trying for
quality so our
volume is not " Dishwater! They're trying for silence.
A and R and C. And that C means Communicate. Not tomorrow. Today!
It has been completely proven (D.C. '58 - '59) by actual tabulation
and statistics that gross income exactly paralleled the Letters Out
statistic.
Given letters out and letters answered, then gross income above that
exactly follows the Qual gross divisional statistic.
Therefore Communication and the Quality of Service are what make an
org stable and affluent.
The Communication factor is in the hands of HCO. Why?
Because HCO has Personnel, Policy, Ethics and the Communications Dept.
So if HCO is doing its job at all at all at all in the 3 departments it
will have a high letters out from the org and a high letters in.
HCO hires the typists. HCO directs people to hat checks. HCO gets rid
of SPs. And HCO establishes whether people are busy. And HCO has the
Director of Communications.
If you think Dir Comm is a message clerk, think again. Dir Comm sees
to it there is Comm. And that's his hat. Not what despatch do I route but
is there a place to receive despatches and letters, to send despatches and
letters to (Comm Centre baskets, Comm stations, address files, incoming
mail, outgoing mail).
The whole Comm System belongs to Dir Comm. If an In basket in Dist Div
is still full, that's Dir Comm's business. If a Dissem staff member stuffs
despatches in his desk off lines, that's Dir Comm's business. If the
incoming letters in any department have lain there a week without answer,
that's Dir Comm's signal to jump on Personnel and Ethics and tear the place
apart. If book or tape orders are unfilled for 30 days, that's up to Dir
Comm to demand the HCO Sec order a Comm Ev.
It's a serious matter. Dir Comm puts the lines there and sees that
they flow fast. If a Dir Comm can't do this then he just hasn't got the
idea at all at all and should be sent to Review to do Comm Systems in clay.
It is a disgrace for HCO to have a low gross divisional statistic. It
means no HCO. It means no personnel officer, no Ethics Officer, no HCO Sec
and certainly no Dir Comm. This is harsh but real. If there were a
personnel officer on the job typists would be available in the right spots
and check outs on Comm Pol Ltrs would be getting done on key letter
answering and originating points. If there were an Ethics Officer the SPs
and generally failed cases and "I don't knows" would not be in the org at
all. If there were an HCO Sec the whole Division would run and if there
were a Dir Comm there would be a fast flowing properly terminated, properly
policed Comm System.
It's easy to excuse a lack of mail flow and a low statistic. "Well, we
were under attack..." "Our superiors don't understand..." "We don't have
proper personnel..." "Our units are low..."
Hell! Those things if true all go back to letters in - letters out
failure!
An org that originates lots of mail (and mags and ads) and answers its
mail has enough influence and money to plow its way through anything, to
get any help, to pay tons of staff.
Man! We have a total monopoly on the technology of the human spirit.
And we can be poor? Nuts.
If we handle our mail and deliver service, we can't lose! We just
can't!
So let's get our Comm Depts running like Mercury and get off the
launching pad.
L. RON HUBBARD
LRH:ml.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
168
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 FEBRUARY 1966
Remimeo
Exec Sec Hats HCO Div I Dept 2
HCO Area Sec Hat Dept of Comm
Dir Comm Hat
Comm Dept Hats COMMUNICATIONS FUNCTIONS
(Reorganizes this Department)
The purpose of the Director of Communications is:
TO HELP LRH HANDLE AND SPEED COMMUNICATIONS FROM THE PUBLIC TO THE
ORG, THE ORG TO THE PUBLIC AND ESTABLISH AND SUPERVISE THE INTERNAL
COMMUNICATIONS SYSTEM OF THE ORGANIZATION AND LINK IT WITH OTHER ORGS.
From this purpose it will be seen at once that the order of importance
of communication flows is:
1. From the public to the org. This is done by making it as easy as
possible for a member of the public to comm to the org and the right
terminal in an org. The chart published in the Auditor is a direct and
correct effort to do this. Return addresses, getting our address known, all
is part of the Dir Comm's responsibility. Self addressed cards - any system
to make it easy and fast for the public to Comm to the org is the direct
and first responsibility of the Dept of Comm and there is a Section for it.
Don't expect the public just to somehow Comm to the org. Make it so easy
that they will. Even to dreaming up what they should write in about if
Dissem Div won't function despite nagging. Although this seems to duplicate
the Dissem Div it doesn't as its purpose is to make it easy for the public
to Comm and get our address known. It includes all mail receipt and logging
functions before it hands mail over to Sec 4. It includes methods of
receipt of those comms. This is a section. Public Origination Section.
2. From the org to the public. Dir Comm must see to it that letters
and mail pieces flow outward from the org by seeing to it first that the
mail gets signed and sent quickly, that magazines are prepared for with
addressed envelopes, that address plates exist for every member of the
public in comm with us, that any type of person or geographical section can
be run off BANG by address and seeing to it that letters don't pile up
unanswered but forcing them to be answered quickly. This is a Section in
the Dept of Comm, the Outflow Comm Section.
3. The establishment of Internal org communication systems includes
our Comm Centres, our Comm stations. Dir Comm sees that every staff member
has a basket in a Comm Centre and a personal Comm station near his area of
work no matter who the staff member is - that includes the janitor! This is
a Section in the Dept of Comm, the Comm System Establishments Section. It
works out the system, puts up the baskets, establishes other needful
systems.
4. The Supervision of Internal Comm consists of distributing mail and
despatches, picking up mail and despatches and speeding mail and despatches
throughout the org. This may look like a clerical function and in a large
part it is. But it is more important than that. I can foretell every
slumped part of the org just by watching their in-baskets and pending
baskets. The velocity of flow of mail and despatches inside an org
establishes the state of statistics. Where Comm is slow, statistics will be
down. Where it is fast it will be up. Where it doesn't move at all, a
danger condition will result. This section does not have the rank to order
comm to be moved but it sure has the power of report and where Comm doesn't
move, this section
169
had better start yelling to high brass. Even a small terrier barking
long enough will get attention. It may be rough attention but remember that
an LRH Communicator is called a Communicator and where despatches and mail
don't move, and people in authority won't act even when told and told, an
LRH Communicator will be very interested and must despatch WW. The wealth
and value of the org to Mankind depends on SPEED of flow of its despatch
particles. Where they hang up you either have an overworked personnel or a
non-working personnel. The overworked one can be told by a daily full out-
basket. The lazy one can be told by an empty out-basket or one that has
only Dev-T in it. The name of this section is the Internal Comm Flow
Section.
5. The handling of despatches between orgs is the Intra Org Comm
Section. This has the Telex, the packets of preaddressed envelopes to other
orgs, etc.
The most important section is of course the first one. This has Mail
Receipt and logging, is tied up with Invoice and has the problem of getting
the mail into the org fast with no loss of money on the lines and no loss
of mail into the org. The two rough problems are those - how to safeguard
incoming money and get it invoiced accurately and how to make sure the mail
received gets into the org to the places it belongs.
The second section is a big one, containing address and all its
equipment and the HCO outgoing mail unit and all the magazine mailing, the
Franking machine, outgoing log, etc. Its big problem is GETTING THE MAIL
ANSWERED THROUGHOUT THE ORG! This means it has to keep close liaison with
all letter answering posts, Dir Pers and Dept 2 Sec 4.
The third section is a small one and often gets overlooked. It sets up
Comm Centres and stations and labels baskets and fixes it so there is a
basket in a Comm Centre and a Comm station 3 basket stack for every staff
member. Its main problem is that caused by changing personnel and posts. It
solves this by making its system parallel the Org Board, changing as the
Org Board changes (and hounding Dept 1 when the Org Board gets behind). The
third section also handles phones, intercomms, setting up Telexes,
electronic aids, Public Address systems and even the HOC's auditor
supervisor listening devices. Any electronic aid comes under this for
setting up and maintaining.
The fourth and fifth sections are well described as above.
________
At first glance the whole gross divisional statistic for HCO rests on
Dept 2. But this is not entirely true. It takes personnel and routing and
it takes Ethics to back all this up. And it takes an HCO Area Sec to pound
home the simple truth that if we Comm we live and if we don't we perish.
HCO you see, is the management division of orgs really. Exec
Secretaries have the overall control and the brass. But it's HCO that kicks
orgs along and always has. And the mainspring of it all is the Dept of Comm
of HCO.
I could run a whole org into affluence just by holding one hat - Dir
Comm. Sometimes I wonder if that isn't the main hat I wear. So I need help
on it. Lots of it. Give me a hand with it.
L. RON HUBBARD
LRH: ml. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
170
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 OCTOBER 1970
Remimeo Issue II
Dept of Comm
Comm Bureau MAIL LINE
Reissue of HCO Bulletin of 3 August, 1956 Revised
(The original issue stated only the Accountant could open mail. This
was changed by HCO P/L of 31 Aug '65, "Mail Opening", which stated mail is
opened by the Dept of Communications, HCO Division 1.)
"As the mail line contains money, preclear and student applications
and is in effect the income line of the organization, it must be secure in
the extreme.
"The mail opener opens all mail, whether personal or otherwise and no
matter how marked on the cover, which is addressed to the organization or
its personnelexcepting only mail for students and/or preclears, and
packages. Example: Any letter addressed personally to a staff member and
received at the HASI, even though marked personal, would be opened. (This
regulation has been found important in this London operation three years
ago.) (This discourages receipt of personal mail by staff at business
address.)"
LRH: DZ:sb.rd Revised & reissued from
Copyright (c) 1956, 1970 LREI original by:
by L. Ron Hubbard Preparations l/C
ALL RIGHTS RESERVED Central Organizing Bureau
[Note: The above P/L was modified by HCO P/L 7 December for
1970, Guardian's Office Mail, page 179. The original issue of L. RON
HUBBARD
3 August 1956 appears in Volume 3, page 271.] Founder
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
LONDON (Issued at Washington) HCO BULLETIN OF 9 MAY 1957
MAIL
Mail falls into three main divisions given in order of importance:
la. Applicants for training and processing (people who say they are
coming in).
Ib. Prospects for training and processing (people who display some
interest in the organization).
2. Book and Tape orders.
3. General (anything not covered in categories 1 and 2).
All mail from whatever source goes at once to the Accountant. The
Accountant immediately sends categories la and lb to the Registrar.
Registrar answers at once category la, distributes copies of her la answer
and all lb to staff auditor in Central Files capacity.
Accountant gives all category 2 to the Assistant Shipping Clerk in her
office for immediate invoicing.
Category 3 is given by the Accountant to the Receptionist for
distribution.
Mail escaping this routing is illegally routed and any illegality
shall be dealt with severely.
Priority of answer is category la, category 2 from Shipping, and
category lb from auditors. All other classifications are considered without
priority but the above mentioned ones have classification of speed.
L. RON HUBBARD 71
THE FOUNDING CHURCH OF SCIENTOLOGY 1812 19th Street N.W., Washington,
D.C. FOUNDING CHURCH POLICY LETTER OF 19 DECEMBER 1957
PHONE BILL
The phone bill has risen to
400 a month. We are using 1000 message units per month.
Many of these calls, particularly local, are personal calls. Some of
these calls cannot be traced and are made local or long distance by
students.
Therefore please observe the following rules regarding phones.
1. If you make a local personal call on FC phones, keep a record of it
and give the Accountant 1 0c for each call you made. Pay her at end of
week.
2. Instead of keeping a record of your calls, you can also use the pay
phone which we are having moved to hall of 1810.
3. Refuse use of your phone to students, preclears and callers. Direct
them to the pay phone.
4. Any office with a phone in it must be locked during all times it is
not in use. Carry with you your office key. Lock your office when you
leave. If you see somebody else leave his office unlocked while he leaves,
lock it for him. A few times of locking people out will cure the habit of
leaving phones with no staff around.
5. Write airletters and postcards and letters rather than using
telegrams.
6. Use telegrams always rather than long distance phone calls. The
cost does not compare.
I am sure we can cut down this bill without impairing our own
communication
needs.
Best,
LRH Exec Dir of F.C.
LRH:bt.rd Copyright 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
[This Policy Letter was reissued on 7 October 1970 deleting No. 4.]
172
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH BLUE ON YELLOW
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO PROCEDURE LETTER OF 3 SEPTEMBER 1957 (Issued at Washington)
(This revises and replaces HCO Procedure Letter of May 15, 1957,
Modified) (Issued in accordance with Ad Comm recommendation of January 7,
1958...HCO)
METHOD OF OPENING AND INVOICING MAIL
All Mail goes only to Accountant.
The Accountant opens all mail from whatever source.
The Accountant's first interest in mail is whether or not it contains
money. Therefore, he rapidly opens mail and places it in either of two
baskets.
Basket No. I - Accountant to Dir of Registration. Receives all mail
not containing money.
Basket No. 2 - Accountant to Invoice Clerk. Receives all mail and
money (as further described).
Basket No. 3 - Invoice Clerk to Dir of Registration. Receives all mail
as fast as invoiced.
Cash Box - Beside Invoice Clerk, receives all money.
The Accountant uses a stapler in fastening letters to envelopes. He
staples al] envelopes to their letters. He uses paper clips to fasten money
and cheques to letters.
The Invoice Clerk never uses a stapler, always uses paper clips.
The Accountant does no further separation of mail than (I) mail with
money or orders in it and (2) with no orders or money in it.
The mail with money or orders in it is placed by Accountant in Basket
No. 2.
The Invoice Clerk only invoices. He does not otherwise process mail.
He writes name and address very clearly. He marks the invoice number on the
order letter and with a paper clip attaches the white and the yellow to the
letter. He writes any special directions about the order on the invoice
slip. He puts any money in the cash box. He handles each order letter one
at a time. He takes order letter from Basket No. 2, writes invoice,
verifies sum of money, notes any discrepancy on the invoice or any credit
due or amount still owing, marks number of invoice on the letter, removes
money from order letter and puts money in cash box, clips white and yellow
to the order letter and places it in Basket No. 3 before he touches another
order from No. 2.
When invoicing to more than one organization the money is invoiced to
the organization giving the service, not necessarily the organization
mentioned in the letter or on the cheque or money order. Such mix-naming on
cheques or money orders by public is straightened out by Accountant at time
he deposits by simply adding his pinks for any organization and taking that
much money from Cash box and depositing it to that organization. Cheques
can be cross-endorsed as needed to make this balance. It is balanced in
cash, not at time of invoicing. Further, a split of a cheque where part is
a payment for a book on one corporation and part is a processing payment on
another is simply invoiced with the proper amount to each corporation and
the cheque placed in cash box.
The moment the Accountant has finished with mail (he sets an hour such
as noon for end of mail day and keeps all mail arriving after this hour to
the next morning - thus invoicing only once a 24-hour day), he takes
everything in Basket No. I to the Director of Registration.
173
The moment the Invoice Clerk is finished he takes everything in Basket
No. 3 to the Director of Registration.
Neither the Accountant nor the Invoice Clerk distribute. Director of
Registration distributes.
On Receipt of any mail, Accountant stamps it with receipt time. We
only now consider it to be in the Comm lines of organization.
Director of Registration places the yellow and white Invoice slips
only in -
1. Shipping (Books and Tapes)
2. Memberships (for membership payments)
3. Accountant (payment on bills and notes)
Director of Registration places no letters in these three baskets.
Only white and yellow Invoice slips.
Dir of Registration detaches letters and places them in the indicated
baskets.
All letters accompanying orders or other such letters not prospect or
applicant go to Central Files in Charge who herself writes answers to them
while CF Clerk carries on CF.
All applicant letters, meaning people who apply for training or
processing, go to the Director of Registration.
All prospect letters, people who are merely interested maybe, go to
the auditor to whom they are addressed or, in case of doubt, to Director of
Registration.
Technical question letters go to Dir of Registration who tells them to
come in for training.
Complaints go to Dir of Processing always.
Business letters go to Dir of Administration.
HCO letters or letters to LRH go to HCO.
Field operation letters go to Organization Secretary.
Non-classified letters go to CF in Charge for procurement purposes.
This bulletin is prompted by the following discoveries:
1. Everyone in an organization tries to act as a Comm Centre to some
degree.
2. Comm Centre belongs to Reception.
3. Mail routing is not the business of the Accountant beyond finance.
I expect this procedure to be adhered to. If it needs clarification or
change, tell me.
L. RON HUBBARD
LRH:md.rs.rd Copyright(~) 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
{Note: Para 10 of this Procedure Letter has been corrected per HCO
Bulletin of 17 Sept. 1957 which deleted the sentence, "He does not stamp
mail as received."]
174
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 AUGUST 1961
Sthil Staff and Students
PRIVATE MAIL AND TELEPHONE CALLS
All private telephone calls, telegrams and cables, of Staff members or
Students, must be paid for in cash at the time of making the call or
sending the telegram, etc.
The charges for such services are obtainable from the operator.
Private letters may also be stamped or franked on payment of the
correct amount.
These services may be extended as a courtesy, but it is understood
that there is no obligation to do so. As far as possible, please use the
ordinary public services in the town.
During business hours, cash may be handed direct to the switchboard
operator in the front office. Outside of business hours, when the
switchboard is unattended, place the cash in an envelope in the switchboard
operator's basket in the comm centre, with a note detailing the amount of
the charge, and the exchange and number, or nature of service. This
facilitates the eventual checking of the account. If you have not the exact
amount, place enough to cover it, and the switchboard operator will hand
back change next day.
Students wishing to use the telephone must always obtain the help of
the switchboard operator, during business hours. At other times, they must
ask an instructor or other Staff member.
Issued by: Peter Hemery HCO Sec WW for L. RON HUBBARD
LRH: imj. rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
175
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 JULY 1962 Sthil
TELEPHONE ANSWERING
On all calls received, anyone answering should state the phone number
and nothing else.
"East Grinstead 4571."
Do not use "HCO" or "Hubbard Residence" or any other answer than "East
Grinstead 4571 ".
On finding who is wanted, attempt to make the connection to the proper
person.
If the person cannot be found, offer to take a message by saying, "I
will take a message." Do not take further actions.
OVERSEAS CALLS
Calls received from overseas are generally unacceptable because they
take too long to connect and are often foolish and can be done better by
cable.
All our offices (except sometimes Los Angeles) know this and always
cable.
Therefore Overseas calls are never urgent no matter what the operator
may say.
Try to find out who is calling and try to connect. But do not make
later appointments for the call except as below.
Do not send anyone a message in the office saying, "Saskatchewan is
phoning you at 4.30."
Overseas connections are their problem, not ours.
CALLS FOR DR. HUBBARD
Telephone calls for myself, received before 2.30 p.m., should be
answered only as follows:
"Dr. Hubbard will be available after 2.30 this afternoon. Could you
please call then. "
If the caller states the matter is urgent say, "I will put you through
to Mr. Hemery," or, if Mr. Hemery is not here, "There is no one else here.
I will take a message."
Do not use other wordings or make other statements.
On calls received after 2.30 p.m., put them through to me, if
possible. Say only, "I will try to connect you", and try to locate me and
do so.
If I cannot be found, put the call through to Mr. Hemery. If he is not
available say, "I will take a message," and do so.
WRITING MATERIALS
Keep pads and tied down ball-points near the Butler's phone and by the
switchboard. Responsibility for doing this is the morning receptionist's.
PHONE NUMBERS
An adequate record of phone numbers should be kept up to date by the
afternoon receptionist and available in a phone number book at the
switchboard.
STUDENT CALLS
All outgoing calls by students must be paid for to the receptionist.
LRH:dr.rd L. RON HUBBARD
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED 176
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MAY 1965 Issue II
Gen Non Remimeo
COMMUNICATIONS REGISTERED MAIL
No org may accept any registered mail.
1. Long experience shows it comes only from psychos and governments.
2. It is a lot of trouble to obtain from the post office.
So just reject it.
There's no worry it may contain writs. It is just sent by nuts.
PHONE CALLS
Phones are psycho. They have no memory.
Overseas phone calls are often incomprehensible and start mysteries.
One often has to hang about for 6 or 8 hours in a mystery trying to
connect with a call coming in.
CABLE or TELEX is far better. Use it.
All overseas phone calls are turned down by orgs.
Inter-org phone calls even on one continent must be discouraged.
Use telexes and cables. Then we can find out what happened.
L. RON HUBBARD LRH:ml.rd Copyright (I) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Amended by HCO P/L 18 January 1970, Registered Mail, Volume 1, page
178, and HCO P/L 9 July 1971 Issue III, Communications - Telephone Usage -
Daily Call In, in the 1971 Year Book.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 JUNE 1965 Gen Non Remimeo Reception Accts HCO
CORRECTION TO HCO POLICY LETTER OF 26 MAY 1965
ISSUE II - COMMUNICATIONS - REGISTERED MAIL
Exception to the rule that no org may accept any registered mail: as
HCO Policy Letter of April 11th, 1963 states that rolls of names and
addresses from each org are to be sent by registered surface mail to
Capetown, Capetown is to accept, and be alert to accepting, such registered
mail.
L. RON HUBBARD LRH:mh.rd Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Amended by HCO P/L 18 January 1970, Registered Mail, Volume 1, page
178.]
177
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 AUGUST 1966
Remimeo
HCO Area Sec
Dir of Comms
Public
Originations
Officer REGISTERED MAIL
Any office in any country in which money is routinely sent via
registered mail may accept registered mail, providing that, on any piece of
mail coming in, it is ascertained that it is not from a government or a
known psycho, and that the signing for it does not require the signature of
any particular person.
L. RON HUBBARD
LRH: Ib-r. eden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JANUARY 1970
Gen Non - (Amends HCO Policy Letter of
Remimeo 26 May 1965 and HCO-Policy
HCO Area Sec Letter of 11 June 1965)
REGISTERED MAIL
Registered Mail may be accepted in the United States. It is routed un-
opened to the Assistant Guardian.
As Registered Mail is delivered to the Org in the U.S., and as refusal
of it has been a source of problems with the Postman at ASHO, and per the
Postman's report, with the Post Office, with possible jeopardy to the Bulk
Mail Permit in L.A., it may be
accepted and routed as above.
Written by Natalie Fisher
Assistant Guardian ASHO
Joel Kreiner
D/Guardian Legal US
Bob Thomas
D/Guardian US
Leif Windle
Policy Review Section WW
Jane Kember
LRH:NF.ei.cden The Guardian WW
Copyright (c) 1970 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
178
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 AUGUST 1965
Gen Non-Remimeo
MAIL OPENING
The opening of mail is to be done in the Dept of Communications - HCO
Division 1, Dept 2. Mail is opened and distributed only once a day which is
after the first delivery. Any other deliveries of mail by the Post Office
are to be kept locked up in a safe place until the next day.
In opening mail, follow this procedure: first divide the mail into
three categories:
(a) letters into org (b) packages and parcels for the org (c)
students' and pcs' letters and parcels.
The mail is counted and the count is noted in the mail log.
The students' and pcs' mail is sent to Tech Services for distribution.
Org mail is opened and each despatch is datestamped. If letters contain a
cheque, money order, postal order, cash or any other negotiable form of
money, they are to be logged in the mail log book with the name of the
remitter, exact amount of money, what form the money takes and the letter
is to be date-stamped in the usual way. When this has been done, distribute
all the mail into the comm centre with the exception of mail with money.
This is taken by hand to the invoicing cashier in Dept 7 Org Division.
LRH:ml.rd L. RON HUBBARD Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Note: Practice since 1966 has been for Dir Income or Invoicing
Officer to be present when org mail is opened by Mail Opening Clerk. - Ed.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1970
Gen Non-Remimeo (Amends HCO PL 31 Aug 1965, Mail Opening)
HCO Hats (Amends HCO PL 7 Oct 1970, Issue II, Mail Line)
Gdn Office Hats
GUARDIAN'S OFFICE MAIL
Mail to any Guardian's Office or its personnel is not opened by Dept
of Comm, but is distributed directly to the Guardian's Office.
This is for security reasons.
Leif Windle D/G Policy Knowledge WW for Jane Kember The Guardian WW
for Mary Sue Hubbard
LRH:MSH:JK:LW:nt.rd The Controller
Copyright (c) 1970 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
179
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
Remimeo
SH and WW only
Executive Hats
All HCO Mail Point Hats
All 'Phone Point Hats
To be enforced by
Dir Comm and Ethics I M P (c) R T A N T
LEGAL, TAX, ACCOUNTANT AND SOLICITOR, MAIL AND LEGAL OFFICER
There is all manner of legal type letters, government letters,
accounting notices, assessments and such and phone calls received by
persons in the org and this Pol Ltr FORBIDS it being routed all over the
org to anyone and everyone.
IT ALL GOES TO THE LEGAL OFFICER
I don't care who it is addressed to, or who is being called for if it
looks or sounds lawyer or legal or tax or T & C Planning or Council or
anything like legal or government IT MAY NOT BE ROUTED TO ITS ADDRESSEE but
must FIRST go to the Legal Officer only.
Anyone found holding or receiving or finding any legal or tax or
planning matter or letter or phone call without its being routed first and
at once to the Legal Officer will be reported at once to Ethics and Ethics
is to hold a hearing.
The Legal Officer is hereby authorized to have a clerk. The clerk is
to keep legal files and is to receive all such legal matters, letters,
summonses, etc.
The Legal Clerk may then Xerox a copy and send the copy only to the
addressee. But must keep the original and must show it to the Legal Officer
before even a copy is sent.
ALL OUTGOING MAIL to attorneys, tax crude, the alleged government, the
Council, etc. AND A FULL RECORD OF EVERY VERBAL CONFERENCE ON SUCH MATTERS
must be sent to the Legal Officer BEFORE MAILING or before being held
binding and must not be sealed or ratified before so sending it to the
Legal Officer.
NO STENO may mail a legal type letter or get it signed unless it is
FIRST SENT TO THE LEGAL OFFICER FOR OK.
Without that okay it may not be signed or mailed.
No officer, executive or person in the organization may make legal
contacts or commitments or arrangements that are not approved by the Legal
Officer.
Any phone or Telex operator receiving a request from an Executive for
a legal or government outgoing connection must route it instead to the
Legal Officer.
RECEPTION MUST ROUTE ALL LEGAL TYPE BODIES ONLY TO THE LEGAL OFFICER
AND TO NOBODY ELSE EVER.
Note: The government is so dispersed it mails anyone's mail to anybody
(absolute fact) and the most dangerous notices may get sent to the most
unlikely places and parts of the org. In the recent accountancy emergency
it was conclusively proven that a suppressive always selects wrong targets
and that includes wrong addressees. The most vital notices were being sent
to anyone whose name was handy.
THE LEGAL OFFICER
The purpose of the Legal Officer is to help LRH handle every legal,
government, suit, accounting and tax contact or action for the organization
and by himself or employed representative, to protect the organization and
its people from harm and to bring the greatest possible confusion and loss
to its enemies.
180
This purpose can only be carried out if every piece of mail incoming
and outgoing that has to do with legal matters, tax matters, Town and
Country Planning matters, government matters, solicitor matters of any kind
passes through his hands and is fitted by him into the tactics and strategy
agreed upon or formulated by the Legal Section.
The Legal Officer may not take direct orders from anyone but myself,
Policy Letters and SEC EDs, and obstructing him in the performance of his
duty is a crime and must be followed by a Committee of Evidence.
L. RON HUBBARD LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF l l OCTOBER 1966
Remimeo
SH & WW only
Exec Hats
All HCO Mail
Point Hats
All HCO Phone IMPORTANT
Point Hats
To be enforced by LEGAL, TAX, ACCOUNTANT AND SOLICITOR
Dir Comm & Ethics MAIL INCOMING AND OUT-GOING
(Amends HCO Policy Letter of 3 February 1966)
Any legal, accounting or governmental communication must be Xeroxed
(duplicated) upon receipt with copies sent to the Guardian WW, the Board of
Directors and the addressee BEFORE the original is routed to the Legal
Officer. The responsibility for such Xeroxing and routing is directly that
of the Internal Comm Flow Section.
This responsibility for routing and informing of all terminals
involved by Xerox copies is being turned over to the Internal Comm Flow
Section as it has been seen that a breakdown within the Legal Section
itself can cause urgent matters to be neglected and unhandled. This,
therefore, changes the HCO Policy Letter of 3 February, 1966 where such
Xeroxing was the responsibility of the Legal Clerk.
No legal, accounting, or governmental communication can leave the
organization which has not been approved by the Legal Officer AND SIGNED BY
THE SECRETARY OF THE BOARD OF DIRECTORS. A copy of such communications is
sent to the Guardian WW and to the addressee. This changes HCO Policy
Letter of 3 February, 1966 in which the Legal Officer approved such
communications and such communications were then signed by the originating
terminal. Now, no matter who originates such a communication, it is to be
signed only by the Secretary of the Board of Directors as a communication
from the Board of Directors, all Directors knowing about such.
In this way the Guardian WW, the Board of Directors, and the addressee
can be certain that ALL incoming matters of a legal, accounting, or
governmental nature have been received and handled and that outgoing
communications on these subjects are according to policy.
L. RON HUBBARD Founder
LRH: lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
181
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 AUGUST 1965 [Amended 16 January 1970]
Gen Non-Remimeo Dir of Comm Mail Clerk
RETURN ADDRESS
Effective this date, all mail and packages sent from an Org must bear
the return address of that Org (with the exception of meters overseas to
U.S., which are covered by other directives).
Therefore, it is the charge of the Dept of Communications to see that
no mail or packages leave their Org with no return address.
A rubber stamp with return address on it can be made and envelopes
stamped on receipt from suppliers, prior to being supplied to various
departments.
Until a stamp is secured and envelopes so stamped, return addresses
should still be put on outgoing mail. The person franking mail must return
any mail to dept sending for return address if he finds any mail lacking
return address.
Also to be investigated by Dir of Comm is cost of return address
stickers, which are ordinarily quite inexpensive.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
182
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Gen Non-Remimeo
HCO Area Sec HCO POLICY LETTER OF 12 OCTOBER 1966
Dir of Comms Issue II
Outflow Section Officer Mail Clerk Letter Originating Hats St Hill
only
MAILING OF LETTERS (Corrects HCO Policy Letter of August 17, 1965,
Return Address)
The following points should be considered in the preparation for
mailing of letters:
1. ADDRESS. The name and address of the person to whom the letter is
being sent should be typed or placed on the envelope at least 11/2 inches
from the top of the envelope so as not to be overprinted by the franking
machine stamp.
Addresses should be neat, correct, and legible.
2. INLAND LETTERS: Letters addressed to persons residing in England,
Scotland, Wales, Ireland or Europe MUST NOT be put in airmail envelopes.
There is no airmail as such to these countries and mail is sent by whatever
is the fastest route.
Inland letters should always contain in the address the name of the
country of the addressee unless the city is well known.
3. AIRMAIL LETTERS: Letters to be airmailed overseas should be put in
airmail envelopes, if it is intended by the originator that such be sent
airmail, otherwise overseas letters will be sent by the least costly
mailing service. It is better for overseas letters to be written on Air
Letter Forms as these cost 6 pence in comparison to one shilling and six
pence for an airmail letter weighing one-half an ounce or less.
The name of the country should always be included in the address of
the person to whom the letter is being mailed.
4. SECOND CLASS AIRMAIL: Only printed matter can be sent Second Class
Airmail and such can only be sent in envelopes which can be easily opened
(not sealed). Such envelopes can be opened easily if they have tuck-in
flaps or a metal clip. The name of the country should be included in the
address of the person to whom the printed matter is being sent.
For Letter Registrars wishing to send materials urgently to an
interested person overseas, it would be best to send a letter on an Air
Letter Form and send enclosures under separate envelope by Second Class
Airmail.
If materials for overseas addresses weigh more than an ounce, it is
cheaper to mail materials to them surface mail, bearing in mind that
surface mail to Australia, New Zealand, and Hawaii is quite lengthy. Letter
Registration Packets are an exception and should always be sent Second
Class Airmail; however, promotional materials sent free of charge to Field
Staff Members if weighing more than an ounce should have Financial Planning
okay if being mailed other than by Surface Mail.
Second Class Airmail of printed matter should, where possible, be put
in proper airmail envelopes and "2nd Class Airmail" put beneath the airmail
stamp.
5. RETURN ADDRESS: The Franking Machine is now designed to mark all
letters with the return address.
It is no longer necessary for the Director of Communication to have
envelopes stamped with the return address or to have return address
stickers and, therefore, this corrects HCO Policy Letter of August 17, 1965
entitled "Return Address" in this respect.
It is now only necessary for the originator of Prepaid Letters and
Parcels to see that the return address is placed on such.
6. LETTERS TO BE MAILED: All letters out from a division should be
placed in the "Org Letters Out" basket for the division from which they
originate.
L. RON HUBBARD
LRH:rd.cden Founder
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
183
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 1 NOVEMBER 1966
Gen Non Remimeo
POSTAL ECONOMY (Cancels Urgent Directive ED 62 WW and 95 SH Postal
Reduction)
ADDRESSOGRAPH
There is to be not more than one plate per person in Addressograph
with the exception of selected lists as delineated by policy. If a person's
address is unknown, his plate should be removed from active addressograph
files until a correct address is obtained, and his CF folder must be marked
"Address Unknown".
As CF is in another division than Addressograph, an alphabetical card
file of all the plates in Addressograph is to be made for cross reference
purposes in the Addressograph Section.
Mailing pieces addressed to staff and students may not be put in the
mail, but must be put into the appropriate basket.
MAIL CLERKS
There may be no jam on the mail line. When mail is so heavy in an org
that opening mail jams with getting mail out, the post must be split and
mail opening done by another person than the one doing mail out. If getting
bulk mail out jams these other two posts, then a third person must be
assigned to bulk mail clerk, even if temporarily. All mail must move.
POSTAGE
Each week the Mail Out Clerk takes a prepared checksheet to the
various divisional secretaries for an estimate of their postage needs for
the following week. This, totalled, is submitted with a requisition for a
postage check calculated to last for a week. Any money left in the machine
is subtracted from the amount put on the requisition. In the event the
estimate is under and the franking machine runs out before a new check
arrives, an emergency check may be requested, but if so, a Board of
Investigation must be called to look into the reason for the increased
postage.
WW or Continental Divisions or any org sending inter org mail may not
send Dev-T, return unnecessary items or despatches or reports that will
increase postage, and in general, should work toward conserving postage
whenever possible without impairing efficiency.
Any division, in writing letters, is to use Airletters whenever
possible, for overseas mail. Typists are to be supplied with adequate
erasers and typing errors are to be erased and neatly corrected, instead of
airletters being scrapped because they contain errors.
Any inserts to go out with letters must be printed on economical
lightweight paper in order to keep the postage to a minimum.
Clearing and OT Courses must use lightweight paper where it is
necessary to send materials, and Airletters whenever feasible.
In Div 6, instead of using a legal form for obtaining Permission to
Print, a rubber stamp is to be obtained with the pertinent wording for
this, and it is to be stamped on an Airletter whenever the form is needed
to be sent overseas.
184
All EDs, Policy Letters, Bulletins and other printed pieces to be sent
to orgs must go by Second Class Air Mail.
BOARD OF INVESTIGATION
A bi-annual Board of Investigation is to be called to investigate
waste in the org and to find ways and means of reducing expenses and
improving efficiency.
PROMOTIONAL AND MAILING PIECES TO FINANCIAL PLANNING MUST CONTAIN CSW
CSW by definition means Completed Staff Work. Completed Staff Work for
promotional and other mailing pieces would then include exact cost in terms
of paper, envelopes and postage and printing costs for the entire mailing
as well as any other costs that might be involved, including stocks in hand
if necessary. Any promotional or other type of mailing piece from any
division must contain full CSW including the above costs, when put on line
to Financial Planning.
The Ideas and Compilations Section in Dept 21, in designing mailing
pieces and promotional material, including the magazines, must include in
their work designing for lightweight paper that is not so expensive that it
undoes any savings in postage, and they must take into account as a part of
their CSW, the cost of postage. The loss of mass in the weight of the paper
can be made up for in the design. For instance, the Advanced Reg Packets
were nicely designed, but much too heavy. If they had been designed for
lightweight paper, the artist may have conceived a totally different
designing in order to get across the same communication. It is the artist's
problem in considering his medium. But his medium must be considered. And
this medium must be lightweight and inexpensive. The CSW submitted for each
magazine to Financial Planning must contain details on paper cost and
postage cost of the finished (proposed) mailing.
Any division, in order to get the data for the CSW on postage and
other costs may obtain the information from the proper posts whose business
it is to know this needed data. Please note that the above is seeking
information and would not have to go through a command line to obtain it.
Compiled by a Board of Investigation Signed: Ray Thacker Anton James
John Lawrence for L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
185
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 2 MARCH 1959 (Re-
issued as HCO Policy Letter of 23 June 1964)
Cent. Orgs Franchise
HCO THEORY OF COMMUNICATION
STABLE DATUM: If you are having trouble communicating, something is
wrong with the system plan, the lines, or the terminals.
Therefore, if you don't want trouble communicating you must have
rightness in
1. The Comm System Plan
2. The lines
3. The terminals.
A Comm System Plan can have errors as follows:
1. It can be the wrong size for the job, too large or too small. If
too large, it is unused or neglected, if too small, it is subject to
squirrel supplementation and neglect.
2. It can be too complicated for the purpose, involving too many
copies, vies and designations (See Government Systems), thus getting itself
by-passed.
3. It can be too simple for the purpose, thus getting unexpected
additives and supplements or going psychotic by having no memory (such as a
phone).
In any Comm System the planning must be adequate to the volume and
needs of the Comm terminals without under or overusing the lines.
Therefore, as the demand for Comm grows, the system grows and the
planning must be adjusted to new needs.
There is never a perfect Comm System. There is only a currently
adequate system. Predicting, planning and organizing new systems is
therefore a consistent part of communicating.
Part of any system is getting the system used by the terminals. This
requires training. This training is an everpresent part of an HCO
Communicator's job, because it is part of my own job.
Thus we can expect in the future of our organization to:
1. Redesign systems to maintain current adequacy.
2. Constantly teach people to communicate, and
3. Use what we have as smoothly as we can.
Part of a Comm System Plan then is analysis of the system. This
includes constant line inspection. It includes constant terminal inspection
as well as design and education.
Lines jam in five ways:
1. Overload
2. Ignoring (By-pass) 3. Misuse of procedure or equipment
186
4. Entheta on line 5. Putting material on lines with data missing.
An HCO Communicator has the above difficulties with lines and should
correct them or recommend their correction.
There are several difficulties with terminals. The terminals is a
personnel problem. But it easily becomes a Communication problem.
The chief difficulties with terminals are:
1. Case inability to communicate (too much or too little, or wrongly).
(This is remedied with processing.)
2. Lack of education. (This is remedied with making the subject
interesting and important and providing simple means to bring
understanding, such as demonstrations, explanations, examples and small
instruction leaflets or booklets.)
3. Zeal (with which we find no real fault and put up with it and
cope).
4. Disaffection (which we remedy with correct data, processing or
dismissal).
5. Overload (which we remedy with splitting hats).
6. Underload (in which person dreams up hats to keep busy, not knowing
job and which we remedy with setting on existing or new hats, or even staff
reduction).
7. Actual system confusion which prevents comm from occurring.
Absence of system, lines or terminals can cause an apparent confusion
or void. HCO personnel, other than the communicator, can be oblivious of
the real comm reason why they cannot communicate since this is a
specialized subject. HCO personnel, other than the communicator, can
believe all manner of significance about a situation and be unaware of the
comm reasons they cannot communicate.
For instance, HCO Cont. is having trouble with Smithville. Much upset
in and about Smithville. HCO Cont. blames it on the general viciousness of
Smithville. HCO Comm could point out that HCO Cont. has no Terminal in
Smithville and when she does have one, then she can comm with that area.
In all matters viewed by an HCO Communicator, lack of comm is caused
by missing or poor
1. Comm System 2. Lines 3. Terminals.
To QED most HCO problems, make it possible to communicate and then
communicate. Yelling into the dark never built Dianetics and Scientology.
L. RON HUBBARD)
LRH:jw.rd Copyright (c) 1959, 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
187
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 9 APRIL 1957
COMMUNICATION CENTRE
It will be found that a communication centre is useful only when it
centres and channels all communications of specific kinds from the public
to the organization and the organization to the organization. (An organism
with more than one brain does not survive well.)
All Communication channels must centre in one room and area for all
departments.
The types of communication to be handled thus are as follows:
1. Callers in person
2. Callers by phone 3. Written despatches within the organization to
other parts of the organization 4. Personal letters to organization members
5. Posted orders and notices
6. Messages for staff from public to staff or staff to staff.
Omitted from such a centre are:
1. Incoming mail (goes direct from postman to accounting, not
otherwise examined or distributed until accounting invoices it).
2. Outgoing mail and packages (go directly to post office from
shipping unit by mail clerk).
(Although an outgoing mail basket can be in the communication centre
to be emptied by shipping daily for staff convenience.)
3. Intercomm phones (which go directly from office to office within
without clearing through comm centre).
4. Verbal messages as in conversation from staff member to staff
member. (But all orders so expressed must be in writing to be valid and
must clear through comm centre.)
The terms "off line" and "out of comm" apply as follows:
"Off line" - not cleared through comm centre.
"Out of comm" - a stacked and unwatched basket in the comm centre.
Those interested in the welfare of the HASI should accomplish a
meticulous observance of this policy. Those interested in its demise should
attempt a breakdown of this policy.
L. RON HUBBARD
LRH:rd Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
188
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy: Street, London W. 1 HASI POLICY LETTER OF 21 APRIL 1957
Association Secretary
Director of Admin
Director of Processing
Director Of Training
Treasurer
HCO Washington DC
HCO London
Construction & Repair INFORMATION BOARDS
Information Boards, as different from the Bulletin Board in the Comm
Centre, may be placed in:
(a) CF and Procurement for Administration, (b) in Training Office for
Instructors and Students, (c) in Processing Office for Auditors, and (d) in
HCO for HCO Staff Info only.
These boards are for the posting of Information relating to the exact
job. For example, the Admin Board may contain instructions on How to Write
Letters, the Training Board may show schedules of classes, etc. The
Processing Board may show new angles on pc handling. Financial Data may
also go on Administration Info Board.
These Information Boards may contain personal notes, advertising of
cafes, rooms, and other such data.
Nothing posted on these boards can be considered official for whole
organization and none but the staff to which they apply can be held
responsible for not having read them. They are in essence the voices of
Department heads within their departments.
This is not true of the Comm Centre Bulletin Board. Everything on it
is official or of general public and staff interest. Orders posted on it
are binding. It is in actuality the voices of the Agent for Great Britain
and the Association Secretary.
The keeping of the Bulletin Board is done by the Association Secretary
via HCO. This is also true of the Organizational Chart.
The keeping of the Administration Information Board in CF and
Procurement is done by the Director of Admin via CF in Charge.
The keeping of the Training Information Board is done by the Director
of Training
The keeping of the Processing Info Board is done by the Director of
Processing.
The keeping of the HCO Board is done by the HCO Secretary.
This system of posting is entirely in the interests of making it easy
to get data and information around and should not be used to hide data.
The head of any unit must have a place to speak without calling
departmental meetings every few hours. An Information Board can help.
Construction and Repair, please place these boards.
LRH:rs.rd L. RON HUBBARD
Copyright (c) 1957
by L. Ron Hubbard [See also HCO B 20 September 1958, Bulletin Board
ALL RIGHTS RESERVED - Comm Centre, on next page.]
189
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH BLUE ON GOLD
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1 HCO BULLETIN OF 20 SEPTEMBER 1958
BULLETIN BOARD - COMM CENTRE
Per instructions received from L.R.H. the section of HASI Policy
Letter of April 21, 1957 which reads:
"The keeping of the Bulletin Board is done by the Association
Secretary via HCO"
is cancelled.
Therefore the policy on the keeping of the Bulletin Board which is
operative at this time is that section of HCO Policy Letter of April 9,
1957 which reads:
"Postings and the condition of the board shall be the direct
responsibility of the Receptionist under the Association Secretary."
Please note and amend in your hats accordingly.
HCO London
RS:cden Copyright (I) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1 HCO POLICY LETTER OF 9 APRIL 1957
BULLETIN BOARD
It shall be the policy of the HASI to use but one general staff
bulletin board on which all notices pertaining to staff and the HASI in
general shall be placed.
It shall be further policy that no action be taken to bar the public
from viewing this board.
The Board shall be on the outside of the Reception room door, thus
sparing space, and adjacent to the communication centre as a board is
itself a communication centre.
Postings and the condition of the board shall be the direct
responsibility of the Receptionist under the Association Secretary.
All notices placed on this board shall be of an official HASI nature.
No other postings may be made by outside sources.
A Student Information board may be placed in the Director of
Training's office at his discretion and this may hold public notices as to
living quarters available, ads for sales, class schedules, etc., but this
shall not be an official board.
Violations of this policy shall be reported to the Agent for Great
Britain.
L. RON HUBBARD
LRH: eden Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
[This Policy Letter was also issued in some areas with a date of 8
April 1957.]
190
HUBBARD COMMUNICATIONS OFFICE
London and Washington HCO POLICY LETTER OF 1 MAY 1957
Post on Boards All Executives Reception HCO
COMM CENTER, ARRANGEMENT OF
Baskets in a Comm Center should be labelled in comparison to an
Organization Chart.
Each post should be numbered on the Organizational Chart. These
numbers are the order of appearance of baskets from high left to lower left
and progressing vertically to right.
The card on the basket shows first a number, then below that the name
of the post and then below that the person's name.
The name may be changed by pasting a new name on a white strip over
the old.
A permanent sign on the Bulletin Board or on the Comm Basket Center
itself should say:
"To find a basket look on Organizational Board for number of the post
and then locate the basket so numbered. Name of post or person holding it
may also be found directly on baskets."
The Receptionist in Comm Center is responsible for proper numbering,
arranging and labelling baskets.
The HCO Secretary is responsible under the data of the Organization or
Association Secretary for the proper corrections and numbering of posts on
the Organizational Chart and the current name filling such posts.
Persons on staff for less than three weeks shall have no basket.
Report all errors in this system in writing to HCO Secretary.
Before numbering is undertaken, HCO Secretaries should compare lists
to make Organizational Charts identical in numbering.
L. RON HUBBARD
LRH:md.cden Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
191
FOUNDING CHURCH OF SCIENTOLOGY WASHINGTON, D.C.
FOUNDING CHURCH POLICY LETTER OF 9 MAY 1957
BULLETIN BOARDS & INFORMATION BOARDS
The status of the Bulletin Board in Comm Center is official. Anything
posted thereon, as on the Organizational Board, is an official order,
report or assignment, and needs no further ratification or dispatch.
Only the Executive Director, Organization Secretary or Treasurer may
post on the Comm Center Bulletin Board and nothing may be posted upon it
that is not theirs or by their specific initialed permission. EXCEPTION: A
staff member may post a request for a Staff Meeting on the Comm Center
Bulletin Board, giving 3 days' notice, stating the time (but not business
hours) and the exact business to be covered by the meeting (and the meeting
shall be convened only if a majority of staff then sign or initial such
notice).
Information Boards have no official status and may contain anything
from room ads to lost cats. Cartoons, comments and social notices are
always placed on Information Boards.
There is only one BULLETIN BOARD. It is located in the Comm Center. It
is kept by the Receptionist and things taken down from it are carefully
preserved in a folder kept by the Receptionist. Ordinarily, an item should
remain on it for one week and should then automatically be removed.
INFORMATION Boards may be placed in Central Files & Procurement
office, Training office, HCO and Distribution Center. These INFORMATION
Boards are actually the voices of the Director of Processing (CF), the
Director of Training (Training Board), HCO Secretary (HCO Board), and
Distribution Center In Charge (Dist Center Board).
An additional board called the Student Information Board may exist in
the Lecture Room.
Things posted on the INFORMATION Boards have only information status
unless signed as an order to a particular department by the head of that
department.
L. RON HUBBARD
President
LRH:md.rd Founding Church of Scientology
9 May 1957 of Washington, D.C.
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1 (Issued at Washington) HCO POLICY LETTER
OF 20 DECEMBER 1958
Dist: All HCO Hats Sterling HCOs
HCO COMMUNICATOR BASIC HAT and COMM SYSTEM HCO OFFICES
Purpose of HCO Comm System. To speed and receive the comm particles of
HCO to help get the work done.
The Comm System of an HCO Office is under the command of the HCO
Communicator.
The HCO Comm System is dependent upon a proper HASI type Comm Centre
where, in a central reception room there is located a named basket for each
person in the organization and the bulletin board. HCO Personnel have their
general individual org baskets in Comm Centre in addition to their HCO
office stations.
Definition: An HCO Station is that place where an HCO staff member
receives, holds and sends his dispatches and work.
192
Appearance: An HCO Comm Station has three baskets, one above the
other. The top is marked with the Station number or numbers and "In". The
middle is marked with "Pending". The bottom is marked with "Out". These
three baskets sit on a corner of a desk or, in case of files, on top of a
file case.
The proper number of each HCO Station for any given office is as
follows for a full HCO staff: (where numbers do not have terminals in an
office, the numbers must still appear on a basket)
1. LRH 2. HCO Sec 3. HCO Area Sec 4. HCO Communicator 5. Sec'1 Exec
Dir 6. HCO Bd of Review 7. Files 8. Tapes 9. Book Admin 10. Shipping Clerk
11. Books Steno
1 2. Magazine.
Twice daily the HCO Communicator makes a full round of the Stations on
the shortest arranged route and picks up all outgoing. This he takes to the
Central Org (HASI type) Comm Centre and sorts into the large basket racks.
He even sorts HCO material into the main Comm Centre baskets of HCO
personnel. Having sorted all outgoing he now picks up in packets the mail
and dispatches of each HCO person. He now repeats his arranged route
through HCO and puts in the "IN" basket of each HCO Station their entire
mail.
The pick-up and delivery is made at 10:30 a.m., and 3:30 p.m., daily,
local time.
Each staff member is responsible for seeing that his IN basket is
promptly emptied into PENDING or OUT as soon after delivery as possible and
then works from PENDING to OUT on the work which requires time. It is
necessary that the HCO Communicator sees to it that IN baskets are seen and
emptied by HCO personnel as soon as possible after his delivery.
In trying to find a dispatch or work, HCO personnel consult with the
HCO Communicator, not random staff members.
The HCO Communicator usually ignores the cross traffic amongst
stations which by-passes the pick-up and delivery system but notices when
somebody always has to bring a body with every dispatch and has a heart to
heart talk with that person on the subject of the Comm System. In no event
does he permit his own pick-up, delivery routings and timings to be thrown
out by such random traffic. The random traffic amongst staff must occur to
get work done swiftly at times. All the HCO Communicator tries to do is
make sure speed and high priority alone avoid the dispatch system. Routine
traffic goes best by the HCO Station system. Then somebody can get some
work done without constant interruptions.
The HCO Communicator also keeps people on line with the colour flash
system - orange for HCO, green for Central Org, blue for Sec'1 Ex Dir,
releases, etc.
The HCO Communicator handles, logs, takes and delivers all cable
traffic and can arrange or handle all long distance phone traffic. Cable
traffic must not avoid him. He keeps accurate cable files and makes the
copies.
The HCO Communicator puts into lendable form many types of dispatches
and letters or educates staff to do so.
The HCO Communicator is in charge of the HCO Comm System in his area
and makes sure that a precise, accurate job is done whether the staff is
large or small. Therefore, he is no errand boy but in effect the Comm line
executive of the HCO.
L. RON HUBBARD
LRH:rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
193
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C. HCO POLICY LETTER OF 6 JANUARY
AD9
HCO PERSONNEL TRAINING
All HCO personnel must be checked out on the following items:
1. Telephones
2. Tape Recorders 3. HCO Comm System
4. Cable Procedure.
The responsible person for this briefing is the HCO Communicator, or
in cases of isolation, from local equipment sales people.
Telephone companies put out or publish in phone books the correct use
of phones, how to articulate numbers, etc. In offices with various
intercomms, all personnel must know how to use them.
It is vital to know safe operation of tape recorders. One can wipe or
break tapes or tangle tape into a machine very easily. In handling a master
this could be total disaster. Further HCO will soon be called on in some
operations to play all tapes played for all purposes.
The HCO letter Comm System has been written up. The basket and number
system and how they are used should be well known to all HCO personnel.
All existing and new cable procedures should be given to all HCO
personnel.
We are, after all, a communications office. These, plus typewriters,
are our tools of communication.
L. RON HUBBARD LRH:gn.cden Copyright (c) 1959 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 29 JANUARY 1959
HCO Personnel only WW
HCO COMMUNICATOR HAT
The Communicator handles both internal and external communications.
Internal communications are anything inside the Central Organization.
This means communications going from one HCO personnel to another HCO
personnel, from HCO personnel to the Central Organization personnel, and
from the Central Organization personnel to HCO personnel.
External communications mean anything which goes on an external line
to other HCOs through Continental, through World Wide. (c)
The HCO Communicator keeps the particles of HCO flowing. He takes your
dispatches and he brings them to you and makes sure that your handling of
the dispatches and so forth follows the procedure that can be handled by
him.
The HCO Communicator keeps HCO in its own comm grooves.
L. RON HUBBARD LRH:mp.gh.cden Copyright (I) 1959 by L. Ron Hubbard ALL
RIGHTS RESERVED
194
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 AUGUST 1959
All HCO Of rices and Assocn Secs
TIPS TO HCO COMMUNICATORS
Route Don't Read
Communicators burn up tremendous amounts of useful time getting
trapped into the significance of what they are routing. True they have to
know enough about the office and lines to know where things go, but
obviously they can't absorb all the data that is supposed to be absorbed by
as many as fifty people working full time. The thing to do with a despatch
is to see where it is supposed to go and make sure that it goes right.
When you Pick it Up - Route it
Don't pick something up, look it over and put it down again without
routing it and getting rid of it. Don't handle a piece of paper twice when
it only requires once. Never have a pending basket for a communicator hat.
Only have a pending basket for a clerical hat if the communicator is using
one.
Educate - Don't Fume
Don't groan and rail when people have got the lines running wrong.
Educate them carefully as to how the lines should run right. The
communicator is the Administrative Educational Officer of an HCO Office.
When it's Supposed to Go - Get it Gone
Keep the lines taut. When you have despatches for cable or telegraph
or airmail, don't dawdle with them - the moment you lay your hands on them,
send them, that keeps the lines taut. Never let a despatch that's supposed
to be telexed, cabled, telegraphed or airmailed sit around, even if it's an
LT, send it when you see it not when you feel more like it.
Communications Come First
Even if a communicator has other hats, his first job is
Communications. His whole attention should be devoted to organizing and
smoothing lines until they can be used, rather than trying to patch up
communication somehow because everything's so busy we haven't time to do it
right. It's up to the Communicator to see that Baskets and Message Centres
and sorting trays exist, that telephones, cables and mail can be sent, and
it's up to him to see that these things are neatly kept in place and
adjusted or increased when needed. Don't get a new person in the office on
Monday and order some trays for him to be delivered on Saturday - person
arrives, you give him trays even if you have to make them out of Stationery
boxes, then order the proper ones.
Slow Communication Begets a Slow Office
It's up to the communicator to set the pace of the office. If there's
something to be done he does it right now, and by snapping the lines along
tautly, he or she gives the whole office an idea of speed. If the
communicator is leggy, the whole office will start
195
to lag. The communicator speed is eventually matched by the office at
large and a wait-a-while type communicator can slow an office down to a
point where it will fail.
The Communicator Puts the Office on the Tone Scale
There are five technical ways to cut a line. There's another one.
That's to have a communicator who is grouchy or illtempered or apathetic
about things. You can cut a line to pieces with growls. You can hack a
whole network apart by never putting a smile on it.
Random Bodies Stop Despatches
If people have a habit of dropping in for a casual chat and standing
around an HCO Office without any real purpose, they'll cut up lines just by
not themselves being on any lines and stopping personnel from pushing
despatches out. People who interrupt people in the office, are interrupting
the flow of despatches and work. Keep tabs on who does this, make a list
and you'll eventually find it's a very few people. Report them to the
Central Organisation as probably a unit dragger downer, minimize body
calls, use Tone 40 8C when your hints fall on deaf ears. You can be called
to a standstill and a communicator who won't route bodies, won't have
lines.
Know all the Machinery Better than Anyone Else
When new equipment shows up - use it and learn it and you'll be better
on it than the people who will operate it even if you will never thereafter
use it. It's all basically communication equipment, and when it isn't being
used right, it slows down your lines. To know how to stop misuse, you have
to know how to use, so be an interested audience when new equipment shows
up and is demonstrated and then get familiar with it, and if it doesn't get
used right by the operator, nag nag nag people until the operator gets
cleared on it or is replaced by a competent operator.
Know the Files
Even if you don't file, you had better be able to file and very well.
For if you the communicator know all about the files you can do two things,
you can get things off your lines properly and you can get them back on
again out of files when needed, and there's another reason to know the
files, and that is so that you can take anybody from anywhere and teach
them to file when the stuff gets stacked up too high. The files may be
somebody else's hat but they belong to the communicator and I look at him
when the files are bad.
GET CLEAR.
L. RON HUBBARD
LRH:brb.vmm.rd Copyright (I) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
196
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 OCTOBER 1959
All HCO Personnel Everywhere
COMM SPEED
Speed of relay of communications, external and internal, should be
improved in HCO.
HCO is basically a communications office. This means fast relay.
If a communication arrives in an In basket, inspect, handle and pass
it on.
In baskets should not contain anything twenty minutes after a
delivery. This means any In basket.
A communicator should report to me chronically full or delayed In
baskets.
Out baskets should be cleaned and contents routed at least twice a
day.
Mail should always be fully distributed within an hour of receipt.
Don't put comm lags on the line by slow relay. If you are a relay or
handling point on comm, when it arrives get it gone in the hour.
Redistribute your own out basket into the message centre.
Hand despatches over to other stack baskets to which they belong.
Do what you please but put snap into comm answer and relay.
If you don't you develop special rush systems, you get by-passed.
If it's comm, handle it now.
L. RON HUBBARD
LRH: dd.rd Copyright(~) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
"Rush" is our only faster than average label and means personal
delivery or swiftest communication such as phone or cable. Our Comm System
is already fast.
HCO PL 12 September 1958
97
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I HCO POLICY LETTER OF 9 JUNE 1960
Central Orgs Sthil
HCO WW INTERNAL COMM SCHEDULE (With notes for Central Orgs) Change of
Mail and Despatch Delivery
At 4.00 in the afternoon empty the Comm Centre, deliver all traffic
and pick up all Out baskets on all stations. Redistribute in the Comm
Centre baskets and stamp all final outgoing mail for 5.00 o'clock to Post
Office.
At 9.00 a.m. take any cables and express letters only, add to Comm
Centre baskets and at once distribute all contents of Comm Centre to staff
stations. This should be done as close to your arrival as you can possibly
make it to get traffic into people's In baskets as close to their arrival
as you can. Do not pick up all Out baskets also on this first circuit. Do
not deliver any morning mail on this first circuit, as it has not yet been
opened.
Once the first circuit is completed, return to staff office and open
all mail. Distribute into Comm Centre baskets. Clean out Comm Centre in
carrying baskets and taking also your pick up basket make the full round
again. This time leave all traffic and their mail and pick up any outgo.
Redistribute outgo into Comm Centre. Do not re-deliver.
Immediately on your return from lunch 1.30 clean out Comm Centre and
at once distribute the despatches to all stations. On the same circuit,
pick up all contents of the out-baskets. Re-distribute these into the Comm
Centre. Clean out the Comm Centre and make another circuit at once, putting
the despatches into the In baskets. Do not further pick up on this last
circuit.
Your next circuit is a delivery and pick up circuit at 4.00 when you
re-distribute traffic in the Comm Centre and leave it. Do not re-deliver.
The precision and regularity of your pick-up and delivery of traffic
is necessary to get people their despatches and mail at intervals they
finally begin to expect and use. It may take a week or two to get the
traffic smoothed out and people educated into expecting it.
Minimize all random deliveries. Hand deliver only items marked rush
and cables and telexes. If Accounts desires a cheque signed at once it must
be marked RUSH. If they want to send a telex or cable on a rush basis they
can phone you, marking it rush. Rush means hand delivery or send it at
once. A rush is placed in the middle of a person's desk conspicuously. Rush
use should not be frequent.
Use your trug baskets, one for mail to be put in In baskets, one for
the traffic in Out baskets. In is red, Out is green since it is going.
If your communication routine is precisely done, no matter whether
traffic is great or small, you will do much to improve the tone of the
office and its effectiveness. I am depending on you with a precise routine
to put snap into the office.
Also please report to me any In baskets that remain full without the
person inspecting and passing to their pending.
Comm Pick Up and Delivery Schedule HCO WW
4.00 p.m. contents of Comm Centre delivered to all stations. All
traffic, particularly mail, picked up from all Out baskets on same trip.
9.00 a.m. contents of Comm Centre, cables and Express letters
delivered to all In baskets. All traffic in Out baskets picked up on same
trip.
198
1.30 p.m. traffic delivered to all stations. Pick up from all stations
on same circuit. A second delivery to all stations immediately after.
4.00 p.m. trip as above.
Note 1 Mail containing money should be invoiced at once on receipt
after 10.00. Invoiced mail, particularly for books, will be picked up from
Accounts station at 1.30 and, on the routine trips above noted, should be
on hand in the book section for order filling by 2.00 at the latest. Some
of these orders, if not all, should be completed in time for the 4.00
o'clock pick up. Thus book and meter wrapping should be concentrated upon
in the afternoon to get at least some out by the end of the day and the
remainder out by the following day. Book letter writing and Admin work
should then be done mainly in the mornings, wrapping and order filling for
mail orders in the afternoon. No special trips for invoices or book
packages should be necessary with the above schedule.
Note 2 Rush on a despatch indicates pick up and delivery. Cables and
telexes which are rush should be sent by phone for the Communicator. A Rush
can always be picked up and delivered by phoning the Communicator. Cheques
needed for signature that day can also be designated Rush, the Communicator
can be phoned and can get them signed and returned. However Rush should be
held to a minimum as it indicates emergency which indicates also that
somebody has dropped the ball somewhere. There are no other priority
designations on HCO traffic lines.
Note 3 The Comm Centre should be labelled in order of stations on the
route, not alphabetically or at random. Therefore the route should always
be the same from station to station and the order of names on the Comm
Centre should be in the station order. In that way the Comm Centre baskets
can be laid into a flat carrying basket (gardeners' plastic trug baskets
are good) with a handle and can be picked up out of the Comm Centre in
reverse, laid in the basket and taken out and placed in the In baskets of
stations with speed and accuracy. It does not matter what order the Out
baskets are laid in to the Out carrying basket as it all has to be sorted
anyway at the Comm Centre.
Note 4 Nothing in the above system prevents a staff member from
delivering off time despatches in person to the Comm Centre or picking up
off time his own Comm Centre basket. However random deliveries of
despatches in person except within one's own dept or section is frowned
upon since it creates complaints that it interrupts the work of others.
Note 5 The Communicator also has a station of his or her own
independent of the Comm Centre. Communicators tend to forget their own
station.
ATTENTION HCO SECS IN CENTRAL ORGS
The Central Orgs in Washington, London and Melbourne and possibly
Johannesburg are ready for Central Org Communicators.
This hat can be combined with Sec ED or with Assoc Sec's Secretary or
Mail clerk. It has not been successfully combined with the Receptionist
(London 1956).
If Central Orgs begin to use Communicator service the above write-up
and schedule may be revised to fit local conditions and issued, after
conference with the head of the Central Org, as a Sec ED entitled Central
Organisation Internal Comm System.
HCO Continental and Area Offices have their own type of Internal Comm
System already and do not need to follow the above.
L. RON HUBBARD
LRH:js rf.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
199
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JANUARY 1961
HCOs
MESSAGE PLACEMENT
HCO's first action is Communication. Everyone should know message
placement.
Cables and Telex: Original is never put on comm lines. Only copies go
on the comm lines.
Take the message out of the telex, date stamp each copy. Put original
in Telex basket. Hand deliver at once all copies to interested parties.
Place cable or telex in the exact centre of the recipient's desk
blotter. Do not place in IN basket. Do not mix with other papers.
Recipient of a cable copy (if by telex) may destroy it or route it to
other interested persons.
If there is only a cable from the company, not a telex, as it has none
but original copies, it must be held and filed.
Cable answers are always delivered to Communicator by hand and have
priority. They do not go on routine comm lines.
DESPATCHES
Despatches marked rush are handled by special handling. They go on
centre of desk like cables and telexes.
Routine despatches go on comm lines.
Letters go on comm lines.
L. RON HUBBARD
LRH:js.rd Copyright Q) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
200
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MAY 1961
Sthil
CURRENT OFFICE WORK
Please leave current work and communications in your PENDING BASKET or
open basket stacks near your desk.
It is HCO Policy of long standing that items in progress must be
locatable on the visible lines of the office.
When work or current despatches are hidden away in desks, nothing can
be located in an emergency. The result is endless searching.
In that I have to personally keep this office manned after 5:30 p.m.
and during weekends, the least you can do to help me is keep work in
progress and current despatches visible, not hidden away. I must have spent
twenty hours in the last month trying to find despatches, work and
bulletins on these comm lines, usually without result.
Keep work in progress and current despatches in your basket stations
not in your desks.
Use your pending baskets for current work.
Keep your in baskets empty.
Keep work in progress in full view.
It will assist me enormously during your off hours.
L. RON HUBBARD
LRH:jl.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
201
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1961
Sthil
DESPATCH LINES
Every person must have a basket station.
Each domestic staff member has a single station located in the back
hall.
Every office member or school staff member has a three basket station
located by his or her desk.
Every office or school staff member must have a desk. The station
baskets must be at that desk.
The staff member may also have a beanstalk properly labelled.
But all despatches and active work must be in the office staff
member's station baskets or beanstalks and no work may be put in desk
drawers or hidden off the lines that is active.
All active despatches must be delivered where they are going and must
thereafter be visibly in stations or beanstalks under visible headings.
All In baskets must be kept empty.
When an In is viewed but not done, it goes into the person's pending.
It must be possible to locate any active despatch on the lines whether
it is a business day or not.
Keep your basket station straight. Keep your In basket empty. And keep
current work visible and where it belongs on the lines.
By the way, I can always judge the state of a department by the state
of the station
L. RON HUBBARD
LRH:jl.cden Copyright Q 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
202
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 FEBRUARY 1964
Sthil Office Staff only
COMM BASKETS
Joe Breeden, Miss Harris and Mrs. Thrupp are to be congratulated on
the state of their Comm Baskets.
Three baskets constitute a Comm Station and consist of an "IN",
"PENDING" and "OUT". These baskets are for the use of the staff member to
whom the station belongs and the Communicator who distributes and picks up
despatches, messages and letters.
Handling one's Comm Station does not constitute a large part of one's
job. But it should be done well.
The "IN" basket should be emptied once a day at least and if one
cannot care for the matter at once, the despatch or message or receipt et
al is placed in "PENDING".
Money, cheques, valuables, should not be left in "IN" baskets,
particularly over weekends.
The "PENDING" basket should be clean by Friday afternoon of each week.
Usually this is only hard to do because it contains many things that don't
belong to one and should be re-routed to those they do belong to or to
files.
Work papers should never be put in drawers or out of sight, if active.
They are placed in "PENDING" or left on the desk.
The "OUT" Basket is of course emptied by the Communicator and all
messages and letters going out should be placed in it.
Letters and despatches should never be placed on someone's desk. They
go only into the "IN" basket. The exception is Telex or rush, which on
receipt is placed in the Centre of the Staff Member's blotter. No other
messages should be placed on anyone's desk.
A neat and uniform handling of one's Comm Station is appreciated.
Every administrative staff member, without exception, should have a
Comm Station. The Saint Hill Administrator is now continuingly responsible
for this provision and for seeing that the staff member's name is on it.
L. RON HUBBARD
LRH:dr.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
203
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1965
Remimeo BPI
ADMIN TECHNOLOGY THE COMM-MEMBER SYSTEM
In the eleven major zonal Scientology organizations of the world, a
new Communications and contact system is authorized as per this Policy
Letter.
The staff members of these eleven major organizations may now
communicate directly with the same post as their own at Saint Hill for
information, guidance and orders. The holder of the same post in another
org is a Comm Member.
The Saint Hill organization chart is exactly the same as the
organization chart in every one of the major organizations. The difference
is only the numbers on staff. As founder I am the head of each of these
organizations. Below the organizations are also exactly alike with similar
or the same titles. Continental Directors and Secretaries are also
preserved as titles.
At Saint Hill there is the International Council and each major org
has its Executive Council. At Saint Hill there is an HCO Secretary, an
Organization Secretary and a Finance Secretary and in each org there are
the same level of officers.
At Saint Hill there are six departments, the Promotion Department and
the Publications Department both under the HCO Division (1); the Department
of Training and the Department of Processing, both under the Technical
Division (2), and the Accts Department and Material Department both under
the Finance Division (3).
All posts and functions come under the three divisions and six
departments.
HCO (Division 1) promotes and registers; Technical (Division 2)
applies all training and processing for the Org and public; Finance
(Division 3) takes care of all money and property.
In eleven orgs any staff member or executive may find his senior comm-
member on the Saint Hill staff and communicate directly for aid, guidance,
co-ordination, clarification of policy and orders. In cases where the
matter can't be handled at lower echelon at Saint Hill it is referred
through channels at Saint Hill directly to executives here or myself. In
the eleven major orgs, executives may go direct only to their own senior
comm-member at Saint Hill. Reversely Saint Hill Executives may go only to
their junior comm-member in the org.
The lines are thus open at parallel to Saint Hill, but go up or down
only through channels inside the orgs.
This system once existed from London but dropped out. It was very
successful marking our time of greatest expansion. It is for the first time
authorized and made official.
Now any case audited or person trained, as well as other matters, can
become the subject of direct rapid communication on our enormous telex
network or by air or surface mail. The slows caused by overwork at
executive level are unblocked. Saint Hill can now advise quickly on any
difficulties or new materials or policy.
We are standardizing all policy and issuing standard department "hats"
based on fifteen years of org experience now being correlated.
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Saint Hill is a working organization from top to bottom, having
now the same functions and activities as every other 1 st echelon
organization in the world. There are no posts at Saint Hill which are not
facing and handling the same problems here as in any other org anywhere. So
advice and data are real and the exact problems are known and understood.
The new org pattern applies easily to orgs very large or very small
without change. It adapts easily to the small city office or an org with a
thousand staff members.
Copies of org boards will be freely circulated by a new system of
large photographic duplication now being installed at Saint Hill.
The Comm-Member System is the result of experience already tested. It
is also taken from natural laws I have discovered at Level VII and which
are being applied directly to Scientology organizations over the world to
bring about rapid expansion. This expansion is being designed to take place
at a faster doubling rate than before.
The organizations of Scientology now considered first echelon orgs
(lust below Saint Hill) are London, Washington, Los Angeles, New York,
Melbourne, Sydney, Perth, New Zealand, Johannesburg, Durban and Capetown.
All other orgs should attach themselves to their Continental org and employ
the Comm-Member System with its staff as senior comm-members to it as it is
to Saint Hill.
Continental lines, org seniorities and other lines are preserved. A
first echelon org need not forward through its Continental Org unless
required to do so on application by Continental Orgs to Saint Hill on
specific orgs or departments for temporary periods.
Purely Pioneer areas now being handled by Saint Hill such as the
Pacific North-west, Canada, Japan, Russia and Asia remain under Saint Hill
control and where embryonic-Pioneer orgs exist may use the Comm-Member
System with Saint Hill as it may apply to their staffs or committees.
Franchise holders are not affected and continue as usual direct to the
Saint Hill Franchise Secretary and may not use the Comm-Member System which
is reserved exclusively to orgs or city offices.
All existing lines inside orgs or existing org seniorities in the
first echelon continue and must not be severed or dropped because of the
new arrangement. It will be found all lines now in still work exactly as
before and the CommMember System merely opens new channels in addition to
existing seniorities and lines and the new pattern only makes orderly and
complete an org pattern which came almost fully into existence last summer.
Hold existing lines in when they have worked for you. You will find they
still answer up even under the new pattern.
The specific benefit to the public of the Comm-Member System is the
improved service ability of their local orgs which can now obtain fast case
advices or get training queries answered from Saint Hill experts in very
little time and who in their turn can place any difficult problem before me
in a matter of minutes.
L. RON HUBBARD
LRH: ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1965
Issue II
Remimeo THE COMM-MEMBER SYSTEM
ROUTING POLICIES SECTION
Definitions: THE COMM-MEMBER SYSTEM is a direct Communications System
between the staff member of one org and only the exact staff post in
another org without vies. It is governed by direct policies and regulations
and its own technology of handling matters. IT DOES NOT CHANGE OR ALTER ANY
EXISTING INTERNAL OR BETWEENORG POLICY OR COMMUNICATION CHANNELS.
ROUTING
Any but the following routing is offline and therefore Dev-T in the
Comm Member System:
1. A. ROUTING. Goes directly across from own post to same org post in
another org only. Do not go across to same post and then up or down. This
is clearly marked at the top of all despatches so routed "#A Routing?',
with no vies marked.
2. B. ROUTING. Goes up in one's own org and across and down again to
the same post as own in the other org. Despatches so routed are clearly
marked at the top "#B Routing" with a full list of vies, written on it by
the sender. Each via initials and forwards or stops it, says exactly why
and returns it to sender.
3. C. ROUTING. Goes up to one's org superior or superiors on channel
as per Org Board only. One's own superiors can send it across if they wish
to their similar post in the other org but it cannot be so routed by the
original sender. Do not go up in own org and address across to a - superior
post than your own in another org. It must only be addressed to superiors
in one's own org. Despatches so routed are clearly marked "# C Routing" and
have the proper vies for one's own org marked on it by the sender for
forwarding inside his own org.
4. D. ROUTING. Goes inside one's own org to anyone else in the org up
or down. Despatches forwarded are called "#D Routing" with the person to
whom addressed clearly marked. D Routing is entirely limited to one's own
org and is not forwarded across to another org except when demanded or as
an enclosure in other despatches. D Routing means "to a specific post in
one's own org, superior or junior".
A Senior Org is defined as the top org heading an echelon of orgs.
Saint Hill is the top org to eleven other orgs but amongst these there is
Continental seniority. The Continental Org is senior to the other orgs in
that zone but as these all form one echelon to Saint Hill, Saint Hill is
senior to the rest.
A senior Comm-Member (not senior staff member) is one holding a
duplicate post in a senior org.
A junior Comm-Member is one who in relation to Saint Hill holds the
duplicate post in any org in the first echelon of eleven orgs just below
Saint Hill or in an org in that echelon of eleven junior to the Continental
Orgs.
An org founded or salvaged by an org is junior to the founding or
salvaging org and its staff members are junior to those of the same post in
the founding or salvaging org.
Orgs or offices not included in the first echelon below Saint Hill
have as their senior org that org of the next upper echelon which handles
or controls its traffic. Orgs of the second echelon and lower communicate
only to the founding or salvaging org on the next echelon above them or the
org to which they are assigned. They may also communicate parallel to orgs
of similar seniority in their own echelon but seniority must otherwise be
assigned. Questions of seniority of orgs are settled by appeal to the
International Council.
Note: On inspection, with the assistance of sketching a few examples,
the reason for these routing regulations will be very evident. Any other
routing than the above would make trouble all around. So any routing not
covered in A B C or D must be spotted and called Dev-T, being offline.
206
SUBJECTS
5. Discussing other than one's own concerns in despatches beyond
normal ARC is Off-Policy and should be returned as Dev-T.
6. Writing for somebody else than one's own hat is Off-Origin and
should be returned as Dev-T.
ORDERS
7. A senior Comm-Member should not give direct orders to his junior
Comm-Member on the A Routing. Direct orders may be given only with B
Routing and any direct order not following B Routing is offline except in
cases of extreme urgency as in the case of books about to be shipped or a
spinning pc. Such cases are called URGENCY ORDERS. An Urgency Order given
an A Routing must be followed at once on slower channels (airmail) by
repeating it with B Routing through channels. The original must begin
"Urgency Order" and the forwarded-throughchannels copy must
begin with URGENCY ORDER FROM TO DATE
SUBJECT ORIGINAL SENT VIA TELEX (ORDER GIVEN) BECAUSE
......... (REASON FOR IT). If an Urgency Order given with good reason
on A
Routing and properly followed with its B Routing copy is not complied
with at the other end and there is any actual loss of money or property or
damage to persons or cases or property or repute as a result of the non-
compliance, the HCO Justice Codes (HCO Poll Ltrs. of March 7, 1965 Issues
I, II, and III) apply. Only a senior Comm-Member may give an order on the
Comm-Member system.
8. If an order which is only given B Routing is not stopped by a post
superior to the two Comm-Members anywhere on the line, and is delivered to
the junior post and is not complied with or acted upon, the HCO Justice
Code applies regardless of lack of loss or damage.
ADVICES, QUESTIONS AND ANSWERS
9. Ordinary traffic on A Routing is usually data or questions or
answers from the junior Comm-Member to the senior Comm-Member and advices,
questions and answers from the senior Comm-Member to the junior Comm-
Member.
TIPS
10. C Routing is so marked and used when a staff member wishes to call
his own org superior's attention to a datum or statistic or even a rumour
which seems to have basis in fact. One marks the despatch C Routing as
above, with all vies written on it by the sender up to the sender's own org
department which might be interested. It is initialled en route and is
simply received by the Comm-Member's superior in his own org with no ack
sent back or expected. It is just a Tip, not an advice or a real comm.
EXCEPT that when a long letter or report received by A Routing is forwarded
to one's own superiors in one's own org the staff member forwarding it must
cover it with a brief digest despatch giving the possibly important datum
or must underscore or circle the important parts with a different colour
pen so one's superior can clearly pick out the datum. No comment should be
made by the staff member originating the tip as that makes it an org comm
which must be acked. Making tips into internal org despatches is Dev-T as
it is off-origin. The staff member forwarding the tip to his superiors is
not the sender. Data can flow freely on lines without acks as it's just
data. Thus C Routing is only a data line, receives no ack from the C Routed
Superior to the staff member who forwarded it or the originator who sent it
from the other org. Usually the recipient of a CommMember despatch on a C
Routing just sends it on to Files by marking it F with an arrow.
If the person who forwarded it wants it back he marks it "Ret. to
(name)" and the arrow is drawn to that when seen by the superior. It is
expected that the person in the org to whom his other org Comm-Member
addressed it will ack the message as a message from his junior or senior
Comm-Member in the other org.
GREETINGS & INFO
11. Greetings contained in a letter or despatch such as "Say hello to
Bill for me" are handled with D Routing as in D above. The greeting bit is
clearly circled with a different coloured pen than the original and the
message is clearly marked D Routing, the greeted person's name put on it
and arrowed and is forwarded to the person being
207
greeted. He or she marks it F with an arrow and it goes to files. If
the Comm-Member
wanted it back with a "Ret. to " the greeted person returns it to
sender without
ack or comment but only an initial by the greeting itself. To handle
any other way or to comment is Dev-T as it becomes an Org Despatch.
12. Information goes by D Routing. Any Comm-Member System despatch in
the senior or junior org may become INFORMATION. Such a despatch from
another org is received by the senior or junior Comm-Member and when it is
thought that it contains important information of interest to some other
staff member of the receiver's own org above or below him on the command
channel or across in another department or division, the whole message is
clearly marked "D Routing", its earlier routing crossed out; if to be
returned to the forwarding staff member it is marked "Ret. to" with the
staff member's own name or post name. If it just goes to files afterwards
it is marked F with an arrow. The information bit is clearly circled or
underscored with a different coloured pen. Adding comments to INFO bits in
forwarding or in returning inside one's own org is Dev-T as it is made into
an org despatch by the comment. If acked with no "Ret. to" on it, it is
marked F with an arrow and is sent to files.
13. Routings C and D sent with a comment by the forwarder or returned
with a comment by the receiver is Dev-T. However, if vital data is also
known by the forwarder or returning staff member an org despatch is
attached as a separate piece of paper. This makes the Comm-Member despatch
simply an "enclosure" to an org despatch. If however the org despatch does
not contain other data or orders than idle chatter it is Dev-T. Therefore
Routings C and D do not apply when a despatch is added, for a routine
internal org despatch has been made of the CommMember despatch.
14. A, B. C and D Routings are not "brought by a body" ever, any more
than routine org despatches would be. By "Brought by a body" is meant
brought in person not by HCO. Also A, B. C and D Routings are not returned
by a body.
FAILURES TO ALERT
15. Any staff member in a senior org (an org senior on the comm lines
to the other org, not just Saint Hill) having vital data concerning an org,
department, unit or section that is IN AN EMERGENCY STATUS or information
clearly indicating it should be, who does not bring the matter effectively
to the attention of superiors in his own org is liable to the HCO Justice
Codes under neglect or omission, a Misdemeanor. If failure to advise
results in loss or damage to the other org's income or public repute or his
own org's, the matter becomes the subject of a Committee of Evidence,
making the staff member who received the information an accessory to the
other org's default or upset.
16. A junior Department Head Comm-Member who does not advise the most
senior Comm-Member on his routine lines of lessened income or traffic when
it has continued for three consecutive weeks in his department, becomes
liable to HCO Justice Codes under the heading of a Misdemeanor, if not
personally at fault, or a crime if at fault for any reason. Such a report
from a junior Comm-Member must contain specific, detailed data as to
possible cause and a specific detailed recommendation to the senior Comm-
Member for correcting the slump. Such a report is called a SLUMP REPORT.
The receiving senior Comm-Member must pass this report at once to HCO OIC-
InCharge in his (the senior) org marked "Priority" in Red. It does not go
via channels but by D Routing and is made part of the senior org's own OIC
summary report on orgs for the week.
The senior Comm-Member must demand (not orders) at once from his
junior Comm-Member on receipt of a SLUMP REPORT, any data he thinks he may
need or doesn't know or wants to know about the situation. It is forbidden
to send orders at this stage as insufficient data is to hand but any
advices may be sent by the senior Comm-Member.
17. If a slump, determined by raw data (statistics) reported or not,
[occurs] in any executive junior Comm-Member's Division, org, department,
unit or section and the condition continues two months despite advices or
orders the senior CommMember must despatch HCO Conditions Unit in his org
requesting the assignment of an Emergency Condition to any part of the org
controlled by his junior Comm-Member. HCO assigns the condition with a
despatch to the Division head or heads of that org on B Routing clearly
marked in Red on its face EMERGENCY CONDITION in very large letters such as
a stamp.
20X
18. On receipt of an "Emergency Condition" the junior Comm-Member must
inform his senior Comm-Member what he is doing about it and co-operate with
his org and any senior staff member to his post.
19. If an "Emergency Condition" does not produce results the senior
CommMember, after a reasonable time, must inform his superiors of the fact
with all the data he has and with a specific recommendation concerning the
handling of the situation.
20. A Comm-Member (senior or junior) must do what he can for the
morale of the other Comm-Member during the other's periods of stress
without undermining the org's executives with his sympathy for their
subordinate at "being badly led". The Comm-Member must realize that the
other Comm-Member is already under stress when things are going wrong and
try not to be short or sharp or flashback or call names. Routing is so
direct and there's so much theta on the line that misemotion can blow the
other end to pieces (the first organizational lesson ever learned about
Scientology's open comm lines). The thing to concentrate on in any
condition of stress, emergency or not, is to keep the Comm-Member on post
and working. The Comm-Member should knock out the other's generalities with
"WHO SPECIFICALLY?" and cure the junior Comm-Member's ARC Breaks with his
environment. He should then get the other Comm-Member to spot and remove
distractions, barriers, non-compliance and alter-is, augment the purpose of
the other's post or department or division or org, strengthen the edges of
the channel and find and help reduce the real opposition where possible by
any valid means. This approach is better than quoting policies during
stress. This procedure usually applies from a senior to a junior Comm-
Member. But may sometimes become reversed, depending on who is under
stress. If done by a junior Comm-Member it must be realized that a senior
Comm-Member has three to eleven junior Comm-Members and good wishes and
some understanding words may be far more valuable than several juniors
"auditing" their senior via this system at once.
21. A junior Comm-Member must not overwork or unnecessarily worry his
senior Comm-Member by caprice, long despatches, irrelevant material,
gossip, hearsay or entheta. There are other orgs being handled by the
senior Comm-Member as well as his own post and the senior Comm-Member is
apt to be sharp about Dev-T and rightly. A junior Comm-Member can find
himself involved with the HCO Justice Codes at a crime level for
misinforming or falsifying reports or enturbulating or losing one's temper
over a long comm line. Any Comm-Member must report such offenses when
flagrant or upsetting to HCO Justice at once.
22. In using A Routing be very certain that brevity for the sake of
speed does not defeat itself. A too brief message, a garble, causes a
repeat request which multiplies the message traffic by three. Always read a
message you are sending before you send it as though you knew nothing about
it and were receiving it. Put "ARC" between sentences when using cable or
"Stop". In cabling and despatching always number your despatch with the
date of the day + your post initials and your org cable abbreviation and
the post in the org you are addressing (abbreviated) and note the number
and subject in your own log. Answer a despatch so code numbered by
repeating its code, not your own and adding a digit to the end of it to
show which message it was, the first, second or third on the same subject.
Omit the 1 but always add the 2, 3 and so on in rotation, using the
original code number with the original day date. The Comm Officer can show
you how. That way messages can't "cross" and cause a wonder of which was
sent first. Sloppy comm procedure over long lines is Dev-T. Always be
legible. Don't scribble. Write so it can be read. An indecipherable message
is a curse. Use lots of airletters, spare cable when you can and avoid
enclosures when possible as they require a large envelope and aside from
weight cost nearly three times as much as an airletter. Address the post
and the org. Use initials in cables remembering DP is director of
processing and PD is publications director. Use Dept and Division in
addressing airletters such as, to Div 1 Promteg Address-In-Charge. Always
address airletters in the order Division, Department (unit or section),
Post. Avoid personal names on addresses between orgs but use the person's
name in "Dear " if you wish. Your senior or junior Comm-Member in another
org is your same post with the org name added instead of your org's.
23. Anybody may write his senior or junior Comm-Member, not just
executives. Where staff boards do not have further designations for their
non-executive posts, a staff member who has no executive title simply
addresses "Staff Auditor, Saint Hill from Staff Auditor Benson Sydney". As
these types of post increase and decrease in number it is not always
possible to get the same line in and it is best to generalize in
addressing. For example: "To Maintenance Staff Member Saint Hill from
Maintenance
209
Staff Member Melbourne". There are not many such posts with no further
designation and they are usually sorted out but cross at times. The
questions usually get answered.
24. All regulations apply to general staff members as well as
executive staff members.
25. Complaints about routing when the staff member himself cannot get
his communicating staff member's hat on himself should always be forwarded
to the HCO Communications Officer in the org where the complaint is made.
The HCO Communications Officer will take the matter up with the
Communications Officer in the org mentioned in the complaint. If this does
hot bring results it should be reported directly to the HCO Area Secretary
of the org making the complaint who takes it up with his or her
communicating member in the org being complained about, and can request
direct discipline or a Committee of Evidence of the other org depending on
the magnitude of the offense. No discipline may be ordered by a senior org
member to a member in another org. One may be disciplined only by one's own
org. But when one's own org fails to discipline it can be subjected to a
Committee of Evidence at its top levels by an org just senior to it, not
necessarily the next echelon org. The Continental Org is usually so
requested by Saint Hill when offenses warrant it and discipline seems to be
gone in its comm lines or in the org and it will not act.
26. Letters from the field or public that get into the Comm-Member
System should be turned over to the Letter Registrar for answering as
they're in the line by error. All letters received by an org are opened by
the org before distribution. However public mail after being opened in the
comm centre may also be replied to by the staff member it is addressed to
but he or she should remember that they must be handled in accordance with
Division 1 HCO policy. The Communications Officer should ask the staff
member if he or she wants them if the public or offline character is noted
by the Comm Officer or called to his or her attention by the staff member.
If the staff member does not want it, it is properly routed by the Comm
Officer to Letter Reg. But in any event the Letter Reg should be given the
original and a copy of the staff member's answer for files.
27. Any letters received in the Comm-Member System should go to CF
with copies of the reply when answered. No staff member may have a file
containing letters older than 2 months. If retained at all they must be
safeguarded and eventually turned in within two months. Comm-Member letters
are org letters and may not be destroyed but must go to CF where they are
filed as to org and post.
28. Franchise Holders' queries may not be answered by other staff
members than those authorized and should be turned over, when received, to
the Franchise hat in the department or org. Answering Franchise Holders
attempting to use the Comm-Member System is forbidden.
29. Merchants and business persons and specifically lawyers and
accountants may not correspond with staff members on the org's business
unless it is the duty of the staff member.
30. The Comm-Member System does not in any way change any other
routing or comm policy in an org internally. Its internal lines remain as
always with the same procedure as before this system came into effect.
31. High hatting is a term applied to a practice of wearing only one's
highest hat in a small org using the CommMember System and also in
receiving an order or advice as a lower Comm-Member and "going upstairs"
with one's hats to refuse it. In a very small org, it is very wise to write
from the hat one is talking about to the Comm-Member in a bigger org that
wears that hat, and then, in receiving the reply, receive it as the hat
that asked the question or sent the data. Help the big org's brass by
querying from the hat that wants to know and receiving the reply as the
same hat in proper parallel.
COMM-MEMBER SYSTEM COMM POLICIES SECTION
1. Communications may not contain entheta or misemotion. Our lines are
too open and magnify it and lines are blown up when these are used over
long distances.
2. Communications to Saint Hill may not criticize one's own org
seniors and Saint Hill communications to orgs may not criticize Saint Hill
or org seniors. The sures way to interrupt the comm lines is to give
executives cause to interrupt or intercept.
2IO
3. Saint Hill advices must not give unusual solutions where actual
policy or technology exists and can be pointed to. Don't alter-is data in
handling org problems. The data you are receiving from the other org may
not be correct or complete or sometimes false and thinking up new
procedures that alter old to solve the "problem" is to introduce an
arbitrary order on an already false base. If standard policy doesn't seem
to apply then the "problem" is probably misrepresented and doesn't exist
that way. Get data before you advise, or use standard advices only.
If the other fellow can't seem to apply your advice, then you haven't
been given the real facts or the complete facts - try to get them and then
re-advise. If the other fellow still can't understand, then study materials
apply. He or she needs Remedy A or B on our Policy or earlier Organization
contacts not a new solution.
4. Clear any Promotion ideas with your Division 1, HCO, before you
advise them or question HCO so as to keep the offerings real and uniform.
You may interrupt an existing programme.
5. Clear technical recommendations or requests (such as in an HGC)
with your Division 2 before you make them, so as to prevent getting a
squirrel activity going in some org with consequent upsets. The technical
data or solution probably already exists.
6. Clear financial and materiel recommendations or queries with your
Division 3 before making them as the policy or planning may already exist
for the org being advised by you.
7. Avoid giving orders or advice that can be used to make you wrong
when it's misapplied. Be sure of data and what the question really should
be. Then advise.
8. Report pronounced statistical changes you get wind of on your lines
to your superiors. But never report entheta and mere opinions or rumours -
the data is too fragmentary to be of value. Get statistics if you hear
something weird and if the statistics are bad (less money, less bodies,
less anything) report it. But REPORT ONLY STATISTICS.
9. Continually find out what's working well and why things working
well in one org aren't in another. Realize faulty utilization, not the
policy itself, is the commonest fault. Like a technique, they're not using
it right.
10. Report large statistic changes up or down you notice in any org at
once to your superiors and your senior Comm-Member or superior, and report
loudly when statistics continue bad. Report very loudly and until you are
heard.
11. Kill off "bush telegraph" with facts. Reduce the rumour factor all
you can. It is valueless in itself being fragmentary data. Use it only as a
signal to get more specific data before you make up your mind or report it
to anyone.
12. Be absolute death on "everybody". Anyone saying, "Everybody here
says ", "The field here thinks", "They " or such generalities should be
sharply answered with WHO SPECIFICALLY says or thinks or feels? You'll find
one or two people have become "everybody" as that's the mechanism of an ARC
Break - when people have an ARC Break in general they generalize. Reporting
the opinion of one person in a zone as the "opinion of everyone" in that
zone can falsify ARC and ruin sound planning. Find out who "everyone in the
Academy" is - Bill or Pauline. An ARC Broken (upset) person, misemotionally
reporting in a letter or telex invariably generalizes broadly in an effort
to justify his misemotion and make a proper effect. In finding out the
exact identity of his generalized "everyone" you cure his ARC Break and
don't let it cause ARC Breaks between your org and his.
13. Use your lines to bring order. Never use them to enturbulate.
14. Use the power of your line (its calmness and good sense) to handle
disturbances. Don't threaten or nag.
15. Material passing along the line is subject to the Justice
Regulations if the content violates any of them - i.e. inciting to
insubordination, mutiny, placing a superior in danger. Cold raw statistics,
provable facts alone do not violate the Justice Regulations. Saying George
X is "a lousy superior" is subject to Committee of Evidence; saying "since
George X took over this post enrollment has fallen, being an average of 100
in the last six months before he took over and only 15 in the six months
since" - if that is true and can be checked up on, it is not Committee of
211
Evidence for the reporter. Facts not opinion keep a person reporting
(and an org) out of trouble. REDUCE RUMOUR AND OPINION TO RAW DATA BEFORE
YOU REPORT IT OR PUT IT ON LONG COMM LINES.
16. Differentiate amongst purposes, sub-purposes, senior policy,
routine policy, directives, momentary orders and advice. All policy does
not have equal value. Policy can't exist down to the details of getting it
into effect. That requires orders and advice. The policy of "Get the job
done!" is very senior to a policy relating to the expenditure of
ballpoints. A martinet is only one who insists on following policy down to
idiot level, using policy for how to shine shoes or bite fingernails. A
good leader only gets major policy in hard and uses the rest as specific
orders or advices. Not following important policies is a shooting offense.
Using small policy as a means of avoiding the major policy is also a
shooting offense.
17. One mostly causes his own trouble on his comm lines. But like the
inexperienced auditor who can't spot the point where he started the pc's
ARC Break, the person who starts trouble on a comm line seldom sees how or
why. Usually it's not understanding what's said or not answering.
18. Don't try to impress on org comm lines if you have nothing really
to say. "We're running a Great Comm Course here" is an idle statement.
"After taking our Comm Course, 91% of our students pass their HCO Bd
Provisional" is, if true, the only acceptable way to brag. We have had too
many "great auditors" and "great instructors" whose statistics were down
graphs and failed students. Brag with statistics on an org comm line.
19. Warn when your senior or junior Comm-Member is "under the gun" or
getting into disfavour. (But say who says what. Never generalize in such an
instance. It's vicious and stupid.) For maybe the person you warn is
innocent and can straighten it up as so often happens before a needless
Committee of Evidence, called by rumour.
20. Never recommend a solution in the absence of data. Less havoc is
caused by demanding straight data than by waiting a bit. If the situation
is an emergency, however, any policy or action is better than no action.
21. Never decide about the truth about a person or situation in the
absence of data. In this case a lie is worse than no data at all.
22. Realize when you catch someone in an outright lie about his post,
he is not working.
23. Detect non-compliance of orders by flashback or complete absence
of acknowledgement.
24. Be safe with policy. One is unsafe with off-the-cuff
recommendations contrary to usual practice no matter how bright it may
seem. When there is no policy use the purpose of the activity to make your
point. Don't use unusual ideas that don't fit the purpose of the group you
are advising. In the absence of known policy, make the purpose serve
instead and work out a solution that forwards the purpose of the department
or unit. Always report such solutions when they work. Policy is a growing
thing, based on "what has worked". What works well today becomes tomorrow's
policy.
25. Lost, forgotten or overlooked policy is more often the cause of
trouble than circumstances themselves. The person who is in trouble got
that way because of dropped policies. Policies are the solutions which
solved yesterday's lacks or troubles and which if followed will prevent
tomorrow's troubles. Therefore present loss of or noncompliance with policy
is asking for trouble tomorrow. Almost all current trouble is occurring
because of departures from policy yesterday or from causes never before
experienced by the group. Policy is group experience. Followed, the group
advances. Abandoned, the group falls away. Only Scientologists dare become
fiends about following policy for only Scientologists know enough to erase
it when it no longer applies. But drop a policy as if one were letting go
the only piece of wood in the ocean - once gone there may be no rescue to
hand. To demand that unimportant "policy" be followed slavishly or to use
it to balk org purposes is another way of dying. For it makes people fight
major policy and fighting that they have disasters. A group is only a
collection of different people without policy to agree upon. For policies
are the points of agreement which make the group into a True Group and an
irresistible force. Using policy intelligently is the only way a group can
ever advance.
212
No policy at all or non-compliance with major policy is the basis of
every upset that will be reported to you whether the fact is stated or not.
Purposes and Major policy are very safe roads. Leaving them leads to too
many quicksand pits for anyone to be mild about departures from policy.
26. Be inexorable and continual in getting purposes followed and major
policies in. This is the whole secret of producing startling statistics.
27. Use the formula for putting power and velocity into a line and
group: from the group purpose remove distractions, remove barriers, thrust
aside non-compliance with by-pass, strengthen the edges of the channel and
make sure there is a will to follow the purpose. Like magic the group will
come to life.
28. The way to audit a group that is in collapse is (a) get them to
realize their purpose, spot their past distractions, alter-is and barriers
and remove them, (b) get them to strengthen the channel edges to prevent
wandering off it, (c) get them to see how the group purpose can be
achieved, (d) take out of the group by any method those who have sought to
suppress or invalidate the purpose or the source of the group's purpose,
and (e) handle as a horrible example all those guilty of non-compliance
expressed as laziness or mutiny, (f) provide space for the group to move
toward in their action and (g) spot the exterior opposition to the group's
purpose and begin to reduce it, (h) and be sure the group is energetically
led by someone dedicated to the group purpose and intelligent enough to
learn and follow policy and report new lessons.
If these things are done in the group even when not on its individual
members, life will magically appear, for the formula of livingness has been
used - which is "To have and follow a purpose." Now if one also then audits
the individual members of the group to increase their abilities, nothing
can stand in the group's way and still remain standing. Man has hit on this
formula accidentally sometimes when starting a war or mob actions and the
result is highly destructive to one and all as the purpose was a very bad
one such as "Kill all Arabs" or "Lynch the man!" These are just reactive
bank purposes gone into frantic dramatization, not rational thought. But
Man rarely rises above this in applying his instinctive feelings about
groups. Sometimes there is a "born leader" who knows the ropes by
experience or instinct but his ability is "unexplained" or called personal
charm. When the purpose is good it then has theta, not entheta, and the
result is fantastically successful. To the degree an executive can't or
won't do as a starting or continuing action (a) to (h) above, the group
fails and lacks life. There wild be as much life in the group as the
purpose is worthwhile and (a) to (h) is executed. The keynote of insanity
or death in a group or person is the presence of the symptoms implied in
(a) to (h) above. The ability to apply and execute these is called
"Leadership" or "executive action" in Scientology. Mankind has not achieved
a clear definition for either until this time.
29. A comm line of an org is a trust, not a right. Anyone can speak as
he pleases on his own line. But when it is a group line it is held in trust
for the group and used for the group. Never confuse one's own personal
impulses and freedom of speech with the comm lines of a hat in a group.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
213
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966 Issue III
Gen NonRemimeo
SCIENTOLOGY ORGANIZATIONS COMMUNICATIONS SYSTEM: DISPATCHES (Revises
HCO Policy Letters of 8 April 1958 and 13 December 1962)
An intra-organizational dispatch is a simple thing. You can keep a
copy if you wish, but only one copy (the original) goes and comes back.
When writing a dispatch, address it to the POST - NOT the person. (If
a person changes post, or leaves, if you address the dispatch to the post,
it will be received by the new occupant of the post, but if you address it
to the person, then if the person leaves it may not be received and
handled.)
Set up a dispatch as follows: (for information or advice)
Example:
Mimeograph Officer
Supply Offcer (date) _ _
Dear (c)
Your order of (message).
(complimentary close) Signature
or for a request or an order:
Mail Clerk
via Dir Comm (date)
HCO Area Sec
Dear_
Please see that (order or request).
(complimentary close) Signature
This form is used so that when it is ready to be returned, an arrow
can be drawn pointing to the post to which it is to be returned,
eliminating the need to write it. If the message is one that should go in
your hat, either put it in your hat and acknowledge sender, or write it up
for your hat, returning the original to sender. If the
214
dispatch comes to you from a junior always insist the junior has
attested "it is okay". If you in turn wish to send it on, you too must
attest "it is okay" and send it on. If it is not OK return the dispatch to
the originator stating briefly why it is not OK.
The receiver handles the dispatch and retains the dispatch until such
time as it has been completely handled. If it is a matter which involves
days or weeks, you can dispatch the sender stating that such and such is
being attended to and expected to be complete within a certain time - but
retain the original dispatch until job is done, then return it to sender
marked "DONE". Do not return the original with "It's being attended to".
Originals only return with "DONE" or "Can't be done". Otherwise the
communication stays incomplete.
When replying to a dispatch, put down the date of the message.
Dispatches are handwritten. Executives, other than Exec Secs, should not
have their dispatches typed by a secretary except where the dispatch
contains large volume.
COLOUR FLASH SYSTEM FOR DISPATCHES AND LETTERS
The colour flashes for paper for divisions are as follows:
HCO Division 1 - Gold HCO Division 2 - Light pink or violet
Division 3 - Deep Pink
Division 4 - Green
Division 5 - Grey
Division 6 - Yellow
Division 7 - Brown [Public Division Flash Colours
Division 8 - Orange added per HCO PA 23 May 1969.]
Division 9 - Blue or White
White paper is also used for letters to the field, business houses,
Board minutes, and for manuscripts and research notes.
Copies of letters written are on the colour flash of the division
writing the letter. WRITTEN REQUESTS
If you have a request, put it in writing. Do not go to the person and
expect him to carry your request around in his head. Personnel are not
supposed to present their body, nor their body with a dispatch to other
personnel except for actual conferences which are kept to a minimum. Few
things need conferences. Dispatches take care of 99% of organizational
business.
COMM CENTRE BASKETS
The Comm Centre contains a basket for each staff member. Each basket
is tagged with the person's name and underneath the name is their post or
posts. Each person is responsible for delivering his own dispatches to the
proper baskets and for picking up daily his own dispatches. Do not fail to
pick up your dispatches at least twice a day (once in the morning and once
in the afternoon - make your own schedule). But do not let dispatches pile
up in your basket.
In larger orgs a Comm Centre and separate Divisional Comm Centres may
be instituted. The Comm Centre would consist of one basket for each
division plus a basket for L. Ron Hubbard and an outer org OUT basket. Each
divisional comm centre is placed in the divisional working area with a
basket for each staff member in that division plus a divisional in-basket
and a divisional out-basket. An HCO dispatch courier would be responsible
for delivering dispatches into the divisional in-baskets and from the
divisional out-baskets into the comm centre baskets. The sec sec is
responsible for the distribution of dispatches from the divisional in-
basket to staff members' baskets.
215
ORGANIZATION BOARD
Keep abreast of all post changes. As the Org Board is changed, the
Comm Centre baskets are changed. Always know who is occupying what post so
that when you deliver a dispatch you will always know whose basket it goes
in. If you are not sure, check the Org Board.
RESPONDING TO COMMUNICATIONS
Handle your dispatches daily. Do not let them stack up on you. When
someone sends you a dispatch let them hear from you. Do not get the
reputation of 'I hesitate to send so and so a dispatch because I don't know
when I'll hear from it, or if I'll ever hear from it.' DO NOT LET YOUR
DISPATCHES DEAD-END. When you let your dispatches (or letters) stack up on
your desk, you are in actuality chopping the comm lines of the organization
in so doing chopping your own pay cheque.
ANSWERING LETTERS
Secretaries who type letters should always take care to staple the
carbon copy on top of the incoming letter - do not use a paper clip. In
answering letters, answer their questions. Give them the information they
are seeking. Use the gradient scale method. DO NOT FAIL TO ANSWER THEIR
QUESTIONS. If you don't know the answers, find out.
ORIGINATED DISPATCHES
The purpose of the secretarial unit is to type answers to letters.
Most all intra-organizational dispatches can be handwritten: this saves
time in putting them on tape (when you could be writing them yourself) and
saves the transcriber's time for replying to letters. Stay in communication
with other staff members and with our correspondents. If you don't handle
your dispatches properly don't reply to the sender, as I said before, you
are cutting your own pay cheque.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The two earlier issues of 8 Apr '58 and 13 Dec '62 were the
same basic issue as the above Policy Letter, with a few changes reflecting
the evolution of the Comm System and the Org Board.
13 Dec '62 was a straight reissue of 8 Apr '58 - as part of the
Reissue Series (7) - with minor changes such as the inclusion of a
salutation in the dispatch example, and in the first paragraph under Comm
Centre Baskets, addition of a phrase, "(except in some larger Orgs, where
there is a Communicator for this purpose)" after the sentence saying each
person is responsible for picking up and delivering his own dispatches.
4 Jan '66, Issue III (above) gave two dispatch examples instead of one
as given in both earlier issues, showing the different routing for
information or advice and for a request or an order; added the second half
of the last paragraph on page 214 re including the attestation "it is okay"
on a dispatch; updated the Colour Flash System in line with the 7 Division
Org Board, which in the earlier two issues had been based on type of
dispatch, report, letter, carbon copy, etc. as opposed to Divisional colour
flash; and deleted a second half of the paragraph entitled Written
Requests, which read, "We have a Comm Centre where dispatches are to be
placed. Place your dispatches in the person's basket not in his hands. IT
IS ANXIETY ABOUT COMMUNICATION ONLY THAT CAUSES PEOPLE TO JUMP THE LINES.
There may be, however, a few exceptions: emergencies, or if you have a
large article that would not fit into a Comm Centre basket. The point is,
do not run around all day handing people dispatches, nor put them down on
someone's desk. This tends to interrupt their work and causes confusion on
the lines." It also added the second paragraph under Comm Centre Baskets re
Divisional Comm Centres; and under the paragraph Answering Letters, after
the sentence, "Give them the information they are seeking," deleted " - but
do not try to sell them a course and an intensive if all they want is some
information concerning an ad we are running."]
216
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JANUARY 1966 Issue II
Remimeo HCO Area Sec Hat Dir of Comm Hat Comm Inspector Hat
HCO Division, Dept 2
COMMUNICATION INSPECTOR HAT
The purpose of the Communication Inspector is:
"TO HELP RON KEEP THE ORGANIZATION THERE BY ASSURING
COMMUNICATIONS IN TO THE ORGANIZATION ARE ANSWERED."
The duties of the Communication Inspector are:
1. To inspect In baskets for unanswered communications especially when
the Letters Out statistic is down and Letters In statistic is up and to
make a complete report to the HCO Area Sec via the Dir of Comm who calls a
hearing immediately on people responsible for not acknowledging
communications promptly.
2. When statistics still do not rise, the Comm Inspector goes through
Pending baskets weeding out Dev-T and Misrouted particles and putting them
back on lines to the originator, and makes a complete report to the HCO
Area Secretary.
3. If the statistic still has not gone up, the Comm Inspector goes
through desk drawers, filing cabinets and any nook and cranny in the org
searching for hidden letters, book or tape orders, requests for
information, or any communication dead ended some place. In this Inspection
he can look through CF files, personnel files, all Letter Registrars'
files, random baskets, shelves, bookcases or any place else he wants to
look. He then reports what he finds and the HCO Area Secretary acts
accordingly. It may be found that orders for books, tapes, or advance
registration payments and letters may be stacked up in Invoicing or in the
Shipping department and in one case, some of these orders months old were
found in a box in Tape Archives!
The Communication Inspector has as his primary concern ferreting out
jammed inflow lines and getting letters flowing. If the HCO Area Secretary
does not act on reports of Negligence by an Ethics Hearing and in cases of
Gross Negligence and Danger by assigning a Danger Condition, the Comm
Inspector makes a report to the HCO Exec Sec and if still no result cables
the HCO Exec Sec WW.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
217
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JULY 1966
Remimeo
All Staff DESPATCHES, SPEED UP
DESPATCHES, STALE DATE INTERNAL DESPATCHES
Any staff member receiving an internal org despatch that has been
enroute more than three days (dated the fourth day earlier than date of
receipt) must report the matter to the Director of Communications who must
thereupon request the Director of Inspection and Reports to investigate and
report to Dir Comm and order any resulting Ethics action.
If an internal despatch is received back by the originator more than
six days after origin the same procedure must be followed.
If an answer to a despatch is not received back by the originator in a
period of six days the same procedure is followed.
These time lags of 3 days and six days are to be considered extreme.
If damage results or expense occurs because an urgent message was not
marked RUSH or if a RUSH message did not promptly arrive, the same
procedure is followed.
EXTERNAL DESPATCHES
Any external despatch received with a date of 3 days earlier plus
ordinary transmission time must be so reported to Dir Comm and the
procedure is the same as Internal Despatches.
If a despatch is not answered in six days plus double transmission
time, the same procedure is followed.
On Rush Despatches, any despatch older than 1 day is considered stale
dated where telegraph or telex exists.
STALE DATE
The term "Stale Date" (used previously by banks on cheques) means any
despatch or answer that is older than one should reasonably expect when one
receives it or any answer that is older in date from origin to answer or
answer to receipt than one should reasonably expect.
VIAS
These regulations apply to all despatches and include all vies.
EXTRAORDINARY LOCATIONS
Locations which are not served by airmail, telex or telegraph are
considered extraordinary locations and stale date occurs only when
reasonable expectancy is exceeded.
TIME MACHINE
All orders or queries may go on Time Machine.
A junior may place queries or info on a Time Machine to a senior and
may complain to Dir Comm re stale date.
A junior Org may place queries or info going to a senior Org on a Time
Machine and may complain to Dir Comm re any stale date.
COPYING DESPATCHES
Anyone sending a stale date complaint to the Dir Comm must first
answer or handle any despatch he is holding and send it to the Dir Comm
with its answer.
Dir Comm copies or xeroxes the original and the answer promptly and
sends the original on to its next recipient and uses the copy only for
investigation.
ALL ANSWERS DATED
Answer notes on despatches and answers must hereafter be dated by the
answerer.
All despatches are of course dated by the originator.
L. RON HUBBARD
LRH: lb-r.rd
Copyright (c) 1966
by L. Ron Hubbard 21S
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 OCTOBER 1966
Remimeo
All Staff Hats
Dir Comm Hat
Dir I&R Hat
Inspections
Officer Hat STALE DATE REPORTS
When reporting a stale date to the Director of Comms, bear in mind
that a weekend during which a staff member is not on post does not count as
two working days in the routing of a despatch. A despatch dated Friday,
October 7th and relayed by the next terminal on Monday, October 10th is not
stale dated right there if the terminal was not on post on the 8th or 9th,
and did not receive it till the 1 0th.
In order to pinpoint the exact source of any delay in handling and/or
forwarding a despatch, all points through which it passes must not only
initial and okay it, but date it as well. A series of initials tells the
Director of I & R nothing as to which of them might be responsible for any
delay and necessitates body traffic.
Where action required on a despatch will take such time as to make it
impracticable for the originator to receive back his order or request
within six days of the date of origin, the person carrying out the order or
request must briefly acknowledge receipt of the despatch to avoid a stale
date report on himself.
Such examples are where a Purchase Order is sent to Financial Planning
by Purchasing Officer and where Printing Liaison Officer must obtain and
get accepted quotes for the printing of materials.
The acknowledgement can be sent direct to the originator and should
preferably put in the R factor as to what is being done.
Apparently losing sight of a comm cycle can be upsetting to a staff
member. Keep him posted.
LRH:lb-r.cden L. RON HUBBARD
Copyright (~)1 966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 SEPTEMBER 1966
Remimeo
SECURITY TELEX FILES
All Telex Files must be safeguarded by the Director of Communications
and must not be available to casual callers in Reception.
This may mean keeping Telex Files in the Communications Office distant
from the machine.
COMM CENTRE
Dispatches in the Comm Centre must be safeguarded against public or
unauthorized interference.
This is commonly done with locked divisional boxes but if so, keys may
not be left in the locks.
ORG BOARDS
The WW, Saint Hill Day and Foundation Org Boards should be hung on the
walls in Reception or otherwise displayed where they can be viewed by staff
and public.
LRH:lb-r.cden L. RON HUBBARD Copyright Q) 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED 219
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
BLUE ON GOLD
HUBBARD COMMUNICATIONS OFFICE
LONDON (Issued at Washington) HCO BULLETIN OF 15 JANUARY 1958
To: All Staff for info
For Hats of Assistant Secretaries
FIELD OFFICE COMMUNICATION
If field offices will write one subject per one letter and use
airletters they will get faster service from London and Washington.
Several subjects per letter pose difficulties of interoffice
transmission in London and Washington. Thus a field office may feel ignored
when its correspondence is only held up.
A field office should not write to Organization Secretary or
Association Secretary but to the department from which it wants something
such as certification or shipping or address files.
Don't send things to a person, send them to a function. People
sometimes change on post but functions are always covered.
It is cheapest and fastest for a field office to use airletters.
Washington and London should reply in kind or by air where feasible.
It is the lot of a smaller office to wear many hats per person. This
cultivates the idea of people rather than functions. But functions get
routing in Washington and London.
The way a field office gets impatient and lonely is by getting no
answers. This Bulletin is in the interest of getting more answers.
We are getting awfully large as an organization. Governments believe
large organizations can't be efficient. We don't believe that so we will
have to seek ways of being more efficient even if awfully larger. Clean
comm is the best answer.
LRH: bt.rs.rd L. RON HUBBARD 20.1.58
SURFACE MAIL
All heavy packets of papers are sent by surface mail, but packets so
sent are still given designating numbers. [See pages 224-225 for number
system.]
ADDRESSING
Addressing is much facilitated by rubber stamps for principal offices.
But where a number of city offices and area offices are regularly
distributed to, a hand addressograph machine with the office address files
on silk screens should be resorted to.
When handling less than ten offices, rubber stamp addresses are
adequate.
These should be kept on a board near the person (usually HCO Steno)
who actually packets up mail and mails letters for HCO.
L. RON HUBBARD
[Excerpted from HCO P/L 2 March 1959, HCO Cable and Dispatch
Designation System. Its revision of 4 January 1966 appears on page 224.]
220
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 15 JULY 1959
CenOCon
HCO SAINT HILL CABLE DESIGNATION
The cable designation for HCO World Wide at Saint Hill consists of the
letters SH.
HCO Saint Hill will begin using this designation at once. When
replying use the numbering system as usual.
PH:ps.rd Peter Hemery
Copyright(~) 1959 HCO Communicator WW
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
EXCERPT FROM HCO BULLETIN OF 12 AUGUST 1959
HCO Franchise Holders
HCO Offices
Central Orgs
MA CABLE, DON'T PHONE
We are so few at HCO WW and covering so many fronts that we cannot
accept the phone calls that keep coming in. In the first place a
transatlantic call takes usually an hour or two of waiting by one of us
before it is fully connected. Such calls have taken 12 hrs to complete. And
we have missed completion so often after such wasted time and have had such
bad inaudible connections even with domestic calls in England, that it's no
phone.
Use telegrams and cables instead, they're faster. They have a memory.
We can handle them without missing data not put down after a phone call.
In the manor staff office we have a Telex. That's a teletype like in
the telegraph office. About five minutes after you file your telegram or
cable it comes complete and accurate out of our Telex, typed with copies.
These don't get lost. They get instant attention from the Communication
guard.
When a small group such as ours at HCO WW are handling indirectly
several hundred thousand people, and are handling directly, at any given
time, a few thousand and intimately a few hundred scattered all over Earth,
we have to have a Communication discipline to get anything done. You're
part of that Comm system, so if you want something done, be brief, to the
point, and use:
Airmail Airletters Cables Telegrams.
And you'll be heard fast.
Be pointless, use phones, come in person, and you won't be heard.
You are much closer to HCO WW at your letter box or the telegraph
office than you would be standing at the Manor's front door. We're proud of
our Comm system. Use it!
LRH:brb.rd L. RON HUBBARD
Copyright (c) 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
221
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 AUGUST 1959
CenOCon
HANDLING OF TELEX MACHINES
A telex must not be turned off, shut off or left off overnight or
weekends.
It does not burn any juice.
The hum you hear when the motor isn't running is the looseness of
transformer coils singing, it does not mean any juice is being used.
There are three shut offs on the machine, these are the shut off in
the kneehole below the teletyper, the plug or switch into the mains, and
the fuse box which is in the building; this can be pulled off or its fuse
burned out.
If the machine isn't humming when you leave the office, it's off, so
stop and listen to it just before you close the office door for the night.
Further, because the paper in the machine can jam, you must leave the
tape able to run whenever you are not using the machine. Therefore, even if
incoming traffic runs into a paper jam and/or end of paper roll, the tape
will keep going, then you can, if you come in and find the paper gone or
scrunched up, put in a new roll or straighten out the paper and simply run
off the tape and you've got your traffic.
Always use an answer back at the end of any transmission to be certain
that the message went into the distant machine all the way and that you
were still being received at the end of your transmission.
Always date and time your originated despatches, this is not important
on answered despatches as you have the name of the despatch being answered.
Never distribute the original copy, it is unique, there is more than
one carbon copy but only one original. Therefore, originals must be put
into the traffic basket always as soon as received and only carbons
distributed to the addressee in the office or the person being infoed.
Keep a slate beside your telex so you can always write down your
consecutive despatch number. When more than one telex is in a system you
can have a number for each station you are transmitting to, these should be
kept on the slate.
Use telex as though you were sending telegrams on short distance
calls, you can chat on one if you're speedy but on long distance calls
never chat, just send and receive, for the cost is too dear.
At the same time, always send an adequate message so that two more
don't have to be sent to clarify what you meant in the first place.
We will not use telex on short or long distances without an absent
subscriber attachment and a tape cutter and transmitter. Always cut your
message on tape and then transmit the tape unless you can do sixty words a
minute without a falter (2?8:? 8' - 2%7) %-'5 %94.9'5 5609'5').
When you first receive a telex, use, use, use it, use it all on
"local", send lots of messages to yourself, cut lots of tape to yourself,
get very familiar with it, then do sending and receiving.
Use it for typewriting inter-office despatches and such and in that
way you'll get familiar with it.
An office that has a telex has no business using phone or despatches
between it and another station. In nearby traffic only, route everything
over the telex. The value of this is to kill the mystery. Phones are
psychotic, they have no memory. Despatches are isolated lines. Use the
telex for all traffic and educate everybody in the office to read the
traffic; fix it up so people can get to the baskets and read the whole
traffic daily. Better understanding and cooperation will result, thus
better teamwork. Only this justifies a telex, so suppress any feeling that
everything should be secret and open up those lines to get everybody out of
mystery and cracking. If you do this the telex is worth about ?5000 per
year. But if you use phones and despatches alongside a telex, you've
defeated its purpose entirely. And it will serve no other useful purpose.
LRH:brb.cden L. RON HUBBARD
Copyright (c) 1959
by L Ron Hubbard
ALL RIGHTS RESERVED
222
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO BULLETIN OF 21 OCTOBER 1959
Reissued from StHill
CenO
ADDITIONAL MESSAGE DESIGNATION
A new designation should be added to your list of letter designations
for cables and dispatches. This consists of the letter R. It is used only
by LRH when personally writing cables and other dispatches.
When replying, use the numbering system as usual.
LRH:js.cden Peter Hemery
Copyright (c) 1959 HCO Communicator
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 OCTOBER 1961
HCO Secs Assn Secs Org Executives only
FRIDAY CABLES
Do not send on any Friday cable entheta to Saint Hill. It arrives
overnight on Saturday morning. Only I am here. There is no office staff
present at Saint Hill on Saturday or Sunday. There is only myself.
When you send off a night letter full of emergency on Friday it
arrives on Saturday.
There is no way to care for it. You are not in the office. I cannot
contact you. There is nobody here to gather documents, type letters, run
telexes or mail letters.
You couldn't figure a better way to throw the wheels out of gear.
On three of the last four consecutive Saturdays I have received cables
containing a demand of violent fast action. All right, what the hell,
you're not on deck, there's nobody here except myself. I have to spend all
of Saturday and sometimes Sunday catching balls somebody has dropped.
The data in these cables was in each case known fully on Thursday or
could have been sent early Friday by fast rate. Some staff would have been
here to give a hand.
Of course, there's a much better idea. Get some order into things,
stop dropping the ball and having emergencies.
All emergencies stem from omission of action at a proper time. Do
things right when they should be done and emergencies do not occur.
L. RON HUBBARD
LRH:md.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
223
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966 Issue II
Gen Non-Remimeo
HCO CABLE DESIGNATION SYSTEM (Revises HCO Policy Letter of 2 March
1959, HCO CABLE AND DISPATCH DESIGNATION SYSTEM)
To save time and money and to increase understanding and ease of
handling communications a precise cable designation system is necessary.
Smooth HCO Communication depends upon close adherence.
NUMBERING
All cable messages between and amongst HCO Offices must be
consecutively numbered from each office.
The numbers begin January first of any year and close December 31 st
at midnight. To begin the system start with the number at one.
LETTER DESIGNATIONS
After the cable number comes the Letter designation of the HCO Area
office (as given below) so that the beginning of the text of a cable from
Washington DC would be 344DC - 344 being the cable number and DC being
Washington DC, the originator of the cable. Letters must not be the same
for any two offices.
WORLD WIDE DESIGNATIONS
R - Cable personally originated by myself. The number preceding it is
the date sent, e.g., 16R means originated on the 1 6th day of the month by
myself.
WW - World Wide - International Executive Division. These are numbered
consecutively.
HCO CONTINENTAL OFFICE DESIGNATIONS
UNITED STATES US NEW ZEALAND NZ
UNITED KINGDOM (c) UK AFRICA AF
AUSTRALIA (c) AU FRANCE.......... FR
HCO AREA AND CITY OFFICE DESIGNATIONS
SAINT HILL SH SEATTLE SE
LONDON L HAWAII HAW
WASHINGTON, DC........ DC MELBOURNE...........ME
LOS ANGELES........... LA PERTH................ PE
NEW YORK (c) NY SYDNEY SYD
MIAMI MM ADELAIDE (c) AD
TWIN CITIES TC JOHANNESBURG JB
PORTLAND............ PRT CAPETOWN............. CT
DETROIT............. DET DURBAN.............DUR
AUSTIN AST PORT ELIZABETH PEL
AUCKLAND (c) AK PARIS (c) PS
224
MESSAGE FORM
When a specific person is to be reached the message starts with that
name, usually the shortest first name of the person in the receiving office
or the hat to be reached is used. Example:
344DC STENO or 344DC MARY
...
Persons sending cables should sign the cable with their name followed
by the name of their post abbreviated. Example:
MARY STENO
The final form of a message would be:
Cable Address of the Org. SIENTOLOGY WASHINGTONDC =
344DC JOHN BOOKS SHIPPED TODAY BY EXCALIBUR US LINES BEST = GEORGE
SHIPPING
If the cable message is to a comm member designate the cable as per
the Comm Member System.
REPLIES
When a message is replied to, the sending office designation is
retained and a number giving consecutive times it has been used is added
after the office letters of the sending office, such as:
344DC replied to by Saint Hill becomes 344DC2
There is no reason to say 344DC1 because the 344DC is always "message
one". When 344DC2 is replied to the next message becomes 344DC3.
This is a vital action. We have several times had an office receive
three or four cables all on the same subject each correcting the last and
have been unable to determine even from the cable company which was the
last message and therefore the correct one.
344DC as above would be answered from Saint Hill:
SIENTOLOGY WASHINGTONDC = 344DC2 THANKS = JOHN BOOKS
Another cable, still concerned with the same books from DC would be:
SIENTOLOGY WASHINGTONDC = 344DC3 CORRECTION SHIPMENT ON SS
CONSTITUTION = GEORGE SHIPPING
meaning the Telex Operator was told to correct and did so. As 344DC is
still available in the cable file the texts do not need long descriptions
to continually identify the message or people involved. This means greater
clarity and greater economy.
225
CHARACTER OF CABLES
Cable messages must be meaningful. Don't let economy rob the meaning
by too close wording for if the text arrives unclear, two more cables will
be needed to explain it.
Example of Error
235JB ARRIVING TODAY = JOHN ADDRESSO
Who is arriving? Where? So we'd have to send:
235JB2 WHO WHAT = T JOAN TELEX
meaning the telex operator and the recipient are in the dark. This
would then have to be replied to with the text that should have been sent
in the first place:
235JB3 TOTAL MAILING LIST ARRIVING LONDON AIRPORT TODAY
The two needless messages are nothing to sneeze at at the current cost
of cables. Yet they become necessary because the sender failed to realize
the text was inadequate.
CABLES REPEATED
All Org cables are repeated in routine airletter despatches carrying
the same numbers as the cable as confirmation that a cable was sent or a
copy of the cable from the telex, with "Confirmation Copy" written along
the top of it, is sent to the org concerned by airmail in the usual org
mail.
L. RON HUBBARD
LRH:ml.rd
Copyright (c) 1966 [Note: SY for Sydney has been changed to SYD per
by L. Ron Hubbard HCO P/L 25 June 1966, DB for Durban has been
ALL RIGHTS RESERVED changed to DUR per HCO P/L 10 February 1969.]
[Note: This Policy Letter was cancelled on 11 April 1973 and replaced
by HCO P/Ls 8 April 1973, How to Write a Telex, 9 April 1973, Telex
Numbering, 10 April 1973, Org Designation System, 10 April 1973-1, Org
Designation System Addition, and 15 April 1973, Telex Confirmation Copies,
in the 1973 Year Book.]
[Note: When originally issued this P/L included Dish Communicator's
lines.
atch Briefing, deleted in the 4 Jan. '66 issue. It is When this
airletter arrives in London, it is presen
mcluded in this footnote as of interest in the evolution ted to me as
itself, but any message for another person
of Scientology Organizations. is taken off of the airletter by the
receiving HCO
MESSAGE FORM Communicator and put in the dispatch lines. When it
is answered, the answer is added into the returning
The most basic form of written dispatches is given airletter
dispatches
in the Central Org Color Flash and Dispatch system.
These are numbered only if they are put into HCO The original
airletter Is presented to me m com
pany with two airletters
lines between offices.? e s and one sheet and carbons so
fixed that there is a carbon of anything written on the
They are then given the next consecutive number airletter.
Of that office and so enter HCO lines numbered. The new airletter is
as follows: 613LA2 Answered
To enter HCO lines they are usually briefed on 614LA2 Answered,etc.
HCO color paper (orange) and numbered. In any event The answering
airletters (one original and one a
they are numbered. Sometimes they are briefed and carbon) do not
repeat text. The original of the ans
cabled or telegraphed. But they are always numbered. wering is mailed
airletter back to originating office.
DISPATCH BRIEFING The carbon of the answering airletter is mailed to
the
HCO Continental office of the originating office. The
Dispatches when converted to airletter are handled orange carbon of
the answering airletter is clipped to
as follows: the original briefing airletter and held in London files.
The original is numbered and held in a folder in a The HCO Continental
of rice has received a copy of
basket stack along with other dispatches being briefed the original
brief airletter. When HCO Continental
on that date. Two copies are inserted behind the receives the
answering carbon airletter it clips the two
airletter. The airletter is started by the notation: together, the
dispatches and the answer, and is ap
LA to L 613-619 prised of decisions and actions taken in and about
area
(the dispatches included in the letter). The first dis - offices...
patch is given its number and a briefed text - In any Continental
office there is always also an
613LA the text follows area office. That the two are near together
does not
614LA the text follows, etc. excuse failure to follow communication
procedure as
One copy of this airletter is held in the folder for HCO Continental
files will soon be wholly separate
later files, one copy goes to the HCO Continental (or from area files
and even when in the same town they
the continent of the originating office) and the air - will be in
different buildings.
letter is mailed. No one is to use any lines but the When any office
originates airletters, this proce
HCO Communicator's lines in sending dispatches to cure is followed
except by HCO Continental offices
me and only those things that are my personal bust - where only the
original and one orange copy are sent
ness such as Washington dispatches and Advisory and the original and
one orange of the answer are
Council Reports are to be sent through the HCO returned. ]
226
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 JULY 1966
Gen Non-Remimeo HCO Area Sec Hats Dir I & R Hats OIC Section Hats Dir
Comm Hats Telex Operator Hats
OIC CABLE ARRIVAL TIME, CHANGE OF
(Changes last paragraph of Pol Ltr of 4 May 1966, OIC Report Form)
Due to increased traffic and the need to have a fast flow, OIC Cables
from area orgs or Continental Divisions must arrive at WW no later than
Saturday noon.
This can be done if OIC Officers ensure that the Divisional statistics
are reported to them by Friday noon.
The Dir of Comm at Saint Hill needs to have someone who can operate a
telex machine on post Saturday morning or afternoon to check the collations
of these cables, getting any corrected with the telex company.
The cable, stapled to a carbon copy, should be placed on the desk of
the OIC Officer WW in a basket labelled Cables IN.
L. RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
227
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 AUGUST 1966
Remimeo LRH Comm HCO Exec Sec HCO Area Sec Dept of Comm Telex Operator
USE OF TELEX MACHINE
The Telex is a means whereby two stations can be in direct hook-up
with one another via the keyboard. The telex machine can also be used for
telegrams and cables.
The choice of which method of communication is to be used depends on
(a) length of message or (b) necessity for speed.
DIRECT HOOK-UP
Direct hook-up is used if it is necessary that the information arrive
immediately. This would be necessary usually in a state of grave emergency
or danger only. The information is being received at the same time it is
being transmitted. If you can dial direct all the way, this is charged for
by the minute with a minimum of one minute at ?1//-d. If it is necessary to
use the operator at any point, it is charged for by the minute with a
minimum of three minutes, ?3/-/-d for three minutes.
Even though one may wish for an immediate answer to a telex, it is
necessary to work out what time of day it is at the receiving end. It is
quite useless to send direct hook-up from England to Australia if it is the
middle of the night in Sydney, for example.
CABLE
Cable is costed per word. There are three forms of Cable. LT = night
letter rate. There is a minimum charge for twenty two words ?1/-/2d to
Australia - South Africa and 1 5/7d to USA. 0RD = full rate and is charged
for by the word, 1/1 Od to Australia and South Africa and 1/Sd to USA.
Eleven words ORD rate is the same cost as twenty two words LT rate. URGENT
= costs twice ORD rate. LT travels overnight. ORD takes 1-1 1/2 hours.
URGENT takes about 15 minutes. Cables to USA from England are automatically
treated as URGENT by the Post Office so you do not need to address these as
Urgent.
There is a point in length of cable, even LT, at which the cost of
sending by Cable would be more expensive than sending a telex. You need to
assess this point and this is easy to do.
All telexes and cables should be precut on a tape by use of a tape
cutter. Cut your tape, making sure you have no errors, then run it through
your machine on "local" and time the tape running through. Work out
cheapest rate. Example: A thirty word LT Cable costs ?1/7/6d, but if it
takes only 57 seconds to run through the machine it is of course cheaper to
send it direct hook-up which for 1 minute the minimum is ?1/-/-d.
One advantage of sending cables is that if the message arrives
scrambled one can call the Cable Co and get it redelivered. BUT on a direct
hook-up you cannot do this, therefore it is essential that the tape cutter
be left on for 24 hours per day. This is a cardinal rule for a telex
operator and must never be forgotten.
It is a false economy to turn off your tape cutter. A few feet of used
tape is far less expensive than an unreadable or lost cable.
228
If the paper in the machine runs out at night, or if the machine jams
you can run your tape through the machine next morning and get all your
cables printed up.
But if the telex operator left the tape cutter "off" and a direct hook-
up came in overnight when the paper had run out, then you have lost the
telex forever and this could cause a grave emergency. This has happened at
least once at Saint Hill and it should be treated very seriously and be the
subject of an Ethics Hearing.
The Telex Operator is responsible for seeing that executives wishing
to send cables and telexes have worded them as concisely and briefly as
possible and she has every right to turn back a verbose and lengthy cable
for reduction of length. All the vies used in despatches are not, repeat
not, printed in the cable. This is a very expensive method of communication
and must be treated accordingly. The cables are sent direct as per HCO
Policy Letter March 13, 1965, Issue II, The Comm-Member System, Routing
Policies Section, Volume 1 - page 207, ORDERS No. 7.
This Policy Letter applies to Saint Hill and in general applies to
other orgs although their cable codings may be different.
All orgs should have a cable address registered and should notify
Saint Hill and their other Continental Orgs of their Cable Addresses and of
any change of Cable Address.
The staff of the Dept of Comm, HCO Division 1, HCO Area Sec and LRH
Communicators should all be conversant with using a telex machine.
And last but not least, at all times keep your equipment clean, tidy
and in good order with all necessary call numbers and instructions posted
clearly and neatly.
L. RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
229
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1968 (Amends HCO Pot Ltr of 23 April 1968)
Gen Non-Remimeo
TELEX COMM CLARITY (Dev-T Series)
Communications - particularly telex communications - are to be written
in such a way as to be understandable. Vital words are not to be spared
under the guise of "saving money", or some such consideration. All words
necessary to the understanding
of the communication are to be used.
Dev-T, expense, waste of time and executive man hours are spent by
incomplete communication.
EXAMPLE:
Origination
127WW HCOESNT Immediately convene Board of I to investigate dropped
stats in Wollongong Love HCOESWW.
Reply
127WW2 HCOESWW Done Love HCOESNT
This reply is incorrect as it doesn't say what this is all about and
now requires executive time in looking up the original telex.
Correct reply would be:
127WW2 HCOESWW B of I convened on Wollongong stats. Love HCOESNT.
Another example of incorrect communication would be an originating
telex needing clarification, thereby requiring 3 telexes before one can
begin to comply or answer. Telex lines are for speed and quite often there
is not time to get clarification. Therefore a message may go unanswered.
Every person on these lines is ordered to groove this in and be
thoroughly conversant on the subject of telex communications and how to
write them. Seniors are to ensure this is enforced.
Irene Dunleavy
LRH:ID:jc.rd Staff LRH Communicator
Copyright Q) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[Note: The telex numbering in the above Policy Letter has been
corrected to the standard form using the letter designation of the
originating office. The original 23 April '68 issue and 13 May '68 mimeo
issue used non-standard numbering. A fully corrected mimeo, as above, was
issued on 23 July 1971.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 APRIL 1968
Gen Non-Remimeo
To ensure speed and accuracy of relay Telex traffic, communicators
must always include the word relay and destination, i.e. DELD "RELAY PAYER
AOA".
L. RON HUBBARD
LRH:jc.rd Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
230
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 FEBRUARY 1969
Gen NonRem~meo TELEX LINES AND LOGISTICS
Your telex lines are powerful.
Don't use telex lines to comment. Don't use telex lines to request or
to report progress. Use them to get something done or to report
completions.
Two factors to remember about communication are that it can become
very expensive and very complicated if control is not monitored from above.
Primarily the HCO Exec Sec of an org is responsible for the comm lines
of that org, and this includes telex traffic. The HCO Exec Sec has full
powers to disapprove or approve a telex to be transmitted - and uses sound
judgment and foresight in doing so. Points to check for are:
(a) The need of the telex.
(b) Too lengthy in format.
(c) Too brief in format. (As this can create Dev-T needing a request
for clarification and its answer before it can be understood.)
(d) Security.
(e) Logistics.
A large portion of an org's hard earned Income can be consumed by
paying excessive telex costs. It's an expensive business! The HCO Exec Sec
by ruling this area with an iron hand can keep communication costs down to
a minimum without cutting vital comm.
Logistics - don't put logistics on telex lines.
A logistics telex is only a commentary on the fact that nobody acted
soon enough when they knew they had to have it, which means that planning
is out; that there is no future planning to amount to a hill of beans.
Logistics traffic can obtain NO logistics of any real use. Telex
traffic is too brief to do a good job on logistics, and usually ends up in
the org spending hundreds of dollars - but for what - the goods still
haven't arrived. Foresight and more data in dispatches do better.
Commending can go out on telex lines, and a lot of good news can come
in on it. For example a new org is opening in Sweden, new franchise Centers
are opening, celebrities are coming into Scientology, more Gung-Ho Groups
are springing up, Ron's Journal on the launching pad ready to be shot out
to the outer orgs to boost their stats. The point I'm making is that is
legitimate telex traffic. Telexes that have stats - that's legitimate
traffic.
Logistics are not legitimate traffic on any telex lines having
anything to do with anything. I don't care if some damn fool was silly
enough to run out of asbestos roofing paper for his den or whatever. Comm
Ev him. "Why didn't you figure it out earlier bud? "
Something else which is a flaw on telex lines is just adding "Rush"
and "Soonest" and "Immediate" to a telex line giving a false priority to
every piece of traffic that goes on the lines.
Unnecessary addition of priority to telex traffic is silly. If it is
priority matter give it priority, but don't automatically add priority.
To sum it up - don't put logistics on telex lines. It's a Commevable
offense.
Compiled from CS Order No. 46 by CS-3
LRH:RR:dl.ei.rd Robin Roos
Copyright (I) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED 231 Founder
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C. HCO SECRETARIAL POLICY LETTER
OF 17 DECEMBER 1958
DUTIES OF SEC'L ED
The Sec'1 ED shall publish all Secretarials to the Exec Dir on blue
paper, black ink, marked for local area. One copy to go on Staff Bulletin
Board, one copy to each staff person affected. Each copy carries the
corporate seal over signature.
The Sec'1 to the Exec Dir is also HCO Steno and is under the HCO Area
Secretary.
The Sec'1 ED shall act as secretary to the board where one exists, to
the Ad Comm or Ad Council and at staff meeting, shall type, get signed and
distribute the minutes.
The Sec'1 ED shall put into HCO Secretarial Letters any item she is
given originally from LRH intended for all orgs.
The Sec'1 ED shall convert any HCO Sec'1 Letter she receives into a
Sec'1 ED for the local area.
Sec'1 ED shall capture all seals of an org and shall hold and be the
only person to use these.
Sec'1 ED shall perform any other duties given by HCO Area Secretary or
HCO Communicator.
Sec'1 ED shall capture all random orders from exterior sources which
have by-passed the lines of the Exec Dir and shall refer them to him for
issue or cancellation.
All Org Board changes shall be done by the Sec'1 ED, all Hats, and Hat
changes.
DISTRIBUTION OF ORDERS
Original goes on Bulletin Board.
1 copy to Dept addressed.
1 copy to each hat affected.
1 copy to master file.
These in essence are the only legal hats of the org.
Colour of a Sec'1 mimeo is white paper green ink.
Colour of typewritten - green paper black ribbon.
No single mimeo or copy of Sec'1 ever goes out unsealed.
SEC'L ED
Priority of Speed:
1. Sec'1 ED
2. HCO Steno.
Importance of Job:
1. HCO Steno
2. Sec'1 ED.
Number all orders of F.C.D.C.
Sec'1 ED 1st Duty:
Capture all seals of org and HCO.
Sec'1 DC:
Pub Reg and CF Promotion/Liaison on rush basis.
No order may be valid in Area Organization from outside it without
Sec'1 ED publication.
232
I \ (c) / (I a \~=Q
US
(c)
The duty of HCO Comm and Sec'1 ED is to corral all random orders
running on lines and tunnel through Sec'1 ED.
L. RON HUBBARD
LRH:rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
233
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1 HCO BULLETIN OF 24 FEBRUARY 1959 (Issued
in Washington)
LETTER DESIGNATIONS ON HCO BULLETINS
DESIGNATIONS OF TECHNICAL BULLETINS REGARDING CITY OFFICES AND
REISSUES:
BPI: BROAD PUBLIC ISSUE
These are issued to everyone and thrown all over the place.
CO: CITY OFFICE
These are issued to all City Offices.
SRCO: SELECTED RELEASE BY CITY OFFICE
These are issued to auditors enfranchised by City Offices.
CON: CITY OFFICE ONLY
These are issued to City Offices only, not reissued.
CENTRAL: HCO AREA OFFICES ONLY, NO CITY OFFICES
These are issued only to HCO Area Offices.
These designations will appear in the upper left hand corner of the
bulletin. All City Offices and HCO Offices reissue and distribute to that
effect.
L. RON HUBBARD
LRH: ph.gh.cden
Copyright(~) 1959
by L. Ron Hubbard [Cancelled by HCO P/L 22 May 1959, Policy Letter
ALL RIGHTS RESERVED and Bulletin Distribution Code, Volume 1-page
236.1
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C. (Reissued HCO - LA) HCO POLICY
LETTER OF 25 FEBRUARY 1959
HCO MASTER FILE
Everything pertaining to technology, i.e. books, leaflets, magazines,
tapes, technical bulletins, and including other bulletins and all policy
letters are to be stamped:
HCO MASTER FILE DO NOT REMOVE
and HCO Master Files are to receive 2 of each of the above items with
the exception of tapes where there is only one master copy.
L. RON HUBBARD
LRH: iwh.pm.cden Copyright(~) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
234
HCO POLICY LETTER OF 29 OCTOBER 1957 HCO Secretary - Wash & London HCO
Clerk - Wash & London HCO Hat folder - Wash & London
HCO FILES
The filing system of HCO will change as follows:
We have found it best fo file many things under projects rather than
company names, and individuals' names. For example, Office Supplies. If you
filed a letter having to do with Roneo's from the John Smith Sales Co., a
year later if you wanted to know which company you called to repair the
Roneo, you would find it easier under "Roneo" than under John Smith Sales
Co. Or if you buy drapes from Simpson Fabrics, the next time you wanted to
know the name of the place, it would be found much easier under "Drapes"
than under Simpson Fabrics. All dispatches, receipts, etc having to do with
drapes would, of course, be filed under Drapes. This way everything
pertaining to a subject or project would be all together, not scattered
throughout the files.
Other than this, the present filing system remains the same.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 23 APRIL 1959
HCO FILING SYSTEM
CONTINENTAL FILES
1. City office file 2. Franchise for that city office 3. Accounts of
that city office 4. Bulletins 5. Paraphernalia and dispatches 6. Letters 7.
All other.
The rule in setting up files is: Each Division is itself and has
within it an alphabetical file. The latest data is always nearest the top,
or to the front of the file. The last or given name of the company or
person is used for alphabetizing. Titles of staff persons but never their
personal names are used in file headings.
HEADINGS OF HCO FILE DIVISION 1. RESEARCH AND WRITING 2. (a) HCO
DISPATCHES LOCAL AND (b) WW 3. HCO INTERNATIONAL (CONT. FILES) 4. LRH
PERSONAL AND LRH PERSONAL BUSINESS (LRH PERSONAL) 5. FILMS AND PICTURES 6.
PUBLIC RELATIONS 7. PUBLICATIONS
8. BULLETIN AND SECRETARIAL TO THE EXECUTIVE DIRECTOR - two separate
files
9. HCO BUSINESS FILES 10. HCO PERSONNEL FILES 11. HCO BOARD OF REVIEW
FILES.
On Bulletin and Sec ED files file by numerical or chronological order
and then file forward, that is, last thing put in drawer is in front.
Master files should be placed in very front of files. Master copies are not
filed with extra copies.
LRH:mp.rd
Copyright (c) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
235
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 22 MAY 1959
Broadest Issue
Cancels HCO Bulletin of February 24th
"Letter Designations on HCO Bulletins"
POLICY LETTER AND BULLETIN DISTRIBUTION CODE
Designations on HCO Policy Letters and HCO Bulletins indicate
dissemination and restriction as follows:
Letters occur in upper left hand corner of every Policy Letter and
Bulletin:
MA: MAGAZINE ARTICLE
To go into any and all official magazines.
BPI: BROAD PUBLIC ISSUE
Give to HCOs of all types, all staff of central organizations, field
auditors,
put in magazines, do what you like with it.
COF: HCO City Offices and all their field auditor HCO franchises,
central
organizations, HCO area, Continental and HCO WW.
COO: HCO City Offices only, not to be shown or given to HCO franchise
holders or field auditors; also goes to central organizations, HCO
area,
HCO Cont, HCO WW.
CenO: To go to all staff of central organizations only plus HCO area
of fices HCO
Cont, HCO WW.
CenOCon: To go to Association Secretaries or Organisation Secretaries
of central
organizations only, not to staff; also to HCO Area Sec. HCO Cont, HCO
WW.
Ltd: Goes to HCO Area Secs, HCO Cont, HCO WW only but never to central
organizations or field or public.
Ltd Cont: Goes to HCO Cont only, plus HCO WW.
Ltd WW. Goes to HCO WW personnel only.
LRH: Only me and my communicator, otherwise confidential.
Please use the above wherever possible. These designations solve most
routing problems of mimeographed HCO Policy Letters and Bulletins and can
be used on other distribution items by HCO personnel.
L. RON HUBBARD
LRH:gh.prd.rd Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also additions on opposite page and HCO P/L 9 July 1962, Mimeo
and Magazine Distribution, Sthil Course, Volume 4 - page 411.]
236
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 25 JUNE 1959
BP! (Modifies HCO Policy Letter of 22 May 1959)
HCO Policy Letters which are marked "CenOCon" may be issued to all
staff, including HASI personnel.
All such HCO Policy Letters carry the same authority as Sec EDs and
may be used as hat material if applicable.
Peter Hemery
HCO Communicator WW
for
PH:mp.vmm.rd L. RON HUBBARD
Copyright (c) 1959
by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO WW POLICY LETTER OF 7 SEPTEMBER 1959
Sthil (Addition to HCO Policy Letter of 22 May 1959)
POLICY LETTER AND BULLETIN DISTRIBUTION CODE
Add a new designation for the distribution of Bulletins and HCO Policy
Letters, as follows:
STHIL = For Saint Hill Staff only.
Peter Hemery
PH:brb.rd HCO Communicator WW
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 MAY 1960
CenOCon HCO Steno Flat
BULLETIN DISTRIBUTION (Addition to HCO Policy Letter of 22 May 1959)
All HCO Bulletins or Policy Letters which are sent to the Franchise
Holders should also be distributed to all staff members of the Central Orgs
and other Scientology Orgs.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
237
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 21 JUNE 1959
BPI
SIGNATURES ON BULLETINS, POLICY LTRS AND SEC EDs
Only when I have personally written a bulletin, a policy letter or a
SEC ED should it be signed "L. Ron Hubbard" or "L. Ron Hubbard, Executive
Director".
When I have knowledge of or have okayed a bulletin, policy letter or
SEC ED but have not actually written it, it should be signed "Jane Doe (the
name of the actual writer) for L. Ron Hubbard" or "Jane Doe, for L. Ron
Hubbard, Executive Director".
When I have not seen or okayed a policy letter or a bulletin or a SEC
ED but it is published by the authority of a held post such as HCO Sec. it
should be signed "Jane Doe (actual name of person issuing) HCO Sec (or
other title)".
The field or public must not be led to believe that I have written or
issued things I have not. Further, other people have authority, too.
L. RON HUBBARD
LRH:mp.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 1 JULY 1959 Issue
II Issued in Washington
RESPONSIBILITY FOR HCO FILES
The state of HCO files is the responsibility of the HCO Communicator
in any HCO office.
Where there is an HCO Steno, the Steno does the actual filing but that
it is done and that it is correct is the basic responsibility of the
Communicator.
Particularly the Communicator should be certain that all Policy
Letters, Bulletins and Sec EDs are properly mimeoed in right quantities,
kept and filed, that they exist in sufficient number and that Master File
copies are untouched and never themselves issued, only copies.
This order stems from the Communicator's basic responsibility to see
that dispatches get to their correct destination. As Policy Letters,
Bulletins and Sec EDs are the most important general dispatches, he must be
very sure that these arrive where they belong. As these are repeatedly
issued from files the Communicator cannot accomplish his basic function
unless they exist in proper files and quantity.
This applies to every HCO office.
L. RON HUBBARD
LRH:bg.mc.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
238
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER 1959
CenO
HCO WW STENO'S HAT
(This is not necessarily applicable in HCO Area offices)
PURPOSE:
To ensure that all bulletins and policy letters leaving Saint Hill are
printed neatly and in the most economical and aesthetic way, and on time.
To see that all Central Orgs and other classifications receive copies of
bulletins and policy letters originating from LRH or HCO WW, through their
HCOs. To ensure that the files are kept up to date and are obtainable. To
do any mass addressing and mailing.
DISTRIBUTION of bulletins and policy letters:
1. I copy goes to each HCO WW staff member. The Technical Research
Auditor gets 2 copies of all technical bulletins. The Book Administrator
gets 2 copies of everything.
2. The Central Organisations receive the following numbers: London 4;
DC 4; S.A. 4; N.Z. 4; Melbourne 5; Paris 5; Berlin 1.
3. All franchise holders get bulletins marked BPI. 300 copies are
needed (this is variable as numbers grow).
4. The distribution of CenOCon is 60.
5. Distribution to HCO WW Staff get placed in your OUT basket.
6. Distribution to Central Orgs have a rubber band placed around them
and are marked HCO Communicator WW. These get taken to him from your OUT
basket.
TYPING of bulletins and policy letters.
1. Type them all on the ELITE ADLER typewriter.
2. When typing the stencil check up on the length. If the amount still
to do by the time the quarto line is reached is more than quarto length,
continue stencil to make a foolscap or type another quarto stencil to be
printed on back of page.
3. To save expense on paper and postage (weight), fill up pages back
and front as far as possible with material intended for the same
distribution as long as this does not hold up the bulletins or result in
difficulties over distribution.
COLOUR SYSTEM:
Bulletins are printed on gold paper with green ink. Ron's Special
Thursday Bulletin is printed on white paper with red ink. Policy Letters
are printed on white paper with green ink.
ADDRESSALL
PURPOSE: To run off fully addressed envelopes for all mailings, by
means of clear and legibly typed silk screens.
239
Silk Screens: Procedure:
1. Take special Addressall container and fill with water so that the
leather pad is moistened.
2. Place silk screen on the damp pad so that the cut-out is now on the
bottom left-hand side and allow it to soak for about two minutes. (This
makes it possible to penetrate through the membrane when typing. It is best
to place a silk screen on the pad each time while typing another screen.
This saves time.)
3. Make sure that the special typewriter has a backing sheet running
through it. The back side must face you.
4. Allow the screen to dry after typing. This is hastened by placing
the screen between pieces of blotting paper and pressing together.
5. Place the silk screen in the typewriter in front of the special
backing sheet so that the cut-out is on the top righthand side.
6. Type the name and address you require on your silk screen.
7. Type out a sticky label duplicating the name and address already on
the stencil and stick it on to the stencil.
8. Place silk screen in appropriate drawer of Addressall cabinet ready
for usage.
9. A complete set of silk screens is to be kept and filed in the
Addressall cabinet of all franchise holders world wide. (Only U.S. and U.K.
franchise holders get services directly by us, however. All other franchise
holders receive their data from the continental office.)
10. Keep all addresses up to date. Make all the necessary
alterations to your screens.
ENVELOPES:
Purpose: To ensure that there are sufficient addressed envelopes each
week to make it possible for franchise holders to receive bulletins and
correspondence.
U.S.A.
1. Envelopes must be fully addressed for a surface mailing to the
States each Tuesday. The envelopes are tucked in, not gummed.
2. Envelopes must be fully addressed for a second-class air mailing to
the States each Thursday. This is Ron's Special Bulletin to franchise
holders which is done on white paper with red ink. The envelopes are left
unstuck, as in (1).
3. Make sure that all franchise holders' envelopes contain the special
stamp on the outside ("HCO Dispatches - Open At Once").
U.K
1. Envelopes must be fully addressed for a mailing on Tuesdays. These
mailings contain any backlog a franchise holder has owing him of bulletins.
2. Place any letters, invoices, inside these, if any.
3. When letters are placed inside the envelopes are sealed. Otherwise
they remain open.
4. Envelopes must be fully addressed for Ron's Special Thursday
Bulletin to franchised auditors. These are sent unsealed.
240
STATIONERY
1. Ensure that you have sufficient stationery at all times to enable
you to get your bulletins out.
2. Write out a purchase order form for any materials required and send
it through to the person in charge of stationery.
3. Always be responsible for seeing that you are equipped with the
necessary material.
BULLETIN FILING
1. After having run off the bulletins and having completed
distribution place the remaining bulletins complete with the original copy
into an orange folder.
2. See that the folder is fully labelled, indicating the date,
description of the contents, and the distribution.
3. Place the folder in the filing cabinet in datal order.
4. All bulletins and policy letters get filed together.
5. One copy of everything is placed into the Master file after being
stamped MASTER FILE COPY in the top righthand corner.
6. Titles and dates of bulletins and policy letters sent to Central
Orgs are entered in a log book.
7. When reissued by Central Orgs and sent back to HCO WW, check them,
tick off in log book, and file. If they are not received a month after our
issue, write Org Dissemination Secretary a memo.
8. All SEC EDs issued and sent to us by Central Orgs are filed in a
separate folder.
STENCIL FILING
1. Once the stencil has been used it is ready for filing.
2. Place it in a white stencil filing cover.
3. On the cover in the bottom left-hand corner place a typed sticky
label indicating the date of the stencil and its contents.
4. File the complete article in datal order in a stencil filing bin.
MAILING
U.S.
1. Envelopes sent to the U.S. by surface mail cost 2d per 2 oz. These
are left open and marked PRINTED RATE.
2. By air first-class Printed Rate costs 1/3 every l/2 oz. Envelopes
sealed.
3. By air second-class costs 6d every 1/2 oz. These are left unsealed.
UK
1. Sealed envelopes cost 3d for every first oz. and 1 1/2d for every
second oz starting from 2 oz.
2. Unsealed envelopes cost 2d for 2 oz. Every two after first two oz
is Id.
241
RONEOING
PURPOSE: To ensure that all bulletins and policy letters are
duplicated accurately on the correct paper with the correct ink, so that
they are presentable to the field and the other Organisations.
Turn on the Roneo machine and get roller well inked. Then stop roller
revolving and place stencil into position, making sure it is STRAIGHT.
Before tearing off the backing sheet, rub gently with your hand around
stencil, ensuring that ink penetrates.
1. Take old used paper and pass it through machine until it is running
steadily and freely.
2. Allow only one or two new clear pages through for a final testing.
(Do not waste paper.)
3. Make sure that printing is centred and straight on the paper, i.e.
not too near the top, bottom or one side as the case may be. If this is so
alter the position of the page vertically, horizontally, or laterally.
4. Once all these points are ensured place the correct paper for the
bulletin into the machine.
5. Set counter for number of bulletins required.
6. If printing is going on the back of any sheet do ten extra copies.
DO NOT waste paper at any time. Be careful, as more money is wasted on this
than almost any department.
REMEMBER: This is an outflow line. It is very important. The quality
of your work represents us here at HCO WW, so don't let us down.
Notes on Mailing of PABs
PAB mailing dates differ in order to arrive on same date in each
country.
Time it to arrive between monthly Continental Magazines, i.e. PAB
arrives 5th of the month, Minor (or Cont Mag) arrives on the 25th of the
month.
Example: if PAB should arrive on 5th January: Post from here to:
New Zealand on Dec 1st latest (pref. Nov 18th) takes 5 - 7 weeks.
Australia on Dec 8th latest (pref. Nov 18th) takes 4 - 7 weeks.
S.Africa on Dec 21st latest, takes 2 weeks.
U.S.A. on Dec 28th latest (pref. Nov 23rd) takes 6 - 1 1 days.
U.K. on Jan 2nd or 3rd.
Exact Postage travel time: N.Z. 22 - 51 days. Aus. 27 - 52 days.
S.A. 15 - 16 days. U.S.A. 6 - 1 1 days.
Issued by: HCO Secretary WW
NW:js. rd Copyright:) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
242
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1961
HCO Secs HCO Communicators
URGENT MIMEO CHANGE
I have found in two Central Orgs that my HCO Bulletins and HCO Policy
Letters are not being duplicated as to colour.
Proper colour on these is as follows:
Duplicate the Saint Hill colour scheme. If you get a red ink on white
paper HCO Bulletin, put it in red mimeo ink on white paper. If you get one
with green ink on white paper, put your copy in green ink on white paper.
These two flashes are my signature only letters and bulletins. They
must not get lost into the general lines. My comm lines are being cut by no
flash identification for staff.
Only these two flashes get duplicated for the whole Org. Salmon
coloured paper with green ink HCO Bulletins from Sthil are handled as
follows in a Central Org. You get 2 copies. Put one in HCO files, put the
other on the staff Bulletin Board, or if the HCO Bulletin otherwise
indicates, handle as directed.
Also, attention Area Sec. I want you to hat check my material coming
in as HCO Bulletins and Policy Letters on Central Org personnel to whom
Policy Letters and HCO Bulletins apply as though they were hats. Do these
with all recent HCO Bulletins and Policy Letters and all future ones.
The primary function of HCO is to make my postulates stick. Please do
so.
L. RON HUBBARD
LRH:js.rd Copyright(: 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
243
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 FEBRUARY 1961
HCOs Central Orgs TYPES OF LETTERS ESTABLISHED
(Cancels earlier colour system bulletins but not despatch flash colour
system)
To facilitate the dissemination of Information several types and
appearances of mimeos are hereby established.
There are 5 ways to jam a communication line. (See "How to Live - - ")
The main one is to flood it. Local HCOs, by failure to make my
technical bulletins and policy letters distinctive in appearance (failure
to follow the colour scheme of the received copy from HCO WW) have been
1. Jamming the lines by making it hard to tell the difference amongst
mimeo issues and
2. Have been working themselves to death on a mimeo machine. Both are
jamming the lines when they happen.
The highest speed priority is TECHNICAL (not as you might think, an
emergency). When TECHNICAL breaks down, all else follows downhill. My
priority line here is an HCO Bulletin.
That means TECHNICAL. If originated by me only it is on white paper
with red ink. It must be copied by an HCO Office on white paper with red
ink. No copies of it must be made with any other colour scheme. No other
type of mimeo is permitted to use this colour scheme.
HCO Policy Letters are now my administrative policy line. They are
received done in green ink on white paper. They must be copied by local
HCOs using that exact colour scheme.
An HCO Information Letter is now to be issued by me only and is blue
ink on white paper. This is not mandatory data. It's just news I'd like to
see gotten around. My MA (Magazine Article) material will be blue ink on
white paper.
These three are the total of just my mimeograph line to HCOs, Central
Orgs and Franchise Holders and the public as indicated.
To do these changes of colour you must have a proper mimeo machine.
HCOs use only one kind of machine - the Roneo 500 or later Roneo model. If
an HCO has another kind of machine it should turn it in, sell, and at once
buy a used or new Roneo 500 or later model with the big colour ink
cylinders. The Roneo changes ink colour in moments. Gestetner and all other
brands are too slow to change colour on, so people don't do it. The Roneo
is the thing.
A file for each one of all such coloured mimeos must be established in
HCO and maintained and kept complete.
The Master Copy, received from HCO WW, is stamped as such and DO NOT
REMOVE. The Master is fixed to the inside back of the folder for that
issue. Lots of extra copies are then kept in that folder. New copies are
issued from that folder. The master is never issued. The stencil of the
Roneo is saved in a Roneo stencil cabinet and when a folder gets empty,
more are done from the stencil and filed in the folder.
A second master file that nobody touches and isn't in the folder
section is kept of all received master copies (HCOs get 2 or more masters).
This is kept locked up. It is not "library". It is really Val Doc. It must
be kept safe, never used or issued. Also marked Master Copy Do Not Issue.
If an HCO Communicator wants to know if he or she is doing the job
well, the first question is, "Do I have my technical bulletin files
straight." The hell with anything else if that's not done. That's HCO's
prime function - my communications. This library makes my communication
possible to issue.
We must get this in shape now as I am going to write up everything in
sight shortly. Why do it if you can't keep or issue it later???
244
So get a Roneo 500 or better if you don't have one. Get a red, green,
blue and black cylinder for it, or any one that's missing from that list.
Get your folders in shape and the files rolling. Do the current files
right. Catch up on the old files later. If you haven't got this set up you
haven't got an HCO Office. You are only performing some of its functions.
A full tape and master copy book library must be available in HCO. And
must not be stripped down by borrowings that aren't returned.
HCO is
1. A communications office and
2. A Technical and Admin library that gives it something to
communicate. COMPLETE LIST OF MIMEOS
Here is a complete list of all types of HCO issues, their appearance,
authorship and their handling.
HCO Bulletin (dated, date is not changed locally). Distribution is
indicated on it. By LRH.
Red ink on White paper. Copy on local Roneo at once and issue as
indicated. File extra copies as above.
HCO Policy Letter (dated, never change date locally). Distribution is
indicated on it. By LRH.
Green ink on White paper. Copy on Roneo at once and issue as
indicated. File extra copies as above. An HCO Policy Letter has the force
of law.
HCO Information Letter (dated, do not change date locally).
Distribution is indicated on it. By LRH. Blue ink on White paper. Copying
is optional on Roneo. It is done on one side of paper only so it can be
posted on a "Bulletin board for staff or public. Two copies are sent by HCO
WW. One copy must be retained in Master HCO Info Letter Master file. If it
is useful for handout, recopy locally, make appropriate c opies and issue
and file as above. Ordinarily, it would be clip-boarded on a staff board or
would be copied in a magazine or mimeoed for general hand out. Which is
done is indicated on the copy received.
The following are not by LRH and are colour flashed and handled as
follows:
HCO Technical Advice Letter (dated). Red ink on pale salmon paper. By
any official of HCO WW. Is always TECHNICAL in nature, never
administrative. May be copied as a mimeo or not according to its
distribution designation. Copied or not it is to be conspicuously posted on
the Staff Bulletin Board, preferably on a clip board. It is on one side of
the paper only. Even if distributed into baskets of staff it would still be
posted.
HCO Administrative Letter (dated). Green ink on salmon paper. By
members of HCO WW. Should be copied or not and distributed according to its
distribution designation. Gives admin data and requests.
HCO Newsletter (dated). Blue ink on salmon paper. By any member of HCO
WW. Gives data and news, technical, admin or personal of general interest.
Usually not copied or mimeoed but clip-boarded on Staff Bulletin Board.
HCO Continental Technical Letter (dated). Red ink on yellow paper. By
HCO Continental Secretary of any Continent. Distributed as designated on
letter. Gives technical advices, orders and data. Not a copy of HCO
Bulletins though these may be quoted.
HCO Continental Administrative Letter (dated). Green ink on yellow
paper. By HCO Continental Secretary for any area. Distribute according to
distribution data on letter. Gives admin data, orders and information.
HASI Assn Sec TECHNICAL ORDER (by number). Red ink on blue paper. By
Assn Sec or Org Sec of any Central Organization. Issue as designated.
HASI Assn Sec Administrative Order. (dated). Green ink on blue paper.
By the Assn or Org Sec of any Central Organization. Distribute and copy as
designated. Gives
245
technical or admin data for services or personnel in a Central
Organization. May be by the Assn Sec or a Dept Head but if by a Dept Head
must be issued for the Assn Sec by the Dept Head only on Assn Sec's o.k.
Secretarial Executive Director (numbered). Green ink on blue paper. By
LRH. Distribute as designated. This is in effect a reissue of Assn
Secretary or HCO Continental orders after review by LRH. Designed to
confirm, consolidate or end disputes or differences between HCO Continental
or Area Sec and HASI Assn Secs.
All the above issues are issued by HCO clerical activity.
The following publications are of a public nature.
New Books as written and sold by HCO.
Professional Auditors Bulletins. A magazine issued by HCO WW to all
International Members from HCO WW on receipt of the addresses of members on
any continent from Central Orgs. Issued Monthly. Is mailed directly from
HCO WW to members. Copies furnished to HCOs and Central Orgs for their own
use.
National Magazine. Issued monthly under the title for the Continent,
Certainty, Ability, etc. etc. Made up by HCO Continental of a continent.
Printed and mailed by the largest Central Organization at its expense.
Takes article material and ads from HCO Information Letter and other
sources. Must be okayed by Assn Sec of Central Org and his Dept Heads
before being printed to be sure their campaigns are forwarded and offerings
brought to public notice. Intelligent use of this minimizes expensive
special mailings. Sent to everyone in active CF files, whether members or
not. Often used afterwards for literature for the individual public.
Brochure. A compact list and description of HASI Services and books
issued by a Central Org. Must contain only standard services. No dated
material. Describes each activity crisply and shows how to obtain these
services.
Special Mailings. Issued from time to time to announce special events
or offers to the public or pro auditors. At the discretion of the Assn Sec.
FORMS TECHNICAL - Red ink on white paper. As designated.
FORMS ADMIN - Green ink on red Paper (pink paper). As designated.
Information Packages. Made up and mailed by the Letter Registrar for
newly interested people whose names have been received.
Special Information Packages. Made up and mailed by the Letter
Registrar to inform various sections of her mailing list on the next
service they might be interested in, having already done something. There
could be a Book Info Packet for a person who has just bought a book, a Test
Info Packet for a person just tested, a PE Info Packet for the person who
has just done a PE, etc. etc. In each case it offers the next service.
Please follow these colour flashes and designations to keep the pieces
well identified for staff reference and filing and so to keep the line from
being cut by too much volume.
Do mimeos on one side only of thin paper.
Three or more come from HCO WW. Master File one of everything you get.
Folder Master File the second copy. Use the third for copy work or
clipboard. Keep the data safe. Issue the data right. Be swift and keep them
yenned in.
HOW TO IDENTIFY BY PAPER
LRH personally written issues are on WHITE paper, rough texture, good
quality. WITH COLOURED INK.
HCO WW issues are all on PALE SALMON COLOURED PAPER.
HCO Continental issues are on YELLOW PAPER.
HASI issues are all on GREEN PAPER.
FORMS TECHNICAL are on WHITE PAPER.
246
FORMS ADMIN are on RED PAPER.
PUBLIC MATERIAL is all on white paper with black ink unless a coloured
brochure is issued in which case it's a booklet, not a mimeo.
HOW TO IDENTIFY BY INK
RED INK MEANS TECHNICAL throughout system.
GREEN INK MEANS ADMINISTRATION throughout system.
BLUE INK MEANS INFORMATION throughout system.
BLACK INK MEANS PUBLIC LINES and not Org data.
If you look for the paper colour you will find it faster.
If you are looking for technical, whether a bulletin or form, it will
always be in red ink. If you are looking for administration data, it will
always be in green ink.
If you are looking for an information letter it will always be in blue
ink.
If it's only public material, it will usually be in black ink unless
it's fancifully printed with lots of art work, then it might be any colour,
but it won't be in your bulletin folders.
None of the above alters the internal despatch paper colour system -
salmon for HCO, green for HASI, red for Accounts, yellow for carbons, white
for outside letters.
All this may look far too neat - until you have a hat full of
scrambled bulletins and the pc seems to be gasping his last in the chair.
LRH:aec.js.rd L. RON HUBBARD
Copyright (c) 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Filing and mimeo procedures given in this P/L are modified by HCO P/L
7 February 1973, Issue III, Mimeo File Folders and Files, in the 1973 Year
Book. See also HCO P/Ls 23 February 1961, Directives from a Board Member,
following, I April 1964, New Mimeo Line-HCO Executive Letter, page 250, and
24 September 1970, 1ssues-Types of, Volume 7 - page 664.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 FEBRUARY 1961
HCOs Central Orgs
DIRECTIVES FROM A BOARD MEMBER (Addition to HCO Policy Letter of
February 4, 1961 Types of Letters Established)
Continental Director Directives shall be in green ink on green paper;
used for the issuance of board minutes and any broad area directive
emanating from a Director of the International Board, or a Continental
Director.
A Technical Directive emanating from such a source shall be in red ink
on green paper.
L. RON HUBBARD LRH: js.rd Copyright (c) 1961 by L. Ron Hubbard ALL
RIGHTS RESERVED
247
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 MARCH 1961
Do not re-mimeo. 3 copies to each HCO Office.
MIMEO AND FILE PROCEDURE
We are now actively engaged in creating and holding a standard in both
Technology and Admin in Central Organizations.
It is vital that we retain to hand all HCO Bulletins and Policy
Letters in proper order and properly filed for the use of Central
Organizations and HCO.
When mimeographing please do your filing at once as follows:
1. Cut Stencil.
2. Stamp the HCO WW original "Master File" and file it without folder.
3. Estimate quantity needed at once for Org and for files.
4. Run the stencil.
5. Immediately prepare the folder, using the heading if you wish from
the test sheet of the stencil, but in any event clearly marking the folder.
6. Mark the other HCO WW Copy "Master File" and fix to back inside of
folder.
7. Place all mimeoed copies in this folder.
8. Distribute from folder into baskets. Don't let wads of mimeos drift
around. Keep all extras in the folder.
9. Mark any actual distribution made of your copies on the outside
front of the folder.
10. Slip folder into file cabinet in proper order.
11. File used stencil properly so it can be re-run if needed.
Do your filing directly. As per 1, the moment you have typed the
stencil from the HCO WW copy, get up, stamp the HCO WW copy "Master File"
and put it in the file cabinet without a folder. This copy is a "spare shot
in the locker" and is never used but you've got it.
Get the idea that the bulletins and letters you run off live in
folders. Put all you've run off in a folder, properly prepared and marked
as per 5, 6 and 7 and distribute from that folder. If these masses of
copies go through lines, they go in that folder. You have some chance of
finding them again if they're foldered. As the folder is distinct it can be
returned. Wads of mimeos on the other hand are not considered valuable and
can vanish or get tossed into drawers.
By following this you won't run into a tangle on filing and have to
put in special days of getting your files in order. They're already in
order. All you have to do is put them in the cabinet:
Note also that I am doing what I can to reduce quantity of mimeoing on
your end. Material which used to be for info only is now called so and you
only mark a copy for your No. 1 Master File, post a copy, and send the
others you receive on to city offices where they just clip it up on the
board.
All HCO Bs held by a staff member should be in a folder held by him.
All Policy Letters held by a staff member should be in a folder held by him
as a staff member hat. His or her HAT is another folder, containing special
instructions relating to that post. Every staff member has 3 folders.
It would enormously help if HCO made sure that once issued to staff,
Policy Letters and HCO Bulletins were actually kept neatly in folders and
if all such folders were turned in when transfers or changes occurred, thus
to be straightened up and reissued. If no hats are handed in, no final pay
cheque is handed out. And no new hat is issued to transferred person unless
his old hats are turned in. All hats should be reflected in a card file
kept by HCO Area.
All this helps mimeo and files. I hope you find it practical.
L. RON HUBBARD
LRH:jl.rd
Copyright (c)1961 [Modified by HCO P/L 7 February 1973
by L. Ron Hubbard 248 Issue 111, Mimeo File Folders and Files, in
ALL RIGHTS RESERVED the (c) 973 Year Book.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 MARCH 1961
Do not remimeo Mail Direct HCO WW to City Offices 3 copies to each Cen
Org
DISTRIBUTION OF BULLETIN CHANGE
Hereinafter all mail HCO Bulletins and HCO Policy Letters from HCO WW
will be sent only to the HCO Continental Office of a Continental Area.
This Continental Office will forward or make enough copies for the
staff of each organization in the Continental Office and distribute or mail
to the other orgs on that Continent. The Continental Offices send these
packets to City Offices by surface first class mail.
Only one HCO mailing per week will go direct to all Scientology
offices and that will be the Bulletin Check Sheet giving the list of issues
of HCO WW for that week. This enables the City Office or Organization to
verify that they have received all HCO WW mailings that went to the
Continental Office that week. If such are not received within seven days
the City Office is to inform HCO WW directly.
This reduces the mimeographing done by a smaller office. Enough copies
of HCO Bulletins and Policy Letters should be made by the Continental
Office to furnish the staff of and the files of the City Office HCO. A City
Office may still mimeo as needful or at its discretion, particularly on old
bulletins, but it will receive enough new ones from the Continental Office
for its needs.
Office distribution is currently as follows:
HCO US, Washington. Distributes to FCDC, New York and Chicago (when
functioning).
HCO West Coast, Los Angeles. Distributes to C of S LA, HASI San Diego,
C of S Seattle (when functioning).
HCO Australia, Melbourne. Distributes to HASI Melbourne, HASI Perth,
HASI Sydney, HASI Auckland.
HCO Africa, Johannesburg. Distributes to HASI Johannesburg, HASI
Durban and HASI Capetown and any other African HASI set up.
HCO WW, Saint Hill. Distributes to HASI London, HASI Paris, HASI
Berlin.
All distribution is done by the Continental HCO to the Area HCO of the
City Office or Organization, for further dissemination into staff baskets.
Continental Mailings
All mailings sent out by a large Central Org, even to a full mailing
list of the Continental Zone, should also be sent in quantity by the
Continental HCO to the other offices. Packets of extra magazines, open
evening literature and any other handout should be made available in bulk
as useful to the City Offices.
L. RON HUBBARD
LRH:jl.cden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
249
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 MARCH 1963
Central Orgs
HCO WW ELECTRIC STENCIL CUTTING MACHINE
An Electric Stencil Cutter has recently been installed at HCO WW. This
machine works on the same principle as the Press use for transmitting
pictures by radio, only on a very localized transmission.
Directly Orgs have a Continental Office properly operating in their
areas, stencils of all bulletins and policy letters as they get issued will
be sent direct to each HCO Continental from HCO WW. The HCO Continental can
then run off bulletins immediately for all the Orgs in its area.
This will greatly speed bulletin-lines to Orgs from HCO WW.
L. RON HUBBARD LRH:gl. eden Copyright (c) 1963 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 APRIL 1964 CenOCon
NEW MIMEO LINE HCO EXECUTIVE LETTER (Adds to HCO Pol Ltr of Feb. 4,
1961 - Types of Letters Established)
An HCO Executive Letter is mimeoed at Sthil only, Blue Ink on Green
Paper. By definition it is a letter from Ron or the Organization Supervisor
addressed personally to a Continental or Area chief (Continental Dir or
Assn Secretary) but which is of interest to other organizations. As such
communications are often retyped for other orgs, it is easier to mimeo
them. They contain interpretations of policy and comments on projects which
do not otherwise have a channel of issue.
DISTRIBUTION:
Several copies go to the HCO Sec of the org to which the communication
is addressed. The HCO Sec retains one for her own use and HCO files. The
remainder go to the person addressed. This person can then use them as
required. Two copies also go to every continental office, one each for HCO
Continental Sec and the Continental Director. Two copies go to every org,
one for the HCO Area Sec and one for the Assn/Org Sec.
These issues will be sent direct from HCO WW to each Continental
Office, Central Org and City Office in the exact quantities needed. They
are not to be re-mimeoed by other offices.
L. RON HUBBARD LRH:dr.cden Copyright (c) 1964 by L. Ron Hubbard ALL
RIGHTS RESERVED
250
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MAY 1965
Gen Non-Remimeo
CANCELLATION MIMEO DISTRIBUTION CHANGES (SEC ED DISTRIBUTION)
HCO Pol Ltr 29 April 65 is cancelled.
SEC ED Distribution remains the same as before.
Putting it into the Mimeo line at Saint Hill slowed it.
It is desirable that a SEC ED is broadly distributed to a staff and
that SEC EDs of broad interest be distributed Internationally.
However our old system was best.
HCO steno releases the SEC ED as fast as possible with a seal and her
initials on it.
Cabled SEC EDs are instantly made up and issued on receipt FAST.
Distribute as best you can, just be sure it's effective.
On Airmail SEC EDs we'll try to send you enough for your staff.
If we don't, distribute it as broadly as you can.
Keep SEC EDs off public notice boards.
Sthil staff should have SEC EDs.
Secretarial Executive Directives are explicit temporary urgent orders.
Above all, SEC EDs are fast fast FAST.
Mimeo couldn't help but slow them at Saint Hill as SEC EDs are faster
than other items on the line and the traffic is heavy.
We'll solve this.
Meanwhile carry on as always, with as broad a distribution to staff
only as you can get.
LTD AND GEN NON-REMIMEO SAINT HILL DISTRIBUTION
All Scientologists at Saint Hill get everything that is marked
Remimeo, General Non-Remimeo and Limited NonRemimeo and all HCOBs.
The only exception is Class VI material or Power Process (VII)
material. This is not distributed to anyone but the persons designated such
as "R6 Co-audit" (Staff Prov Cl VI) or "Sthil R6 Students" (D Unit course
students) or "Power Process Staff" meaning Review Technical Personnel in
the Qualifications Division only.
L. RON HUBBARD LRH:wmc.mh.cden Copyright Q) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[Amended by HCO P/L 10 August 1966, SecEds, Executive Director (c)
Guardian, page 259.] 251
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MAY 1965 Issue II
Gen Non Remimeo
FLASH COLOURS AND DESIGNATIONS SEC EDs, FORM
Secretarial Executive Director will now have the following form:
They will be on BLUE paper with BLUE ink.
They will begin with a number system as follows: Consecutive number of
an area followed by the local cable initials of the area or the zone.
Example, for Melbourne: SECED 1 OME. For Washington SECED I ODC. For
International SECED 1 OINT.
For a Continental zone only one would have SECED 10SA for South
Africa, meaning all orgs in South Africa.
The number is the consecutive number for that designation.
The initials SECED always precede a SECED Number.
All personnel orders will now also appear in SECED form.
The form itself shall be SECRETARIAL EXECUTIVE DIRECTOR Office of LRH
Number Date
(Any Addressee to which it is particularly directed.)
1. (Text with numbered paragraphs)
2.
3.
., (c) (c) (c).
(c) (c) (c) (c) (c) Initials only of
.' (c):'... (c) '. HCO Personnel
I - [seal] (c) on seal
(c) (c) L. RON HUBBARD
(c) (c)
DUPLICATION
The small Banda methyl alcohol duplicator should be obtained as early
as possible. It is not expensive.
Telex rolls containing Banda carbon are obtainable. Thus any Telex SEC
ED need only be taken off the telex and stamped with a seal and initialled,
its carbon paper then removed at which it will duplicate at once on the
Banda duplicator.
The machine is also easily used on any colour paper for other
purposes.
SEC EDs sent by mail, are sometimes done at Saint Hill ready for
issue, but until a Banda is secured, should be locally redone as a mimeo
when not received in quantity.
252
HCO EXECUTIVE LETTER
This will now be on WHITE PAPER with BLUE INK, using the old Info
Letter flash mark to make SEC EDs easier to identify.
HCO ETHICS ORDER
All Ethics Orders will now be on GOLD paper with BLUE ink. This
includes all local Committee of Evidence issues and other matters.
An Ethics Order may only be issued by the HCO Executive Secretary or
an HCO Area Secretary. Any findings must be passed by the Office of LRH but
if so are issued as an Ethics Order colour flashed gold with blue ink.
The form of an Ethics Order will be:
HCO Ethics Order
Date To:
From: The HCO Secretary
(or Executive Secretary)
Subject: (Convening a Comm Ev, Ethics Court, findings, summons, etc.)
1. (Text with numbered paragraphs)
2.
3.
, <,G, (c) (c) I,
, - . [seal] (c)
(c) (c) HCO Secretary (or Executive Secretary)
." " (c)
ETHICS INTERROGATORY
An Ethics Interrogatory is used as a despatch to carry out an
investigation.
It is used to collect data to determine the facts of a situation.
It is on GOLD paper with BLUE ink.
Its form is as follows:
HCO DIVISION 1 Department of Inspection and Reports Ethics Section
Interrogation Number - Date
To: (Name of person from whom Info is desired) From: Ethics Section Of
dicer
RETURN TO ETHICS PROMPTLY Text of Query...... (lots of space for
reply) Initial of Ethics Section Officer
Any investigation is given a file number and that same number appears
on all interrogatories.
253
QUALIFICATIONS CHITS AND FORMS
All Qualifications chits are GREY and all forms of Qualifications are
GREY.
The colour of ink is usually BLACK.
TECH DIVISION Chits & Forms
All Technical Division chits and forms are now GREEN with normally
BLACK ink.
It is quite important for the Tech Division to use Green and the Qual
Division to use Grey paper as it makes admin between these two divisions
faster.
The Tech Division must NOT use white paper on its forms as these then
tangle up with the white of HCOBs and Pol Ltrs.
WHITE PAPER
WHITE mimeograph paper and RED, GREEN and BLUE ink in combination with
WHITE paper in mimeograph work is exclusively the Office of LRH and may not
be used casually in mailings or inside other divisions.
Any colour of ink may be assigned to divisions in combination with
coloured papers, but never with WHITE paper.
WHITE mimeo paper identifies for a staff member HCOBs and HCO Pol
Ltrs, and will now identify HCO Exec Ltrs, Info Letters having been
abandoned.
SIGNATURES
When I have personally written anything only my name may appear on it.
The only exception is initials on a SEC ED. The reason for this is that
staff members could become confused as to the issuing person.
The practice of signing anything on WHITE paper with RED, GREEN or
BLUE ink that I have not myself written or dictated or personally released
has long since been abandoned and is not now done.
Thus a staff member can be sure that all current issues on white
mimeograph paper or blue SEC ED paper were in fact written by myself.
L. RON HUBBARD
LRH:wmc.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
254
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1965
Sthil Issue II
Staff only FOR FAST LINE SEC Ads AND
ADMIN ORDERS
SEC EDs are to be picked up straight from Ron's basket and body routed
by LRH Communicator to HCO Steno.
HCO Steno is to body route to Division Comm Centres as soon as they
are run off.
Anybody disturbing HCO Steno for any reason whatsoever while she is
dealing with a SEC ED or an Admin Order will be chitted for Job
Endangerment.
HCO Admin Orders are to be body routed to HCO Steno.
HCO Steno is to body route to Division Comm Centres immediately they
are run off.
This line is to be put into effect immediately to speed up issue of
SEC EDs and
HCO Admin Orders to Divisions.
LRH:ml.rd
Copyright (c) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JANUARY 1966
Gen Non-Remimeo Issue III
Div Secs
DISTRIBUTION OF MIMEO ISSUES
When Div Secs or staff submit proposed Policy or Divisional Admin
Letters, etc for OK to issue, the distribution required should be clearly
stated. The following are the most usual designations:
Remimeo (All Sthil staff. An electronic stencil is made
for each org to issue as many copies as
needed)
Gen Non-Remimeo (All Sthil staff. 8 duplicated copies only are
sent to each org)
Limited Non-Remimeo (Sthil Execs, Secs and applicable staff. 4
copies to each org)
Staff Hats (whichever ones are applicable)
Div Secs (where applicable)
Sthil Staff only
Students SHSBC
All Students
Sthil Grads
Franchise
FSMs
FSMs SH
HGC PCs
Orgs Info only
Post Public Bulletin Board
BPI (Broad Public Issue)
All Foundation Personnel
Sthil Foundation Students
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
255
\ HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
Remimeo Issue IV
LRH Comm Hat
Exec Sec Hat
SEC ED CHANGE IN ISSUE
AND USE
Any SEC ED written personally by the Executive Director will hereafter
be: WHITE PAPER BLUE INK
Those SEC EDs issued for and on behalf of the Executive Director by
Executive Secretaries or the AdCouncil
BLUE PAPER BLUE INK
but will be signed:
ADVISORY COUNCIL (Location) for the Executive Director
(Location)
or: HCO Exec Sec or Org Exec Sec for the Executive Director
(Location)
All SEC EDs for AdComms or Secretaries are:
DIVISION COLOUR PAPER BLUE INK
and are signed by the named AdComm or Secretary "for the Executive
Director (Location)"
The LRH Communicator of the Area may sign and ok for issue any SEC ED
for the area providing only it is not contrary to policy or orders from a
higher org or the Int Exec Div (WOO) or the Exec Dir.
No SEC ED or Executive Orders of any kind may be issued without an
okay by the LRH Communicator and ALL general Orders of the AdCouncil or an
Executive Secretary must be in SEC ED form and all general orders of
AdComms or Secretaries must be passed by the AdCouncil of that Org and
issued as SEC EDs with LRH Comm OK.
WW SEC EDs take precedence over local SEC EDs where there is any
conflict or question of importance and SEC EDs written by the Exec Dir
(white ones) take precedence over all others.
SEC EDs retain their traditional forms and seals.
A COPY OF EVERY SEC ED ISSUED MUST BE SENT TO WW.
This Policy Letter cancels Executive Orders of Divisions or orgs
issued in any other form than SEC EDs.
Direct orders to specific posts in own portion of an org need not be
in SEC ED form but any extensive project must be.
Directors may issue general orders and projects only as SEC EDs by the
Secretary in the fashion described above for Secretaries and only with the
approval of their Secretaries.
L. RON HUBBARD
LRH:ml.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
256
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
ú Issue V
Remimeo
AdCouncil Hats All Divisions
Exec Sec Hats
AdComm Hats
Secretary Hats
LRH Comm Hat SEC Ads
HCO Area Sec
HCO Steno Hat DEFINITION AND PURPOSE
CROSS DIVISIONAL ORDERS
In a SEC ED neither an Advisory Committee nor a Secretary may order
another division than their own.
An Executive Secretary may issue a SEC ED that crosses divisions but
only those divisions directly under that Executive Secretary (HCO Exec Sec
SEC EDs may only order the two HCO divisions, Org Exec Sec SEC EDs may only
order the four [org] divisions).
The Advisory Council SEC EDs may order HCO and Org Divisions at the
same time.
Advisory Councils, in approving the text of SEC EDs before passing
them on to the LRH Communicator for an okay to issue should be very careful
to see that no AdComm issues SEC EDs to other divisions than their own.
The LRH Communicator in authorizing the issue of a SEC ED, should be
careful that this policy letter is not violated.
No SEC ED of any kind may be issued unless it has been authorized by
the LRH Communicator and any violation of issue authority should be
reported to the LRH Communicator WW who is to refer it to the AdCouncil WW
for action.:
SEC EDs improperly issued have no validity and need not be obeyed and
may not be used for hearings or Comm Evs.
The meaning of the word SEC ED is "Secretarial to the Executive
Director". The word "Secretarial" applies to the signature meaning it is
signed as official by a person other than LRH personally. It is the written
initials in the lower left hand corner that are "secretarial".
The system came into use to accommodate cable orders originally. By
being sealed and initialled by an official person like a notary public in
the org, the validity of the order was attested as a valid order of LRH.
Approval by an Advisory Council or an Exec Sec and authorization by
the LRH Communicator for issue are now both required before the secretarial
official in HCO (usually the HCO Steno) may seal, initial and issue the
order. It is this person who requires that the AdCouncil or an Exec Sec and
the LRH Communicator's initials appear on the original copy before she may
type, seal and initial and then publish a SEC ED.
The HCO Steno may not issue any SEC ED today which does not have the
initials of the AdCouncil or an Exec Sec and the initials of the LRH
Communicator on it or unless it is in the handwriting of LRH or has come
off the telex or through the mails from WW and is a valid communication
from proper persons there. The LRH Communicator WW must be the transmitting
authority from WW and must initial any despatch or telex before
transmission that is to become a SEC ED at the other end. The HCO Steno
must look for this before issuing. Her guide is that if the LRH
Communicator's initials are not on it she may not issue it, excepting only
it being in the handwriting of LRH or personally transmitted by him.
SEC EDs are fast orders and have top priority in transmission and
execution. They take precedence over all other orders both in transmission
speed and execution.
257
The priority of SEC EDs is as follows:
LRH Personally written or personally sent SEC ED AdCouncil WW SEC ED
Exec Sec WW SEC ED AdCouncil Area SEC ED Exec Sec Area SEC ED AdComm Area
SEC ED Secretary Area.
The penalty for not complying with a SEC ED is a misdemeanor and must
result in an Executive Ethics Hearing or an Ethics Hearing.
If Executive Secretaries in an area fail to respond to WW SEC EDs,
they are usually scheduled for early removal by WW.
SEC EDs have the virtue of making orders known and setting them on
file where they can be referred to by other than the recipient.
The only answers to a SEC ED if one isn't going to do it are:
1. An immediate petition to LRH on SEC EDs issued by LRH personally or
2. A job endangerment chit immediately filed in Ethics.
If this step is lacking and it is found that a SEC ED has not been
complied with, then an Executive Ethics Hearing or an Ethics Hearing MUST
follow when the non-compliance is discovered.
Every single major danger condition at Saint Hill in 1965 was found to
have had as its source the non-compliance with a SEC ED. If this policy
seems unduly harsh then add up that fact. Some of these danger conditions
involved day and night work by top brass. And every one of them would have
been prevented had Ethics had this attitude toward non-compliance with a
SEC ED. The cost of these non-compliances ran above ?10,000 and they
threatened the very existence of Scientology. And each one would have been
prevented had SEC EDs been complied with. From this, one should regard non-
compliance with a SEC ED without instantly petitioning or filing a chit for
job endangerment as something one does just before taking the arsenic.
The only thing that holds down the size of Scientology today is simply
non-compliance. The only thing that makes trouble is non-compliance.
The SEC ED system is designed to make orders public and get them
complied with fast.
Conversely, if the order wasn't in a SEC ED or Policy Letter, it does
not have Ethics force - that is to say one can't be seriously tried for it.
All current projects and programmes should be in SEC EDs so people
know what they are. Those written in despatches only are written in sand.
SEC EDs can be confidential and of limited issue.
SEC EDs expire one year from their date of issue if not sooner by
reason of their text.
If a SEC ED is to be preserved beyond a year it must be converted into
a Policy Letter by sending it to LRH.
The Director of Inspection and Reports is responsible for routinely
checking the SEC ED file for non-compliances and when found must forward
the matter to Ethics for prompt action.
L. RON HUBBARD
LRH:ml.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
258
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1966 Amends HCO Policy Letter 7 May
1965 "Cancellation Mimeo Distribution Changes (SEC ED Distribution)"
Gen Non-Remimeo
SECEDS, EXECUTIVE DIRECTOR & GUARDIAN
All Executive Director and Guardian SECEDs are to be typed and run off
by Mimeo World Wide. They are to be distributed by HCO Steno Saint Hill
immediately upon receipt from Mimeo WW.
Executive Director & Guardian SECEDs are a fast, fast, fast line and
take priority over any other issue. It is, therefore, expected that any
SECED will be typed, run off and completely distributed within one hour of
receipt. Any failure to issue an Executive Director or Guardian SECED, or
any stop anywhere on this line will be considered a crime, if not a high
crime.
It is the responsibility of the LRH Communicator World Wide to see
that this line is kept moving at a fast rate of speed and to report any
failures to issue or stops on this line to Ethics who must immediately take
Ethics actions to remove the person responsible for the stopped line from
his post.
SECEDs which have not originated from the Executive Director or the
Guardian go to HCO Steno for typing, running off and distribution.
L. RON HUBBARD
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
259
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 APRIL 1969
Remimeo (HCO PL 2 July 1964 Revised)
(Cancels HCO PL 25 Jan 1966, Issue III) (Corrected and Reissued)
BULLETIN AND POLICY LETTER DISTRIBUTION
Effective at once, the following is the policy on Distribution of HCO
Bulletins and Policy Letters issued from WW.
ORGS REMIMEO (Remimeo means mimeo copies to be made by the Org)
Only an electronic stencil will be made of all Remimeo HCO Bulletins
and Policy Letters and mailed to each Continental Org (or Zonal Org).
The Continental Org (or Zonal Org) is then responsible for running off
HCO Bulletins and Policy Letters for their nearby Central Orgs. However,
when an Org gets large enough it may have its own stencil sent to them to
run off copies for their own staff and students.
A Continental Org (or Zonal Org) receiving a stencil as above is
responsible for all copies to be issued to the nearby Orgs, which are
dependent upon it. The local Org (if it hasn't been sent a stencil of its
own) may not Remimeo and re-orders will be at charge payable by the local
Org to their issuing Org at locally arranged prices.
ORGS NON-REMIMEO (Non-Remimeo means HCO Bulletins and Policy Letters
which are intended for use but only by executives and therefore of limited
distribution. It means not to be mimeoed again by the receiving Org.)
On Non-Remimeo a very few copies are sent to the Continental Orgs and
they in turn distribute to their nearby Orgs.
There are two classes of Non-Remimeo: General Non-Remimeo and Limited
Non-Remimeo. General Non-Remimeo distribution is based on I copy for Master
files, one copy to LRH Comm, one copy to The Guardian or A/G, one copy each
to HCO ES, OES, PES, one copy to the reference files of all HCO Bs and P/Ls
kept in Reception for staff, one copy to the head of the Department
concerned and one copy to the post in the Dept concerned.
Limited Non-Remimeo means that copies only go to Master files, LRH
Comm, The Guardian or A/G, HES, OES, PES.
When compiling a mailing to a stencil receiving org of Non-Remimeo,
one takes the number required by the local Orgs served by the Continental
Org and sends that many to the Continental Org. In its turn the Cont Org
retains enough copies for themselves (including the Cont Exec Council) and
sends the correct number to each Org they serve.
260
These are the standard mimeo distribution symbols:
Remimeo
General Non-Remimeo
Limited Non-Remimeo
SH
ASHO
Franchise
Students
BPI
MA (Magazine Article)
Other special distribution may be indicated such as SHSBC, or Class
VIII.
REMIMEO
This indicates main technical or Policy material.
Received by the Cont Org (or Zonal Org) in stencil form, copies are
run off for their staff, and for the staffs of their nearby Orgs and for
their students as they wish. They keep the stencil on file for additional
copies as needed. They file copies in their Master and general files in
each Org including the receiving Org.
The stencil Orgs have considerable discretion in how many they run
off, how many they send smaller orgs (but they must insure 1 copy for each
staff member in the local Org of Remimeo issues), whether they issue to
students or not. But they must keep the stencil for re-use and file in
their own Master files with the copy clearly stamped MASTER COPY.
LIMITED NON-REMIMEO
It is usually important that this does not get wide distribution as it
has to do with Org know-how, planning, etc. and could be misunderstood. So
it is not Remimeoed or strewn about. It may be taken up in Staff meetings
but that is about all. One never republishes a Limited Non-Remimeo in a
magazine.
GENERAL NON-REMIMEO
The same as Limited Non-Remimeo but somewhat broader.
These usually deal with broader points of Admin or Tech of interest to
one or two production departments as well as the LRH Comm, The Guardian or
A/G, HES, OES, PES.
Again, they are never strewn about or broadly republished as they
could be misunderstood.
FRANCHISE
Franchise receives for a small fee technological materials, up to his
level of classification. The Franchise Officer WW receives one copy for his
files and one copy for each Franchise holder he is going to mail it out to.
See HCO PL 20 Feb 1969 for local org supply lines.
BPI
Broad Public Issue (BPI) is a designation that sometimes appears on a
Policy Letter or HCO B. This follows the same distribution procedure as for
Remimeo, with the exception that it is also put in 'The Auditor' and Cont
magazines.
261
These policies have become necessary by reason of new lines coming
into existence and various changes of the past needing clarification.
In recapitulation, mimeos may not be issued except as designated,
extra copies may not be furnished except for cash payment, and paper and
postage waste must be kept reduced. Fewer pieces make faster lines.
There's one exception to the above and that is the BULLETIN CHECK
LIST.
This is issued once each month, before the 15th of the next month. It
will be air mailed to all Scientology Orgs independently. No electronic
stencil is cut for it. Two copies, one for the HES and one for the LRH
Comm, are sent by air mail to each Scientology Org independently.
This cross-checks whether or not the mimeo distribution system is
working. In listing all mimeos sent, the distribution designation of each
is given on the Bulletin Check List.
Where a relay point temporarily breaks down, its related orgs will
receive independent service direct until the matter is repaired, a matter
which is up to the Dir Comm WW and LRH Comm WW to work out.
PERMISSION TO MIMEO
Nothing may be mimeoed or distributed on these lines unless it has
been okayed by LRH, to prevent extraneous traffic from jamming the lines.
POSTAGE
Study to lighten postage, particularly air mail, for both World Wide
and Cont
Orgs.
Reduce it.
Revised for re-issue by:
LRH Comm WW - Rodger Wright Qual Sec WW - Jim Keely
HCO Area Sec WW - Bruce Glushakow Ad Council WW
LRH Comm WW - Rodger Wright The Guardian WW - Jane Kember
for L. RON HUBBARD Founder
LRH: ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Modified by HCO P/L 29 January 1970 Issue 11, Freedom to Remimeo, in
the 1970 Year Book.]
262
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JUNE 1969
Remimeo Exec Hats
SUMMARY OF POLICY ON EXECUTIVE DIRECTIVES, ADMIN AND ADVICE LETTERS,
AND EXECUTIVE LETTERS
To re-establish Executive Directives as "high speed urgent
communications having the force of policy and requiring instant emergency
compliance", the following types and appearances of mimeos are instituted:
EXECUTIVE DIRECTIVES
Blue ink on blue paper.
E.D.'s are there to say WHAT POLICY should be concentrated on, not to
give new orders.
E.D.'s are high velocity comm lines used to change personnel, to
handle emergencies or to make limited time policies or to handle personnel
conflicts or chronic slumps.
E.D.'s MUST BE SPECIFICALLY ASSIGNED TO A PERSON OR PERSONS who will
be responsible for doing them. E.D.'s containing projects require
doingness. THEY must be done by someone.
E.D.'s expire one year from their date of issue if not sooner by
reason of their text.
E.D.'s are entered in a log similar to LRH Comm Log but in the Dept of
I & R of issuing org. Compliance to every E.D. must be reported to I & R of
issuing org.
The penalty for not complying with an E.D. is a misdemeanour and must
result in an Executive Ethics Hearing or an Ethics Hearing.
If Continental Executive Secretaries fail to respond to WW E.D.'s,
they are usually scheduled for early removal by WW.
The only answer to an ECWW E.D. if a Continental Exec is not going to
do it is to immediately order his CLO at Worldwide to convene a CLO Council
to take up his complaint (as per HCOPL 20 April 1969 CLO Council WOO).
ECWW E.D.'s are distributed to Continental Exec Councils and they
distribute to area orgs as follows:
l Copy to A/Guardian Area 1 Copy to LRH Comm Area I Copy to each Exec
Sec l Copy to Reception ED file
ADMIN LETTERS, AD VICE LETTERS
Pale salmon paper. HCO Divs - green ink, Org Divs - red ink, Public
Divs - black ink.
Purpose: Normal general policy enforcement or advices.
Usually designated General Non-Remimeo.
Remain in force until cancelled.
HCO EXECUTIVE LETTERS
Blue paper. Green ink.
Meant for every org. Remimeo or Non-Remimeo as specified.
Purpose: Carry advices, how to do things, short term projects,
requests for data, information, reports on the states of things in general
or some activity in particular or
263
how some extreme condition was caused or how some extreme condition is
progressing.
Headed: TO:
FROM:
SUBJECT:
REFERENCE: (with numbered paragraphs)
When an Exec Letter requests data it is headed under the HCO EXECUTIVE
LETTER OF DATE line, REPORT REQUIRED. This is done only when reports are
required from all orgs. When an Exec Council receives a REPORT REQUIRED HCO
EXECUTIVE LETTER, the HCO Exec Sec immediately makes a folder for it, with
title and date one month hence and holds it ready.
All reports received as a result (usually written on the Executive
Letter received by the org) are instantly and accurately filed in that
folder.
In exactly one month as visible by its date on the folder, this folder
is sent to Dept I/R of senior org who has this logged to check compliance.
HCO INFO LETTERS
Blue ink on white paper. Strictly an LRH line only.
This HCO Pol Ltr summarizes and aligns the following Policies and
E.D.'s:
HCO PL's:
20 April 1969 CLO Council WW
25 Oct. 1968 Important, Admin Know How
10 Aug. 1966 SecEds, Executive Director & Guardian
(amends 7 May 1965)
13 Feb. 1966 Sec Ed OK (Continued) Pol Ltr Changes and Origins
3 Feb. 1966 Sec Ads Definition and Purpose
Cross Divisional Orders
3 Feb. 1966 Sec Ed Change in Issue and Use
11 Jan. 1966 AdCouncil and AdComms Orders, Issue of
8 May 1965 Cancellation of Assorted Directives
8 May 1965 Flash Colours and Designations - Sec Ads Form
Issue II
7 May 1965 Cancellation Mimeo Distribution Changes
22 Feb. 1965 Executive Director Comm Lines
Issue III
7 June 1961 Orders
5 June 1961 Continental Issues
4 Feb. 1961 Types of Letters Established
E.D. 1 Int 6 Sept. 66 (Renaming of Sec Ads Sec Ed 457 INT Sec Ads
Distribution of (23 August 1966)
Pat Bloomberg Dissem Sec/WW Bruce Glushakow HCO Area Sec/WW for AD
COUNCIL WW Jim Keely Qual Sec/WW Rodger Wright LRH Comm/WW EXEC COUNCIL WW
Jane Kember THE GUARDIAN WW for
LRH:ei.cden L. RON HUBBARD
Copyright (c) 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
264
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 AUGUST 1965
Saint Hill
APPOINTMENT OF XEROX OFFICER
A Xerox Officer is created as a post in the Department of
Communications.
Anyone desiring to have anything xeroxed must route such to the Xerox
Officer stating the number of copies required and the purpose of such. No
more than 10 copies of any one item may be xeroxed.
Staff are reminded that forms, mailings and such like are to be
mimeographed rather than xeroxed for such purposes.
Using the Xerox is not only very expensive but is an avoidance of the
permission required to mimeo.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
265
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 26 JANUARY 1959
Issued at Washington (Supersedes HCO Policy Letter of 23 January 1959)
cc: HCO Exec Sec HCO Area Sec Certainty Editor HCO Melbourne
SCIENTOLOGY MAGAZINES
Every Scientology Magazine should be mailed surface first class two
copies to each HCO Office, one copy to be posted on a public board and one
to be held in
HCO's Magazine files.
L. RON HUBBARD
LRH:mp gh.cden
Co (c) 1959 [This 26 January 1959 issue extended the earlier 23
Copyright g January policy by designating what was to be done
by L. Ron Hubbard with the two copies on receipt, and specifying first
ALL RIGHTS RESERVED class surface mailing.]
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 22 JUNE 1959
Central
MAILING LISTS
HCO Saint Hill can act as a security repository of all mailing lists.
I want a copy of each list now extant in Central Organizations.
HCO Area Secs please expedite.
Send lists to HCO Saint Hill; Saint Hill Manor, East Grinstead, Sussex
.
L. RON HUBBARD
LRH:mp.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
266
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 15 JANUARY 1960 CenO Address depts
PAB MAILINGS
When sending stickers or addressed envelopes to HCO WW at Saint Hill
for the PAB mailings, please ensure that only the following are included:
International Members Lifetime Members (Shareholders) Participating
Members.
Participating Members will only receive PAB magazine until their
membership expires. Please make sure that they are removed from the list at
the appropriate time.
Peter Hemery
PH:js.rd HCO Secretary WW
Copyright (c) 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 AUGUST 1962 Address-in-Charge
NAMES AND ADDRESSES OF ACADEMY ENROLLEES
I require 2 cards, size 3" x 5", of each person who has ever enrolled
in an Academy of each Central Org, giving the name and address. This would
include of course all certified auditors as well.
Kindly run these off and let me have these as soon as possible.
L. RON HUBBARD
LRH:jw.rd Copyright(~) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
ADDRESS UNIT
Under Address-In-Charge, the up to date addresses of all persons in
the Live and Inactive Files of CF are kept readily useable on a proper
address machine.
Address-In-Charge is always ready to give any unit or department a
complete card file complete with designations on persons in whom that
function is interested.
Address-In-Charge receives a copy of all invoices before they go to CF
to make proper address changes or bring designations up to date.
All mailing and mail functions of the Organization properly come under
Address-In-Charge. This is external mailings. The internal despatch system
can also be included here if in use.
All franking machinery also comes under Address-In-Charge as well as
stamps and their safekeeping.
L. RON HUBBARD
[Excerpted from HCO P/L 14 February 1961, The Pattern of a Central
Organization. A complete copy appears in Volume 7 on page 147. ]
267
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 APRIL 1962
Central Orgs
COMMENTS ON LETTER REGISTRAR DEPARTMENT
The Letter Registrar department system is very concise. Central Files
contain folders of persons who have bought something. Not idle lists.
C/F folders contain names of persons active in the last three years,
persons who wrote to us or bought something.
Addresso is the card file system of C/F. Addresso plates are tabbed in
such a way that they reflect C/F exactly, without further card files.
Addresso gives the Letter Registrar card files from the Addresso plates.
Other lists, such as the Old Dianeticist list, and their
correspondence remain valuable, and should be kept intact. Such lists
should receive at least one mailing every year.
The Letter Registrar and typists have their own Office. C/F and
Addresso have their own office (or offices). These should be adjacent.
In a fully operational Central Org there must be:
1. Letter Registrar.
2. Typist or typists 3. C/F Promotion/Liaison 4. C/F-in-Charge 5.
Address Clerk
If not already in operation, a crash programme should be set up, using
other personnel than these, to sort out C/F folders and divide them into
"active" or "inactive", make Address exactly tally with C/F folders active,
so that Addresso becomes the index system for C/F. Get a C/F that goes back
at least three years. Keep inactive files handy so that a person's file can
be activated if he writes in or buys something.
Restore the system of routing invoice copies to Address and C/F, so
that they can then check for plate or folder and make one if not there.
If these routine precision clerical actions are missing, low income
will result. If they are well done, then with the addition of excellent
technical results in the HGC and excellent training in the Academy, you
will win.
L. RON HUBBARD
LRH:jw.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
268
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1962
All Orgs Appropriate Depts
ADDRESS MACHINES (HCO Sec - Please hat-check this on Address In Charge
if you have one of these machines)
On the Metal Plate Addressograph Machine which is used in most Central
Orgs, the usefulness of the machine is enormously reduced by laying aside
the "automatic envelope feed".
This is not used because the machine gives trouble on envelopes or
magazines on "automatic feed".
The secret here is that the basic usefulness of the machine is not for
envelopes.
Because it is called an address machine you don't realize its use is
mainly for People Filing. If you thought of it as a People File machine,
you'd get over this hump on the automatic feed.
The machine is primarily for CARD FILES for use by the Registrar and
Central Files, the Academy, the HGC and the Letter Reg. We don't care if it
never addresses an envelope the rest of its life.
The automatic feed will work on small file cards, 3 x 5 or some such
size. It will not work well on envelopes or magazines.
Therefore, set the automatic feed up for FILE CARDS only, and don't
use it on envelopes (unless you're having no trouble with using it either
way).
In Washington and elsewhere the automatic feed has been abandoned
because it won't address magazines and envelopes. That makes the machine
useless for its basic purpose of making Index Card Sets for various
departments in the organization.
Set the automatic feed for FILE CARDS and run off sets of cards as
follows:
1. Membership (a) International (b) Lifetime
2. Full set for Central Files, every plate you have.
3. Full set for Letter Reg with full designations.
4. All Students ever enrolled for the Academy.
5. All HGC pcs ever for the D of P.
Use automatic only on cards. Use cheap cards that will feed easily.
And use the automatic feed.
Do statements, magazines, envelopes in general by hand feed if
automatic can't be made to work on these.
Without adequate card Files of people in the proper org hands, income
is greatly reduced.
It is up to Address-in-Charge to make sure that such sets are
routinely supplied to departments for their use and that old sets are
destroyed and not passed on outside the org.
L. RON HUBBARD LRH:dr.rd Copyright (c) 1962 by L. Ron Hubbard ALL
RIGHTS RESERVED
269
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 APRIL 1963
CenOCon
IMPORTANT - EMERGENCY LIBRARY
In accordance with HCO Policy Letter of October 24, 1962, of
establishing an International Headquarters of Scientology at Cape Town in
the event of an Atomic War, ALL Central Orgs are to deposit with Cape Town
a complete record of all current addresses held at each Org every six
months, as at 30th June and 31st December.
These addresses should be run off on a continuous roll of paper on the
Addressograph and these rolls are to be despatched to Cape Town as soon
after the above dates as possible. They are to be sent by registered
surface mail and Cape Town are to be advised by airmail the date of
despatch of these rolls of addresses. On receipt, Cape Town are to
acknowledge each Org of the arrival of their addresses. Cape Town are to
advise me of Orgs that have not complied.
It is incumbent on all HCOs to see that these important records are
maintained current.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JANUARY 1964
Cen Orgs Address Depts
ADDRESS CHANGES FOR WW
The Address Dept of each Org henceforth must send to Addresses WW
notification of any change in address, or name, of Field Auditors. This
notification must include the old and new address.
(Field Auditor defined as HQS and above.)
Issued by: Joseph Breeden
Addresses in Charge WW
for
L. RON HUBBARD;
LRH:gl.cden Authorized by: L. RON HUBBARD
Copyright (c) 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED [Replaced by HCO P/L 27 September 1965, page 281.]
270
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 SEPTEMBER 1964
General NonRemimeo (CF and Address)
CHANGES OF ADDRESS TO HCO WW -
FOUNDING SCIENTOLOGISTS
Please send copies of address changes to HCO WW CF and Address. Either
send all your address changes with a note of the tabbing of the person, or
send only the address changes which we need to know (see below).
Ordinarily address changes sent to an org are routed to the org's
address dept. Address then changes the plate and makes one or more proof
slips to check accuracy of plate, and also for various purposes within the
org. Whatever system is used, please route a proof (in the form of
individual cards, addresso rolls or a list) to Address Unit, Saint Hill.
If you will do this, you no longer need to send Saint Hill stickers or
envelopes monthly for PAR mailing as has been the custom. Reason: PABs will
be sent out enclosed in each copy of 'The Auditor'. This means that we do
not need to know of the expiry of a membership, only new ones, and address
changes. Note: we are in the process of updating our plates with
International Members we do not at the moment have, from the last stickers
or envelopes you sent us, so no action need be taken by you to facilitate
this.
Once a year run off either a tape of all your addresses with the
tabbing of each person or run off a tape of addresses of the people we are
interested in. This permits Saint Hill to bring its Address Unit fully up
to date.
If you are going to send all your address changes with the tabbing
against each change (some machines do this automatically), send at once to
Address Unit Saint Hill a copy of your tabbing code.
If you are going to send to Address Unit Saint Hill only the changes
which we are interested in, please send at once a copy of your tabbing
categories so that we can instruct you which categories to advise us on
(broadly we are interested in anyone who has enrolled in an Academy,
Auditors, and International Members, send these changes at the moment, but
speedily let us decide which of your tabbing categories we need).
If you anticipate any difficulty on this, please send details to the
Address Unit, WW.
Founding Scientologists: After December 31st no further applications
for Founding Scientologists will be accepted. Founding Scientologists are
tabbed as such in the Address Unit World Wide. As soon as possible after
December 31 st, a full addressograph list of Founding Scientologists in
your area will be sent to you. Please tab these people as Founding
Scientologists in your addresso. Also see that the C/F folder of each
Founding Scientologist has an indication in it that he or she is a Founding
Scientologist.
L. RON HUBBARD
LRH:jw.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
[Modified by HCO P/L 20 October 1964, Stickers for PABs Wanted, on
next page. Replaced by HCO P/L 27 September 1965, Changes of Address for
WW, on page 281. I
271
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1964
General NonRemimeo (C/F and Address, Memberships Depts)
STICKERS FOR PABs WANTED
Modifying part of HCO Pol Ltr of September 24th 1964, "Changes of
Address to HCO WW - Founding Scientologists", PABs will be sent to
International and Professional Members every alternate month. The Auditor
will normally be sent out to all on WW mailing list in months in which no
PAB is mailed.
In order to send out the PABs to International Members we need you to
resume the system of sending stickers (or envelopes) to WW (WW does not
keep a record of International Members). Please therefore send into WW, to
arrive on November 1st 1964, stickers with names and current addresses of
all your International and Professional members (London should send
envelopes). Thereafter send in stickers (or envelopes) to arrive here on
the 1st of each alternate month.
Other instructions in HCO Pol Ltr of September 24th 1964, remain
unchanged, and should be carried out as soon as possible, if they have not
already been carried out.
L. RON HUBBARD
LRH:jw.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
272
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER AD14
Gen. Non-Remimeo
Sthil Students
Franchise
Sthil CF MAILING LISTS FOR FRANCHISE HOLDERS
(HCO Sec: Note that this is an important piece of current promotion
and see that it, with Pol Ltr on Pricing Formulas, Exec Ltr on CF Overhaul,
are thoroughly known and understood by the Assn/Org Sec. Dir Prom Reg. and
CF and Address In Charge. We're arranging a boom. Don't let any parts of
how we're doing it go awry, in your Org. If all steps are taken and
continue in force, the boom will be on in your area.)
For some years we have had a policy of no mailing lists should be sent
or issued to the field.
That policy is now relaxed only so far as the following:
1. Franchise Holders in good standing may be issued a certain type of
list.
2. The list may only be issued by being addressed on address envelopes
for a brochure as follows and may not be in tape roll or card form and no
plates may be given to Franchise Holders.
3. No list of persons actively in communication with the Central Org
may be released and such persons may not be part of any list issued.
4. A Franchise Holder may receive lists only for the area in which he
is actually operating.
5. No list issued becomes anyone's exclusive property and lists may be
duplicated where areas are the same or overlap.
TWO TYPES OF ADDRESS FILES
A Central Org or City Office with Address Equipment and Files normally
carries and preserves all addresses ever collected.
In practice, certain plates are retired to storage when the name has
not been actively in communication with the Central Org for some time. This
period has varied but was usually 3 years. In short, if someone was out of
comm with a Central Org for 3 years, the address plate was retired to dead
files.
If this procedure has not been followed, then this action will have to
be done: All invoices ever written by the Org will have to be exhumed from
Accounts and a whole new Address Plate File made, from the start of the Org
up to its present "active" plate files.
If the plates have been kept, this is a simple matter. One simply
regards "inactive address plates" as Franchise Files.
The two types of address files are then as follows:
File A: Active Address Files of the Central Organization.
File F: Franchise File.
All files are by districts as postal authorities usually require it
for mail packaging. If they aren't then File F must be broken down into
states or counties or some such geographical area. Population density, not
square miles, is the best criteria, so you may have 3 districts for Greater
New York and one for Arizona, New Mexico and Wyoming.
BROCHURE FOR FRANCHISE
A special brochure for the Franchise Holder must be made up and
printed by the Central Org. This should consist of the 17 basic definitions
and what a Franchise Auditor can do and what training he can give. A
Franchised Auditor should be defined. An invitation to communicate should
be given.
A space for a Franchised Auditor to write, print or stamp his name or
the name of his centre must be left on the brochure.
The brochure is provided with proper mailing envelopes.
273
BROCHURE DRILL
On payment for a certain number of brochure copies (500, 1,000) to
cover printing, addressing and posting the carton to him, a Franchise
Auditor in good standing may receive addressed brochures from Central Orgs
(not Saint Hill).
Address addresses the envelopes up to the number of addresses
available for that district. Only File F (above) is used. Address does not
stuff.
The addressed envelopes in one bundle of the carton and the brochures
in another part of the same carton are shipped off to the Franchise
Auditor.
Any part of the ordered brochure envelopes remaining when the number
of plates for that area are exhausted, are sent blank for the Franchise
Auditor to put his own addresses on.
The Franchise Auditor receives the carton, addresses the envelopes
left blank as he wishes, has a printer run off his name and address on all
the brochures or stamps them or writes his name and address on them, and,
paying the postage, mails them out to his area.
People, finding service close to hand, will often break silence and
correspond or call. Groups will form. Personal contact will revive. Now
that we have why people dropped out (definitions not understood in older
subjects or in Scientology, a fact which can be mentioned in the brochure),
we can get them back.
FACTS ABOUT THE FIELD
It is hard for a Franchise Auditor to get in touch with people.
People when they know he is there will wake up and go to him when they
never would come into the org.
A Central Org which does not cultivate auditors in the field does
badly.
A Central Org has been known to misguidedly suppress field
"competition".
A survey of pcs some time ago showed the majority originally had been
sent in to the HGC by the field, a fact Central Orgs sometimes overlook.
The Franchise Auditor, delivering service as a well trained
professional, is nobody for an Org to deter but encourage.
Only bad experiences with squirrel, badly trained or untrained persons
in the field lead Orgs to withhold from them. These experiences seldom if
ever occur with Franchise Auditors.
It would be dull to release the total active list to the field. It
would be dull indeed to release File F to anybody and everybody, competent
and incompetent alike. It would be equally dull not to forward the
programme covered in this Policy Letter.
NEW PROMOTION
The above project should be undertaken quickly. The sooner it is
undertaken, the higher the general activities of Scientology will increase.
The line must be grooved in now while it can be. The brochure must be
prepared and printed. Special help must organize the separation of Files A
and F and in at least one case File F will have to be put on plates all
over again.
The reason this will have to be done quickly is because there won't be
any spare motion later with which to do it.
New promotion is so rigged that City Offices will be putting out vast
amounts of advertising of books locally and Central Orgs nationally.
These new book buyers have been missing in our planning for years for
reasons of false economy. Now we are going to start them rolling in.
New Promotion - and new books - will send orgs into a state of such
activity that they might flub the drill of Franchise brochures if begun
later. So start it now and you will have it grooved in when things really
start. You will soon have more addresses than you know what to do with.
274
HANDLING NEW ADDRESSES IN CENTRAL ORGS AND OFFICES
Starting right away, this is the drill for new book buyers. This drill
also will be kept in and followed after advertising begins.
1. A person buys a book personally or by mail for the first time.
2. The invoice is made out with the name and address bright and clear
on all copies.
3. One copy goes to shipping or books whether mailed or just handed
out.
4. One copy goes to own Address. (This is true of all orgs including
City Offices. Whatever is done with remaining invoice copies is according
to standard accounts procedure.)
5. Address cuts a plate or stencil and puts a date on it and a
designation like BB 3/3/65, meaning the person bought a book on 3/3/65.
6. This plate is put in File A and receives whatever goes out to File
A for 3 or 4 months.
7. Any new invoice, indeed all invoices, go to Address. If a BB in
File A buys more books or training or processing Address obliterates the BB
3/3/65 on the plate or stencil either by just flattening it on a metal
plate or cutting a new stencil in case of less durable stencils.
8. At the end of each quarter (Mar. 31, June 30, Sept. 30, Dec. 31 all
approximate) Address removes all BB plates older than 3 months.
9. These plates are now placed in File F with its geographical mates.
10. Franchise Holders are informed they should buy new brochure sets
and these should be addressed from File F. using all plates in it, old or
new.
FRANCHISE OBLIGATION
To procure a set of addressed brochures, a Franchise Holder must pay
cash to the org and must specify how many addresses for what districts and
how many envelopes are to be left blank.
On receipt of the carton, the Franchise Holder is obliged to mail at
least the addressed envelopes, containing the brochure furnished and any
piece of his own additional literature, providing only that it mirrors no
games condition with other auditors or the org, and contains no claims
contrary to standard policy regarding healing, the insane, etc. as
contained in HCO Pol Ltr of Oct. 27, 1964, or as amended from time to time.
The Franchise Holder is obligated to turn in to Saint Hill at the end
of each year a COMPLETE LIST of the names and addresses of persons who have
bought things from him - books, auditing, processing, courses - so that
these people can be sent a copy of an International Magazine.
Failure to carry out these above named obligations would result in a
cancellation of the privilege of receiving mailing lists, if not of
Franchise.
CITY OFFICES
A City Office must forward copies of its new book buyer list to its
Central Organization the moment it becomes File F. It must be plainly
marked File F and include only File F names as above.
The City Office may keep its book buyers who then buy more books,
training or processing (its File A). However, to get its people sent a
magazine it should routinely send ENVELOPES pre-addressed by the City
Office to the Central Org. If a City Office finds this arduous, it may
simply send all its invoices to the Central Org for the Central Org's
complete address and File A, File F handling.
A City Office may then (a) keep its own address unit going, or (b)
count on the Central Org doing it all for them. Either one or the other
must be selected and followed.
Where a City Office fails to keep its address unit cracking, the
Central Org must demand the address unit copy be sent to the Central Org
when the invoice is written up
275
by the City Office just as though the Address Unit of the Central Org
was part of the City Office.
A City Office may not retain the Address Invoice Copy if it is not
maintaining an Address Unit, even if it "plans to" but must send the copy
to the Central Org, not save it. It can note down and record its active
"customers" in a book and still send the invoice copy to the Central Org.
The names and addresses of City Offices must be carried in each issue
of every magazine mailed by Scientology Orgs.
A City Office may also buy its area's brochure but in this case should
add to the envelope a sheet of its own stating it is a City Office and
defining Central Org, City Office, Franchise Holder and Field Auditor as to
their relative status and seniority in Scientology. This should be done
without ARC Breaking Central Orgs, Franchise Holders or Field Auditors, but
should also emphasize the virtues of a City Office as the responsible
representatives for Scientology in the area.
DESIGN FOR THE BOOM
You see the promotion pattern emerge now. First, get the org
streamlined, with tech high. Second, the Pricing Policy Letter of Oct. 19,
1964. Now the using of names to the fullest extent.
The HCO Pol Ltr of Oct. 19, 1964, is going to force city and national
book advertising into existence. This is done by building an account up
(HCO Book Account) that has only one real outlet - book advertising. I
intend to get each org's HCO Book Account into a very swollen condition and
get it spent on book advertising as the only possible value that saves it
from the tax man. Into this channel, new effective books will be poured
into the public's hands.
The ensuing prosperity will come first to Central Orgs and City
Offices and then to Franchise Holders. Out of this prosperity the HCO Book
Account is going to fatten up alarmingly and have to be spent prodigiously
on advertising books.
Given only effective training and processing in accordance to current
design and supported by our now existing technology, this cycle can
continue over and over. The HCO Book Account in each Central Org and City
Office will swell up by reason of processing and training discounts and
book sales and can only be lowered greatly by new book ads.
The book buyers will be channeled to Franchise Holders as above.
These, to cope, and because org income is spectacular, will become City
Offices and coming under the rule of the HCO Book Account and now able to
sell membership and higher level courses, will pour new advertising out in
their areas. And new Franchise Auditors will come into existence and in
their turn - Well, you get the pattern.
There are those who dread a boom. They think if it can all be kept
small enough it can be handled easily.
But we don't happen to have easy handling of things as our main
purpose, so I trust such won't be too spun about by the rush. The truth is,
things are only hard to handle when you haven't got any volume. Right? So
let it boom!
I said I was kicking the door open.
That pop you just heard was the top hinge.
L. RON HUBBARD
LRH:jw.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
[Cancelled by HCO P/L 18 April 1965, Prices Lowered Because of New
Organization Streamline, Volume 3 - page 93.]
276
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
HCO Sec HAT HCO POLICY LETTER OF 8 APRIL 1965
HCO Dissem Sec HAT
Dist Sec HAT DIVISIONS 1 & 6
Dir Comm HAT DISTRIBUTION DIVISION
Dir Prom Reg HAT HCO DIVISION 1
Dir Clearing HAT HCO DISSEMINATION DIVISION 2
Dir Ins & Rep HAT CF (c) ADDRESS
CF & Address HATS CANCELLATION OF MAIL LISTS
Address HAT TO FIELD AUDITORS
HCO Policy Letter of Oct 30, 1964 "Mailing Lists for Franchise
Holders", the Programme which puts your book buyer list in field auditor
hands "if the book buyer buys no service in 3 months".
This whole action passes, on the New Org Board, to the Distribution
Division and the system itself is to be modified.
What should happen is that the Distribution Secretary Division 6 can
be given card files of existing address names by areas by Prom Reg which
they can hand out to field staff members in that area.
The responsibility for getting names from Prom Reg lies with the
Distribution Secretary.
The responsibility of preserving intact their mailing list is the
responsibility of the HCO Secretary and HCO Dissemination Secretary.
LISTS NOT RETIRED
NO ADDRESSES OF PERSONS WHO HAVE BOUGHT SOMETHING MAY EVER BE RETIRED.
This cancels any policy, directive or idea to the contrary.
NO CF FOLDER MAY EVER BE RETIRED FROM THE FILES.
The definition of a CF folder is THE FOLDER OF A PERSON WHO HAS BOUGHT
SOMETHING FROM AN ORG.
Exceptions to CF no-retirement policy are dropped body in which case
the CF folder goes to HCO Inspection and Reports Ethics Section for
safekeeping and for any investigation and is filed there, fugitive, and
Suppressive Person folders. These become part of the Dept 3 Ethics Files.
But even so, a dummy folder with the name, a goldcoloured board, is left in
CF with the name on it to show that Dept 3 has it. Anything afterwards
coming in (invoices, letters, etc.) to be filed in such folders is stamped
by CF ETHICS FILES DEPT 3 and is sent on to HCO Ethics Section. When the CF
clerk sees that what he or she is trying to file has a dummy gold-coloured
board instead of a file, the CF clerk stamps the unfired bit as above and
sends it on.
When the HCO Ethics Section calls for a file CF always makes a gold-
coloured dummy and puts it in place of the file and sends the File to
Ethics Section.
There is no other retirement of lists.
"Inactive Files" are simply THOSE FILES WHICH ARE NOT MEMBERS OR
PROSPECTS.
"Active Files" are simply "THE FILES OF THOSE PERSONS WHO ARE MEMBERS
AND THOSE PERSONS WHO HAVE BEEN TRAINED OR PROCESSED AND THOSE PERSONS WHO
HAVE EXPRESSED A DESIRE TO BE TRAINED OR PROCESSED".
There is no time limit on how long the file is active.
"Hot Files" are those that RECENTLY EXPRESSED A WISH TO BE TRAINED OR
PROCESSED.
NOTHING MAY BE FILED IN A HOT PROSPECT FILE THAT HAS NOT ALREADY BEEN
ANSWERED BY A LETTER REGISTRAR.
If the CF clerk sees something that is not marked "answered" by the
Letter Reg being put into a CF file the clerk must return it to the Letter
Registrar.
No want for training or Processing may be merely "acked" or "form
lettered" and then marked "Answered".
LRH:jw.cden L. RON HUBBARD
Copyright(~) 1965
by L. Ron Hubbard [See also HCO Policy Letter 7 June 1965, Entheta
Letters
ALL RIGHTS RESERVED and the Dead File, Volume 1, page 415.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 OCTOBER 1964
Limited Non-Remimeo
ADDRESSOGRAPH EQUIPMENT WARNING
There is a bug in your Addressing that can ruin you.
Central Orgs are currently expected to have and use heavy duty metal
plate addressing equipment.
City Offices may use silk screen stencils and automatic feed
addressing machines.
There is one huge bug in the heavy duty equipment as its company has
salesmen who run down the automatic feed system "as not worth while for
mere 5,000 piece runs." These salesmen tell Addressograph operators in our
orgs this contrary to every principle of their own company and our best
interests.
It takes a couple of days of hard work for our staffs to hand feed one
of these big machines 5,000 pieces. The automatic feeder does it in a few
minutes
Unknown to Org Secs and Assn Secs we are consistently knocked into a
false proceeding by these salesmen. They do it to us all over the world.
They tell our Address-in-Charge that the automatic feed "takes longer to
set up than it does to run it all by hand." This is then told to the Org
Sec or Assn Sec and the automatic feed is abandoned. Thereafter you can't
get rapid addressing done and everybody fights against furnishing cards or
addresses to anyone because it is too much work. Of course it is, by hand.
Our Addressograph operators must learn:
(a) To set up and use the automatic envelope or card feeder.
(b) To not try to address bulky magazines or oversize envelopes on the
automatic feed as that is what jams it.
(c) To learn to use the tape feeder and make sticky tapes for large
bulky things. These have a dispenser. You make the tape of addresses, put
it in a dispenser which wets its glue and put the sticker on the large
envelopes.
(d) To make tapes or sets of envelopes or cards very rapidly.
If you don't take care of this bug and keep it cared for, this whole
programme will break down.
One solution is to make it mandatory that any call at the org by an
Addressograph representative be reported at once to the Assoc/Org Sec so
the representative can't mess us up.
Another is to junk Addressograph and get other equipment that can be
fed by machine rapidly.
If I sound strong on the point, remember, I've fought this same bug on
every continent and it is a primary reason for unit decline. The work of
addressing is then so great, the staff (a) lessens the number of mags to be
sent, and (b) retires too many names too fast from the lists.
278
So in getting this programme in, realize the frailty and bottle-neck
character of addressing equipment and the psychosis of the largest
addressing company. A smaller silk screen machine with an automatic feed
will address more envelopes or cards than a large machine if a
representative keeps getting your staff sour about using automatic feed.
Hand fed rubber stamps would be almost as fast as a big machine which is
being stopped by its own company.
One of these characters from Addressograph turned up here at Saint
Hill only a few days ago. And you know what he told the Address Unit? "You
shouldn't use an automatic feed. It's for 60,000 piece mailings. Feed it by
hand for the small number you've got." And there went your "Auditor". I
heard a ripple on the line and investigated and sure enough our equipment
was about to be stopped.
So any automatic addressing equipment that has individual plates and
will automatically feed swiftly is to be used. And any org with equipment
which has to be hand fed one piece at a time for any reason, should get
other equipment.
I've seen a trained addressing operator set up an automatic feed in
three minutes and run all the addresses in the place off in one hour.
And only that kind of equipment and operation will make this project
work. For this project will only break down where addressing becomes too
long and too laborious for a staff to confront.
SILK SCREENS
Silk screen stencils may be re-silked at a very low cost, a fact not
well known. So any org starting out this project or having to re-do the
whole list from invoices does not have to buy heavy plate Addressograph
equipment but should seek some other make, whether plate or screen, that
can do a fast, effective job.
Those orgs with huge stacks of metal plates and Addressograph
equipment should do all possible to get their machines into full automatic
operation and put a sign on the wall: "To the Addressograph Representative:
Yes, we know small lots like ours should be hand fed. However, we use
automatic feed because we're Martians."
L. RON HUBBARD
LRH: jw.pm.rd Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
279
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 JANUARY 1965 Issue II
Gen Non-Remimeo Attn CF & Address
ADDRESSOGRAPH EQUIPMENT
A short while ago I discovered quite by accident and with no help from
the Addressograph Company that they sell a paper roll-guillotine attachment
for their big machine that will give a 5 x 4 inch card with automatic feed
without using the envelope automatic feed.
This attachment is apparently all we need to rapidly give Registrars,
Ds of T. etc., card files they can use. As this is the primary purpose of
the machine, it is welcome to know there is a way to do it quickly.
In giving Franchise Holders mailing lists for their areas, it would
only be necessary to run them off a gummed tape and send it and the
brochure envelopes along to them for them to assemble.
Thus the envelope feed chute that won't work and nobody uses isn't
necessary. Instead use the tape feeder with a gummed tape and a dispenser
for addressing and a card printer and cutter for our card lists.
The exact data and number of this file card maker is: Addressograph -
Roll Feed and Guillotine Attachment for Class 1600 and 1900 machines.
If you can't do address lists fast for the Registrar and others, they
can't do their jobs well. If you can't do address lists fast for Franchise
Holders for their areas as per recent Policy Letters, it will be a burden
and the project will be shelved.
So this attachment is of great interest to us.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
280
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 DECEMBER 1964
Limited Non-Remimeo
ADDRESS LISTS TO CITY OFFICES
The local area address list may be given to a City Office when it is
fully established as a City Office and when it has been okayed as a City
Office by me. The list given may only cover their very local area.
L. RON HUBBARD
LRH:jw.aap.cden Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1965 (Replaces HCO Pol Ltrs of 24
Sept 1964 and 10 Jan 1964)
Gen Non-Remimeo Address-in-Charge
CHANGES OF ADDRESS FOR WW
Please send copies of address changes of all people who are HRS or
above and Grade 0 Release or above, to Address I/C St Hill. Send all your
address changes with a note of the tabbing of the person. Once a year, run
off a separate tape.of all your addresses with the tabbing of each person.
This permits Saint Hill to bring the Address Unit fully up-to-date.
The Address Section of each Org, henceforth, must send notification of
any changes of name or address of any one HRS or above and Grade 0 Release
or above, to Address-in-Charge St Hill and this should be done once a
month.
L. RON HUBBARD
LRH:ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
281
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1965
Gen Non-Remimeo Issue II
CF Officer
Address-in-Charge
FOUNDATION CENTRAL FILES OFFICER AND
ADDRESS-IN-CHARGE
Until such time as the Foundation warrants a C/F Officer and Address-
in-Charge,
the Day Org C/F Officer and Address-in-Charge is to cater for the
Foundation posts as
well as the day posts. People doing amends projects may be used to
help on these
posts.
The duties that need to be filled are for the Address-in-Charge to:
1 Make a new plate for anyone making use of Foundation services, from
the
invoice, and file it in a Foundation drawer, irrespective of whether
the person has
a plate elsewhere.
2. Supply a sticker to C/F for the making of a folder.
The C/F Officer is to:
1. Check to see if the person named on the sticker has a file in C/F.
If there is he must simply tab the folder with a green tab on the right-
hand side of the folder. If there is no folder for the person named on the
sticker, he is to make a new folder with a green tab on the right-hand side
of the folder and file it. There are no separate files for the Foundation.
2. Supply the Letter Reg (Foundation), if there is one, with a pile of
20 folders, or more if requested, each day, so that letters can be written.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JANUARY 1966
Gen Non-Remimeo Issue II
CF Hat
Address Hat
INTERNATIONAL CHANGES OR AREA CHANGES OF ADDRESS
When someone on your central files moves out of your org area (like
from Australia to South Africa) notify Address and CF of the org nearest to
where the person is located. Send the person's folder, complete with all
correspondence, info on their training and processing, memberships and
Ethics matters, if any. Route this to Address, then CF of the org nearest
to where the person is going.
Delete the person's name from your own Auditor mailing list.
Notify the Letter Registrar of the person's name and address and
advise they are moving.
Notify Saint Hill Address of the change of address.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
282
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JULY 1968
Remimeo
GROSS INCOME SENIOR DATUM
THE SIZE NOT THE QUALITY OF AN ORG'S MAILING LIST AND THE NUMBER OF
MAILINGS AND LETTERS TO IT DETERMINES THE GROSS INCOME OF AN ORG. IF THIS
IS NOT KNOWN AS A SENIOR DATUM TO EXEC SECS AND KEPT
IN BY THEM THEIR CONDITION IS TREASON.
L. RON HUBBARD Founder
LRH:js.rd Copyright Q) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 SEPTEMBER 1968
Remimeo TO ALL ORGS FRANCHISES
ADDRESS LISTS
An Address list must contain the principal names of Scientology, the
Exec Councils of Orgs, Mary Sue Hubbard and L. Ron Hubbard, Founder.
This enables executives to check what was mailed when and in what
condition it was received.
L. RON HUBBARD Founder
LRH:ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
283
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 SEPTEMBER 1968 Issue II
Remimeo To all Orgs, HCO Area and Addresso Hats
WORLD ADDRESSO CO-ORDINATION
This policy letter takes precedence over any other system, ED or
policy letter. The system of filling out "Forms" of new names is abolished.
The post of WW Addresso Co-ordinator is hereby created, to be placed
under Dept 2 WW. He is responsible to see that the lines set up to expedite
the routing of new names, flow fast and are not blocked with non-
compliances. He sees that the Org Addresso policy is followed to avoid
confusion. He makes sure that addresso lists are routed to the right place
at the right time. Backlogs are severely treated.
Mailing lists and new names are becoming increasingly valuable; they
are the gold coins of an org which will lead to future prosperity. The
Addresso Section of an org must not be unmocked.
At the end of every month each org runs off a tape of stickers of
their pc and student graduates and address changes during that month.
The following diagram shows the routing of such sticker tapes:
US & Canada Orgs
EU & Commonwealth
\ (c) \ /
(c) (c) (c) DiHr of Comm
ASHO Dir of Comm \ /
1~ (c) AO Liaison WW _
\ /
(c) SEA ORG FLAG DIV 6 Addresso l/C
US and Canadian Orgs send their address stickers to ASHO.
ASHO checks them and makes its own plates of these and runs off the
full list of the US and Canada orgs combined with its own new grads for
that month which it sends to SH addresso. AO Liaison in LA is to ensure
that this is done.
SH addresso checks them and makes plates. SH runs off a full list of
Europe and Commonwealth lists of the month combining it with its own and
ASHO's. This new grads world list is sent to AO Liaison WW at OT Liaison
Unit WW who routes this to the addresso of the SEA ORG.
The result of this system of routing results in every org having an up-
to-date list, SH and ASHO having full up-todate lists of their areas, WW
having an up-to-date WW list and the SEA ORG having an up-to-date list for
the world consisting of SHSBC and solo grads, Academy grads, Grade IV pcs
and VA pcs.
Diana Hubbard CS-6 for
L. RON HUBBARD Founder
LRH: DH: ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
[See also HCO P/L 18 April 1969, World Addresso Co-ordination Revised,
on next page.]
285
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 APRIL 1969
Remimeo
WORLD ADDRESSO CO-ORDINATION REVISED
The data contained in this Policy Letter takes precedence over that of
2nd September 1968, where conflicts may occur. The diagram below shows the
routing of addresses to be followed:
US & Canadian Orgs UK Orgs Europe and Africa Orgs
via continental via continental via continental
Addresso Addresso Addresso
I ASHO_ SH
_ I Addresso _ _ Addresso
\ (c) / (c)
(c) (c) (c) (c) (c) AOLA ADDRESSO \ AOUK ADDRESSO / (c) / (c)
WW ADDRESSO
A WW mailing list containing a full set of up to date addresses around
the world must be kept. It is the central point of World communication and
therefore vital.
Address tapes are routed per the above diagram on a monthly basis.
AN IMPORTANT NOTE
The Public knows us from the efficiency of our promotional mailings We
must have the right address, the right name and category.
Sloppy or no address changes or failure to pass on address changes to
the next senior Org can result in an ARC broken field. The same can be said
for failure to keep up to date categories. So remember this!
Another point is, we are here to expand and endure. Hiding, stacking
up in attics or corners, not keeping up to date and/or throwing away
addresses are destructive actions and should be treated as such.
Lt. Cmdr. Diana Hubbard
LRH:DH:ja.ei.rd CS-1
Copyright(~) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
286
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead,Sussex
HCO POLICY LETTER OF 8 MAY 1969
Remimeo
ADDRESS LISTS ADDRESSO AND CENTRAL FILES
It is an ACT OF TREASON to contract the address list of an
Organization.
It is forbidden to order or allow an Org's CF or address lists to be
shifted, dispersed, lost, destroyed or disrupted in any way. If permitted
under any guise income will dive shortly after.
In March 1968 DC had 15,530 names in CF (and even this figure is a
very, very small figure for DC). On 15 May 1968 DC stopped mailings to the
states of Michigan, Ohio, Missouri, Florida, New York and New Jersey and
shipped 7,000 of their CF to "the Orgs whose area it was".
YET A CHECK OF EVERY INVOICE BETWEEN JANUARY 1st AND MAY 23rd REVEALED
THAT 25,839.08 DOLLARS WORTH OF BUSINESS HAD COME FROM THAT MAILING LIST!
DC at that time had been a large thriving organization; one of the
largest, operating both a day org and a large evening Foundation.
By March 1969 the org had contracted from a 9 division org to a three
division org and had closed its evening Foundation. ITS CF HAD SHRUNK TO A
REPORTED STRUGGLE TO GET 3,000 NAMES FOR A MAILING. The same impulse to
disperse its CF had continued until it nearly destroyed the whole
organization.
DO NOT PERMIT THE CONTRACTION OF AN ORGANIZATION'S ADDRESS LIST OR
CENTRAL FILES.
It is the size not the quality of an org's mailing list and the number
of mailings to it that determines the gross income of an organization.
TIME HAS NO RELATIONSHIP TO WHAT IS FILED IN CENTRAL FILES OR
ADDRESSO.
THERE ARE NO ACTIVE OR INACTIVE LISTS.
HCO OWNS THE MAILING LISTS OF SCIENTOLOGY AND WHERE THESE HAVE BEEN
PERMITTED TO BE DISPERSED THEY MUST BE RECOMPILED AND TOTALLY ACTIVATED AT
ONCE.
W/O Ken Delderfield CS-6 for
L. RON HUBBARD Founder LRH:KD:an.ei.rd Copyright (c) 1969 by L. Ron
Hubbard ALL RIGHTS RESERVED
287
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MAY 1969
Remimeo
MAILING LISTS CENTRAL FILES ADDRESSO BASIC DEFINITIONS AND POLICY
Dianetics and Scientology Mailing List
This is a list of names and addresses of persons who have bought
something from an Organization. This, in full, IS the ORG mailing list.
Every person on this list has a separate file in CENTRAL FILES.
Temporary Mailing List
This list contains the names and addresses of people who have
expressed an interest in Dianetics or Scientology.
Speculative Mailing List
A list of names and addresses of people who MIGHT be interested.
Good Will Mailing List
Just any mailing list.
Central Files
A collection of files, one for every person who has ever bought
something from an organization, gathered together in the one location in
the organization.
The name and address of every person in Central Files collectively
make up the ORG MAILING LIST. Conversely every person on the Org Mailing
List has a folder in Central Files.
Purpose of Central Files
The purpose of Central Files is to collect and to hold all names,
addresses, pertinent data about and correspondence to anyone from anyone
who had ever bought anything from the Organization.
Central Files is NEVER split into active/inactive.
No CF folder may ever be retired from the files (P/L 8 April '65).
Central Files Folder
The CF folder is the folder of a person who has bought something from
an Organization. In it is filed all the data concerning the person, any
correspondence to or from the person to anyone in the Organization.
Everything about a person, except his financial statements, actual training
record, and test record is in CF, but data even on these such as a notice
of certification, can be included. For instance a copy of every invoice is
forwarded to CF via Reception and Addresso for filing.
Hot Prospect File
"Hot Files" are those that have recently expressed a wish to be
trained or processed. Nothing may be filed in a HOT PROSPECT FILE that has
not already been answered by a Letter Registrar (P/L 8 April '65).
Hot Prospects are created by mailing to the entire Org list magazines,
hard sell promotion and other broad mailings such as brochures and
questionnaires. Such mailings always contain the invitation to write or
call the Registrar and replies to these are routed to the Registrar.
288
Addresso
Addresso is the name-status index of central files (HCOP/L 23 Sept
'64).
The address files contain, ready for use in mailings, all the names in
central files and ready reference designations about these people.
The addresses are normally stored in some sort of addressing
equipment. Addresso plates are tabbed in such a way that they reflect CF
exactly. As a person's grade or training level increases the tabbing is
changed to reflect this. Copies of all invoices are routed via Reception
and Addresso to CF so that addresses can be kept up to date and accurate.
Copies of training and processing certificates are sent via Addresso to CF
so that the tabbing is updated.
It is VITAL that address errors are corrected and address plates kept
up to date and correctly tabbed.
Not to do so causes ARC Breaks, wastes money due to numerous mailings
to the same persons under slightly different variations of the same name,
and loses names as people move from one address to another.
Addresso is always ready to give any department or unit a complete
card file complete with designations on persons in whom that function is
interested.
Addresses cost a tremendous amount per address so never waste them.
Size of Mailing List
The size not the quality of an Org's mailing list and the number of
mailings and letters to it determines the gross income of an Org (P/L 30
July '68).
To promote you must have a full mailing list. Central Files and
addresses must not be permitted to be shifted, dispersed, lost, destroyed
or disrupted in any way.
Where this has occurred in the past IT IS AN ACTION OF VITAL
IMPORTANCE TO RECOMPILE THESE NOW.
All promotion depends upon your collecting mailing lists and exhuming
any Dianetic or Scientology name you can find and mailing them data.
Where an Organization's mailing list does not contain the names of
every person who has ever bought anything from that Organization, then
these can and must be recompiled from old invoices, old roll books and
other records of buyers. Book buyers, training and processing buyers, all
had names on accounts invoices. By going through these an address list can
be recompiled. Old roll books can be checked for names. Any Org record of
past buyers should be dug up and the names gotten onto the mailing list.
With the new Hubbard Standard Dianetics Course about to be sent to all
Orgs, even lists of old time Dianeticists will be found to be valuable. Dig
out those lists and mail them data on the new "Standard Dianetics", and the
Hubbard Standard Dianetics Course.
An Org's mailing list should never be left idle. A mailing list can be
lost just by never mailing anything to it. Persons move on and their new
address is lost as mail arrived too late to be forwarded. The whole of the
Org's mailing list should receive broad mailings of magazines, hard sell
promotion, fliers and other promotion.
Compiled by
W/O Ken Delderfield
LRH: KD: an.ei.cden LRH Public Aide
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[See also HCO P/Ls 30 July 1970, Registration Breakthrough, Vol. 2 -
301, 1 Dec. 1970 II Clarification-Registration Breakthrough, Vol. 6 - 65, 3
July 1971, New Names to C/F Change, Vol. 6 - 227; 3 July 1971R 13 June
1973, New Names to C/F Change, 18 Sept. 1971, AOLA Division 6 Defined; 26
Nov. 1971 II, Division 6 Public Reg Reinstated, Vol. 6 - 230; 10 Feb. 1972
III, Higher Org New Name to C/F Definitions, 10 Feb. 1972R 12 June 1973,
Higher Org New Name to C/F Definitions; and 3 July 1971 R 13 June 1973, New
Names to C/F Change. ]
289
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JANUARY AD20
Remimeo Public Divisions Franchise
FIELD MAILING LISTS (Cancels HCO PL 29 July 1969 Field Mailing Lists
and amends HCO PL 14 Feb 1967 Book Buyers)
HCO Policy Letter 29 July 1969 is cancelled. Though theoretically
feasible it was found unworkable, for Franchises to send two duplisticker
sets to the Org for the Area and Auditor Magazine each month.
Franchise Holders are required to send their nearest Org a list of
names of those
who have bought something from the Franchise and thereafter monthly
additions and address changes. The category of this list is a "Temporary
Mailing List" per HCO P/L 17 May 1969 (until it becomes a full Dn + Scn
Mailing List).
The Org puts these in addresso, making up plates and keeping them
separate from the rest of the addresso. The names are not included in C/F
until they have bought something from the Org. To this list goes the Area
and Auditor Magazine and any major public events, i.e. Congresses. No
attempt may be made to steal customers away from the Franchise in
promotion. Out gradient promotion must be avoided.
It is the duty of the Org's PES to turn these lists into New Names to
C/F and to enforce the action.
It is a warning that ARC breaks in the past have occurred due to Orgs
backlogging addresses or not having a proper tabbing system, thus out
gradient and/or misrouted promotion occurs. The solution to this is keeping
the names absolutely separate, insisting the Franchises send in changes and
additions regularly once a month and that the lists and names concerned are
properly marked for category when sent to the Org.
HCO Policy Letter 14 Feb AD17 Book Buyers is amended in that Org FSMs
who have sold a book send in the Book Buyer's name and address with details
to the Dir of Clearing for inclusion into C/F but the book buyer names of
Franchise holders are not handled by this procedure as such are handled per
the above section on Franchise lists. The book buyer names that are sent in
by Org FSMs are automatically added to the Org's C/F and are counted as new
names. This qualifies it as an important action for a Dir of Clearing to
get in with his FSMs.
The above policy will ensure good body inflow into Orgs from
Franchises in the field and preserves the book buyer names collected by the
Org's FSMs. It is a new name builder and strengthens the comm lines of an
Org into the field.
Lt. Cmdr. Diana Hubbard CS-6
for
L. RON HUBBARD Founder LRH:DH:ei.rd Copyright (c) 1970 by L. Ron
Hubbard ALL RIGHTS RESERVED
290
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 MARCH 1970
Gen NonRemimeo HCO AS Dir Comm Address Hats Ethics A/Gs
RE: PERSONS WHO ASK OFF MAILING LIST (Amended from ED 1470 INT dated
15 November 1968, by Jane Kember)
When a person writes in to ask for his name to be removed from our
mailing list, he must not simply be deadfiled and reactivated with the next
Amnesty declared.
A person who says or writes in "to stop sending me information or
letters" and
who is threatening legal action if our mailings continue, should be
treated as follows. The addresso plate is put into a separate drawer which
is never activated until the person writes to "put me back on", and also
has clearance to be put back on the list from the nearest Guardian's
Office.
An Amnesty does not put this category back on our list.
Amended and proposed by Natalie Fisher Assistant Guardian ASHO Alix
Olga Thomas Deputy Guardian Policy Knowledge US Robert Thomas Deputy
Guardian US Leif Windle Policy Review Section WW Jane Kember The Guardian
WW for L. RON HUBBARD Founder
LRH:NF.ei.rd Copyright(~) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCOP/L27 May 1972,Legal: Off-Mailing List Requests,
whichgivesan expended handling of ask-offs, and HCO P/L 6 December 1972,
Persons Who Ask Off Mailing Lists, which distinguishes between the ARC
Broken and those threatening legal action, in the 1972 Year Book.]
291
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE HUBBARD
COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 19 FEBRUARY 1960
sthil
VEHICLES
The care and maintenance of vehicles is the responsibility of the
Transport Supervisor (post at present held by Mr. Hemery).
The following regulations should be observed by all who use vehicles
at Saint Hill. Visitors and others who own private vehicles are also
requested to obsene the parking regulations.
Water, oil and tyre pressure should be checked at each petrol fill.
Transport Supervisor keeps a record of servicings and repairs for each
vehicle noting date and mileage. He ensures that servicings are done at the
correct intervals.
Vehicles may only be used with permission of the Transport Supervisor.
Vehicles may not be out of the parking area overnight. They must not
be parked so as to obstruct the passage of roads, paths, or the garage.
When parking, ensure that all other vehicles in the vicinity are free to
move out. The Transport Supervisor. assigns when vehicles may be parked but
may refuse parking privileges to any person or vehicles at his own
discretion without further recourse.
Petrol may not be used for private purposes.
Anyone driving a vehicle should report any breakages, accidents,
knocks, over-heating, suspected defects, however slight to the Transport
Supervisor so that they can be put right at once. Do not drive a vehicle
that is out of adjustment or in imperfect running order.
Purchase orders must be obtained for all expenses incurred.
Vehicles should be kept clean - particularly windscreens, lamps,
number plates. They should be cleaned at least once a week.
Transport Supervisor must ensure that vehicles are properly licensed
and insured. Insurance policies, log books, and insurance certificates are
kept in the Valuable Document Safe.
When driving vehicles, please take full responsibility for them, treat
them carefully and drive with care. See that your driving license is up to
date. Fines and expenses for repairs due to negligence or carelessness may
be charged to the individual responsible.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH: js.cden Copyright(~) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
292
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 NOVEMBER 1964
Sthil Staff only For Comm Officer's HAT Chauffeur's HAT Org Sec's HAT
TRANSPORT ARRANGEMENTS (Effective November 30, 1964) (Cancels all
earlier Policy Letters concerning transport)
All staff, Direction of Transport, materiel and company transportation
is under the direction of the Communications Officer and is part of the
functions of the Communications Unit.
EMERGENCIES
Emergencies usually stem from lack of foresight. When emergency trips
"have to be made" it is usually a confession of some staff member that a
ball has been dropped by him in failing to foresee a need when regular
ordering through usual delivery channels was possible.
The Communications Officer should take careful note of the source of
continuous demands for emergency transport and report the fact to the
Organization Secretary so that better planning can be done in that area.
True emergency transport is medical in nature or is caused by an
action of which no one possibly could have been aware beforehand.
MORNING TRIP
There will be only one "errand trip" to East Grinstead per working day
and this will be a morning trip.
All incidental errands and procurement not available from routine
delivery by tradesmen will be done on this single trip.
A staff member who owns a vehicle will be paid a weekly sum for the
use of the personal vehicle by the staff member in making these morning
trips. They are not to be made by company cars or drivers.
NOON AND EVENING TRIPS
The Communications Officer should make regular arrangements with a
taxi company at a favourable fare rate to have a taxi take staff to lunch
or to East Grinstead around noon, always at the same time, and to pick them
up at a stated place in East Grinstead.
Similar arrangements should be made, from Saint Hill to East
Grinstead, in the evening at 5:40 p.m. (not an earlier departure time) for
passengers and mail.
Company cars may not be used for these trips.
SPECIAL TRIPS
Special Trips may be undertaken, other than those above, only when a
true emergency exists, or when someone must be met at the station for
interview or other reasons (but no such service is given students).
SCHOOL TRIPS
All trips to schools, or lessons of whatever kind, or trips by the
children for social reasons will be done by taxi, and no company vehicle
may be used.
Such arrangements, as all transport arrangements, are cared for by the
Communications Officer, or through the Communications Officer.
BUTLER AUTHORITY In the absence of the Communications Officer, taxis
for the above purposes only, 293
may be ordered by the butler. But all such orderings in detail must be
given to the Communications Officer.
TRANSPORT LOGGING
All taxi hirings must be logged by the Communications Officer, giving
the time of the trip, the points it was between and the name of the company
and person ordering when not the Communications Officer.
ACCOUNTS No Purchase Order is required for a taxi hiring. But it must
be logged as above.
Each month accounts must verify all taxi bills, comparing them to the
log. Any unauthorized hirings by a staff member are to be deducted from
that person's wage.
GARAGE
The garage and its equipment are the personal property of the
Executive Director.
No service may be given students or staff by the garage.
No garage space or equipment may be loaned to staff or the company.
CHAUFFEUR
The Chauffeur is not in charge of company transport or transportation.
The Chauffeur is the Executive Director's Chauffeur. He has charge of
the garage, the garage equipment and the personal cars of the Executive
Director.
The chauffeur does not arrange transport, trips or carry out company
or staff errands.
The chauffeur may not use the Executive Director's vehicles for the
chauffeur's own transport to and from work or for personal reasons.
PETROL BILLS
All petrol and garage bills require a purchase order from the
Executive Director only.
All invoices for petrol, oil or service with the purchase order
designating them must be given over to Accounts for payment. Any
discrepancy between amount billed by a service station and the amounts
shown on invoices accompanied by purchase orders will be deducted from the
chauffeur's wage, including missing invoices.
PARKING SPACES
The assignments for parking and regulations for parking and traffic
are under the Head Gardener and nothing in this policy letter alters that
fact.
Taxi and student traffic are routed by the Head Gardener. He may fine
or close the main gate or otherwise regulate violations of traffic rules.
In all other company transport matters, the Communications Officer is
in charge.
L. RON HUBBARD
LRH:jw.pm.cden Copyright (c) 1964 by L. Ron Hubbard ALL RIGHTS
RESERVED
294
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1962
Sthil
CAR WASHING (Post conspicuously in Garage)
As all cars at Saint Hill have to date had their finishes injured
severely by improper washing and polishing, the following steps only are to
be taken in cleaning cars:
Cars should be parked in garage so as to allow easy opening of door on
the driver's side. This permits easy entrance, dusting out, and prevents
banging up of doors on garage wall.
Do not get in cars with greasy overalls, shoes or hands. Use seat,
floor and wheel covers.
CLEANING MATERIALS
Keep all cleaning materials, seat covers, buckets, brushes, spray
nozzles, in a cabinet in the open garage area. Always replace after use.
Put up a cloth drying line in same area.
The following cleaning materials should be procured and used.
1. Hose
2. Nozzle Spray.
3. Two dozen soft cloths.
4. A large, soft, bristle brush for exterior.
5. A long, stiff bristle brush for under fenders.
6. A Whisk Broom for Interiors.
7. Three Turkey Feather Dusters.
8. Clothes cleaning fluid.
9. A plastic bucket (8 quarts or larger).
10. A box of Tide.
11. Cans of Simoniz Liquid Cleaner (but no other Simoniz product).
12. Cans of Johnson's Car Plate.
13. A pile of newspapers.
14. A spray can of window cleaner.
CAR DUSTY ONLY
Do NOT wipe with a rag as this scores the paint.
Sweep car out, dust interior with a clean rag.
Dust with a Turkey feather duster until no dust is apparent on
surface.
Wipe interior out (seats, sills, panel) with a clean soft rag.
This is all that is required. Do not remove car from garage.
295
CAR DIRTY
1. Put car on ramp outside. Do not wipe.
2. Hose all mud and dirt off car using a spray nozzle and hose and a
soft brush. Use a special brush for under fenders.
3. Using a clean damp cloth, apply liquid car cleaner to entire car
exterior and chrome, including hub caps. Let it dry to brown white. To put
on and wipe off use long straight strokes, no circular rubbing.
4. When liquid car cleaner dry, wipe it off with a clean soft cloth,
leaving no residue of the cleaner. Wipe off hub caps. Make sure no residue
is left.
5. Take a clean dry cloth and apply Car Plate with long, straight
strokes. Cover entire car including chrome. Do not scrub it on, just wipe
it on. Let it dry.
6. With a clean soft cloth wipe off Car Plate. Do not attempt to
polish. Car will be brilliant and dust will whisk off it with a feather
duster.
7. Put all rags in a bucket. Use detergent such as Tide. Wash and hang
up on a line in garage.
DO NOT USE GREASY OR DIRTY RAGS. USE OTHER RAGS FOR OIL AND KEEP THEM
SEPARATE.
WINDSHIELDS AND GLASS
Dust windows off with Turkey Duster.
Wet a newspaper and wipe off windows, getting all dirt.
Take dry newspaper and polish windows.
Don't go over windows with a cleaning rag and never with an oil rag.
Keep rags and cloths and wax and cleaners off windows or they will
steam and fog up in damp weather.
INTERIORS
Use Carpet cleaners on floor carpets as per regular directions on
their packages just as in the house.
Use leather cleaners on leather seats.
Be careful of smelly leather cleaners. A white, soft cream is best.
Use a rag with clothes cleaning fluid on it to wipe off steering
wheels, etc., interior.
TAR
Remove any tar on the car with a rag and cleaning fluid.
DO NOT USE SOLID CLEANERS OF ANY KIND ON A CAR. USE NO ABRASIVE
CLEANERS.
DO NOT WAX CARS WITH SOLID WAX.
DUST is the main reason finishes and windows get ruined. Wiping a
dusty surface with a dry cloth can ruin a car's paint or windows.
Abrasive Cleaners and solid wax spoil a car's paint within a year or
two.
L. RON HUBBARD
LRH:dr.rd Copyright (c) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
296
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1967
Remimeo HCO Exec Sec Hat Org Exec Sec Hat HCO Area Sec Hat Dept of
Inspections & Rpts Hats
HCO DIVISION, DEPARTMENT OF INSPECTIONS AND REPORTS
In accordance with HCO Policy Letter of February 28, 1966 entitled,
"Danger Condition Data, Why Organizations Stay Small", the following sets
out the Sections and Units of the Department of Inspections and Reports.
All Organization Boards are to be posted in accordance with this line-
up.
DEPARTMENT OF INSPECTIONS AND REPORTS
Director of Inspections & Reports INSPECTIONS SECTION Inspections
Officer INSPECTOR UNIT
Inspector In-charge Statistics Verification Inspector Projects
Inspector Things That Shouldn't Be Inspector
CONDITIONS ENFORCEMENT UNIT
Conditions Enforcer
SECURITY UNIT
Security In-charge Security Checkers Watchman Guards & Forces
PROMOTIONAL ACTIONS INSPECTIONS UNIT
Promotional Actions Inspector
REPORTS SECTION Reports Officer OIC UNIT
OIC In-charge Statistic Collection Clerk OIC Graphs Clerk OIC
Distributing Clerk
TIME MACHINE UNIT
Time Machine Clerk
REPORTS FILE UNIT
Reports File Clerk
297
ETHICS SECTION Ethics Officer ETHICS ADMIN UNIT Ethics Interview
Offcer Ethics Offences Sorting Clerk Ethics Actions by Conditions Sorting
Clerk Ethics Interrogatory Clerk Ethics Orders Preparations Clerk PUBLIC
ETHICS UNIT Public Ethics Officer Public Ethics Interview Officer Public
Ethics Offences Sorting Clerk Public Ethics Interrogatory Clerk Public
Ethics Orders Preparation Clerk PTS & SUPPRESSIVE INVESTIGATIONS UNIT PTS &
Suppressive Investigations In-charge Investigators Evidence Collection
Clerk ETHICS FILES UNIT Ethics Files In-charge Public Ethics Files Clerk
Staff Ethics Files Clerk Dead Files Clerk ORG RUDIMENTS SECTION Org
Rudiments Clerk LEGAL SECTION Legal In-charge Corporation & Board Book
Clerk Passport Clerk Work Permit Clerk Valuable Documents Clerk Solicitor
Liaison
Note that as per HCO Policy Letter of 6 October 1967, an org of more
than 100 staff members has a Public Ethics Officer and Ethics Interview
Officer.
Mary Sue Hubbard The Guardian WW for
L. RON HUBBARD Founder
LRH:jp.rd Copyright Q) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
298
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 SEPTEMBER 1965
Remimeo
HCO Division Dept of Inspection and Reports
INSPECTION OFFICER
The duty of the Inspection Officer is to inspect the status of various
projects and orders and to report this to the Secretary of the Division
concerned.
The Inspection Officer does not issue orders or instructions to staff.
In reporting the status of projects and orders the Inspection Officer
does not send a carbon to the personnel concerned but sends a carbon of his
report to the Secretary concerned.
These reports are forwarded through the Director of Inspection and
Reports, the HCO Area Sec and the HCO Exec Sec. then to the Secretary
concerned.
Copies of all Inspections made are filed by the Inspection Officer in
the Org Personnel File of the personnel concerned.
Therefore all Inspection Reports are in triplicate, Original and one
copy on the route noted above, one copy to the Org Personnel File of the
person concerned.
All Ethics chits originated because of non-compliance and alter-is on
projects or orders are filed by the Secretary concerned, not by the
Inspection Officer.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Excerpted from HCO P/L 4 September 1965. A complete copy appears on
page 148.]
299
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1965
Sthil Staff Post Staff Board
INSPECTIONS
On Friday of each week (except on holidays when the nearest convenient
day will be substituted without missing an inspection) THE ORGANIZATION
SECRETARY and the HCO Area Secretary will inspect all areas and departments
of Saint Hill.
The following are the inspection areas in order of sequence.
Inspection is to begin at 9.30 a.m.
Basement of Manor. Garages and cars.
First floor of Manor. Gardeners' Sheds.
Nursery. Lot 4 and Wood.
Servants' Rooms. Lots 1, 2 and 3, Tennis Courts and Buildings.
Courtyard Area and buildings. North Line.
Canteen. Manor Gardens.
Hall. East Park.
Pavilion. Park.
Chapel. Pond and Stream.
Boiler Rooms (Course). Lake.
Course Baths and W.C.s. Roads.
The Organization Secretary is to add to the above all units and
departments in the sequence of the physical areas above.
The Organization Secretary is to be accompanied in each area by the
person most responsible for that area and by the HCO Area Secretary.
The Organization Secretary will grade each area on a basis of 100% as
to (a) Effective Work Done in past week, (b) Condition of Equipment and
Supplies, (c) Lack of damage, and (d) Cleanliness.
The HCO Area Secretary will write down or have a steno with him to
write down during the progress of the inspection any orders or grades or
notes given by the Organization Secretary and will add to this Inspection
Record any of his own comments.
At the end of the inspection the Inspection Record will be typed and a
copy posted by the following Monday on the staff board. The original hand-
written and typed copies will be kept in a book in the Comm Office.
Personnel promotions and pay rises or demotions and reductions, staff
transfers and dismissals will be based on these visual inspections and the
week to week record of their grades, but modified by income and
disbursement reports where these apply also. A consistent grade of 100%
over a period of three months must result in a suitable reward for the
person in charge. A consistent grade of 50% or less over a period of six
weeks must result in demotion, or transfer or dismissal for the person in
charge of the department or unit.
An additional mimeographed form called the Inspection Grade Sheet,
made up by the Organization Secretary from the above list but to which all
departments and units are added must be made up from the Inspection Record
with the (a), (b), (c), (d) columns after each and the grades entered for
the week. The original of this is forwarded to the Acting Executive
Director by the following Tuesday after the inspection and thence to the
Board. A copy is posted on the Staff Board along with the Inspection
Record. A second copy is enclosed in the Inspection Record Book. The
original and both copies of the Inspection Grade Sheet must be signed by
both the Organization Secretary and the HCO Area Secretary.
LRH:jw.rd L. RON HUBBARD
Copyright Q) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
300
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 MAY 1965 Issue II
Remimeo Exec Hats Comm Hats D Insp & Rpts Hats
ORDER BOARD AND TIME MACHINE
Executives must have and use an "Order Board".
In Scientology if it is not written it is not true. That's a major
policy.
It applies to all.
Every order an Executive issues must be in writing.
He does this on a Clip Board. There is a sheaf of paper on it of his
Division's colour. It has a sheet of pencil carbon and a ball-point slipped
through the top of the clip. It can have a hook on the back to slip on a
belt for persons walking about. This is the Order Board.
Even when one gives a verbal order it is also written down.
The executive keeps no copies of his orders. This is done by the
Department of Inspection and Reports.
The original is handed to the person being ordered. The other is sent
to the Inspection section of the Department of Inspection and Reports. If
one is away from his Comm station, the carbons are left on the Order Board
until one returns, when the copies are all sent to Inspection.
COMMUNICATOR ACTION
The carbon of an order is sent to Inspection because it is obviously a
carbon copy and an order. It is not otherwise designated.
An original sent through the Comm Lines is obviously an original order
as it is not a carbon. It is simply delivered to the addressee's basket.
JUNIOR'S ACTION
The person receiving the order does it, says he has (or couldn't) on
the original order he received and sends it TO INSPECTION. However, even if
he: sends it to his issuing superior the Communicator sends it to
Inspection only.
INSPECTION ACTION
Inspection has a Time Machine. This is a series of baskets advanced
one basket every morning.
A carbon of an order is placed in today's basket.
When the original comes in, the carbon is dug out of the basket (by
date and colour flash) and original and carbon are clipped together and
routed to the issuing executive.
301
Orders not complied with in one week of course fall off the Time
Machine by appearing in the basket being emptied today. (It was filled one
week ago and advanced once each day.)
A copy is made of the order and it is sent to Ethics for filing in the
staff member's Ethics folder and counts as a report against the staff
member.
The carbon is returned to issuing Executive to show his order has not
been complied with, so that he can handle the situation. No report from the
executive is required in this instance as a copy is already in Ethics.
The executive should investigate or ask Ethics to do so if the matter
is of considerable importance.
If an original is returned to Inspection which has no carbon, it is
copied and held and the copy is sent to the Executive with a "Sir, there is
a lost carbon of your order. Did you fail to turn one in?" This disciplines
a forgetful executive. When Inspection receives the answer it attaches the
original to it and sends it back to the executive.
VERBAL ORDER
A junior may report a verbal order to Ethics as it places his
statistics and job in danger by leaving it open to have it said the order
was otherwise.
PROJECT ORDER
If something requires more than two weeks to do it is a project and
cannot be ordered without clearance from the Office of LRH Design and
Planning Authority section. If a project has been okayed it has a number
and its number must be put on the order as Project Number - .
Inspections file projects in their own files. This is also Time
Machined by one month's emptying of a file drawer or one year's emptying of
a file drawer. Projects run only for one month or one year and must be
routinely inspected by Inspections which then reports to the Office of LRH
with any progress or lack of it.
URGENT ORDERS
Orders marked Urgent by an Executive are entered into a one day time
machine and handled in one day as described above for one week.
L. RON HUBBARD
LRH:mh.cden Copyright(~) 1965 by L Ron Hubbard ALL RIGHTS RESERVED
302
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 AUGUST 1965
Remimeo All Staff Hats Inspection Of ricer
THINGS THAT SHOULDN'T BE
If you see something going on in the org or incorrect that you don't
like, and yet do not wish to turn in an Ethics chit, or indeed don't know
who to report, WRITE A DESPATCH TO THE INSPECTION OFFICER.
Tell him what you have noticed and give him what data you can.
The Inspection Offcer will then investigate it and make a report to
the right executives or turn in an Ethics chit on the offending persons
himself.
Don't just netter if there's something you don't like.
Tell the Inspection Officer. Then something can be done about it.
L. RON HUBBARD LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 AUGUST 1965
Sthil Staff Students Preclears
HOUSING STAFF, STUDENTS, PRECLEARS
Any staff member, student or preclear living in rented quarters is to
be held responsible for leaving the quarters in as good condition as he
found them. This of course doesn't include normal wear and tear.
If a claim is presented by a landlord, and the Scientologist feels it
is unjust it is a matter for the Inspection Officer to inspect and decide.
If the Scientologist is found to be at fault, the non-payment of such
damages will become an Ethics matter. The intention is that justice be
given both the Scientologist and the property owner. Therefore damages may
be awarded a property owner, but should be in proportion to the actual
damages done.
There are many Scientologists living in East Grinstead and with the
course expanding, there will be a lot more in the future. Housing is
limited already. There is no need to further this condition by creating bad
will with the local property owners. This Policy is in keeping with our
Scientology justice codes.
L. RON HUBBARD LRH:ml.rd Copyright (I) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
303
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1965
Gen Non-Remimeo
CLEANLINESS AND TIDINESS OF PREMISES
It is important to maintain our image before the public and to present
clean and tidy quarters for the benefit of the public, staff and students.
In order to achieve this, if the Inspection Officer, when doing his
regular Friday inspection of the grounds and premises, finds cases of
untidy or dirty offices and grounds, he is required to do the following:
1. File an Ethics chit on the person or section concerned.
2. Inform the Secretary concerned with a full report and put a copy on
the time machine.
3. If the same offence is committed two weeks running, file an Ethics
chit on the person or section concerned.
4. Report the names of the offenders and the nature of the offence to
Ethics Officer for him or her to take whatever Ethics action is deemed
necessary in order to get the job done and the orders complied with.
5. When posting up the results of the inspection on the staff notice
board, also post up a list of chits filed and the reason for them.
6. A second offence chit should be clearly marked and should also be
posted as "Second Offence Chit".
7. The Inspection Officer should also inspect that the orders have
been carried out and doesn't just take "Done" as being a compliance but
should check by actual observation.
So let's keep clean and tidy premises to work in and enjoy and spend
our time in getting the show on the road.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
304
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 NOVEMBER 1966 Issue II
Remimeo
STATISTIC INTERPRETATION ESTATE STATISTIC The Estate Statistic to be
meaningful at all must be properly inspected.
Whenever you see a long horizontal line in an Estate Statistic of
useful space you know there is either no inspection, improper inspection or
"friendly" inspection.
An Estate Statistic is NOT done by subtracting square footage from a
known amount.
It is done by inspecting for a clean, well ordered working or grounds
area and putting that down on a paper. When all such areas are found the
result is added up and that's the statistic.
A "useful space" is one that promotes the org, may be used by the org,
is heated or cooled properly, equipped for its purpose, clean, orderly and
serviceable. It may only be scenic but it is still "useful space".
Such statistics should be in square paces, not square feet or yards.
For one can always pace one off. A pace is about 30 inches. One simply
walks them off in a normal, not exaggerated, stride. An area table inside
and outside is easily developed simply by the Inspection Officer pacing
what's in perfect order. Gradually it may all be useful but until then he
only measures what passes and makes a table of areas from his inspections.
If the Inspection Officer finds any litter, dirt or unworkable
fittings or anything else that mars the appearance or usefulness of an
area, he does not put it down on his list.
One scrap of paper on a lawn is enough to wipe out that entire area as
a statistic. One faulty drain finishes the statistic. An overheated or
underheated room - anything and the area is out. If the room or area is not
of a high standard obvious to the most critical public, the Inspection
Officer ignores it as a statistic.
Only in this way are Estate Statistics meaningful.
It does not matter whose fault it is or that no PO can be gotten or
the org can't afford to put it right. That is not the problem of the
Inspection Officer. If any detail would be objected to by a critical
public, the whole area is out. It is not considered useful space from a
viewpoint of promotion.
In this way someone reading the statistic has an idea of the
efficiency and activity of cleaners, construction, maintenance and general
repair and the state of finance and income of an org.
If you see a horizontal line as the Estate Statistic, you know the
Dept of I & R is not on the job and Estate probably isn't either.
Let's put our orgs in condition to attract the public and hold a high
standard.
LRH:jp.pm.rd L. RON HUBBARD
Copyright (I) 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
305
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 1 DECEMBER 1961
CenOCon
ORGANIZATION RUDIMENTS (Include: Duties of the HCO Area Sec.)
The handling of a Central Org begins with simplicity and ends with
complexity from additives none know about but the adders or omissions none
ever noticed were now gone.
For some time, I have been advocating that you get one piece of
organizational data in before you do another. This has been a very
rewarding action. Orgs have become better off at once by doing this.
Therefore, let's call it 'Rudiments of an Org' and have the HCO Area
Sec get them in one at a time all the while the Assn Sec is keeping things
running.
While orgs are not cases, they sometimes act aberrated. This is never
from unwilling staff in my opinion. It is always from uninformed staff,
untrained staff, disorganized staff.
Therefore, to make an organization whizz, while keeping it running,
you don't try to get everything straight at once. You get in one simple
thing. Then you get in another.
An org is composed of two factors. These are Technical and
Administration. These must never get out of balance, in either personnel
numbers or programmes. Therefore when getting in Org Rudiments, you always
get one in in Tech and one in in Admin at the same time.
Do rudiments in order. Get one in before going on to the next.
RUDIMENT 1
ADMIN: Be sure organization is properly registered and in proper legal
relationship to HCO WW. Be sure key posts are covered even if doubled. Make
sure there is an Association Secretary on post doing Assn Sec work of
running org, a Registrar, a Letter Registrar, somebody on PE, somebody on
Accts, somebody receiving and mailing the mail, somebody answering 'phone,
somebody selling books, and that the persons on these posts are doing these
jobs.
Do up the org board properly and truly.
Make sure that quarters exist adequate to need, that bank accounts
exist in proper order and that records of income and disbursement are being
kept.
Be sure the standard unit system is in force without large sums going
out on fixed pay or unjust favouritisms.
TECH: Be sure that there is an Academy in the hands of a person who
knows his Scientology and that there is an HGC in the hands of somebody who
can crack cases and that staff auditors exist who can audit.
The extent of action of this rudiment is to get basic legal, basic
posts, basic quarters entirely covered, a condition which may deteriorate
at other times than at an org's beginning. So cover all these points by
careful review each time this Rudiment is done.
Incidentally, make sure there are no new departments or posts which
are contrary to the six department system.
RUDIMENT 2
ADMIN: Get the personnel busy. We don't care at what, but really rip
up people who stand around talking and who burn up the staff's units with
no production.
Get staff meeting reorganized and going.
306
Hold a staff meeting, explain unit system and how nobody can afford
idle hands. The way to raise the unit is to get busy. New wild ideas won't
work. It's getting busy on the existing ideas that raise the unit. The org
makes as much as it can deliver service and no more. Find out who thinks
they are overworked and underpaid and find out what they've done on their
jobs the past week.
Raise a storm and get people busy.
TECH: Get the Instructors training and the Auditors auditing. We don't
care how at this stage. Just get them busy doing technical actions flat
out. We don't care how, but get pcs being audited so they're better and
students trained so they can audit.
RUDIMENT 3
ADMIN: Get the Current Policy Letter on the Six Department system
brought to date and then hat checked on everybody including all executive,
admin and tech staff and the janitor. Get everyone to pass it from Assn Sec
to cat on all departments until every person knows the functions and
actions of all departments. Then they see what's supposed to be happening.
TECH: Get all trained Scientologists checked over on operating an E-
Meter until there isn't anybody present who hasn't passed E-Meter
Essentials 100% perfect and can actually run a pc on a Meter without goofs
of any kind.
RUDIMENT 4
ADMIN: Check out the Letter Registrar and all address and mailing
personnel on their jobs, making up any nonexistent hats from old files and
get all the addresses you can that would mean anything into action and get
them personally getting written to as a steady high volume programme.
TECH: Get all Scientologists into line on Security Checking until they
never goof a withhold on anyone.
RUDIMENT 5
ADMIN: Get the Registrar and Reception Hats made up and checked out
and the body lines of students and pcs really straight and working.
TECH: Get D of T and all Instructors Hat Checked on the latest Academy
rundowns and make sure the Academy is running to train students, not to
burn time. Get Academy 8C tough and sharp and training pressure up. When
the students' tongues are hanging out and their foreheads bead with sweat
and they're really learning, this rud is in.
RUDIMENT 6
ADMIN: Get Accounts Hats on and Collection straightened up and to
date.
TECH: Hat Check Assn Sec and D of P on all allowed processes and
technical hats and rundown, and get them functioning on them.
RUDIMENT 7
ADMIN: Security Check all personnel, regardless of whether they've
been checked before. Form 7.
TECH: Security Check all personnel, regardless of whether they've been
checked before. Form 7.
RUDIMENT 8
ADMIN: Get Dir Mat Hat assembled and checked and get building(s)
clean, his personnel straightened out and odd jobs unfinished ended or re-
started. Check up on any new quarters or plans and status of buildings re
mortgages, etc.
TECH: Get Staff Clearing Programme in hand and staff staff auditors
well hatted and operating and review staff cases with D of P to be sure of
progress. Check, by this progress, that no patty cake tacit consent is
occurring in view of fact execs choose their own auditors.
307
RUDIMENT 9
ADMIN: Get magazine in hand and outflowing to all available lists, on
schedule, straighten up such lists and improve means to acquire more names.
Check over Comm Centres and see that all persons in org have proper
comm baskets. Check up on HCO Hats and Comm system.
Get report lines to HCO WW straightened up.
TECH: Get all staff auditors and instructors Hat Checked on all Tech
bulletins that apply to their jobs.
RUDIMENT 10
ADMIN: Get PE Dir and Instructors Hat Checked on PE Admin, schedules,
advertising, etc.
TECH: Get PE Comm Course and Co-Audit running on best current rundown
and these instructors Hat Checked on technical material as it applies to
their actions.
RUDIMENT 1 1
ADMIN: Get Assn Sec Hat Checked on all applicable policy, his comm
system, quarters and lines straight, get any personal personnel he has Hat
Checked. Get his O.I.C. board going or up to date and gone over with him.
Check up on Org legal matters and position.
Check up Org personnel procurement and records.
TECH: Get Extension Course Director Hat Checked on his or her post,
books and answers and his or her technical accuracy of reply to Extension
Course students checked.
RUDIMENT 12
ADMIN: Get book sales going in reception and through mails, book
supplies adjusted and planned out.
TECH: Get all Scientologists on staff checked over on where they stand
in classification. Get them working toward or examined for next
classification or reviewing developments in their current classification.
Go over their needed items on their own classification check lists with
them to get them to studying.
RUDIMENT 13
ADMIN: Go over CF thoroughly and get it in hand and CF in charge Hat
Checked. Check over and get straight Memberships and Certification. Check
up on HCO Board of Review.
TECH: Go over HGC or PE testing or both and Hat Check all personnel
and review their body traffic lines and testing records.
RUDIMENT 14
ADMIN: Go over Accts Disbursement system and Hat Check personnel and
review Policy Letters with them and inspect accounts. Check up on HCO
Accounts and percentages to HCO WW.
TECH: Step in on HGC Admin and interview HGC pcs to establish their
attitude toward HGC so any faults can be corrected in Technical service.
RUDIMENT 15
ADMIN: Arrange Open Evenings, future Congresses and special courses.
Hat Check all additional personnel and units not reached in these
rudiments and get their hats and jobs in order.
TECH. Interview Academy students to see that they are actually
learning something
308
worth while. Examine two or three at random, talk to many. Try to
shorten up their length of time on course and extend their knowledge,
reversing any tendency to lengthen time on course and shorten knowledge.
RUDIMENT 16
ADMIN: Straighten out Ad Comm, read to it the paper creating Ad Comms,
get it effective in advising. Straighten out any misconceptions of its
position or abuse of its functions.
TECH: Hold several nightly meetings of all Scientologists in Org and
straighten up any difficulty they may be having with current rundown.
Answer their questions by referral to HCO Bs or tapes. Set up routine study
of materials.
RUDIMENT 17
ADMIN: Get HCO B and Pol Ltr files up to date. Be sure tapes are
available where needed and tape library well cared for. Examine Field
Auditor relations with Org and take up their correspondence with Assn Sec
and straighten out any difficulties with them.
Check up on any Special Programmes.
Check up on Ethics Problems.
TECH: Look over quality of auditing in field and attempt to get weak
spots retreaded at Academy or audited at HGC. Enforce policies on uses of
processes.
From here on review the Org as a whole for a week or two, not more.
Then do all rudiments again, checking on them in the above sequence,
finding if they're out and in the above sequence getting them in.
If all these rudiments stay in, a Central Org (or a City Office) will
prosper.
It may take 34 weeks to get them all in the first time, 20 weeks the
second time, 10 weeks the third time, etc. until they can be done easily in
a month.
Naturally, all this time personnel is coming and going and
transferring and one has to get them on the job when they get on the job.
But all this is routine Org running and has nothing to do with rudiments.
One has one's job and the Org is the Org and then there are Rudiments to
get in. And, as in any session, if they do go out by reason of transferred
personnel or ineffectiveness, the thing to do is get them in in an orderly
sequence, not drive the whole Org mad with a turmoil of doing it all at
once. Rudiments will go in. And units will come up by that reason alone.
BUT don't ever leave a Rudiment until it's IN. That's good auditing
and good organization.
And each time you get a Rud in write me a short despatch saying how it
was and is.
I strongly advocate this programme. These are exactly the things I
would do if I were right there daily. And you'd see things hum. So my
secretary on the ground can do it for me. It would be a real help. And if
continued and kept on with over and over, how could you lose?
L. RON HUBBARD
LRH:esc.cden Copyright (I) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
[This Policy Letter was revised on I April 1973 bringing it into line
with the 1973 Org Board and adding some additional rudiments. In the 1973
Year Book. I
309
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1961 HCO Secs
Organization HCO Area Sec -
RUDIMENT CHECK SHEET FOR ORGS (For use with HCO Pol Ltr of 11 December
1961) (Put in dates on lines that items were completed)
RUDIMENT 1 HCO Standing Orders in effect Basic Legal Current Legal
Basic Posts Covered Org Board to Date Quarters Exist Bank Accounts
Regularized Unit System Exists Unit Pay Just Skilled D of P Skilled D of T
No Irregular Depts or Posts RUDIMENT IN
RUDIMENT 2 PERSONNEL BUSY Staff Meeting Organized Staff Meeting Held
Unit System Existing Ideas Overworked Underpaid Instructors Instructing
Auditors Auditing PCs Getting Wins Students Learning RUDIMENT IN
RUDIMENT 3
Six Dept System Hat Checked E-Metering Quality RUDIMENT IN
RUDIMENT 4
Letter Registrar Hat Address Hats Mailing Hats Typing Hats Sec Check
Quality
RUDIMENT IN
RUDIMENT 5
Registrar Hat Reception Hat Body Lines Students Body Lines PCs D of T
Acad Rundown Hat Check Instructors Acad Rundown Hat Check Students getting
Trained Fast RUDIMENT IN
RUDIMENT 6
Accounts Hats Checked Collections In Order Collections Up to Date Assn
Sec Tech Hat Check D of P Tech Hat Check RUDIMENT IN
RUDIMENT 7
Sec Check All Admin Personnel Sec Check All Tech Personnel RUDIMENT IN
RUDIMENT
Dir Mat Hat Assembled Dir Mat Hat Checked Building(s) Clean Mat
Personnel Odd Jobs Future Quarters Mortgages Staff Clearing Programme Going
Staff Staff Auditors Hatted Rev Staff Cases Exec Influence over Staff Staff
Auditors RUDIMENT IN
RUDIMENT 9
Magazine in Hand Outflowing to Lists State of Lists Provisions for New
Names Comm Centres
Proper Basket Stations Hat Check HCO
HCO Comm System
Rpts to HCO WW Regularized
Staff Auditors & Staff Staff Auditors Hat Checked on Tech Bulletins
Instructors Hat Checked on Tech Bulletins
RUDIMENT IN
RUDIMENT 10
PE Dir and Instructors and Reception Hat Checked on PE Admin PE Ads
PE Schedules
PE Course Instructor Tech Check
PE Comm Course Instructor Tech Check
PE Co-Audit Instructor
Tech Check _ _
RUDIMENT TN
RUDIMENT 1 1
Assn Sec Hat Check on
Pol Ltrs
Assn Sec Comm System
Assn Sec Quarters
Assn Sec Lines
Assn Sec Pers Hat
Checked._
OIC Board
OIC Bd Analyzed
Org Legal
Pers Procurement
Pers Records
Ext Course Dir Hat
Checked
Ext Course Inspected
RUDIMENT IN
RUDIMENT 12
Book Sales Reception
Book Sales Mail
Book Supplies Adjusted Classification Check
Review of Items RUDIMENT IN
312
RUDIMENT 13 CF in Chg Hat Checked CF Straight Memberships
Certification Bd of Review
Testing Reviewed _ _ -
Testing Hat Check
Body Lines of Testing _ _
Testing Records
RUDIMENT IN - -
RUDIMENT 14 Accts Dish System Hat Check Pers Inspect Accts HCO Accts
Percentages to HCO WW HGC PCs RUDIMENT IN
RUDIMENT 1 5 Open Evenings Future Congresses Special Courses
Additional Hat Checks Additional Jobs Interview Acad Students Examine
Students RUDIMENT IN
RUDIMENT 16
Ad Comm Tech Meetings All Org Scientologists RUDIMENT IN
RUDIMENT 17
HCOB Files Pol Ltr Files
Tapes 1 apes Field Auditor Relations Special Programmes Ethics
Problems Field Auditing Quality Retread Programme Use of Processes RUDIMENT
IN
LRH:esc.rd L. RON HUBBARD
Copyright (c) 1961 1
by L. Ron Hubbard
ALL RIGHTS RESERVED
313
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JANUARY 1962
Every HCO Area Secretary Mail Direct
ORG RUDIMENT REPORTS TO ME
I expect every HCO Area Secretary to report to me directly and
continuously regarding Org Rudiments as contained in that policy letter.
The greatest service that can be done by an HCO Area Sec is getting
the Org rudiments in, one after the other as described in that policy
letter.
Do not hang fire on one rudiment. Get it in as well as you can and go
on to the next.
You cannot straighten up an org on all rudiments at once. You will
miss points and have the org in a continuous confusion. Just abide by that
policy letter and get them in one at a time.
Your report should be written to me personally each time you have
gotten a rudiment in as well as you can, giving me what you found out and
what you got in
These reports will be kept on a board by me as a constant tally on how
you are getting along.
L. RON HUBBARD
LRH: sf.cden Copyright(~) 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
314
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1965 Issue II
Remimeo
HCO Division ORG RUDIMENTS SECTION
The HCO Division of every org must establish in Dept 3, Department of
Inspection and Reports, an Org Rudiments section.
The section is headed by an officer. This person is called the Org
Rudiments Officer.
This section's actions are senior to those of the Inspection Officer
and if any choice exists the post of Inspection Officer may be left if both
it and the Org Rudiments Officer post cannot both be filled. In a very
small org it is a duty of the HCO Area Sec and in the absence of an Org
Ruds Officer is a duty of the HCO Area Sec.
ORG RUDS ACTION
The Org Rudiments Officer ceaselessly gets in the Org Rudiments as
issued in the past and revised from time to time.
These Org Rudiments are gotten in without regard to Divisions or
Departments and are applied as a broad action.
ORG RUD REPORT
What Rudiment the Org Rudiments Officer last completed is made part of
the Weekly Cable (or statistic report at Saint Hill) along with OIC data.
This is added as the last notation in the cable as RUD (number). This
would be RUD 3 or RUD 12. It implies that the next number is being worked
on and that the number given is completed.
ROTATION
When the last Org Rudiment on the list of Org Rudiments is completed
one begins on Org Rud Number 1 again.
RAPIDITY
Org Ruds are done with some rapidity. Doing them through the list
several times is superior to doing one or two in six months.
One does not do them superficially. One does them as well as he or she
can and then goes on.
WRITTEN REPORT
Each Rudiment done is the subject of a written report.
This report gives the essential data only. Its form is:
To AdCouncil To Saint Hill
To Files
date
ORG RUDIMENT REPORT
NUMBER of Org Rudiment When started When completed
315
Conditions found
Actions taken
Persons Commended
Persons Not Commended
Items to be reviewed next time around
Attested as a correct and factual report
(Signed) Org Rudiments Officer
(Signed as OK) HCO Area Sec
The report is on goldenrod (HCO flash colour paper).
Three copies are made. The first copy is to the AdCouncil. The second
is to Saint Hill Org Ruds Section. The third is to the local Org Rud Files.
This report passes independent of all AdComms to the local AdCouncil
along with the OIC charts.
The Saint Hill copy passes straight to Saint Hill and is not routed
via local AdComms or the local AdCouncil.
It is a crime to halt or alter an Org Rud Report in passage or to
obstruct an Org Rudiments Officer in the execution of his or her duties.
The last list of Org Ruds issued prior to this policy letter date was
11 Dec 61 one copy of which is appended for each org.
L. RON HUBBARD
LRH:ml.rd Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
316
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 11 AUGUST 1960 Re-
issued from Sthil
Assn Secs HCO Secs
ORGANIZATION INFORMATION CENTRE
I have recently developed a means which should increase income at
least double in any Central Organization if applied.
This is the Organization Information Centre (or Center). It is
mandatory in any organization which has more than 15 on staff.
This is a precise drill. It is not in any way related to giving the
public or the staff information. It is devoted entirely to furnishing the
Assn Sec and HCO Sec with data concerning the Org.
Organizations have slumps. These slumps stem directly from Org Dept
failures. If these small slips are noticed in ample time, the organization
cannot have a slump.
An Assn Sec's reaction on receiving data on this has already been to
say he was keeping check by graphs and inferred he didn't need it. So
please understand at the outset that this is not a clumsy graph system but
a species of mechanical brain that keeps continuous check upon and corrects
small bogs of its own accord. It forecasts emergencies. Mary Sue points out
that this must have come from the Combat Information Center of World War II
of which I had told her, by which swarms of fighter planes, bombers or
landing craft could be individually directed with great ease. The present
idea has another source but a wartime CIC is a good comparison.
The immediate business ancestor is a clumsy graph, usually a few
months behind, hastily brought to date for board meetings. This idea,
expanded as I expanded CICs to handle amphibious landing craft, gives us a
complete picture, a timely forecast and eventually, solutions to the
problems of running a multi-department organization.
The secretary of the Assn Sec keeps the board, posting it every
Tuesday before Ad Comm meeting so that the Assn Sec is alerted to the
complete state of the organization before the meeting.
As a Central Org business week ends on Thursday at 2.00 p.m., there is
ample time for all data to be received by the Assn Sec's office by the
following Monday and the board posted by Tuesday noon.
The board is situated in the Assn Sec's Office along the longest blank
wall. It is a smooth finished surface with a number of holders of 8 by 10
(approx size) graph paper. These papers are not stapled on but drop into a
3 sided border, open at the top. New papers every quarter or so are put
into the holder in front of the last quarter's sheet so that one can refer
back.
The board has various signs on it, one for each department. The graphs
are in three horizontal lines for one organization, with space for two to
three charts (in a single line) for each department. It is necessary for
quick reading to have the graph sheets in long lines rather than in blocks -
hence the board appears to be three long lines of graph, no matter how
many graphs there are in how many departments.
The board is divided to allow for nine departments, due to two new
additions as 317
are noted in other policy letters, and allowing for HCO to be
included. These departments are in the same order as on an Org Board.
The listing is PE, Academy, HGC, PRR, Material, Accounts, Special
Programmes, Government Relations and HCO.
The graphs are as follows as numbered under each Department heading:
1. PE: Attendance.
2. Co-Audit Attendance (PE).
3. PE: Books Sold.
4. Academy: No. of students.
5. No. of passes for week vs complaints. (Academy) 6. Extension Course
Enrollments. (Academy)
7. HGC: Bookings for week new or continuing pcs (1 week's lag).
8. HGC: Satisfactory vs unsatisfactory gains (1 week's lag).
9. PRR: Letters out originated and letters answered.
10. PRR: No. of persons Interviewed.
11. Material: Value of Purchase Orders signed (reads in reverse to
other graphs). 12. Accounts: Gross Income.
13. Accounts: Value of Unit.
14. Accounts: Gross funds on hand.
15. Special Programmes: Letters out.
16. Special Programmes: Number of persons interviewed.
17. Area for items in Govt Relations needing attention.
18. HCO: Memberships sold.
19. HCO: Number of Books sold.
20. HCO: No. on Staff Course.
21. HCO: No. of persons who have been security checked.
This means that a board about eighty to 100 inches long and 48 inches
high will accommodate the lot. There would be seven 10" graphs in each line
and three lines. Given space, allow extra widths. Molding can furnish the
boxes to slip the graphs into.
These graphs are marked with broad 1/: inch long lines, using bold
black and bright red ink. If the graph remains level or rises it is marked
in black. If it dips it is marked in red. All graphs are removed to be
marked.
Whenever the board keeper when doing the graphs uses red ink on a
graph she sends at once a blank form to that department head which asks for
additional information on the department of a more detailed nature. The
form begins: As your department has dropped in to the red this week, please
furnish the Association Secretary with the following information:
No. of persons in your department........................... Number
who have passed a security check...................... State of any
files.................................... Were any personnel ill last week
or the week before..................
etc. etc. This form when filled out is pinned to lower half of board.
Also marked in red are any below quota figures such as ten in the
Academy or twelve pcs in the HGC, etc. These also require a report from the
department head as above.
318
With a single glance at the board, the Assn Sec can see his Org's weak
points. Reading the reports requested he knows something of why. His
attention is thus drawn to impending slumps long before they happen rather
than by emergency flaps in accounts. He can tell weak or non-functioning
department heads and train or change them before they sink the department
and the ship.
The figures needed are collected by the Assn Sec's secretary from the
same source as the Ad Comm report figures. But these can now be
standardized.
The moment the Assn Sec's secretary has posted the figures, retaining
any copy for Ad Comm reports, she airmails her reports to Saint Hill where
the same figures are posted on a duplicate master board for all
organizations in the world in exactly the same way.
It will be at once noticeable that Organization Information Centre
initials quite by accident say "O.I.C." And so one does and at once.
Please start this board at once with graphs and pins and do a smoother
carpentry job for sure but later.
It will practically end emergencies and should promptly increase
income and units.
Dept Heads and Staff may of course view the board at the convenience
of the Assn Sec but it is not a public board and is for the Assn Sec and
HCO Sec who can view it at any time. And who can visit that department
which most needs visiting, adjust its hat and Admin fast and thus bolster
the whole line.
It is cumulative slips that reduce income, not big drops suddenly.
Catch the small ones and the big ones never show.
L. RON HUBBARD
LRH:js.gh.cden Copyright(~) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The data required for the OIC is amended by HCO P/L 23
September 1960, Organization Information Centre, on the next page.]
319
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 SEPTEMBER 1960
Assoc Secs HCO Secs
ORGANIZATION INFORMATION CENTRE
The data required for the OIC (as per HCO Policy Letter of August 11,
1960) should be amended and added to as follows:
18. HCO: Memberships sold
19. HCO: Books sold 20. HCO: Book best sellers 21. HCO: No. on staff
co-audit 22. HCO: No. of security checks 23. HCO: No. of Hat checks given
24. HCO: Gross bank accounts of local HCO
25. HCO: Gross expenditures for office.
Please put this into effect immediately. Also, please note that item
No. 17, Dept of Govt Relations will consist of two data:
17. Dir Govt Relations: (a) Shares sold HASI Ltd. (b) Shares sold HCO
Ltd.
This will go into effect as soon as shares begin to be sold.
Issued by: Peter Hemery HCO Secretary WW
LRH:js.rd for
Copyright (c) 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 NOVEMBER 1960
All Cen. Orgs
REPORTS TO O.I.C.
The Org Info Centre cannot function and one cannot plot a future with
it unless Departments make out and send in their reports to the Assoc Sec's
Secretary or the person keeping the board. This data can be held there for
Ad Comm.
The deadline is Monday Noon for the past week. However getting the
report done by Friday Noon makes this possible.
The reports have to be done anyway - why delay them?
L. RON HUBBARD
LRH:aec.js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
320
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 DECEMBER 1960
Central Orgs
IMPORTANT CHANGE IN REPORTS
To reduce and standardize the administrative reporting in
organizations, the following system should go into effect as soon as
possible:
A form containing all the data required from any one Department should
be prepared by the Association (Org) Sec. Each Dept may require a different
form to secure all the data.
This data is the same as that required on the OIC charts.
This does not change the income sheet report system.
The new report form for a Department must be headed with the name of
the Central Org, and must carry its full routing. The routing is from the
Association (Org) Sec's Sec to the designated Dept head, to be returned to
the Association (Org) Sec's Sec by next Monday afternoon (date blank very
prominent), then to the Assn (Org) Sec. then to the HCO Area Sec. then to
HCO WW OIC unit. A description of the data required and the blank for it in
each.case is then listed. This is followed by a signature and date of the
head of the Department.
These reports are different for each Department, therefore the form is
different.
All personnel data, income data, financial data, numbers of people,
technical results, etc must appear on this form.
The form is done on flimsy paper, the lightest possible and
practicable. The colour should be pink.
The procedure is then this:
The Association (Org) Sec's Sec retains all these form blanks - the
whole supply of each type. No stock of forms is given to a Department.
On Thursday morning the Association (Org) Sec's Sec places the
appropriate forms in the Comm Centre baskets of Department heads plus any
of the old type Income Sheet necessary. He or she also places the Accounts
Department Income and Disbursement Sheets in their baskets.
Heads of Departments or their Admin write up the Income Sheet from
their invoices. They take their Department's report form and fill it in
from the data to hand. They return any Income or Disbursement Sheet and the
report to the Association (Org) Sec's Sec by Monday noon.
The Assn (Org) Sec's Sec sets up the data on the O.I.C. board by noon
Tuesday, using the report sheets for source.
There is this difference in marking up O.I.C. graphs. The actual
figure is placed inconspicuously below the graph point being drawn in. The
figure and the graph point then constitute a total fact on the graphs.
The Ad Comm meeting is then held Tues at 2:00 p.m. in the Association
Sec's office with the O.I.C. board complete. All the data on the graphs is
gone over rapidly with the Ad Comm by the Association (Org) Sec. The
comments, approvals or condemnations and any plans stemming from these are
noted by the Association (Org) Sec's Sec and any new ideas, plans,
resolutions and suggestions are added to his minutes. These however should
be kept very brief.
NO FINANCIAL OR NUMERICAL DATA APPEARS IN THE MINUTES.
The brief minutes copied and the original reports from the Departments
are then packaged and mailed to Saint Hill where they will again be put up
on O.I.C. boards. At Saint Hill there will be an executive meeting weekly
to summarize the data which, with suggestions, will be broadly published in
brief form to all Orgs giving data on all Orgs
321
The intention here is to reduce the amount of copying of data and
speed the report line. These Department reports can replace all existing
reports by including all the data, even a roster of personnel. This reduces
the Ad Comm minutes and shows Department heads all data in relation to past
data rather than stressing one week only.
As the data is already outlined by O.I.C. charts and any existing
additional report forms, it should be easy to make up the Department
reports.
The idea is one income sheet and one report for a Department.
As everything in P.E. will shortly be on cards, not invoices, P.E.
data can be kept by keeping cards for the week.
The original reports, in packet form must be light for airmailing,
hence the weight of the paper of the report must be light.
Technical profiles, auditors' reports, students' and training reports
continue to be forwarded but as supplementary to the Department report and
are sent through on this same line. The Fri - Sat test results can be
forwarded the next Monday with the past week's reports.
As the O.I.C. graphs are kept and filed and now have numbers on them,
they constitute a supplement to Ad Comm minutes and should be kept as such
as the basic data now does not appear in Ad Comm minutes.
HCO report blanks are made up and handled exactly this same way.
L. RON HUBBARD
LRH:js. eden Copyright (I) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 APRIL 1961 CenOCon Attn. Assn Sec Sec
OIC BOARD
The Organization Information Centre Board system is modified to the
following extent:
No cautionary notice need be sent a department by the Assn Sec Sec or
Assn Sec. when it receives a red line (fall).
The new report system brings all such falls to the notice of the Ad
Comm anyway and explanations of falls and congratulations for rises can be
cared for at that meeting.
L. RON HUBBARD
LRH:jl.cden Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
322
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 1 DECEMBER 1962
CenOCon
OIC REPORTS TO HCO WW
As of now, on receipt of this policy letter, I want the following
procedure instituted as a regular procedure from every Org throughout the
world in which there is an established HCO.
The despatch of these reports to me henceforth comes under the hat of
the HCO Secretary in charge of each HCO.
These reports are to be sent to me direct from each HCO. They do not
get routed via HCO Continental. The latter may require similar information
but the reports I require must be sent direct to me.
There is no change in the present system of OIC graphs and reports as
outlined originally in HCO Policy Letter of August 11, 1960, and the OIC
Board should be maintained as usual in each Org.
The establishment of the below-mentioned reports line now permits,
however, the cancellation of a number of other reports, details of which
will be given in a separate policy letter.
There will be two sets of OIC Reports required now, namely:
1. Brief OIC data (the details of which are given below) are to be
sent by LT cable (distant Orgs) or by Telex (London and Orgs near Saint
Hill) to reach me by Tuesday morning for the immediate previous week's
operations.
2. The usual complete OIC Reports, including the Tuesday afternoon
Adcomm Report, are to be neatly packed in an envelope marked "OIC Reports
referring to
Adcomm Meeting of (date of Adcomm Meeting) at (HASI)."
This envelope is to be addressed to me, and despatched by Airmail not
later than Thursday of each week.
The HASI week operates from Thursday 2.00 p.m. to the next Thursday
2.00 p.m. This is mandatory for all Orgs without exception, from here on.
The brief OIC data required to be cabled will be:
(a) P.E. average attendance for the week.
(b) Co-audit average attendance for the week.
(c) Academy
1. Number of new students.
2. Total number of students attending.
3. Number of students graduated that week.
(d) HGC total number of Public pcs.
(e) Corrected Gross Income to the nearest dollar, pound or rend, etc.
Provisional Gross Income figures not required. This will mean that the old
policy of closing all the books each week at 2.00 p.m. each Thursday must
now be properly adhered to. The Corrected Gross Income figure cabled in
this report is to be the same figure as that in the AC 1, line J.
(f) Letters Out. Total number of personal signed letters despatched.
This number is not to include mailing pieces, leaflets, nor circulars.
(g) Registrar Interviews. Total number of personal interviews by
Immediate Registrar.
(h) Sign-ups. Total number of people signed up as a result of
Registrar Interviews.
323
In despatching the OIC data by LT cable or telex, this is the form it
should take, and in this order:
LT= SIENTOLOGY EASTGRINSTEAD= 45CT RON OIC DATA W/E 6TH AS FOLLOWS
40/175/5/80/8/40/ 2542/2149/52/20 BEST=BILL+++
(The figures 40/175/5/80/8/40/2542/2149/52/20 are sent all in one
block or group.)
Always put EASTGRINSTEAD as one word joined together. This counts for
one word, but when separate thus: EAST GRINSTEAD costs 2 words.
45CT is the Org prefix and serial number of message.
RON means the cable is to come to me.
OIC DATA W/E AS FOLLOWS, always use this wording. This indicates to
the cable authorities that we are not using a code. If they think we
are using a code, the cable gets charged at full rate and not LT.
40/175/5/80/8/40/2542/2149/52/20 means PE was 40, Co-audit 175,
Academy new students 5, Academy total number of students attending this
week 80, Academy students graduated this week 8, HGC public pcs 40,
Corrected Gross Income was 2542, Letters Out 2149, Registrar Interviews 52,
Sign-ups 20.
The minimum number of words for an LT cable is 22 words. The number of
words chargeable in the above cable is 20. This works this way:
LT= SIENTOLOGY EASTGRINSTEAD= counts for 3 words.
45CT RON OIC DATA W/E 6TH AS FOLLOWS BEST= BILL+++ counts
for 10 words.
40/175/5/80/8/40/2542/2149/52/20 counts for five characters per word
and this would be charged as 7 words.
As you can see, it is essential to maintain the order in which the
figures are given above. Always maintain the full series unless permission
is given by me for certain categories to be omitted. However, nothing is
gained by omitting any category as the minimum cable charge for any number
of words up to 22 for LT is the same.
Use a hyphen or 0 to indicate zero, thus-/175/-/80......
The information on the best possible cable layout, as above, has been
submitted to us by the Cable and Wireless Company, London.
With this cable data, I will be able to follow very much more closely
your progress.
Also, for some time now, I have been wanting an efficient flash system
at HCO WW which would give an advance alert of any emergency that may
arise.
This system will help me to catch any ball long before it is dropped.
Had we had the above procedure, for instance, operating before, the Joburg
debacle would have been nipped in the bud long before it came anywhere near
to being an emergency. As it is, Joburg has recently cost us well over
?20,000 loss which can now be obviated at a cost of about ?1 a week in
cable costs. So, please institute this procedure straight away.
L. RON HUBBARD
Prepared by Peter Hemery
LRH:dr.rd and Robin Hancocks
Copyright (c) 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
324
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 DECEMBER 1962
HCO Secs Assoc Secs Dept Heads
CHANGE IN REPORT LINE
The purpose of the report line from the Orgs to Ron and HCO WW is
three-fold:
1. To provide information.
2. To encourage the HCO Sec. the Assoc Sec. and Dept Heads to have a
close look, personally, each week at their Org and Depts.
3. To enable Ron, and trained staff at HCO WW, to pick up possible
goofs and trouble spots early and correct them before they grow to major
proportions.
With this purpose in mind, various experiments in reports have been
introduced in the past three years.
On the basis of this experience, it has been found that the
Organizational Information Centre, with its associated reports, is at once
the most effective report line and also the least burdensome to all staff
concerned.
Therefore, it has been decided that the O.I.C. report system is the
mandatory report system for all Scientology Orgs which have an HCO attached
to them. A final refinement has been added in HCO Pol Ltr of December 11,
1962, "O.I.C. Reports to HCO WOO", which outlines a system for a weekly
cabled or telexed O.I.C. report in addition to the routine O.I.C. reports
which are mailed to HCO WW as before.
At the same time, this permits the cancellation of some other reports
which, by experience, have proved less effective for the purposes described
above.
Effective immediately, therefore, the following reports are cancelled.
1. HCO 1, and HCO 3 - The personal reports of the HCO Sec and Assoc
Sec on the Org.
2. [Deleted per HCO P/L 9 May 1963 CHANGE IN REPORT LINK.]
The routine reports of D of T and D of P to HCO Tech Sec WW remain
unchanged.
Financial reports - (HASI Proportionate Income Breakdown [A.C.1.] and
HCO A.C.42) remain unchanged.
HCO Book Reports to WW remain unchanged.
HCO Secs should continue to send copies of Org Board to HCO WW at
quarterly intervals, and HCO Inventories on the 1st of each year.
HCO Secs, Assoc Sec. and Dept Heads are advised to re-read HCO Policy
Letter of August 11, 1960, and subsequent issues on the O.I.C. board and
report line.
L. RON HUBBARD
LRH:jw.rd Prepared by Peter Hemery and
Copyright (I) 1962 Robin Hancocks
by L. Ron Hubbard
ALL RIGHTS RESERVED
Note: Item 2, deleted above, cancelled Org Rudiment Reports in error.
HCO P/L 9 May 1963 says, "These reports are required, as originally set
out, on completion of each Org Rudiment."
325
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1965 Issue II
Gen Non-Remimeo
ADMINISTRATION FLOWS AND EXPANSION THE FAST FLOW SYSTEM
We have introduced many new principles in administration in recent
policy letters. Here is one which if left out would cause mystery.
This is the principle of traffic flows we now use. It is called the
FAST FLOW SYSTEM OF MANAGEMENT.
A being controlling a traffic or activity flow should let the flow run
until it is to be reinforced or indicates a turbulence will occur and only
then inspects the part of the flow that is to be reinforced or is becoming
enturbulated and inspects and acts on only that one flow.
This principle would operate on a committee of 3 in this fashion: the
committee does not act as a body. Each member acts individually in three
spheres of influence (three types of flow). There is no committee
(collective) action until one of the three members wants concurrence from
the other two on greatly reinforcing a flow or until the other two, by
observation, see the third is going adrift. Only in these cases does the
committee act as a Committee. In other words all 3 members go about their
work independently until there is a change in one of their three spheres
and then they act. Otherwise the flows of orders and actions are
independent. Not doing it like this is why Committees have gotten the
reputation of being unable and a waste of time.
To do this one, of course, needs another principle: that of
Indicators.
An Indicator is something that signals an approaching change rather
than finding the change is already present and confirmed.
We get this from auditing. An auditor audits so long as things go
evenly. He knows when they will begin to deteriorate or change by an
Indicator. He acts on seeing the indicator. He doesn't wait until the
collapse or total change of the pc occurs and then look it over and act.
The pc could be run into the ground or a good process that was bettering
the case could be neglected if an auditor could not PREDICT from indicators
how it was going before it was gone.
In supervising a number of sections or departments, it would work this
way:
The person in charge does not examine every action or decision on the
lines. If all despatches of all the activities went through his or her one
pair of hands the volume would be too great and would jam. The executive's
"plate" would be too full and this would halt any expansion of the
activities as the executive would feel overworked, yet in actual fact would
be getting nothing much done. The flows which needed watching would be
buried in a huge volume of flows that did not need watching.
Instead, the principle of flows tells us that the executive should
have statistical INDICATORS such as OIC charts on every part of the
activity each week and should act only on the basis of the charts'
behaviors.
If a chart went down the Executive would not wait for that area to
collapse before inspecting it. At a dip point the executive should go over
all the plans and traffic and despatches of the area dipping down and
unearth the real reason why it did dip. If the matter needs minor remedy,
it should be corrected. If then the graph still dipped down, the executive
would not only be advised of it by the OIC Indicators but would know,
having inspected earlier, what had to be done on a more drastic scale to
get the graph going up again.
The OIC system must be used and all data plotted and circulated to the
Executives in an org before this system will work.
If the OIC system is put into effect fully the executive can then (and
only then) let go the comm lines and let the traffic flow.
326
(c)
He then only needs to:
1. Keep alert for and correct Dev-T (off-line, off-policy, off-origin
and non-compliance);
2. Keep an eye on the weekly OIC charts;
3. Find from OIC the upward trends and inspect and find out what's
working so well it can be reported;
4. Be alert to any down dip and inspect the activity itself and
correct the matter; and
5. Spend most of his time getting his own job done (since executives
do have jobs besides supervision).
The one thing he mustn't do is "get reasonable" about dips or zooms
and not act to really check the decline or to reinforce the rise:
(a) Thinking one does know when he has not gotten it inspected
closely;
(b) Not believing the graph and Indicators; and
(c) Not acting, are the fatal errors.
Doing 1 to 5 tells us who's an executive and doing (a), (b) and (c)
tells us who shouldn't be an executive.
If this system is in effect the org can't help but boom.
We will call this the FAST FLOW SYSTEM OF MANAGEMENT.
It is a very precise art. It's like auditing. One predicts the
slumps and reinforces the tendency to boom.
It can't miss. If it's done completely.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED [LRH NOTE: Study this. Shows why of OIC.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 FEBRUARY 1968
Remimeo
ORGANIZATION - THE FLAW
I looked for a long time for any flaw in the idea of organization. It
does have a flaw.
The basic flaw in organization is INSPECTION BEFORE THE FACT. That
means inspection before anything bad has happened.
Violations are so harmful they destroyed every great civilization -
the Roman, the British, the lot. For every flow is slowed or stopped.
The prosperity of any organization is directly proportional to the
speed of its particles - goods, people, papers.
World trade, world shipping, world prosperity is dying only because of
the cumulative effect of inspection before the fact. Passports, customs,
safety regulations, general government interference before anything bad has
occurred add up to a SUPPRESSIVE SOCIETY and therefore, soon enough, a dead
one.
Penalty after the fact has occurred disciplines the criminals and does
not pull down the majority to criminal level.
Scientology organizations must never lose sight of the reason
organizations have decayed.
Copyright Q) 1968 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
327
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 SEPTEMBER 1965
Remimeo Advisory Councils Advisory Comrriittees
A 11 Divisions
STATISTICS FOR DIVISIONS (Note: We will call the Advisory Council the
Ad Council, never AdCoun, to avoid any errors in confusing it with AdComm)
Each whole division has a statistic on which it is judged as to
condition.
While this gross divisional statistic does not cover all the
statistics of the division, it is the primary divisional statistic.
An ADVISORY COUNCIL meeting can be very brief if it has these
statistics tallied by AdComms and plotted and submitted by OIC. Then when a
gross divisional statistic is up the Ad Council can find out why and
reinforce what caused the rise. And when a gross divisional statistic is
down, the Ad Council can go through all the remaining statistics of that
division and take action accordingly. Thus the Ad Council need not cover
all the statistics of an org at its meeting. Only the gross divisional
statistics and take action only when these vary widely up or down.
The Advisory Committees of the Divisions record all statistics but
headline in their report their gross divisional statistic for quick
reference. They include all their statistics, headline their gross
divisional statistic.
The gross divisional statistics are:
Exec Division 7 - Gross Income of the Org.
This of course reflects best the total Org operation and is what the
Exec Division is promoted or demoted for so it is the Division 7 Gross
Statistic.
HCO Division 1 - Total Org Letters In - Total Org Letters Out.
As HCO has personnel, Ethics and such matters, if they do their job
there is a heavy outflow in of all mail types for HCO and the Org and a
heavy outflow out from all divisions. If the Personnel Officer gets hard
workers and puts their hats on and if Insp & Rpts and Ethics are quick off
the mark and if the HCO Area Sec runs a good division and handles all
about, the Letter In - Letter Out will tell the tale. HCO sees to it, Org
pours out letters and mailing pieces.
HCO Dissem Division 2 - Number of new Enrollments of Students and Pcs
for the week, and gross Book Sales.
Although this division has Registration, magazines, etc. etc. all
these add up to enrollments, which of course is the final result of all
magazines, letters, promotion and advance enrollment. Book sales are our
oldest index of future business.
Org Division 3 - Credit collections vs Bills paid.
It will be seen that gross income is established by many in the Org
but collections as a special income is purely the Org Division's. Bills
paid require gross money in, so reflect the gross - no money in, no bills
paid. This is a dual statistic which shows the industry of the division in
general. It even touches materiel as no bills paid equals no supplies.
Monies paid into Reserve Payment do not count as Bills Paid.
328
Tech Division 4 -
Number of Students and Pcs completed in the week.
The number enrolled is really only partly the Tech Division's as if
they give good service they will get enrollments. However, the completions
are the real index of a Tech Division and show up any weakness of the
division. So their statistic is only total completions of courses and
auditing. This of course includes graduations from any course and
completion of any result for the pc that brings a Grade Cert or just ends
intensives.
Completed of course means only certified or classed or graded. However
completion of a 25 hour intensive which satisfied the pc (no review at end
even if one occurred before the end) counts as a pc completed. Five hour
rehabs which did not result in a Grade are not completions. Five hour
assists bought as assists are done of course in Qual and so are not a Tech
statistic.
Qual Division 5 - Cash Collected by reason of the Division for the
week.
This division's certs and grades and awards are all really the Tech
Division's work. But we early found that a Qual Division's various services
were paid for when good and not when bad. So this division's gross
statistic is how much cash was paid - not later collected, for Qual
Division services.
Dist Division 6 -
Number of field staff member commissions paid/ number of new addresses
added to CF both for the week.
This dual statistic reflects a healthy Dist Div. The number of new
addresses added to CF means of course new people buying things from the
org. Therefore its advertising quality and basic services can be judged
even though assisted by other divisions as well. The number of field staff
commissions paid reflects its leadership of field staff members.
New people is the business of the Dist Div.
SUMMARY
There are many other statistics, many even more important than these.
But these gross statistics tell one at once if the Division Secretary is
alive and has his division functioning. Thus they provide indicators by
which management can be done.
The AdComms of course handle all their statistics.
The Ad Council handles the gross divisional statistics looking for
steep ups (to assign affluence) or steep downs (to assign emergency).
Gross Income only hereafter influences the Exec Division and is
assigned from Saint Hill. All other divisions are assigned conditions by
the Ad Council in accordance with the gross divisional statistics.
LRH:ml.rd L RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The last sentence under HCO Div 1 has been added per HCO P/L 15
December 1965.]
[Considerable evolution of the Statistics for Divisions has occurred
since this policy was first written by LRH. As of August 1973, the
following P/Ls have amended the above issue:
27/4/67 Tech Division S Statistic, 1-345, 4 - 10 18/9/71 A AOLA
Division 6 Defined, 1971 Year Book
22/9/69 HGC Statistic 1-357,4-12 5/12/71 Statistics - Dissem Division,
1971 Year Book
29/3/70 Tech and Qual Stats Revised, 1970 Year Book 10/2/72 III &
revised reissue of 12/6/73
17/6/70 11 OIC Change - Cable Change, 1-359 Higher Org - New Name to
C/F Definitions
5/2/71 III FEBC Executive Director Org GDSes, 1972 & 1973 Year Books
1971 Year Book 7/6/72 AO and AOSH Money for Training - GDS
5/2/71 V Org Gross Divisional Statistics Revised, for Quals, 1972 Year
Book
1971 Year Book 5/4/73 A (c) Orgs - Two Additional HCO GDSes -
12/3/71 II Treasury Divisions GDSes - A (c) Orgs, 3 - 5 Tech/Admin
Ratio and Personnel Points Stats
2/8/71111 Hatting Points GDS Change, 1971 Year Book 1973 Year Book]
329
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 OCTOBER 1965
Gen NonRemimeo
URGENT OIC CABLE CHANGE
Effective 4 November 1965 for the week ending on that date and
forward, OIC Cables will be coded with the following changes:
GROSS DIVISIONAL STATISTIC OIC DATA FORM
The form of the new OIC DATA cable is basically the same as the old
form except that the headings of the columns have changed and one column
has been added in order to reflect the new Divisional Statistics.
The new form consists of eleven columns.
1. Gross Income of the Org.
2. Total Letters In.
3. Total Letters Out.
4. Total Enrolments of Students and pcs.
5. Gross Book Sales.
6. Credit Collections.
7. Bills Paid.
8. Total Number of Completions of Students and pcs.
9. Qualification Division Income.
10. Number of Commissions paid to Field Staff Members.
11. Number of New Addresses added to CF.
Example:
DAY FOUNDATION
Gross Income ?6,000 Gross Income ?689
Letters In 1,150 Letters In 256
Letters Out 2,345 Letters Out 861
Enrolments 30 Enrolments 22
Gross Book Sales ?500 Gross Book Sales ?100
Credit Collections ?1,239 Credit Collections ?248
Bills Paid ?2,507 Bills Paid ?98
Completions 46 Completions 30
Qualifications Income ?850 Qual Income ?75
Commissions Paid 32 Commissions Paid 4
New Addresses 323 New Addresses 159
Cable will look like this:
OIC DATA W/E 6 OCT DAY 6000/1150/2345/30/500/1239/2507/46/850/
32/323
FOUNDATION 689/256/861/22/100/248/98/30/75/4/ 159 BEST =
MARY
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
330
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 DECEMBER 1965
Gen Non
Remimeo
All Hats
Int Exec Div ORGANIZATION OF THE INT EXEC DIVISION
STATISTICS OF THE INTERNATIONAL EXECUTIVE DIVISION
What is a statistic? A statistic is a number or amount compared to an
earlier number or amount of the same thing. Statistics refer to the
quantity of work done or the value of it in money.
A down statistic means that the current number is less than it was.
An up statistic means the current number is more than it was.
We operate on statistics. These show whether or not a staff member or
group is working or not working as the work produces the statistic. If he
doesn't work effectively the statistic inevitably goes down. If he works
effectively the statistic goes up.
NEGATIVE STATISTICS - Some things go up in statistic when they are bad
(like car accidents). However we are not using negative statistics. We only
use things that mean good where they go up or mean bad where they go down.
One then is valued in the group because of the rise and fall of the
statistics for which he is responsible.
The organization of the division is arranged to compare with the
statistics of Scientology Orgs and their divisions.
There are seven divisions in a Scientology Org.
These are:
1. HCO Division.
2. HCO Dissemination Division.
3. Org Division.
4. Technical Division.
5. Qualification Division.
6. Distribution Division.
7. Executive Division.
For each one of these there is an International Executive Division
Section.
These sections advise and supervise the comparable divisions all over
the world as follows:
OFFICE OF LRH WW contains:
(a) The Advisory Council WW (b) The LRH Communicator Advisor WW
(c) Office of LRH production activities and staffs, (sine, book
writing, magazine articles writing, photography, research, hats, policy
writing, etc.)
(d) Estate Section (e) Household Section (f) Office of LRH Personal
Secretary OFFICE OF THE HCO EXEC SEC WW (a) HCO Advisor WW (b)
Dissemination Advisor WW (c) Secretarial Assistance for the HCO Exec Sec WW
331
OFFICE OF THE ORG EXEC SEC WW
(a) Organization Advisor WW (b) Technical Advisor WW (c)
Qualifications Advisor WW (d) Distribution Advisor WW (e) Secretarial
Assistance for the Org Exec Sec WW
All functions of the Int Exec Division are organized within the above
framework.
It has its own org board independent of the Saint Hill Org which, to
the Int Exec Div. is another organization.
STATISTICS - The statistic for the whole Int Exec Div is the gross
income of all Scientology orgs in the world combined (but not all franchise
holders or field auditors also).
The statistics for the Advisory Sections are:
HCO ADVISOR and SECTION - The two HCO gross divisional statistics of
all HCO Divs in the world combined.
DISSEM ADVISOR and SECTION - The gross divisional statistics of all
Dissem Divs in the world combined.
ORG ADVISOR and SECTION - The gross divisional statistics of all Org
Divisions in the world combined.
TECHNICAL ADVISOR and SECTION - The gross divisional statistics of all
Tech Divs in the world combined.
QUALIFICATIONS ADVISOR and SECTION - The gross divisional statistics
of all Qual Divs in the world combined.
DISTRIBUTION ADVISOR and SECTION - The gross divisional statistics of
all Dist Divs in the world combined.
EXECUTIVES - Each of the three Offices of the Int Exec Div is handled
by a Co-ordinator instead of a director as in the case of divisional
departments, comparable to Director rank.
The Advisors are Officers. Heads of units are "In Charge".
EXECUTIVE STATISTICS - The statistics of Advisors are named above.
There are statistics for all executives higher than advisors. These
are: LRH - Books and articles written, films, tapes, policy letters, HCO
Bs, Sec Ads Items are given different numerical values.
These are combined into one figure weekly count. Statistics of the
production section are similarly assigned.
HCO EXEC SEC WW - One figure, being the arbitrary add up of the four
figures of the two Advisory Sections of that office (HCO & Dissem).
ORG SEC WW - One figure, being the arbitrary add up of the eight
figures of the four Advisory Sections of that office.
LRH COMMUNICATOR WW - The gross income of the Int Exec Division itself
irrespective of the gross income of other orgs.
THE CO-ORDINATOR OF THE OFFICE OF LRH - The combined statistic of the
Office of LRH Sections.
THE CO-ORDINATOR OF THE OFFICE OF THE HCO EXEC SEC WW - A ratio of the
number of staff in the division over the gross income of the division.
THE CO-ORDINATOR OF THE OFFICE OF THE ORG EXEC SEC - A ratio of the
expenditures of the division over the income of the division.
THE OFFICE OF LRH PRODUCTION OFFICER - The numbered items as per LRH
statistic actually handed over to Dissem Divisions or distributors to be
published or issued.
THE HOUSEHOLD OFFICER - The LRH Statistic as above. 332
THE ESTATE MANAGER - A ratio between the materiel expenditures of all
kinds, salaries and contracts in the section and the professionally
estimated gross income of the Saint Hill organization.
Other staff members have statistics as set by their immediate
superiors.
L. RON HUBBARD
LRH: emp.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The last sentence in "Advisory Sections" has been amended from
"Heads of units or 'In Charge' " to "Heads of units are 'In Charge' " per
HCO P/L 8 February 1966. ]
STATISTIC
The statistic of the Int Exec Division in an Area is dual:
THE AMOUNT OF CASH IN THE BANK AS PER THE LAST WEEK'S BANK STATEMENTS
PLUS THE AMOUNT OF CASH ON HAND AS OF. 2.00 PM THURSDAY OF THE CURRENT WEEK
OF THE REPORT.
THE TOTAL OF DEBTS OWED BY THE ORG PLUS OVERDRAFTS AND CURRENT
PAYMENTS DUE ON MORTGAGES (TIME PAYMENTS) AND LOANS OR BOND OR SHARE
RETIREMENT BUT NOT ON THE TOTAL GROSS AMOUNT OF MORTGAGES, HIRE PURCHASE
(TIME PAYMENTS) OR LOANS OR BONDS.
Further data on the statistic is to be found in HCO Pol Ltr I Mar 66,
The Guardian, whose statistic it also is. This should also be part of OIC
hats.
The OIC cables begin with these two statistics. Continental orgs which
have a Continental Exec Division report the Int Exec Div Area Statistics,
the Continental Exec Div Statistics and then the seven area divisions
making a continental cable report have two more figures in it than an area
org's.
The Int Exec Div at Worldwide has a composite graph of all the orgs in
the world added.
A Continental Exec Division has a composite graph of all orgs in that
Continental area including the org which has the Continental Division.
The local Exec Division has the above dual graph.
ALL OIC CABLES BEGIN WITH THE LOCAL STATISTIC OF THE OFFICE OF LRH.
This continues the report on the gross income of the week, which is
the statistic of LRH.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Excerpted from HCO P/L 1 March 1966, Issue II, Executive Division
Organization. A complete copy is in Volume 7, page 47.]
333
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF l MARCH 1966
Remimeo
Exec Sec Hats
HCO Area Sec Hat Office of LRH
Org Bd Section Hat
Secretary Hats THE GUARDIAN
STATISTIC
The Guardian's statistic for each org (and that of the Int Exec Div in
each org) is a dual statistic as follows:
THE AMOUNT OF CASH IN THE BANK AS PER THE LAST WEEK'S BANK STATEMENTS
PLUS THE AMOUNT OF CASH ON HAND AS PER 2.00 PM THURSDAY OF THE CURRENT WEEK
OF THE REPORT.
THE TOTAL OF DEBTS OWED BY THE ORG PLUS OVERDRAFTS AND CURRENT
PAYMENTS DUE ON MORTGAGES, HIRE PURCHASE (TIME PAYMENTS) AND LOANS AND BOND
OR SHARE RETIREMENT BUT NOT THE TOTAL GROSS AMOUNT OF MORTGAGES, HIRE
PURCHASE (TIME PAYMENTS) OR LOANS OR BONDS.
These two figures are to be included in the beginning of OIC cables in
the order above.
It will be seen that it is hard to get a bank to give one an exact
figure, due to cheque to cheque clearance, for "2.00 pm Thursday" so in
actual fact one takes last week's bank statements' credit balance of all
accounts and adds to it this week's total receipts, neglecting outstanding
cheques as the matter will average.
In computing the debts owed by the org it would be quite unreal to add
up the mortgage totals, time payment (hire purchase) totals and all
outstanding stocks and bonds as the call on the org is for current payments
on these due or any retirement programme. The monthly bills statement (in
actual practice) can serve as this statistic providing that during the
succeeding month one does not deduct from it payments made from it as new
debts are growing at the same time and the matter tends to average out.
Each org, having a board for the Int Exec Div must also have a local
statistic for it.
At Worldwide the International Executive Division has a composite
statistic made up of all org Int Exec Divs added and graphed.
The local Int Exec Div has the local org's dual statistic as above and
that is the Guardian's local statistic or that of the Assistant Guardian
where one is appointed.
The Guardian's statistic Worldwide is the composite.
Where there is a Continental Exec Division (required when orgs are
very large) the Continental Assistant Guardian's statistic (and that of the
Continental Exec Div) is the composite of the Guardian statistics for that
continent.
Where the Guardian finds the local or Continental or Worldwide
statistics are being falsified or are grossly in error, the Guardian must
order the AdCouncil Worldwide to send a competent WW executive to conduct
an investigation. The Guardian may empower through the AdCouncil WW that
representative to bring about prosecution for irregularities. If this
procedure is ineffective, the Guardian being also a local executive may
personally direct the matter to be satisfactorily concluded and to bring
about correct statistics.
L. RON HUBBARD
LRH:ml.rd Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Excerpted from HCO P/L 1 March 1966, The Guardian. A complete copy is
in Volume 7, page 494.]
334
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JANUARY 1966
Gen Non-Remimeo SH only AdCouncil Secretaries' Hats Directors' Hats
Dept Insp & Rpts Hats Other orgs Info only
OIC SECTION SH
The HCO Div I OIC Section SH having been relieved of Worldwide OIC
reports which have been turned over to OIC WW must concentrate upon getting
in and executing a standard Central Org OIC System, complete with posted
charts, for SH only.
Chart posting boards have existed at SH for some time and one should
be set up in HCO.
OIC SH collects statistics for SH Divisions, Departments and Sections,
graphs them and posts them.
OIC SH is responsible for devising the department and section
statistics. This is normally done by the Secretary of the Division and
okayed by the AdCouncil and OIC is given what the statistic is and then
obtains it weekly from AdComm minutes and graphs it. But OIC is responsible
that it be devised and done. OIC accomplishes this by insistence to
Secretaries and AdCouncil.
OIC SH submits the full set of graphs each week to the AdCouncil by
Tuesday noon and, getting them back, posts them.
Occasional Xerox copies are made and sent to a Secretary, always when
that Division has been declared in Emergency or Danger.
OIC SH is responsible for sending the SH Gross Divisional statistics
data to OIC WW as well as graphing them for SH.
OIC SH draws up a Sec Ed for SH weekly for approval by the AdCouncil
and forwarding to the Office of LRH SH for issue by Thursday of the week
after the Thursday the figures represent.
L. RON HUBBARD LRH:ml.cden Copyright Q) 1966 by L. Ron Hubbard ALL
RIGHTS RESERVED
335
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MARCH 1966
Gen Non-Remimeo Issue II
EXEC SEC HATS
HCO AREA SEC HAT
DIR I & R HATS
OIC SECTION HATS OIC REPORT FORM
(Cancels earlier cable form)
The report of OIC whether cabled or despatched to a senior executive
division for its OIC graphing follows the following pattern:
HCO Despatch Number RON Arithmetical date Month abbreviated Gross
Income for week Org's gross Cash Org's gross Bills Letters In Letters Out
Book Sales Enrolments Credit collected Bills Paid Completions Income for
services collected by Qual New names to CF Amt paid Field Staff Members
Signatory
This would look as follows:
237 NY RON 5 MAR 5000/16000/6000/860/1520/1008/20/890/600/64/580/1270/
500= MARGE
The change is made because of the change in Exec Div statistic, HCO
Policy Letter I Mar 66, The Guardian (Vol. 7, page 494), and HCO Policy
Letter I Mar 66, Issue II, Exec Div Organization (Vol. 7, page 47).
Where a Continental Office Statistic is also included, it is made the
first two numbers followed by the Area name in full. Thus, if NY were a
Continental Org it would read:
Continental despatch number and letters RON Arithmetical date Month
date Area Org name Etc as per first list
(The NE in the example would stand for "New England" and means the New
England states of the US)
237 NE RON 5 MAR 16000/21000 NEW YORK 5000/16000/6000/860/1520/1008/
20/890/600/64/580/1270/500 BOSTON 3000/7000/4000/400/865/400/12/200/628/
41/152/82/205 PROVIDENCE 900/ etc.
This would only occur where a Continental Exec Division established
after this date by specific SEC ED was collecting its Continental Area Org
figures and relaying them all in one cable.
Note that the Continental statistic is the first pair of figures
followed by the Area Org names, the two figures consisting of cash on hand
and total debts owed as described in the two policy letters mentioned.
336
The rule is that an Area Org's OIC data for report follows on the
first figures in the despatch place designation (237NY). This gives 13
groups of figures for an Area Org OIC report. It gives two additional for a
Continental.
Where a Zone Exec Div exists (HCO Policy Letter 1 Mar 66, Issue II) a
Continental type cable is sent to Continental and relayed as is, with the
two Continental statistic figures beginning, then a Zone despatch number,
two figures of the Zone Exec Div. then the name of an Area Org in the Zone
followed by its 13 figures. Several Zone OIC reports might be in the
Continental cable. One would know a new Zone in the cable because it has a
new despatch number from the Zone bearing the Zone initials.
If NE were "New England" a Continental Exec Div and MA were
"Massachusetts" a Zone Exec Div and VT were "Vermont" another Zone Exec Div
of New England, we would have:
237 NE RON 5 MAR 16000/21000 26MA 5905/8006 BOSTON 3000/7000/4000/400
etc...174 VT 8009/12006 BENNINGTON 260/800/502/etc...
L. RON HUBBARD
LRH: bv. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 APRIL 1966
Gen Non-Remimeo
Exec Sec Hats
HCO Area Sec Hat
Dir I & R Hats
OIC Section Hats ADDITION TO HCO POLICY LETTER
OF 3 MARCH 1966 (ISSUE II) - OIC REPORT FORM
The OIC cable will continue to have a reference to the date of the
ending of the week on which the cable is reporting. It will also continue
to have a reference to Day and/or Foundation.
Thus the pattern is as follows:
HCO Despatch Number RON Arithmetical date Month abbreviated Week
ending abbreviated Date of week ending in code (day/month/year) Day or
Foundation etc.
This would look as follows:
237 NY RON 5 MAR W/E 4/3/66 DAY 5000/etc./
The figures for the Foundation would then directly follow:
FOUNDATION 4500/etc./
L. RON HUBBARD
LRH: lb-r. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
337
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
Exec Secs HCO POLICY LETTER OF 6 MARCH 1966
Secretaries Issue II
HCO OIC Sect Hat
OIC Exec D* Hat
tRH Comm Hat STATISTIC GRAPHS,
HOW TO FIGURE THE SCALE
A graph is not informative if its vertical scale results in graph line
changes that are too small. It is not possible to draw the graph at all if
the line changes are too large.
If the ups and downs are not plainly visible on a graph then those
interpreting the graph make errors. What is shown as a flat looking line
really should be a mountain range.
By SCALE is meant the number of anything per vertical inch of graph.
The way to do a scale is as follows:
Scale is different for every statistic.
1. Determine the lowest amount one expects a particular statistic to
go - this is not always zero.
2. Determine the highest amount one can believe the statistic will go
on the next three months.
3. Subtract I from 2.
4. Proportion the vertical divisions as per 3.
Your scale will then be quite real and show up its rises and falls.
Here is an incorrect example.
We take an org that runs at ?500 per week. We proportion the vertical
marks of the graph paper of which there are 100 so each one represents
?100. This when graphed will show a low line, quite flat, no matter what
the org income is doing and so draws no attention from executives when it
rises and dives.
This is the correct way to do it for gross income for an org averaging
?500/week.
1. Looking over the old graphs of the past 6 months we find it never
went under ?240. So we take ?200 as the lowest point of the graph paper.
2. We estimate this org should get up to ?1,200 on occasion in the
next 3 months so we take this as the top of the graph paper.
3. We subtract ?200 from ?1,200 and we have ?1,000.
4. We take the 100 blocks of vertical and make each one ?10, starting
with ?200 as the lowest mark.
Now we plot gross income as ?10 per graph division.
This will look right, show falls and rises very clearly and so will be
of use to executives in interpretation.
Try to use easily computed units like 5, 10, 25, 50, 100, and show the
scale itself on the graph. (I div = 25.)
The element of hope can enter too strongly into a graph. One need not
figure a scale for more than one graph at a time. If you go onto a new
piece of graph paper, figure the scale all out again and as the org rises
in activity sheet by sheet the scale can be accommodated. For example it
took 18 months to get Saint Hill statistics up by a factor of 5 (5 times
the income, etc) and that's several pieces of graph paper, so don't let
scale do more than represent current expectancy.
On horizontal time scale, try not to exceed 3 months as one can get
that scale too condensed too, and also too spread out where it again looks
like a flat line and misinforms.
Correct scaling is the essence of good graphing.
LRH:ml.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
338
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF 1 MAY 1966
Applies to
LRH Comms
Exec Div
HCO Div
Secretaries STATISTICS OF OFFICE OF LRH
(Alters earlier Statistics assigned)
The gross statistic of the Office of LRH is the number of releases and
clears made in the org, declared and paid.
For this purpose the following points table is used:
Grade 0 to IV Release - 1
Grade V Release - 5
Grade Va - 2
Clear - 20
The Area Office of LRH gross statistic is the number made, as per
table value, in the Area Org.
A Continental Office of LRH has as its gross statistic, the composite
of all the Area Office of LRH gross statistics.
The Office of LRH Worldwide has as its gross statistic the composite
of all Area Offices of LRH gross statistics in the world.
Guardian Gross Statistic
The Guardian gross statistic is dual, the cash on hand and the bills
owed, as given in the Guardian Policy Letter - HCO Policy Letter of 1st
March, 1966: The Guardian. It is expressed in each Area Org graph and on
Continental graphs.
The LRH Communicator Statistic
The LRH Communicator statistic, Area, Continental and Worldwide is
dual:
1. The number of Releases and Clears, value as per above table,
declared and paid.
2. Total gross income.
In an Area these two statistics are graphed for the Area LRH Comm.
In a Continental Exec Div the composite of areas is graphed.
At Worldwide the composite of all Area Orgs is used for the LRH Comm
WW.
Design & Planning
The Design and Planning Branch of the Office of LRH has as its
statistic, Area, Continental and Worldwide in the usual manner, all plotted
in one graph.
1. Tech Space Available in square feet of floor space.
2. Admin Space Available in square feet of floor space.
3. The Tech Div Gross Div Statistic.
339
The Estate Branch
The Gross Divisional Statistic of the Estate Branch of the Office of
LRH is:
1. Total useful space in square feet. building, available and clean.
2. Total grounds space in square feet in good appearance and care.
3. Total of all org bills owed.
These statistics are graphed by OIC and included in the general
packets of statistics.
But once a month on the 1st Friday after the 1st of the month, OIC is
to copy a set of the Office of LRH statistics of all orgs and Cont Exec
Divs and WW and the LRH Comm WW is to give them to LRH for his personal
review.
(This policy letter and replanning of statistics results from the
failure to push through to completion Blocks I and 2 Lot 4, Saint Hill,
which matter became the subject of a Comm Ev at Saint Hill, Advance
Bookings indicating more space to be needed but the new structure delayed.
This resulted in a transfer of the Estate Section SH back to the Office of
LRH WW as it had twice failed to act when placed in the Third Division.
The Estate Section including Construction, Maintenance and Cleaning,
is thereby transferred in all orgs, to the Office of LRH.)
L. RON HUBBARD
LRH: Ib-r.rd.jh Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
340
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1966
Gen Non-Remimeo
Saint Hill only All other Orgs for info
HCO DIV OIC PUBLICATION AND DISTRIBUTION
There are 12 Xerox copies to be made of each OIC chart set for the
East Grinstead environ.
A set for the East Grinstead environ consists of the WW, Continental
UK and Saint Hill complete graphs.
Distribution of sets is as follows, one complete set each, each week.
1. Ad Council WW 2. Ad Council UK 3. Ad Council SH 4. HCO Div Sec and
Ad Comm 5. HCO Dissem Div Sec and Ad Comm 6. Treasury Div Sec and Ad Comm
7. Technical Div Sec and Ad Comm 8. Qualifications Div Sec and Ad Comm 9.
Distribution Div Sec and Ad Comm 10. LRH Comm SH, Assistant Guardian SH,
LRH Comm UK, Assistant Guardian UK, LRH Comm WW, Guardian 1 1. LRH
12. Public Board for all staffs to see.
These OIC Sheets are not returned. They are not added to each week by
the recipient. Each week a new Xerox set is made for each distributive
destination listed above.
The MASTER graph set is kept in a book, wholly loose leaf, and never
distributed. Only it is marked on by the OIC Officer. Then the Masters are
copied by Xerox and the sets made up and distributed.
World Wide Ad Council and the Guardian also get sets of every graph in
the world from OIC WW.
It will be found that new expansion will occur when the above
distribution system of copy sets is closely adhered to as the data becomes
known to all staff.
L. RON HUBBARD
LRH: Ib-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Sec also HCO P/L 24 February 1968, same title, page 351.]
341
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 AUGUST 1966
Remimeo Applies to Exec Secs, Secs, Treasury Div and OIC
GRAPH CHANGE ADCOUNCIL STATISTIC
OIC will graph bills owing as a total accumulation of statements and
purchases. This makes a true picture of what is currently owed.
Cash in Hand will be from reconciled bank statements.
AD COUNCIL STATISTIC
A new graph will be added to the Ad Council's statistics that shows
total debt of the org including all HP, mortgages, any bonds, notes or
other indebtedness whether due or not, plus the bills owing.
This graph will have a second line showing a current estimation of the
org's assets and property.
L. RON HUBBARD
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO P/L I July 1972. Cash/Bills and Org Reserves, for
expanded definitions of Cash Bills and data on Org Reserves.]
342
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1966
GenNon
Remimeo
OIC Hats OIC REPORT FORM
(Cancels HCO Pol Ltr 3 March 1966, Issue (c) and amends HCO Pol Ltr 6
Feb 1966)
In order to maintain uniformity of OIC reports and to simplify the
compilation of WW and Continental statistics, all Day Orgs irrespective of
Class will use the OIC Report Form as per HCO Policy Letter of 25 August
1966.
Foundations attached to a Day Org will use an amended version of this
cable form which eliminates the need to report those statistics which are
handled by the Day Org.
This version follows immediately after the last item of the Day Org
(RUD No.) and takes this form:
FDN. Gross Income/Release Points/Letters In/Letters Out/Book
Sales/Enrolments/Credit Collected/Completions/Qual Income/New Names/Amount
Paid FSMs/Rudiment being worked on (always preceded by RUD)/Signatory.
OIC Continental cables to OIC WW take the following form:
HCO Despatch Number of Continental Org
RON
Arithmetical Date
Month abbreviated
Week ending abbreviated
Date of week ending in code (day/month/year)
Cable designation of Area Org
DAY
Text of statistics of Day Org
RUD 'No.
FDN.
Text of statistics of Foundation
RUD No.
Cable designation of Area Org
DAY
Text of statistics of Day Org
RUD No.
FDN.
Text of statistics of Foundation
RUD No.
Signatory.
ETC., for all orgs in its Continental Area.
WW and Continental monetary statistics are combined and graphed using
the currency of the Org to which they are attached. Continental Orgs
however, when reporting to OIC WW, must report monetary statistics in the
currency of the Area Org concerned, any conversion necessary being handled
by OIC WW.
An Org operating on the 6 Dept System and whose Qual is as yet non-
existent, must not omit reporting a figure for Qual Income in the OIC
Cable, even though that figure may be consistently reported as zero. Any
"No Reports" should be cabled as "NR".
L. RON HUBBARD Founder
LRH: Ib-r.rd Copyright (c)1966 by L. Ron Hubbard ALL RIGHTS RESERVED
343
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 OCTOBER 1966
St Hill and WW only Gen Non-Remimeo
OIC GRAPHS Clearing and OT Course Div IV Statistics, LRH Comm
Statistic
Clears and OTs are not counted in the Div IV graph as they give an
improper view of some Gross Divisional statistics in that they mask
Releases actually made, an important datum.
The Gross Divisional Tech statistic includes only completions and
Releases made in Div IV. The HGC graph only includes Releases.
LRH COMM GRAPH
The graph of the LRH Comm and the Office of LRH Gross statistic shall
cease to be a point system and will be drawn hereafter 1 for 1. All
Releases, Clears and OTs made are included 1 for 1 in these graphs. (OIC,
in initially implementing this policy, should revise and backdate these
figures at least four weeks to plot a meaningful line.)
EXECUTIVE DIVISION COURSES
An additional packet of graphs each labelled Exec Div Courses shall be
added to the SH graphs and included also in the WW graphs to which it
actually belongs. They are as follows.
GRAPHS OF POST GRADUATE STUDENTS:
Graph I - is a dual graph consisting of a straight continuous line
which shows the number of students on the Clearing Course and a dotted line
which shows the number of students on the OT Course.
Graph 2 - a continuous line which shows the number of Clears made that
week (Thursday 2:00 p.m. to Thursday 2:00 p.m.) and a dotted line (when it
comes to apply) showing the number of OTs made.
POST GRADUATE INCOME GRAPHS:
Graph 3 - a line which shows the amount of money received by Saint
Hill for Clearing Course enrolments.
Graph 4 - a line which shows the amount of money paid in by OT Course
students for the OT Course.
Graph 5 - a line which shows the amount of money paid into Qual SH for
reviews by reason of the Clearing Course.
CLEARING COURSE: SUPERVISOR STATISTIC
The statistic of the Clearing Course Supervisor will remain the number
of completions tallied as number of parts completed.
LRH:rd L. RON HUBBARD
Copyright(~) 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
344
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 APRIL 1967 (Amendment to HCO Policy Letter of
30 Sept 1965, "Statistics For Divisions")
Gen Non-Remimeo O.I.C. Tech Sec Qual Sec Ad Council Exec Council
TECH DIVISION STATISTIC Number of Students completed in the week
Number of Preclears completed in the week.
The Tech Completions statistic remains, the only change being that it
is now a dual statistic of number of student completions and number of
preclear completions for the week. The definition of "completion" remains
as defined in 30 Sept 1965 Policy Letter.
It was found by a recent Board of Investigation that a total Tech
completions statistic looked good, but on a breakdown it was seen that this
was entirely due to an affluence only in preclear completions while the
total student completions statistic was actually in a state of collapse.
This had been masked from Ad Council and Executive Council and not given
its proper importance due to the condition having been concealed in the
total completions statistic.
Both preclear and student completions statistics are equally
important, reflecting different areas of the Tech Sec's responsibilities.
Each is half the product of the org and must be seen as it is.
Additionally, a collapsed student completions statistic, if unhandled, will
eventually lead to a collapsed gross cash statistic regardless of any
effluences in preclear completions.
So let's handle these two stats as they are and give preclear
completions and student completions the individual importance of a dual
gross divisional statistic for Tech.
This will mean a slight change in the O.I.C. cable.
Written by a Board of Investigation David Ziff
Joan Thomas J.J. Delance
Exec Council WW Mary Sue Hubbard The Guardian WW for L. RON HUBBARD
Founder
LRH: jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
345
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 JULY 1967
Limited Non-Remimeo SH Staff WW Staff
ADVANCED COURSES SUPERVISORS' STATISTIC
In accordance with an order of the Founder that the Advanced Courses'
statistic is Number of Hours Audited by Students, the following policies
shall apply to the Advanced Courses.
Each ADVANCED COURSES Supervisor is now allotted his own Clearing or
OT Course students whose auditing he/she supervises.
Students on the OT Course are divided equally between the OT Course
Supervisor and Assistant Supervisor/s.
Students on the Clearing Course are divided equally between the
Clearing Course Supervisor and Assistant Supervisor/s.
When new Assistant Supervisors are added, re-adjustment is to be made
so that the new Supervisor has his own students.
The Statistic for each Supervisor and Assistant Supervisor shall be
the "Number of Hours Audited" by his/her students.
The main Advanced Courses' overall Statistic, and therefore the
Statistic of Chief Supervisor of Advanced Courses, is total number of hours
audited by all students.
Executive Council WW: Fred Hare
Joan McNocher Mary Sue Hubbard The Guardian WW for
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
346
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 SEPTEMBER 1967
Remimeo
DIV 1 DEPT 3 STATISTICS AND ORG BD COPIES
STATISTIC CHANGE
Hereafter every Gross Divisional Graph and every graph of the HCO Exec
Sec and Org Exec Sec and LRH Comm and all other graphs that can reflect the
performance of an individual WILL ALSO CARRY THE PERSONAL NAME OF THAT
EXECUTIVE.
Where there is a change of executives in mid-graph sheet then a
vertical line with the name of the old to the left of the point of change
and the name of the new to the right must be entered.
This is to be on all stats in all orgs and all divisions.
In this way we can determine high and low stat personnel and see the
effect of changes.
WW must have graphs of all orgs at least monthly as well as cable
data. The names are not in the cable data which remains unchanged.
ORG BOARDS
WW is to send out a photostat of its own WW Division Org Board to all
orgs at once and quarterly thereafter. This is so that each org can post
the WW board copy as itself near its own org board.
WW must also send out blank form org boards each org can write its
individual names into every quarter. These are returned to WW and posted as
themselves.
Such org boards are made on the big WW photostat machine. It is quite
capable of turning out a copy with a pure white background and pure black
letters with no grey.
Such copies, if the stabilizer is given attention in the machine,
remain pure white when exposed to light. Those that turn grey and yellow
afterwards have been done with old or used up stabilizer and are
incompetently done.
For forever permanent copies a big tray is filled with photographic
hypo and the finished copy is soaked in it for 5 minutes and washed for 15
minutes. This is true of Ilford materials only.
The large duostat printer at SH was installed to just get this line in
and has been neglected.
The line must be gotten in and kept in.
If the duostat is not feasible then have a large org board printed in
blank form ready to insert names, one form for orgs, one for WW Division.
L RON HUBBARD
LRH:jp.cden Founder
Copyright (c) 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
347
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 SEPTEMBER 1967
Remimeo
STATISTIC
GDS DIV SIX
The Gross Division Statistic of Div Six is a triple statistic:
(a) Number new names CF.
(b) Number attendances Sunday Service.
(c) Number people interviewed by Registrar.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 OCTOBER 1967
BPI Auditor FSMs
AUDITOR AND ORG INDIVIDUAL STATS
The Individual Statistic of any Auditor is (c)
HOW MANY OF HIS PCS HAVE THEREAFTER BEEN TRAINED IN AN ORGANIZATION.
The Individual Statistic of any organization (except SH) is
HOW MANY TRAINED AUDITORS EXIST IN ITS AREA.
The Individual Statistic of Saint Hill is
HOW MANY TRAINED AUDITORS ARE THERE IN THE WORLD.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
348
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 FEBRUARY 1968
Remimeo
STATS DISSEM
An enrollment means simply putting a name on a roll. The stat of the
Body Reg is special type enrollment. Stat is persons signed up fully paid
and arrived for service.
Dir Reg stat is - number of people contacted by Registration Dept but
not inclusive Div 6 stats.
Dissem Sec and GDS - total number of bodies in the shop plus Advance
Reg.
L. RON HUBBARD Founder
LRH:jc.rd
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED [Added to by HCO P/L 5 June 1968, Stats Dissem, on
next page.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 MAY 1968
Remimeo
GDS - DISSEM DIVISION
The GDS of the Dissem Division is Gross Book Sales. This does not
include meters or any other oddities. It is just GROSS BOOK SALES.
Any interpretation of this statistic on previous policy is hereby
cancelled.
L. RON HUBBARD Founder
LRH:js.rd Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
349
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JUNE 1968
Remimeo Dissem Sec Hat
STATS DISSEM (Addition to HCO Policy Letter of 19 February 1968)
The GDS of the Dissem Sec is a dual stat - "Total number of bodies in
the shop plus Advance Reg/Gross Book Sales".
GROSS BOOK SALES means the Total Sales of BOOKS. This statistic no
longer includes meter or other bookstore sales, other than book sales.
The term Gross Book Sales does not mean gross bookstore sales - its
original and correct definition is exactly what it says, "Gross Book
Sales".
This statistic has been obscured as a GDS by meter and other bookstore
sales
being added in.
Book sales are our oldest index of future business.
L. RON HUBBARD
LRH:js.rd Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON BLUE
EXECUTIVE DIRECTIVE
SO ED 43 INT 10 May 1970
And AOs
DISSEMINATION DIVISION G.D.S. (Cancels ED 151 Int Dec. 16, 1969
"Clarification of Dissem Div Stats")
1. (a) Bodies in the Shop - Total number of PCs in the HGC, plus Total
number of students in the Academy and HSDC, plus Total number of PCs and
students in cramming and Review.
(b) Advance Registration - No. of services signed up and paid for (at
least 10% of full price).
(c) Gross Book Sales - as before on HCO Pol Ltr 25 May 1968.
MSH:PCS:dz.rd Proposed by Lt. Phyll Stevens
[seal] CO UK/ANZO Base
(c) (c) L 0 G (c) (c) for
(c) C) (c). (c) "I, Mary Sue Hubbard
' (c) (c). in Controller
2 (c) [seal] 9 (c)
:;F
350
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 FEBRUARY 1968
Gen Non-Remimeo
SH only
Other Orgs for info
OIC SH Hats HCO DIVISION 1
Xerox SH Hat OIC PUBLICATION AND DISTRIBUTION
(Replaces HCO Policy Letter of 7 June, 1966 of the same title)
There are thirteen copies (Xerox) to be made each week of the Saint
Hill Gross Divisional Statistic Graphs.
Distribution of these sets is as follows, one complete set each, each
week:
1. LRH 2. Asst Guardian SH, Deputy Guardian WW, The Guardian WW 3.
Exec Council WW 4. Exec Council SH 5. HCO Area Sec and AdComm 6. Dissem Sec
and AdComm 7. Treasury Sec and AdComm 8. Technical Sec and AdComm 9.
Qualifications Sec and AdComm 10. Public Planning Sec and AdComm 11. Public
Activities Sec and AdComm 12. Success Sec and AdComm
13. Notice board for all staff to see.
These OIC sheets are not returned; they are not added to each week by
the recipient. Each week a new Xerox set is made for each distribution
destination listed above.
The MASTER graph set is kept in a book, wholly loose leaf, and never
distributed. Only it is marked by OIC. Then the masters are copied by Xerox
and the sets made up and distributed.
Exec Council WW and the Guardian WW also get sets of every GDS graph
in the world from OIC WW.
Two copies of each of the other graphs (individual posts) are made up.
One complete set goes to Ethics. The other set is distributed to the
appropriate Secretary in time for the Divisional AdComm on Friday. Also an
extra copy is made of each graph of the Internes auditing in the HGC, and
forwarded to the Tech Sec (the other copy goes to the Qual Sec) as these
graphs are germane to both Divisions.
Tony Milledge - OIC SH
Reports Officer SH
Ric Jones - Dir I & R SH
Bene Neal - HCO Area Sec SH
Val Wigney - Qual Sec SH
Monica Quirino - HCO Exec Sec SH
Herbie Parkhouse - Org Exec Sec SH
Blanka Annakin - Public Exec Sec SH
Ken Urquhart - LRH Comm SH
Tim Littler - HCO CLO EU
Eunice Ford - HCO Exec Sec WW
Tony Dunleavy - Public Exec Sec WW
Allan Ferguson - Org Exec Sec WW
Ken Delderfield - LRH Comm WW
Rene Maloney - Dep. Guardian Comm WW
Joan McNocher - Dep. Guardian WW
Mary Sue Hubbard The Guardian WW
LRH:jc.rd for
Copyright (c) 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
351
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JUNE 1968
Remimeo
PUBLIC DIVISIONS STATS
The Gross Divisional Statistics of the Public Divisions are allotted
as follows Public Planning Division -
Number new names C/F
Public Activities Division -
Number of People interviewed by Registrar
Success Division -
Number Attendees Sunday Service
ED 1076 INT is hereby cancelled.
Lt. Diana Hubbard
LRH:DH js.cden Public Aide
Copyright (I) 1968 for
by L Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1968
Remimeo
CLASS VIII C/S QUAL STAT
STAT FOR CLASS VIII C/S QUAL IS NUMBER NAMES IN CF.
L. RON HUBBARD Founder LRH:ei.cden Copyright (I) 1968 by L. Ron
Hubbard ALL RIGHTS RESERVED
352
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JANUARY 1969 Issue II (HCO Pol Ltr of 25th
June 1968 Amended)
Remimeo
PUBLIC DIVISIONS GROSS DIVISIONAL STATISTICS
The Gross Divisional Statistics of the Public Divisions are allotted
as follows:
Public Planning Division -
Number New Names in C/F
Public Activities Division -
Number of People interviewed by Registrar
Distribution Division -
FSM Commissions Paid
Tom Morgan
Public Exec Sec WW
Jim Keely
Qual Sec WW
Vic Ueckermann
HCO Area Sec WW
Ad Council WW
Rodger Wright
LRH Comm WW
Jane Kember
The Guardian WW
LRH: ei.rd
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
353
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MARCH 1969
Gen. Non-Remimeo Issue II
All OIC Hats
O.I.C. REPORT FORM
(Amends OIC Report Form given in
HCO Pol Ltr 4 Jan 1968)
EFFECTIVE AS FROM W/E 15 MAY 1969
The OIC report form is now extended to include recent changes in Gross
Divisional statistics, and other data required by World Wide. Thus the
pattern is as follows: HCO despatch number RON Arithmetical date Month
abbreviated Week Ending abbreviated (W/E) Date of week ending in code (day
/ month / year) DAY 1. Gross Income for week
2. Number of Releases and Clears (as per HCO Pol Ltr 1 May 1966 for
outer orgs and as per HCO Pol Ltr 12 Oct 1966 for SH only)
3. Tech Space available in square paces (as per HCO Pol Ltr 6 Nov
1966) 4. Admin Space available in square paces (as per HCO Pol Ltr 6 Nov
1966) 5. Total useful building Space in square paces (as per HCO Pol Ltr 6
Nov 1966) 6. Total useful ground Space in square paces (as per HCO Pol Ltr
6 Nov 1966) 7. All Org Bills Owed - Org's Gross Bills 8. Org's Gross Cash
reconciled 9. Total Debt of the Org 10. Org Assets and Property 11. Letters
In 12. Letters Out (Personal Communication to an individual) 13. Total Bulk
Mail Out (Equals everything, including item 12) 14. Gross Book Sales (as
per HCO Pol Ltr 5 June 1968) 15. Total Bodies in the Shop plus Advance Reg
16. Credit Collected 17. Bills Paid 18. Student Completions 19. PC
Completions 20. QUAL: CASH collected by reason of the division for the week
21. Org Gross Income divided by No. on staff of org 22. Number New Names
C/F 23. Number attendances at Sunday Service 24. No. of People interviewed
by Registrar 25. Value of FSM Commissions Paid 26. No. of ARC Broken PCs
found, contacted and brought into the org 27. No. ARC Broken PCs handled
and signed up for next service
28. Number of trained auditors in area (as per HCO Pol Ltr 4 Oct 1967.
This figure to consist of day & foundation figures combined)
29. Total No. in C/F 354
30. No. of Students completing the Org Exec Course 31. No. misdeclares
corrected 32. No. of Bookshops that sell Scientology Books in area 33.
Amount of FSM Commissions received by the Org 34. Org Rudiment number
35. Signatory.
FOUNDATION OIC report form will be as follows:
Foundation abbreviated (FDN) 1. Gross Income for week 2. Number of
Releases & Clears 3. Letters In 4. Letters Out (Personal Communication to
an individual) 5. Bulk Mail Out (Equals everything, including item 4) 6.
Gross Book Sales (as per HCO Pol Ltr 5 June 1968) 7. Total Bodies in the
Shop plus Advanced Reg 8. Credit Collected 9. Student Completions 10. PC
Completions 11. QUAL: CASH collected by reason of the division for the week
12. Org Gross Income divided by No. on staff of org 13. Number of New Names
to C/F 14. No. People Interviewed by Registrar 15. Value of FSM Commissions
paid 16. No. ARC Broken PCs found, contacted and brought into the org 17.
Number of ARC Broken PCs handled and signed up for next service 18. No.
Students completing the Org Exec Course 19. No. misdeclares corrected 20.
Amount of FSM Commissions received by the Org 21. Org Rudiment number
22. Signatory.
Note: This Policy does not alter HCO Pol Ltr 27 Sept 1966, which
outlines how the
reports are to arrive at WORLD WIDE.
OIC WW is to report to OIC SH the weekly total figure for "how many
trained Auditors exist in its area", so that the Saint Hill Individual
Statistic may be compiled
and graphed.
Marj Hill OIC I/C WW
Bruce Glushakow HCO Area Sec WW
Edie Hoyseth HCO Exec Sec WW
Allan Ferguson Org Exec Sec WW
Jim Keely Qual Sec WW
Tom Morgan Public Exec Sec WW
Ad Council WW
Rodger Wright LRH Comm WW
Barbro Boman Guardian Comm WW
Kevin Kember Policy Review Section WW
Jane Kember The Guardian WW
for L. RON HUBBARD
LRH: ei.rd Founder
Copyright (c) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
355
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MARCH 1969
Remimeo Tech & Qual Hats OIC Hats
COMPLETIONS STATISTIC, TRIPLE GRADES, TECH & QUAL DIVISIONS
A completion is defined in HCO Pol Ltr 30th September, 1965 as
certified or classed or graded. It is further defined in HCO Pol Ltr 17th
October, 1966 Issue II as Grade Rehab, S & D, assist or Sec Check.
Since each question of a Triple Grade is considered as a type of
process by itself which handles not a different Grade (process subject
matter) but a different flow (aspect) of the subject being addressed, for
statistic purposes each flow of a Triple Grade should be considered as one
PC completion.
David Dunlop Int Tech Officer WW
Jim Keely Qual Sec WW
Bruce Glushakow HCO Area Sec WW
Ad Council WW
Rodger Wright LRH Comm WW
LRH:ei.cden Jane Kember Guardian WW
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 APRIL 1969 Refers HCO PL 31 March 69
Remimeo
HCO Policy Letter 31 st March 1969, Completions Statistic is herewith
cancelled,
as it
A) Changes the purpose of HCO Policy Letter 30 Sept 65 which states
that a completion is a grade completed.
B) Would give a possible 4 Bonuses to an Auditor per Auditing Grade.
Proposed by H.G. Parkhouse 2 D/G F WW for Jane Kember
LRH:ei.cden The Guardian WW
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
356
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 SEPTEMBER 1969
Remimeo
(Amends HCO Policy Letter of 30 Sept 1965) (Amends HCO Policy Letter
of 31 Mar 1969,II, Item No. 19)
HGC STATISTIC
The statistic for the HGC and the Tech Division is changed from PC
Completions to number of successful auditing hours delivered. This is in
line with HCO Bulletin, 29
July 1969.
TECH DIVISION
The statistic is the number of successful auditing hours delivered.
Number of student completions.
DEPT OF PROCESSING
The statistic is the number of successful auditing hours delivered for
the week.
This is the statistic of the D of P and the HGC Case Supervisor with
the HGC Auditor having the same statistic on an individual basis.
"Successful auditing hours" are judged solely by the thoroughness and
exactness of technical application and are the total of sessions for which
the Case Supervisor gives the auditor a "well done".
R.C. Ash - Org Exec Sec UK
Allan Ferguson - Qual Sec WW
Rosalie Vosper - HCO Area Sec WW
Ad Council WW
Anne Tampion - HCO Exec Sec WW
Allan Ferguson - Org Exec Sec WW
Tom Morgan - Public Exec Sec WW
Rodger Wright - LRH Comm WW
Leif Windle - Policy Review Section WW
Jane Kember - The Guardian WW
for L. RON HUBBARD Founder
LRH: RA: ei. eden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
357
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1970
Remimeo
STATISTICS, MANAGEMENT BY
The most direct observation in an org (or a country) is statistics.
These tell of production. They measure what is done.
It cannot be said too often that management is best done by
statistics.
Each division in an org has a GROSS DIVISIONAL STATISTIC. This is
calculated to reflect the production of that division by all its divisional
members.
An EXECUTIVE COUNCIL has all these GDSs available to it every week.
This is done by the OIC system (Organization Information Centre). The stats
are collected by each division and compiled by Dept 3 Div 1 Inspection and
Reports into graphs. No matter how small an org, it has to have an OIC.
The EC as a Council runs the org by observation of the GDSs.
Conditions are assigned each Division by the EC each week according to
these GDS stats.
The name of the secretary of the division is noted on the graph. EC
names are also on their own graphs.
These graphs, the OIC, should be POSTED WHERE STAFF CAN SEE THEM, not
hidden in some room or in only an Exec Sec's office. They tell the rest of
the org what the division is doing.
There is a lot to stat interpretation. It is covered in the Org Exec
Course.
The Gross Income stat is not the most important in the org. It is
modified by the expense of the org. An apparent high income can be wiped
out by ignorant or unread financial planning, which makes the org cost more
than it makes.
If all other stats are up, the Gross Income will go up.
Individual staff members, secretaries and executive secretaries are
commended, promoted, demoted or Comm Eved on the basis of their stats. A
person with high stats has Ethics protection. A person with low stats not
only has no Ethics protection but tends to be hounded.
Orgs are not well run by the old school tie, what professor one knew
in the Ivy League University or who is shacked up with whom. Orgs run by
other considerations than stats hurt the individual staff members. Orgs are
well run when they are run by fairly and realistically designed stats for
every staff member, division and the org.
Reasonableness is the great enemy in running an org. "Well, of course,
the PES's stat is down because there's been a rail strike..." Nonsense.
The PES's stat is down because of low production in the Public
Divisions and that's the whole and only reason.
Rumour can kill orgs and staff members. Whopping generalities like
"People are ARC broken with Scientology" is just a Suppressive Person at
work. Suppressives HATE anything that helps people. Listening to rumours
instead of looking at stats or instead of just producing what one is
supposed to produce in an org is playing straight
into the hands of the bad hats.
Stats are a safe way to operate.
By raising individual stats we expand.
By expanding we gain strength and influence.
It may be a long road but it is a safe one.
Run only by statistics.
L. RON HUBBARD
LRH:jz.rd Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JUNE 1970 Issue II
Remimeo AU Orgs Scn and SO
URGENT OIC CHANGE CABLE CHANGE (Effective for the week beginning 24
July 1970 and ending for first report 30 July 1970 and continuing
thereafter.) (Cancels HCO PL 29 Mar 70, Tech and Qual Stats.) (Amends HCO
PL Sept 30, 65, Statistics for Divisions.)
Tech and Qual Stats are revised as follows:
TECHNICAL DIVISION
Tech Sec and GDS:
1. Total number of well done auditing hours in HGC.
2. Total points of all students in the Dept of Training for the week
past based on the Flag Authorized point system.
Dir of Tech Services:
1. Total of new students and pcs scheduled and to whom service was
being delivered in the past week, a newly purchased intensive or course if
scheduled and being serviced, counting as one, a 5 hour intensive counting
however only as 1 /6th of a person.
Director of Training:
Combined points of all students on courses based on Flag Authorized
point system.
Supervisors:
Combined points of all students on their particular courses.
Director of Processing:
Total number of auditing hours less 5 for each pc backlogged more than
3 days.
Auditors:
Total hours audited for each auditor + 1 point for every very well
done session.
Tech C/S:
Total number of TA Divisions for the week less 25 points for every pc
not making his grade at Examiner.
QUALIFICATIONS DIVISION
Qual Sec and GDS:
1. The amount of money paid for student training into the org for a
certificate course. (All solo excepted.)
2. The number of creditable success stories turned in less 2 points
for every no-story and less 2 more points for every ethics action taken on
a student, pc or staff member.
359
Dir Exams:
1. 1 point for every non F/N Examiner Report. (It being understood
that an Examining Report is done after every session.)
2. 10 points for every uncertain or flunked student. (It being
understood that students are given meter checks by Examiner and spot Exams
for every theory or practical completion.)
Note: Each of the 2 Examiner stats loses 100 points for each proven
instance of evaluation, invalidation of students or pcs by expression or
statement by the Examiner, instances of penalty to be decided by Qual Sec.
Div 6 Sec and a third member agreed upon by the two.
Dir Review:
1. Errors discovered and corrected in pcs' folders, I point for each
plus 10 points for each student completed with VGIs.
2. Number of falsely signed off items on Div IV checksheets corrected
in Cramming.
Cramming Officer:
See No. 2 Dir Review.
Staff Training Officer:
1. GI divided by the number of people.
2. Course completions by staff members.
Qual Consultant:
1. Number of staff, students and pcs spotted in the org during week
with BIs.
2. Number of BIs routed or handled.
No Qual C/S Stat as there now isn't one.
Review Auditor:
1. Errors discovered and corrected in pcs' folders, 1 point for each.
2. 10 points for each pc completed with VGIs.
Dir C&A:
1. Number of classifications rejected by reason of inadequate case
gain or false representations.
2. Number of awards refused by reason of inadequate hours or abilities
for the level not attained.
It will be noted that these statistics reflect the original design of
Tech and Qual and do not favor "Quickie Grades" for pcs, inabilities in
auditors, unpaid staffs or an ARC Broken field.
Accuracy in compiling these stats, posting them weekly where they can
be seen and managing on the basis of these is a survival factor in an org.
L. RON HUBBARD Founder
LRH:nt.cden Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
360
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I HCO POLICY LETTER OF 23 JANUARY 1959
HCO Personnel only
ETHICS
One item which falls under the heading of ethics and which is HCO's
job to handle is the case of field auditors misusing and violating
technology (codes, etc.) to a point where:
(a) their preclears and groups obtain no result
(b) their preclears and groups actually decline
(c) their handling of Scientology leads to a poor or false impression
on the public.
In such an instance it is up to HCO to take action on the following
lines:
(a) Investigate incident by finding out from this person's pc or group
what effect is being caused on them.
(b) Call auditor in - check his training record - find out what he is
doing - warn him to re-train and get squared around technically - and warn
him his certificate will be cancelled if he does not comply.
(c) Check to see if he has complied (enrolled in a course, etc.) - if
not cancel certificate.
(d) Rehabilitate Auditor.
Lack of complaint by "victims" of such persons does not affect our
attitude on an ethics case.
HCO takes action whenever an ethics case comes to its attention - and
it is continually on guard to protect the ethics of Scientology.
L. RON HUBBARD
LRH:mp.gh.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS
RESERVED
361
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1 HCO POLICY LETTER OF 20 NOVEMBER 1959
Amended and reissued 10 March 1960
CenOCon
VALIDATION OF FRANCHISES
It is important that Scientology magazines run occasional notices as
follows:
"Your best guarantee of ethical and expert auditing is a prominently
displayed HCO Franchise. Your Central Organization cannot guarantee the
ethics of all auditors but those who hold HCO Franchises are known to be
ethical. In case of doubt about your auditor's record write to your
Association Secretary (etc). He can inform you of the standing of any
practicing Scientologist. You can also write to your HCO Secretary
concerning any matter of ethics, technology and awards.
"Medical Doctors and Psychiatrists are not qualified by their state
licences to practice Dianetics or Scientology unless certified as well as
auditors."
If any query arrives concerning any auditor only one of two responses
is permitted:
"Referring to your query concerning (an auditor or Scientologist) we
are pleased to inform you that we know of no reason why he (or she)
should not receive your full confidence.
"If you know any reason to the contrary please inform us. *
"Ethics forbids further discussion of the reasons.
"Any further information you can give us concerning the activities of
this person would be gratefully received.
"Scientology is too powerful to be permitted to be used professionally
by unscrupulous persons."
Or, if the person asked about is in our bad books, write only:
"Concerning your query about (an auditor or Scientologist) we regret
to
inform you that we cannot recommend this person.
"Where certificates have been revoked we have not always recovered the
actual document.
"Should the person in question report for auditing and be cleared by
the Central Organization, a public notice will be posted to that effect.
"Yours for a clean Earth, etc."
To answer other than the above is to seem to fully recommend an
auditor or, in the second case, further data could lay grounds for libel.
This is basically an effort to clean up the field, which is already
pretty clean, and to secondarily force persons to be well trained and to
have HCO Franchises.
Do not recommend any auditor in any way who has not been trained
within three years or alternatively has not served well on a Central
Organization staff in lieu of other training.
Note: If a straightforward request arises where the originator has no
reason to suspect anything wrong with the auditor and it is merely an
enquiry you may only quote as far as the asterisk *.
LRH:js.mm.rd Valerie E. Obin
Copyright (c) 1959, 1960 HCO Area Secretary
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
[Note: 20 Nov 1959 issue by LRH was amended by HCO Area Sec to include
asterisk in text and note in last paragraph. ]
362
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO Offices HCO POLICY LETTER OF 7 DECEMBER 1959
HCO Secs
Franchise Hldrs SCIENTOLOGY CLEANUP
Every time one tries to clean up criminals or Communists out of
Scientology and thereby gain some internal sanity and self-respect, there
are blowups in unexpected places.
Technically, persons with undeclared crimes are unauditable as they
will not go into two-way communication with their auditor and therefore all
failed cases come under the heading of persons with undeclared overts they
are afraid to tell especially a Scientologist. Thus we are left with failed
cases. Thus the recent order that all cases to be audited must have a tone
arm sitting at the clear reading for that person. The needle is talked down
or audited down on overts and withholds on third dynamic matters which
usually include second dynamic irregularities. This means first that we are
going to solve all these cases. It means secondly that we must have nothing
but completely honest auditors who can follow a code and never use
blackmail or spread pc secrets. So a cleanup was in order the moment this
technology was discovered.
In Australia I found the most failed case to be one Douglas Moon. Moon
was then sacked out of HASI Melbourne and on my persuasion signed a
complete confession to numerous crimes. He was ordered to clearing and to
settle these matters with the police which he is doing quite commendably.
BUT for five years this person has had HASI Melbourne in a stew and the
moment he was removed we had double the PE Fndn people and a happy staff.
This backfired in a peculiar way. Moon's best friend at one time was
lain Thompson. As soon as Moon was sacked lain went to work on Saint Hill
and with the gratuitous assistance of his wife, of Norma Webb and Dinah Day
and Peter Stumbke wrecked every line to hand and tried to strip the place
of staff. Poor Mary Sue, trying desperately to hold the place together
while I was in Australia was accused of sacking everybody which she did
not. She was violently treated as well as the children. Of course this is a
scandalous state of affairs and of course should be hidden secretly, eh?
But I have the situation under control even though the day I returned from
Down Under I found no staff.
The usual self-protective Commie mechanism was afloat to the effect
that I was out to destroy everything by believing people were against me -
which is proved the instant I fire somebody who has been strangling the
baby. That I fire them proves the story, of course. This was afloat in
California in 1950 and is an old wheeze. The truth is that personnel was in
the hands of a former party member who unknownst to us recruited four
Commies into a 22 person staff. The rest of the staff is still here. The
persons with Commie connections ran the moment I appeared and are not here.
POLICY: WHEN A PERSON HAS BEEN DISMISSED OR HAS RUN BECAUSE COMMUNIST
OR CRIMINAL CONNECTIONS HAVE BEEN DISCOVERED WITHOUT HIS VOLUNTEERING THEM,
HIS CERTIFICATES AND COMM LINES ARE CANCELLED AND WILL NOT BE RESTORED
UNTIL THIS PERSON'S OVERT ACTS AND WITHHOLDS ON SCIENTOLOGY AND CONNECTED
PERSONS AND ORGS HAVE BEEN WRITTEN DOWN IN FULL AND THE PERSON CLEARED
FULLY ON AN E-METER BY AN HCO PERSONNEL. THIS ALSO APPLIES TO DUPES OF SUCH
PERSONS. ONLY THEN WILL CERTIFICATES BE CONSIDERED AND COMM LINES RESTORED.
It's a bitter fact sometimes that Scientologists are so reasonable
about these pushes. It leaves me manning the ramparts in a lonely fashion.
But as you notice I can usually rehabilitate the situation and the persons
and keep a constructive programme going. But how about helping me out on
these things? Let's get the persons whose cases don't move cleared of
overts and withholds and have an honest teammate where we had a secret
destroyer. We have the technology along with the emergency this time. So
let's finish off the future emergency by cleaning up Scientology now.
LRH: rd
Copyright (c) I 9 5 9 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
363
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 31 DECEMBER AD9
Fran Hldrs
HCO Secs
Assn Secs
HAS! Dept Heads BLOW-OFFS
Scientology Technology recently has been extended to include the
factual explanation of departures, sudden and relatively unexplained, from
sessions, posts, jobs, locations and areas.
This is one of the things man thought he knew all about and therefore
never bothered to investigate, yet, this amongst all other things gave him
the most trouble. Man had it all explained to his own satisfaction and yet
his explanation did not cut down the amount of trouble which came from the
feeling of 'having to leave'.
For instance man has been frantic about the high divorce rate, about
the high job turn-over in plants, about labour unrest and many other items
all stemming from the same source - sudden departures or gradual
departures.
We have the view of a person who has a good job, who probably won't
get a better one, suddenly deciding to leave and going. We have the view of
a wife with a perfectly good husband and family up and leaving it all. We
see a husband with a pretty and attractive wife breaking up the affinity
and departing.
In Scientology we have the phenomenon of preclears in session or
students on courses deciding to leave and never coming back. And that gives
us more trouble than most other things all combined.
Man explained this to himself by saying that things were done to him
which he would not tolerate and therefore he had to leave. But if this were
the explanation all man would have to do would be to make working
conditions, marital relationships, jobs, courses and sessions all very
excellent and the problem would be solved. But on the contrary, a close
examination of working conditions and marital relationships demonstrates
that improvement of conditions often worsens the amount of blow-off, as one
could call this phenomenon. Probably the finest working conditions in the
world were achieved by Mer. Hershey of Chocolate Bar fame for his plant
workers. Yet they revolted and even shot at him. This in its turn led to an
industrial philosophy that the worse workers were treated the more willing
they were to stay which in itself is as untrue as the better they are
treated the faster they blow-off.
One can treat people so well that they grow ashamed of themselves,
knowing they don't deserve it, that a blow-off is precipitated, and
certainly one can treat people so badly that they have no choice but to
leave, but these are extreme conditions and in between these we have the
majority of departures: the auditor is doing his best for the preclear and
yet the preclear gets meaner and meaner and blows the session. The wife is
doing her best to make a marriage and the husband wanders off on the trail
of a tart. The manager is trying to keep things going and the worker
leaves. These, the unexplained, disrupt organizations and lives and it's
time we understood them.
People leave because of their own averts and withholds. That is the
factual fact and the hardbound rule. A man with a clean heart can't be
hurt. The man or woman who must must must become a victim and depart is
departing because of his or her own averts and withholds. It doesn't matter
whether the person is departing from a town or a job or a session. The
cause is the same.
Almost anyone, no matter his position, can remedy a situation no
matter what's wrong if he or she really wants to. When the person no longer
wants to remedy it his own overt acts and withholds against the others
involved in the situation have lowered his own ability to be responsible
for it. Therefore he or she does not remedy the situation. Departure is the
only answer. To justify the departure the person blowing-off dreams up
things done to him, in an effort to minimize the overt by degrading those
it was done to. The mechanics involved are quite simple.
It is amazing what trivial overts will cause a person to blow. I
caught a staff member one time just before he blew and traced down the
original overt act against the Organization to his failure to defend the
organization when a criminal was speaking viciously about it. This failure
to defend accumulated to itself more and more overts
364
and withholds such as failing to relay messages, failure to complete
an assignment until it finally utterly degraded the person into stealing
something of no value. This theft caused the person to believe he had
better leave.
It is a rather noble commentary on man that when a person finds
himself as he believes, incapable of restraining himself from injuring a
benefactor he will defend the benefactor by leaving. This is the real
source of the blow-off. If we were to better a person's working conditions
in this light we would see that we have simply magnified his overt acts and
made it a certain fact that he would leave. If we punish we can bring the
value of the benefactor down a bit and thus lessen the value of the overt.
But improvement and punishment are neither one answers. The answer lies in
Scientology and processing the person up to a high enough responsibility to
take a job or a position and carry it out without all this weird hokus-
pokus of 'I've got to say you are doing things to me so I can leave and
protect you from all the bad things I am doing to you'. That's the way it
is and it doesn't make sense not to do something about it now that we know.
A recent Secretarial Executive Director to all Central Organizations
states that before a person may draw his last pay cheque from an
Organization he is leaving of his own volition he must write down all his
overts and withholds against the Organization and its related personnel and
have these checked out by the HCO Secretary on an EMeter.
To do less than this is cruelty itself. The person is blowing himself
off with his own averts and withholds. If these are not removed then
anything the Organization or its people does to him goes in like a javelin
and leaves him with a dark area in his life and a rotten taste in his
mouth. Further he goes around spouting lies about the Organization and its
related personnel and every lie he utters makes him just that much sicker.
By permitting a blow-off without clearing it we are degrading people, for I
assure you, and with some sorrow, people have not often recovered from
overts against Scientology, its Organizations and related persons. They
don't recover because they know in their hearts even while they lie that
they are wronging people who have done and are doing enormous amounts of
good in the world and who definitely do not deserve libel and slander.
Literally, it kills them and if you don't believe it I can show you the
long death list.
The only evil thing we are doing is to be good, if that makes sense to
you. For by being good, things done to us out of carelessness or
viciousness are all out of proportion to the evil done to others. This
often applies to people who are not Scientologists. Just this year I had an
electrician who robbed HCO of money with false bills and bad workmanship.
One day he woke up to the fact that the Organization he was robbing was
helping people everywhere far beyond his ability to ever help anyone.
Within a few weeks he contracted TB and is now dying in a London Hospital.
Nobody took off the overts and withholds when he left. And it's actually
killing him - a fact which is no fancy on my part. There is something a
little terrifying in this sometimes. I once told a bill collector what and
who we were and that he had wronged a good person and a half hour later he
threw a hundred grains of veronal down his throat and was lugged off to
hospital, a suicide.
This campaign is aimed straightly at cases and getting people cleared.
It is aimed at preserving staffs and the lives of persons who believe they
have failed us.
Uneasy lies the head that has a bad conscience. Clean it up and run
responsibility on it and you have another better person, and if anybody
feels like leaving just examine the record and sit down and list everything
done to and withheld from me and the Organization and send it along. We'll
save a lot of people that way.
And on our parts we'll go along being as good a manager, as good an
Organization and as good a field as we can be and we'll get rid of all our
averts and withholds too.
Think it will make an interesting new view?
Well, Scientology specializes in those.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
365
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1 HCO POLICY LETTER OF 23 MAY 1960 Re-
issued from Sthil
CenOCon HCO Secs Assoc Secs
CANCELLATION OF CERTIFICATES
The certificates and Memberships of persons who flagrantly support
further persons whose unethical conduct has imperiled the good name and
existence of Scientology in any area of the world may be cancelled.
It is not a popular nor an understood fact that Scientology has
opposition. When the certificates of a person are cancelled, they can be
restored after the person receives 500 hours of auditing at an HGC. But
persons who failed to help this discipline are themselves suspect. Instead
of insisting to the person that he or she take the auditing or giving the
person auditing, it has happened that campaigns against "injustice" are
begun.
When HCO cancels certificates, it has very good reason for it. The
continued possession of a certificate in that person's hands could injure
many.
Further, it has happened that when people support an offender after
the fact of cancellation, experience has shown they were usually part of
the offending clique.
A certificate must rest only in clean hands. Scientology has too much
power for us to run the risk.
Therefore anyone who holds a certificate who helps a person whose
certificates have been cancelled can have the same penalty.
There are not at this writing many cancelled certificates in the
world. But where we are trying to force some unethical practitioner to
straighten up after all our pleadings failed, there are a few associated
people who are preventing, by their encouragement of the de-certified
person, a clean up of that person in an H.G.C. Such persons should lose
their certificates at once as being incapable of accepting a clean field.
L. RON HUBBARD
LRH:js.gh.rd Copyright (I) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
366
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1
BPI HCO BULLETIN OF 27 MAY 1960
MA (not a lead Issue II
article Re-issued from Sthil
but a 2nd place)
Dear Scientologist:
For a long ten years I have had to wear many hats. Amongst them is an
Ethics hat by which I have had to protect, often with small support, the
good name and standards of conduct of Dianetics and Scientology.
To say the least the hat and necessary actions of counter-attack and
defense have been distasteful to me. And in this regard, I humbly ask your
help.
We have the answers today as to the why of "squirrels". We know the
reason for their overts against Dianetics and Scientology. Technically,
with overt-withhold and the phenomena of help we not only understand them
but can straighten out their insecurity and hates to their own benefit.
Could you help me in this? It must be evident by now after ten long
years that if there were any twist or untruth, betrayal or insincerity
intended by me or organizational people, we long since would have passed
away. The rumours that are put out by unbalanced people achieve only harder
work for me and for good people everywhere.
In ten consistent years you should have proof enough that I'll stay at
my post and do my job and overcome barriers, technical or administrative,
organizational and field, somehow.
I dislike punishments and quarrels and entheta as much as any of you.
Sometimes I haven't handled these things well, but I have tried to do my
job as best I could here on a muddy earth.
Today nothing can destroy us or our works. I have no fear for our
future and I know what we can do. Available to your hands is the technology
necessary to handle rumour mongers, unethical persons and enturbulators.
You can help me by handling them and getting them to good auditors,
preferably an HGC, and preventing them from upsetting others and our task.
Winning is so easy now, success is in our very grasp.
What failure do you think I feel when I am asked to cancel a
certificate? With all the wealth of truth before him, someone avails
himself or herself of no part of it and with a glass of water held in hand,
dies of thirst.
Yet some of this burden lies with you. When an auditor forgets his
personal auditing, and audits without being clear, why does the field
permit him to crack up? Why haven't his friends and associates thought
enough of him to force him to get processing from a reliable source? Why do
they wait for him, overworked already, to emerge from the tangle of some
emotional crisis utterly unstrung and hating everything, before they offer
processing?
Clearing the executives, the auditors, the people of Scientology is
your job now. When you hear somebody "going bad", running away and raving
against us all, don't harbor him and sympathize - you'll kill him. Make him
go to the nearest HGC or an auditor with altitude over him and get his
overts off and his ability to help increased.
There are thousands of auditors across the world. Few of them are
clear. Once or twice a year amongst all these one of them turns upon us.
Rumours fly. People wonder. Eyebrows raise. Why? In a few years they'll be
clear. We've just begun the
367
project. Right now they are not. Instead of standing around blinking,
wondering even believing such wild tales, why aren't you being effective?
The person doing bad and untrue things needs assistance. The least you can
do is drive or force him to an HGC where supervised auditing (and not patty-
cake) will straighten the person out and make life bright again.
My lines are heavy. My days are long. To these should we also add my
Ethics hat?
A breakthrough has happened here in 1960's spring bigger even than
O/W. We're clearing people fast in HGCs. It just began to happen. But it
isn't happening to auditors in the field yet and it won't for quite some
while. Meanwhile must I go on and act to minimize the damage being done by
people not only not yet clear but heavily caved-in?
You could help me by pressing these people in toward auditing, by
understanding the why of their rumours and hates and getting them
processed. And you can help by insisting that "names" in Scientology get
processed regularly by competent auditors in an HGC (not by some "friend"
who'll patty-cake) until they're really cleared. I myself have had scores
of hours of processing since last fall. If I could be clearer than I am,
what's that make the case of other Scientologists?
You could lighten my lines, and my heart, if you'd share this burden
even a little bit. Hold the field together until they are all clear.
Now, certain you will help in this and let me get on to wider work, I
wish to celebrate the occasion of HGCs, using new technology, beginning to
make clears again, by announcing the complete and unqualified restoration
of all certificates and awards ever cancelled since 1950. They're all in
force again. Let's get on with our job.
LRH:js.gh.cden
Copyright (c) 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MARCH 1962
CenOCon
STAFF REGULATION RELATIONS WITH PCS AND STUDENTS
No staff member or part time staff member shall have sexual relations
or any kind of sexual relationship with any student or preclear who is not
their legal spouse, while that person is enrolled in the Academy as a
student, or in the HGC as a preclear; nor while a student who has been
released from the Academy is waiting to take his or her HCO Board of Review
test or examination; nor while a completed preclear is waiting to return
home.
Penalty for infraction of this policy: Dismissal, with full penalty of
failure to complete staff contract.
A notice to this effect should be posted permanently and prominently
on both
student and staff bulletin boards.
LRH: ph.rd
Copyright Q) 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCOP/L11 August 1967, Second Dynamic Rules, page 463.]
368
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1965
Gen Non-Remimeo
BPI HCO (DIVISION 1)
JUSTICE AMNESTY POLICY
AMNESTY: A general pardon for past offenses; the granting of such a
pardon; a forgetting or intentional overlooking; the rendering of
punishment null and void for offenses earlier than the amnesty date, known
or unknown; forgiveness of past criminal or anti-social actions. The
removal of criminal names from police wanted files.
An Amnesty is general in nature and when issued includes everyone.
An Amnesty is issued under L. Ron Hubbard, founder, or chairman of the
International Board, to signalize an event of extreme importance in
Scientology.
Its secondary purpose is to end personal upsets and liabilities by
reason of withholds and make it possible for them to be audited easily by
auditors.
A tertiary purpose is to prevent the build up of personal rancour
against Scientology, orgs and individuals as persons so disposed are always
critical or vicious because of their own overt actions and consequent
withholds, or simply because they fear what we can discover about them. It
ends the cycle for such people.
It is plainly meant by an amnesty, that acts of a criminal or
punishable nature are forgiven and placed beyond our retaliation or
punishment.
An amnesty specifically does not mean monetary or other obligations or
acts of what are called a "civil" nature.
Criminal acts result in punishment.
Merely civil matters can result only in civil suits.
Amnesty is clearly intended to cover only anti-social or anti-
Scientology acts and is clearly not intended to cover debts, contracts or
such agreements or obligations.
Suspended certificates or Classifications are restored by an amnesty.
All Committee of Evidence sentences except financial and certificate
cancellation are removed completely by an amnesty.
Cancellation of certificates, classifications and awards cannot be
cancelled by an amnesty and so an amnesty does not restore them.
Certificate and award cancellations occur only when the person has
departed Scientology. This occurs because of lack of case gain. Case gain
cannot occur in a person who commits continuously acts hostile to his
fellow man. All chronic no-gain cases which do not advance in the face of
any auditing are traceable to recurring hostile actions the person
undertakes secretly against his fellows, not in the past, but in the
present during the time period of the auditing. So an amnesty is useless in
cancellation matters. Such persons would have to first cease their
continuous anti-social conduct and again be trained or processed.
Offenses occurring after midnight of the release date of an amnesty
are not covered by the amnesty.
The frequency of amnesties is determined solely by the frequency of
new triumphs of significant general importance to Scientology. Help them
happen.
L. RON HUBBARD LRH:jw.cden Copyright Q) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
[See also HCO P/L 7 April (c) 1965 Issue 111, Amnesty-Cancelled Certs-
Justice Comments, page 387. 369
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MARCH 1965 Issue II
Remimeo
HCO (DIVISION 1) JUSTICE STAFF HAT RIGHTS OF A STAFF MEMBER, STUDENTS
AND PRECLEARS TO JUSTICE
1. HCO is the Justice agency of Scientology and Scientologists in
addition to other functions.
2. All matters of internal Justice in orgs, Committees of Evidence and
complaints are taken to the HCO personnel so indicated on the Org Board.
3. All Scientologists and staff members in accepting posts or
membership agree to abide by the HCO Codes. These include the Justice
Codes.
4. HCO Justice applies to all Scientology and Scientologists.
5. When we say Legal matters we mean outside law and law agencies such
as attorneys, civil courts, suits, contracts and corporation and copyright
matters. This comes under Division 3.
6. When we say JUSTICE we mean HCO, Division 1, Internal activities
such as Committees of Evidence, internal enforcement and discipline.
Scientology Justice safeguards the rights of Scientologists, prevents
injustice, prevents punishment by whim, and brings order. Before the
Justice Codes, discipline was inequitable and often unjust. The HCO Justice
Codes bettered this by making offenses and penalties known and milder. HCO
Justice prevents wrongful disgrace, demotion, transfer or dismissal and
protects the staff member's reputation and job from being falsely
threatened.
7. In a Condition of Emergency assigned to a Department or org, staff
members may be subjected to demotion, transfer or dismissal as the
Assignment of the Condition of Emergency suspends the Justice Codes. There
is no recourse, then. In addition, offenses may still be made the subject
of Committees of Evidence. The thing to do is not get into such a state.
Lessened traffic and other matters all found on the OIC charts of each week
are the sole evidence used to assign a Condition of Emergency. A Condition
of Emergency cannot be assigned unless these graphs show a declining
condition.
8. When the org or department is not in a Condition of Emergency, the
protective Justice Codes are in full force.
9. A staff member who believes he has been falsely wronged (unless a
Condition of Emergency exists in his department or org) may request a
Committee of Evidence of HCO with himself as an Interested Party and this
must be granted him. He must however agree to abide by its findings. It can
restore any lost pay in cases of injustice but not damages. No senior
executive in the org may be named as an Interested Party in matters of
recourse requested by a junior but below the level of Executive Councilman
may be called as witnesses. An Executive Councilman cannot be called before
any Committee of Evidence by anyone in his or her org including other
Councilmen of that org. Only a senior org may call Executive Councilmen of
a junior org before a Committee of Evidence and then only for a crime or
high crime and then only in the premises of the senior org. Do not then
seek to name Executive Councilmen as interested parties in any Committee of
Evidence and do not seek to name any member of any senior org in any
Committee of Evidence requested by anyone in an org junior to it.
370
10. If a staff member wishes to sue a fellow staff member or right a
wrong he or she may request a Civil Committee of Evidence of HCO. HCO
usually [appoints] one senior staff member on which the two contenders can
agree. The senior staff member holds a session or sessions and both
contenders must abide by his findings and award of any money or damages or
return of property. There is no further appeal. A Civil Committee of
Evidence follows the same procedure and has the same rights as any other
Committee of Evidence. A Civil Committee of Evidence may not be called by
contending co-auditors. These must seek out the D of P and abide by the D
of P's advice.
11. Students or pcs may not request Committees of Evidence for causes
occurring during a course or an intensive but may appeal in writing to the
Division 2 service Executive. They must report matters covered under the
Justice Code, however, to HCO.
There are no student rules and regulations except the Justice Codes.
All others are abolished. The penalties that can be awarded are for an
error, an instructor reprimand, for a misdemeanor, a pink sheet which must
be completed before classification is given, for a crime, one to three
weeks at the student's expense in the HGC. A Committee of Evidence can also
be convened on a student or preclear for offenses as covered in the Justice
Codes.
12. In times of stress, commotion, riot or threats to person, an HCO
personnel may instantly deputize any other Scientologist merely by saying
loudly, "HCO. Bring Order," making it known in any way that the
Scientologist or Scientologists present should intervene or act. Any
Scientologist whose help is thus commanded at once becomes deputized by
Division 1 by the fact of required assistance and may not be charged before
a Committee of Evidence for any act committed in rendering assistance to
HCO during the period of stress and must be protected by the organization
from any civil authority and the organization must pay any fines or
expenses incurred or reasonable costs for damage to dress or hospital aid.
When the incident is over, the HCO personnel must say, "HCO thanks you for
bringing order," thus ending the deputization.
An HCO Personnel requiring an eviction of a person or persons from a
premises or meeting or area need only point to the person or persons and
say, "HCO. Order!" Any staff member or Scientologist present is instantly
deputized as above and must act promptly to carry out the eviction or be
liable under Justice Codes when failing to do so. This can be used in any
circumstances, no matter how mild the offender even down to slovenly or
unauthorized persons on the premises or in any office. When the person or
persons are removed, the HCO personnel removes the deputization by saying,
"HCO thanks you for order." These orders apply even when the person causing
a disturbance is an officer, director or councilman of another division and
none may be disciplined for complying but may be liable under Justice Codes
for not doing so.
13. When personnel of other divisions foresee stress or danger, while
they themselves have ample authority in their own divisions to handle their
own personnel, where Scientologists in general are involved, they may not
take Justice in their own hands as it is a Division 1 HCO hat and Divisions
must not cross in functions. Where mixed divisions or not staff persons are
concerned they should be careful to have an HCO personnel present or
available, a wise precaution in event of the possibility of charges or
Committees of Evidence resulting, in which case an HCO personnel as a
witness would bear weight.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
371
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 APRIL 1965
Gen Non-Remimeo
ADMINISTRATION OUTSIDE SCIENTOLOGY
You will find, oddly and weirdly enough, that if you fail to use
Scientology admin and Dev-T policies on the society outside Scientology
that trouble will occur.
If you just make it a blind rule to always do so, you will avert much
trouble and upset.
Where somebody writes you (say a business firm) an off-line or off-
policy (off their policy too) or off-origin despatch and you don't point it
out and send it back to source and say why, endless Dev-T will occur! We
have had an actual case of it in the US Government which sent us a letter
off their policy. We did not handle it as Dev-T and so far it has cost a
couple thousand dollars just because we didn't!
Now take the case of the Mar 1, 1965 Amnesty. It was released so that
the new Justice Codes could be issued and because we needed a cleared track
for new org patterns such as certification changes and classification
shifts.
Well, it was a piece of Scientology Admin. So to hell with whether
they think it stupid or wise, just use any Scientology Admin or Policy
Letter excerpt to slam people's hats on in governments or anywhere.
Example: The FDA of Washington DC is really trying to get off the hook
on its attack. It may eventually commit further averts unless given an
Amnesty. So the HCO Continental Secretary US should mail a copy of the
Policy Letter to the head of the FDA and each high official of that area
including the Secretary of Health, Education and Welfare of the US and the
president, with: a note on HCO stationery stating, "This Amnesty was issued
primarily for Scientologists so we could issue new Justice Codes in our
organizations but it happens to include you also. Scientologists therefore
may not attack you for your former actions, and also if you do not continue
to attack us we cannot even sue you. While you may consider it high handed
of us to issue a General Amnesty, remember we have a rather enormous
population to look after across the world and we probably do a much better
job of it than you do since we know our business." Who knows (or who cares)
the result of this. We have at least done our job.
Example: Parliament in Victoria is really covered by the Amnesty and
each should be mailed an exact copy even Galbatty and the R.C. church
officials, the head of the state government and even Holy Joe Anderson who
headed the "Enquiry". A note should accompany it "While this Amnesty was
issued primarily for Scientologists so that we could then issue new Justice
Codes for our organizations, it happens that you are also covered by it.
Thus it excuses your erroneous attack on Scientology during the last year
and the effort to break our organizations by the cost of it. Thus here is
your copy of the General Amnesty of 1 March 1965. I think you would be wise
to accept it."
Then we are quite in order sometime in the future, to respond to any
further nonsense from these humanoids if we have to label them suppressive.
It would obviously be quite out of order in view of the newness of our
codes to slap them for acts which we ourselves have issued an Amnesty on.
If the Internal Revenue Service (off-policy in refusing the FCDC non-
profit status though it qualifies) continues to act up or if the FDA does
sue we can of course Comm Ev them and if found guilty, label and publish
them as a Suppressive Group and fair game. I assure you that this is less
hollow than it sounds.
We are bound by two things:
1. We are not just a group. We are the possessors of very powerful
technology and
we are still part of this civilization.
2. We owe our progress to the peace we have maintained (strenuous
though it was)
in our environment.
If we continue to let loose on the civilization around us with our
powerful 37:
technology without giving that civilization a chance to accept us and
abide by it we will have chaos very soon.
Therefore whether "society" accepts or not we must also extend our
"Pax Scientologica" as a spearhead before our direct technical action or
nobody will stand still to be audited but run in terror and just a handful
of us will go free. The rest of society will simply cave in.
So we may as well develop the habit early regardless of whether they
accept our admin tech or not. Extend it always. Shrug at any gasps or
protests.
And then we'll have a spread over things that forms no ridge between
"them" and
You see, none is fair game until he or she declares against us. And
only those who so declare are suppressive. Don't err in thinking the whole
is against us. That's just an ARC Break. Most are for us. Our files are
crammed with applause. Our complaints drawer is a very tiny one. It would
do any Scientologist good to see the thousands upon thousands upon
thousands of "Hurrah for Scientology" in our files and the little tiny
batch of sour grapes. Yet because what's wrong as cases with the tiny batch
is that they use the word "Everybody" continually in their cries and howls
so people they talk to find it hard to locate them in their dispersal. They
are the ARC Breaks kid in person. "Everybody" and "nobody" and entheta are
their stocks in trade. Such cases speak of "the masses" and "the public" as
against us and so we sometimes fail to note that the whole complaint is
from this puny runt raving from the whirlpool of his own overt acts. Such a
person makes a greater effect on the unthinking than he should. He is
giving continual false reports.
GENERALITIES ARE NOT WRONG UNLESS THEY ARE COMBINED WITH A FALSE
REPORT AND INTENDED TO UPSET SOMEBODY.
The generalities of these bank puppets intend to deny the good
(nobody, nothing) and generalize (everybody, everything? the bad. And so
such people are really just spinners for the local spin bin. Yet you find
"society" electing and appointing them since such birds echo the exact
reactive bank of each individual in the mob. You can easily form a bad mob.
It's awful hard to form an enthusiastic mob - they have to be sane!
So the individual in "Society" is so far from against us that even
White House clerks have sent us copies of government despatches about us.
Society (c) in the grip of a lot of ARC Broken paranoid peewees like
Galbatty in Australia or the head of the FDA in Washington. Such men grab
such posts because they are men of fear. Such men are just animated banks.
If such cannot destroy you, they will destroy themselves. They will confess
at the drop of an electrode if told to do so, poor puppets of their banks
that they are.
So don't heed who is pretending to be in charge "out there". There
really isn't any thetan in charge. "Human leadership" is usually just the
guy with the most bank. When you want to handle one of these "leaders", put
the guy's hat on. Hard. With Scientology admin and policy.
Never fail to use Scientology Admin or Justice to handle the
individuals in the society beyond our edges. Sounds adventurous. Well, it
is! But effective, too.
We have the tech.
It's designed to handle bank conditions.
Use it.
And use our Dissem Formula ruthlessly at every chance and in any
situation.
You will only fail to handle a situation if you don't handle it with
Scientology. The older methods have failed. Hell! That's why we're here!
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See HCO Pol Ltr 21 October 1968, Cancellation of Fair Game,
page 489.]
373
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL 1965
Gen Non-Remimeo BPI Mag Article
SCIENTOLOGY MAKES A SAFE ENVIRONMENT
We're working to provide a safe environment for Scientology and
Scientologists in Orgs everywhere.
The dangerous environment of the wog world, of injustice, sudden
dismissals, war, atomic bombs, will only persist and trouble us if we fail
to spread our safe environment across the world.
It starts with our own orgs. They must be safe environments.
Only good tech and Justice can make the Org environment safe. Like an
auditing room, we must be able to work undisturbed by the madness at our
doors.
We can make every org a safe island then by expanding and joining
those ores, bring peace and a safe environment to all the world.
It not only can be done. It is happening this moment. Push it along.
Support policy, good tech and Justice.
L. RON HUBBARD
LRH:mb.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 APRIL 1965
Gen Non-Remimeo Post Public Ed
JUSTICE
The purpose of justice is to clear the organization and environment.
One cannot make clears in an uncleared environment. Justice is the
auditor of the group.
L. RON HUBBARD
LRH:wmc. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
374
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL 1965
Gen Non-Remimeo
HCO Sec Hat HCO JUSTICE DATA RE ACADEMY & HGC
D of P Hat HANDLING THE SUPPRESSIVE PERSON
D of T Hat THE BASIS OF INSANITY
The suppressive person (whom we've called a Merchant of Fear or Chaos
Merchant and which we can now technically call the suppressive person)
can't stand the idea of Scientology. If people became better, the
suppressive person would have lost. The suppressive person answers this by
attacking covertly or overtly Scientology. This thing is, he thinks, his
mortal enemy since it undoes his (or her) "good work" in putting people
down where they should be.
There are three "operations" such a case seeks to engage upon
regarding Scientology: (a) to disperse it, (b) to try to crush it and (c)
to pretend it didn't exist.
Dispersal would consist of several things such as attributing its
source to others and altering its processes or structure.
If you feel a bit dispersed reading this Policy Letter, then realize
it is about a being whose whole "protective colouration" is to disperse
others and so remain invisible. Such people generalize all entheta and
create ARC Breaks madly.
The second (b) is done by covert or overt means. Covertly a
suppressive person leaves the org door unlocked, loses the E-Meters, runs
up fantastic bills, and energetically and unseen seeks to pull out the plug
and get Scientology poured down the drain. We, poor fools, consider all
this just "human error" or "stupidity". We rarely realize that such
actions, far from being accidents, are carefully thought out. The proof
that this is so is simple. If we run down the source of these errors we
wind up with only one or two people in the whole group. Now isn't it odd
that the majority of errors that kept the group enturbulated were
attributable to a minority of persons present? Even a very "reasonable"
person could not make anything else out of that except that it was very odd
and indicated that the minority mentioned were interested in smashing the
group and that the behaviour was not common to the whole group - meaning it
isn't "normal" behaviour.
These people aren't Communists or Fascists or any other ists. They are
just very sick people. They easily become parts of suppressive groups such
as Communists or Fascists because these groups, like criminals, are
suppressive.
The Suppressive Person is hard to spot because of the dispersal factor
mentioned above. One looks at them and has his attention dispersed by their
"everybody is bad".
The Suppressive Person who is visibly seeking to knock out people or
Scientology is easy to see. He or she is making such a fuss about it. The
attacks are quite vicious and full of lies. But even here when the
Suppressive Person exists on the "other side" of a potential trouble
source, visibility is not good. One sees a case going up and down. On the
other side of that case, out of the auditor's view, is the Suppressive
Person.
The whole trick they use is to generalize entheta. "Everybody is bad."
"The Russians are all bad." "Everybody hates you." "The People versus John
Doe" on warrants. "The masses." "The Secret Police will get you."
Suppressive groups use the ARC Break mechanisms of generalizing
entheta so it seems "everywhere".
The Suppressive Person is a specialist in making others ARC Break with
generalized entheta that is mostly lies.
He or she is also a no-gain-case.
So avid are such for the smashing of others by covert or overt means
that their case is bogged and won't move under routine processing.
375
The technical fact is that they have a huge problem, long gone and no
longer known even to themselves which they use hidden or forthright vicious
acts continually to "handle". They do not act to solve the environment they
are in. They are solving one environment, yesterday's, in which they are
stuck.
The only reason the insane were hard to understand is that they are
handling situations which no longer exist. The situation probably existed
at one time. They think they have to hold their own, with averts against a
non-existent enemy to solve a non-existent problem.
Because their overts are continuous they have withholds.
Since such a person has withholds, he or she can't communicate freely
to as-is the block on the track that keeps them in some yesterday. Hence, a
"no-case-gain".
That alone is the way to locate a Suppressive Person. By viewing the
case. Never judge such a person by their conduct. That is too difficult.
Judge by no-case-gains. Don't even use tests.
One asks these questions:
1. Will the person permit auditing at all? or
2. Does their history of routine auditing reveal any gains?
If (1) is "No", one is safe to treat the person as suppressive. It is
not always correct but it is always safe. Some errors will be made but it
is better to make them than to take a chance on it. When people refuse
auditing they are (a) a potential trouble source (connected to a
Suppressive Person); (b) a person with a big discreditable withhold; (c) a
Suppressive Person or (d) have had the bad luck to be "audited" too often
by a Suppressive Person or (e) have been audited by an untrained auditor or
one "trained" by a Suppressive Person.
[The last category (e) (untrained auditor) is rather slight but (d)
(audited by a Suppressive Person) can have been pretty serious, resulting
in continual ARC Breaks during which auditing was pressed on without regard
to the ARC Break. ]
Thus there are several possibilities where somebody refuses auditing.
One has to sort them out in an HGC and handle the right one. But HCO by
policy simply treats the person with the same admin policy procedure as
that used on a Suppressive Person and lets HGC sort it out. Get that
difference - it's "with the same admin policy procedure as" not "the same
as".
For treating a person "the same as" a Suppressive Person when he or
she is not only adds to the confusion. One treats a real Suppressive Person
pretty rough. One has to handle the bank.
As to (2) here is the real test and the only valid test: Does their
history of routine auditing reveal any gains?
If the answer is NO then there is your Suppressive Person, loud and
very unclear!
That is the test.
There are several ways of detecting. When fair auditors or good ones
have had to vary routine procedure or do unusual things on this case in an
effort to make it gain, when there are lots of notes from Ds of P in the
folder saying do this - do that - you know that this case was trouble.
This means it was one of three things: 1. a potential trouble source
2. a person with a big withhold 3. a Suppressive Person.
If despite all that trouble and care, the case did not gain - or if
the case simply didn't gain despite auditing no matter how many years or
intensives, then you've caught your Suppressive Person.
That's the boy. Or the girl.
This case performs continual calculating covert hostile acts damaging
to others. This case puts the enturbulence and upset into the environment,
breaks the chairs,
376
messes up the rugs and spoils the traffic flow with "goofs" done
intentionally.
One should lock criminals out of the environment if one wants
security. But one first has to locate the criminal. Don't lock everybody
out because you can't find the criminal.
The cyclic case (gains and collapses routinely) is connected to a
Suppressive Person. We have policy on that.
The case that continually pleads "hold my hand I am so ARC broken" is
just somebody with a big withhold, not an ARC Break.
The Suppressive Person just gets no-case-gain on routine student
auditing.
This person is actively suppressing Scientology. If such will sit
still and pretend to be audited the suppression is by hidden hostile acts
which include:
1. Chopping up auditors;
2. Pretending withholds which are actually criticisms;
3. Giving out "data" about their past lives and/or whole track that
really holds such subjects up to scorn and makes people who do remember
wince;
4. Chopping up orgs;
5. Alter-ising technology to mess it up;
6. Spreading rumours about prominent persons in Scientology;
7. Attributing Scientology to other sources;
8. Criticizing auditors as a group;
9. Rolling up Dev-T, off policy, off origin, off line;
10. Giving fragmentary or generalized reports about entheta that cave
people in - and isn't actual;
11. Refusing to repair ARC Breaks;
12. Engaging in discreditable sexual acts (also true of potential
trouble sources);
13. Reporting a session good when the pc went bad;
14. Reporting a session bad when the pc went up in tone;
15. Snapping terminals with lecturers and executives to make critical
remarks or spread ARC Break type "news" to them;
16. Failing to relay comm or report;
17. Making an org go to pieces (note one uses "making" not "letting");
18. Committing small criminal acts around the org;
19. Making "mistakes" which get their seniors in trouble;
20. Refusing to abide by policy;
21. Non-compliance with instructions;
22. Alter-is of instructions or orders so that the programme fouls up;
23. Hiding data that is vital to prevent upsets;
24. Altering orders to make a senior look bad;
25. Organizing revolts or mass protest meetings;
26. Snarling about Justice.
And so on. One does not use the catalogue, however, one only uses this
one fact - no case gain by routine auditing over a longish period.
This is the fellow that makes life miserable for the rest of us. This
is the one who overworks executives. This is the auditor killer. This is
the course enturbulator or pc killer.
There's the cancer. Burn it out.
In short, you begin to see that it's this one who is the only one who
makes harsh discipline seem necessary. The rest of the staff suffers when
one or two of these is present.
377
One hears a whine about "process didn't work" or sees an alter-is of
tech. Go look. You'll find it now and then leads to a Suppressive Person
inside or outside the org.
Now that one knows who it is, one can handle it.
But more than that, I can now crack this case!
The technology is useful in all cases, of course. But only this cracks
the "no-gain-case".
The person is in a mad, howling situation of some yesteryear and is
"handling it" by committing overt acts today. I say condition of yesteryear
but the case thinks it's today.
Yes, you're right. They are nuts. The spin bins are full of either
them or their victims. There's no other real psycho in a spin bin!
What? That means we've cracked insanity itself? That's right. And it's
given us the key to the Suppressive Person and his or her effect on the
environment. This is the multitude of "types" of insanity of the 1 9th
century psychiatrist. All in one. Schizophrenia, paranoia, fancy names
galore. Only one other type exists - the person the Suppressive Person got
"at". This is the "manic-depressive" a type who is up one day and down the
next. This is the Potential Trouble Source gone mad. But these are in a
minority in the spin bin, usually put there by Suppressive Persons and not
crazy at all! The real mad ones are the Suppressive Persons. They are the
only psychos.
Over simplification? No indeed. I can prove it! We could empty the
spin bins now. If we want to. But we have better uses for technology than
saving a lot of Suppressive Persons who themselves act only to scuttle the
rest of us.
You see, when they get down to no-case-gain where a routine process
won't bite, they can no longer as-is their daily life so it all starts to
stack up into a horror. They "solve" this horror by continuous covert acts
against their surroundings and associates. After a while the covert ones
don't seem to hold off the fancied "horror" and they commit some senseless
violence in broad daylight - or collapse - and so they can get identified
as insane and are lugged off to the spin bin.
Anybody can "get mad" and bust a few chairs when a Suppressive Person
goes too far. But there's traceable sense to it. Getting mad doesn't make a
madman. it's damaging actions that have no sensible detectable reasons
that's the trail of madness. Any thetan can get angry. Only a madman
damages without reason.
All actions have their lower scale discreditable mockery. The
difference is, does one get over his anger? The nocase-gain of course
can't. He or she stays misemotional and adds each new burst to the fire. It
never gets less. It grows. And a long way from all Suppressive Persons are
violent. They are more likely to look resentful.
A Suppressive Person can get to one solid dispassionate state of
damaging things. Here is the accident prone, the home wrecker, the group
wrecker.
Now here one must realize something. The Suppressive Person finds
outlet for his or her unexpressed rage by carefully needling those they are
connected with into howling anger.
You see the people around them get dragged into this long gone
incident by mistaken identity. And it is a maddening situation to be
continually mix-identified, accused, worked on, doubled crossed. For one is
not the being the Suppressive Person supposes. The Suppressive Person's
world is pretty hard to live around. And even ordinarily cheerful people
often blow up under the strain.
So be careful who you call the Suppressive Person. The person
connected with a Suppressive Person is liable to be only visible rage in
sight!
You have some experience of this - the mousey little woman who rarely
changes expression and is so righteous connected to somebody who now and
then goes into a frenzy.
378
How to tell them apart? Easy! Just ask this question:
Which gets a case gain easily?
Well, it's even simpler than that! Put the two on an E-Meter. Don't do
anything but read the dial and needle. The Suppressive one has the high
stuck T.A. The other has a lower T.A. Simple?
Not all Suppressive Persons have high T.A. The T.A. can be anywhere
especially very low (1.0). But the needle is weird. It is stuck tight or it
RSes without reason (the pc wearing no rings to cause an RS).
Suppressive Persons also can have the "dead" thetan clear read!
You see people around a Suppressive Person Q and A and disperse. They
seek to "get even" with the Suppressive Person and often exhibit the same
symptoms temporarily.
Sometimes two Suppressive Persons are found together. So one can't
always say which is the Suppressive Person in a pair. The usual combination
is the Suppressive Person and the Potential Trouble Source.
However you don't need to guess about it or observe their conduct.
For this poor soul can no longer as-is easily. Too many averts. Too
many withholds. Stuck in an incident that they call "present time".
Handling a problem that does not exist. Supposing those around are the
personnel in their own delirium.
They look all right. They sound reasonable. They are often clever. But
they are solid poison. They can't as-is anything. Day by day their pile
grows. Day by day their new overts and withholds pin them down tighter.
They aren't here. But they sure can wreck the place.
There is the true psycho.
And he or she is dying before your very eyes. Kind of horrible.
The resolution of the case is a clever application of problems
processes, never o/w. What was the condition? How did you handle it? is the
key type of process.
I don't know what the percentage of these are in a society. I know
only that they made up about 10% of any group so far observed. The data is
obscured by the fact that they ARC Break others and make them misemotional -
thus one of them seems to be, by contagion, half a dozen such.
Therefore simple inspection of conduct does not reveal the Suppressive
Person. Only a case folder puts the seal on it. No-Case-Gain by routine
processes.
However this test too may soon become untrustworthy for now we can
crack them by a special approach. However we will also generally use the
same approach on routine cases as it makes cases go upward fast and we may
catch the Suppressive Person accidentally and cure him or her before we are
aware of it.
And that would be wonderful.
But still we'll have such on our lines in Justice matters from now on.
So it's good to know all about them, how they are identified, how to
handle.
HCO must handle such cases as per the HCO Justice Codes on Suppressive
Acts when they blow Scientology or seek to suppress Scientologists or orgs.
One should study up on these.
The Academy should be careful of this and report them to HCO promptly
(as they would potential trouble sources or withholds that won't be
delivered). The Academy must not fool about with Suppressive Persons. It's
a sure way to deteriorate a course and cave in students.
379
POLICY
When an Academy finds it has a Potential Trouble Source, a "withholdy
case that ARC Breaks easily" or a Suppressive Person enrolled on a course
or a blow the Academy must call for HCO Department of Inspection & Reports,
Justice section. This can be any HCO personnel available, even the HCO Sec.
The HCO representative must wear some readily identified HCO symbol
and must take a report sheet with a carbon copy on a clip board.
HCO must have present other staff adequate to handle possible physical
violence.
The student, if still present, must be taken to a place where an
interview will not stop or enturbulate a class, by Tech Division personnel.
This can be any Tech Division office, empty auditing room or empty
classroom. The point is to localize the commotion and not stir up the whole
Tech Division.
If Tech Division personnel is not available HCO can recruit "other
staff" anywhere by simply saying "HCO requires you" and taking them into
the interview place.
HCO has a report sheet for such matters, original and one copy for
Justice files.
The HCO representative calls for the student's folder and looks it
over quickly for TA action. If there is none (less than 10 divs/sess)
that's it. It is marked on the report sheet, "No TA action in auditing" or
"Little TA". HCO is not interested in what processes were run. Or why there
is no TA. If the course requires no meters the folder is inspected for
alter-is (which denotes a rough pc) or no case changes.
If there are no TA notations in the folder HCO should put the person
on a meter, making sure the person is not wearing a ring. One asks no
questions, merely reads the TA position and notes the needle and marks
these in the report sheet. The Tone Arm will be very high (5 or above) or
very low (2 or less) or dead thetan (2 or 3) and the needle would be an
occasional RS or stuck or sticky if the person is a Suppressive Person.
This is noted in the report sheet.
If the folder or the student in question says he has had no case gain
this is again confirming of a Suppressive Person.
If two of these three points (folder, meter, statement) indicate a
Suppressive Person, HCO is looking for two possible students when so called
in - the one who caused the upset and that student's coach or student's
auditor. There very likely may be a Suppressive Person on the course that
is not this student. Therefore one looks for that one too, the second one.
If a bit of questioning seems to reveal that the student's auditor was
responsible, test that student too, and enter it on a second HCO report
form. And order the other one to auditing at the student's own expense.
In short be alert. There's been an upset. There may be other persons
about who caused it. Don't just concentrate on the student. There is a
condition on the course that causes upsets. That is really all one knows.
When one walks in on it, find out why and what.
If the HCO tests indicate some doubt about either student being a
Suppressive Person, HCO asks about a possible withhold and enters any
result on the sheet and sends the students and sheet separately to the Tech
Division, Dept of Estimation. The procedure is the same for a Suppressive
Person but is "a withholdy pc who ARC Breaks easily" or simply "a withholdy
pc" if no ARC Breaks are noted. "Auditing recommended".
But there is a third category for which HCO is very alert in this
interview. And that is the POTENTIAL TROUBLE SOURCE.
For this person may only be audited further if he or she disconnects
or handles the Suppressive Person or group to which he or she is connected
and can't be sent to the HGC or back to the course either until the status
is cleared up.
380
If this seems the case, there is no point in continuing the person in
the Tech Division and HCO takes over fully, applying the policy related to
Potential Trouble Sources.
This type of case will probably not be dangerous but quite co-
operative, and probably dazed by having to do something about his
situation. He or she has been hammered with invalidation by a Suppressive
Person and may be rather wobbly but if the Justice steps are taken exactly
on policy there should be no trouble. HCO can take a Potential Trouble
Source (but never a Suppressive Person) out of the Tech Division premises
and back to HCO to complete such briefing. Remember, it is all one to us if
the Potential Trouble Source handles it or not. Until it's handled or
disconnected we don't want it around as it's just more trouble and the
person will cave in if audited under those conditions (connected to a
Suppressive Person or group).
A Suppressive Person found in an Academy is ordered to HGC processing
always. And always at his or her own expense.
If the Suppressive Person won't buy auditing, or co-operate, HCO
follows steps A to E in policy on Suppressive Persons in the Justice Codes;
HCO may be assisted in this by Tech personnel.
The point is, the situation must be handled fully there and then. The
student buys his auditing or gets A to E. There is no "We'll put you on
probation in the course and if..." because I've not found it to work.
Auditing or Suppressive Person A to E. Or both.
THE BLOWN STUDENT
The student however may have blown off the premises or he has gone
entirely. On a minor, momentary blow, where all it took was the student's
auditor and a few words to get the student back, the matter is not a real
blow.
But where the student leaves the premises in a blow or doesn't turn up
for class, the Tech Division must send an Instructor and the student's
auditor over to HCO Department of Inspection and Reports. An HCO
representative should go with them at once to pick up the student.
The student is brought back with as little public commotion as
possible and the procedure of HCO checkout, etc is followed as above.
THE GONE STUDENT
Where the student can't be gotten back (or in all such cases) the real
cause may be a Suppressive Person in the Course itself, not the blown
student or the upset student.
If the Suppressive Person is on the course (and is not the blown
student) HCO will want to know this. In all such cases the one who caused
the environment may not be the culprit.
The HCO representative calls for the blown student's case folder and
looks for TA. If there is none or for some reason the student wasn't
audited, or if no meters were used on that course, HCO seeks to find out
what the case's responses were to processing.
If the case seemed to change or improve yet the student is gone, HCO
looks over the blown student's ax-auditor for suppressive characteristics
such as satisfaction the pc blew, critical statements about tech or
instructors, case rough or difficult, lies about the circumstances, etc.
and if such signs are present, HCO orders the blown student's ax-auditor to
the HGC at the student's own expense.
If this interview with the blown student's auditor seems to indicate a
Suppressive Person beyond any doubt HCO orders the student to the HGC at
the student's own expense.
The blown student's course auditor will not be found usually to be a
Potential Trouble Source as these are seldom bad or rough auditors, so
questions about this possibility don't really apply.
381
But if this student (the blown student's auditor) is Suppressive, it's
HGC or A to E. If the student gives on A to E he or she may be returned to
course or to the HGC as HCO deems best.
In all such cases where a Suppressive Person is found, watch out for
legal repercussions by having reliable witnesses present during such
negotiations or upsets and take liberal notes for possible Comm Ev. This is
why there also must be an HCO representative handling it.
If there is no agreement to be audited and the student who is found to
be a Suppressive Person will not respond to A to E (because student has
blown and can't be found or because the student flatly refuses), the
student is considered terminated.
A waiver or quit claim is given or sent the student stating:
Date Place
I having refused to abide by the Codes of
(name and place of org) do hereby waive any further rights I may have
as a Scientologist and in return for my course fee of
......... I do hereby quit any claim I may have on (name of
org) or any Scientologist personnel or any person or group or
organization of Scientology.
Signed
2 Witnesses
Only when this is signed the student may have his course fee returned,
but no other fees as he accepted that service.
The ax-student should realize this makes him Fair Game and outside our
Justice Codes. He may not have recourse of any kind beyond refund. And
after signing can only return to Scientology as per policy on Fair Game.
The HGC audits such a Suppressive Person sent to it on special
processes specially issued by HCO B for Suppressive Persons. It will be
found that adherence to these policies will make Academies very calm.
Note: Nothing in this policy letter waives or sets aside any policy
concerning the auditing of known institutional cases in an HGC. Persons
with histories of institutionalized insanity may not be audited in HGC.
L. RON HUBBARD
P.S. If you've wondered if you are a Suppressive Person while reading
this - you aren't! A Suppressive Person never does wonder, not for a
moment! THEY KNOW THEY'RE SANE!
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
CANCELLATION OF FAIR GAME: The practice of declaring people FAIR GAME
will cease. FAIR GAME may not appear on any Ethics Order. It causes bad
public relations. This P/L does not cancel any policy on the treatment or
handling of an SP. [From HCO P/L 21 October 1968, Volume 1, page 489.]
382
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL 1965
Remimeo Issue II
All Instructors' Hats
HCO Personnel Hats DIVISION 4
HGC Auditors Hats TECHNICAL
Sthil Executives
Sthil Instructors
Sthil Staff Auditors ACADEMIES RELATION TO HCO JUSTICE
STUDENT TRAINING
THE NO-GAIN-CASE STUDENT
Instructors MUST be alert for no-case-change cases on course and for
"Withholdy pcs who ARC Break easily", "blowy students" and "unstable gains"
cases.
Even indifferent auditing on even a haphazard course causes good case
gains.
The minority group of no-case-change in routine course auditing and
"withholdy" is very minor. These categories contain all the students who
disturb your course, are insolent to instructors, rant against rules, etc.
You are under no orders from me that you must please them but you are
under orders to report such cases to HCO.
YOU ONLY USE DIFFICULT CASE OR STUDENT IN THE ACADEMY AS AN INDICATOR
OF SOMETHING WORSE. You aren't a staff auditor but an Instructor. You want
proper auditor and case gain of course, and you'll get it (providing when
some student says IT didn't work you find out exactly what the student did
that didn't work and you'll find it was never what was ordered).
However, on cases that are very difficult, watch it! These difficult
cases are more than cases. They mean trouble for you from that student and
for your class in ways you wouldn't look for. By concentrating on "tough
cases" you miss the fact that you have a whole class to handle. If you want
it handled, look rather at what these tough cases do to your class and
handle the "tough case" in a way to protect your course, not to make their
cases move.
IN AN ACADEMY, DON'T TRY TO HANDLE YOUR COURSE ENVIRONMENT WITH
STUDENT AUDITING!
Handle your course environment with good data, good 8C and discipline
and HCO Justice machinery.
Your students now have their old course regulations suspended.
Instead, the Justice Codes are in. The students are Scientologists.
Becoming students gives them no new rights. And it doesn't remove their
Justice rights either.
I've been through all you go through and I have found, by comparing
conduct on a course to conduct in the field afterwards, that the turbulent
student is a pc, not a student. He or she makes trouble. On the course and
afterwards.
The total symptom that alerts you to such a person is "tough case".
This is very easy to notice. Just look over the student case folders
and note that one or another student doesn't seem to get going. Note the
folder you have to work on. That's it. That's your trouble spot on the
course. DON'T judge students by "conduct" or speed of study. Judge on
"tough case" only.
Routine auditing is good unless it's been alter-iced. Routine
processes work on good people.
The no-case-gain case makes you hunt for magical processes and fatally
leads to alter-is. Now hear this:
383
THE PROCESSES YOU HAVE, EVEN WHEN ONLY FAIR, ARE BETTER THAN THE
PROCESSES THAT WILL BE DREAMED UP BY STUDENTS OR ANYONE AROUND YOUR COURSE.
The processes you use, if altered to "fit" some tough case will cease
to work on standard cases when so altered.
The "tough case" (who is also the difficult student) is the sole
reason one has an urge to alter a process.
You must be sure to push routine processes done routinely. When you
see a process being altered look for a "tough case" in the pc or the
student and call HCO promptly if you find the poor TA type case, the "no
change" response to routine processes.
Your approach is to run the standard processes in the right grade in
the right sequence. That's all you teach students to do and it's all you do
in case supervision.
When these "don't work" even when you force them to be correctly
applied, you have a tough case there. Don't louse up Scientology technology
to handle a "tough case". You don't have to invent the processes for it.
They already exist in the HGC. When you see alter-is, look for the tough
case and let HCO take it from there. We are, after all a team, and as a
team we can handle our environment.
Your job is just teach and get run the processes of the grade in the
right sequence. Your job is to teach students to do just that. Your job is
to force the student to run the process that should be run and run it right
and to correct any alter-is savagely.
Never let some student tell you "it didn't work" without at once
plowing in there to look. You will find only one of two things wrong:
1. Your student erred in the wording, sequence or application of the
process through lack of study or
2. Either the student auditor or the student pc is a "tough case".
Don't let anybody try to vary a process to fit a case. If you do your
indicator is obscured in letting anybody fool about in "trying to make a
process work" or trying to get inventive just to crack a "tough case".
The majority of your course trouble and the tendency to alter-is
material comes from trying to force a "tough case" to get gains. Should you
alter or advise alteration of a process you are letting our side down. It
leads you into teaching students to alter-is and there goes the balloon. It
means they won't be able to run standard stuff successfully. And that means
(let's be brutal) they will miss, by non-standard auditing, on 90% of their
cases, the goad people. They will slant all Scientology toward one nut and
we'll be a failed mess like psychiatry with our clinics full of psychiatric
cases not people.
The HGC (and perhaps one course level) is taught to handle "tough
cases". The processes for them are standard, too. You must hold the line
and answer a student's "didn't work" with "Exactly what didn't work?" and
"Exactly what did you do?" and you'll find they didn't do it, or it's a
tough case. Either way follow policy.
YOU MUST REPORT A TOUGH CASE TO HCO AT ONCE.
For there sits a Justice matter, not an Academy problem. It's not your
hat.
You see the no-gain-case, the "withholdy case that ARC Breaks easily",
"the blowy student", "unstable gain student" and your tendency may be to do
something original or give the student some different process. If you do
you are madly off-policy. In the ordinary Academy Course you are not
teaching a "tough case" course. You are teaching a nice fast, workable
course for decent average cases. Your majority is composed of good
students. They deserve your time.
So this makes the "tough case" student the odd man (or woman) out.
They make a lot of commotion so one may think they are "everybody" on a
course. They're not. They are seldom higher than 10%.
SO you risk the 90% of your course and all Scientology just to handle
10%.
384
Could I point out that the Protestant idea of recovering at any
expense and considering very valuable any sheep who strayed, was batty. How
about the whole flock? Leave them to the wolves while one ran off after
one? No, please don't go the route by doing that. It's pretty awful.
No, this "tough case" is for the HGC and HCO. And I'd darn well rather
you didn't give the person the technology before he straightens out as
he'll hurt people with it.
Such "tough cases" are possible to salvage. They're just cases. But it
takes an HGC to run them and it takes HCO to hold them still so they'll be
audited. Remember, we're a team. HCO and HGC are part of the team. Don't
steal their hats.
The "tough case" is judged only on the basis of case gain or lack of
it.
The Academy does NOT send students to the HGC for "slow study" or
dullness or any other reason except "tough case". That's firm policy. The
"tough case" is the only one you send.
There are 3 categories of these "tough cases".
1. The Roller Coaster Case.
The Potential Trouble Source. A suppressive person is on the other
side of this one. The case will get a gain and slump, get a gain and slump
over and over. It isn't a "manic-depressive" as the old 1 9th Century
psycho-analyst thought. It's a guy whose marital partner or family is going
into fits over this person's connection with Scientology. This is purely a
Justice matter and belongs to HCO. He either disconnects or acts to settle
his or her situation. No halfway measures. But you can't do much about that
in an Academy. If you did you'd leave your class to the wolves. Get on-line
and route this mysterious fellow who can't get a gain without losing it the
next day or week over to HCO with a "Please investigate. Possible Potential
Trouble Source." Don't even bother to question the student. HCO will find
out. It's also illegal to audit them so HCO won't even route to the HGC but
will act as per policy on such.
Always err on the side of sending HCO too many students rather than
risk keeping one who is a liability to us all. But never send merely a
course "cut-up" or a lazy student whose case runs well. This policy is only
faintly discipline. It is actually excellent technology to a recurring
course problem.
2. The Withholdy Case.
The withholdy case is routinely ARC Breaking and having to be patched
up, commonly blows, has to have lots of hand-holding. As your course
possibly isn't at that level it is too much to handle anyway and you're not
equipped to handle. But even if your course is equipped to handle the right
action is again HCO. Report this student to HCO with the label "Withholdy
case that ARC Breaks easily" or "Blow type case". And get HCO over to the
Academy. HCO may route to HGC at the student's own expense or get two tough
staff members to stand by while the withholds are explored on a meter in
case this is a real Justice case or just a student lunch thief. The reason
for all that weird behaviour is always a withhold condition. You can't be
bothered. HCO, however, is interested in the NO REPORT aspect of such a
case. This person hasn't told all that's sure. HCO can send to HGC or
refund or even Comm Ev.
3. The Suppressive Person.
The suppressive person does turn up to get trained. And when you train
them (a) their case doesn't change, (b) they cheer when their course pc
loses and gloom when their course pc wins and (c) they chatter about the
horrors of discipline and seek to lead student squirreling or revolt. Their
dream is a society wherein the criminal may do anything he pleases without
any faintest restraint. We sometimes get loaded up with these characters
but they run about 1 or 2 in 80 students usually. This person has no
faintest chance of making it unless handled for what he or she is in an
HGC. And if you train such you lend our name to all the chicanery and
injury they do with our tech and protect them with our name. You've seen
this case in another guise of squirreling - chatter-chatter about phoney
past lives when they were Cleopatra and so on invalidating others' actual
memories, talking only whole track to raw meat. You've seen this one. It's
suppression pure and simple and they know it! And they don't ever get a
case change and their ARC Breaks don't heal, etc. etc. etc! The secret here
is
385
CONTINUOUS OVERTS which are then withheld. The technical fact is they
are quite gone and are SOLVING A PERSONAL BUT LONG GONE PROBLEM BY
CONTINUOUS OVERTS. One can actually handle them if one knows this seemingly
tiny fact. One finds of course the PTP, not the averts. For one has about
as much chance pulling this fellow's averts as moving the Earth by pulling
weeds. The suppressive acts this person does are solutions to solve some
long long ago problem in which the pc is stuck. To an HGC this is finding
conditions of environment the pc has had and discovering how he or she
handled them. But this is HCO-HGC business. The longer you wait to notify
HCO, the more harm will be done and HCO will get inquisitive as to why
there was no report from you on this. For here is the auditor heart
breaker, the natterer, the rumour factory, the 1.1 and the course and group
wrecker. Here's "Whee, kill everybody!" in person. Here also is the
possible government agent, the AMA BMA stooge. Here is the guy who plans to
"squirrel" and "grab Scientology". Here is the boy. Or here is the girl.
But here is also a thetan buried in the mud. And if you let this person go
without attention he or she will soon become ill or die - or worse will
mess up or kill others. This person is the only real psycho. And if you let
him drift he'll soon wind up in the brain surgeon's suppressive hands. So
it's nothing to overlook. People who have to solve their problems by
shooting the rest of us down are what made life such a hell in this
Universe. You have your hands on the implanter, the warmonger, the wrecker.
But still, this is what's left of a human being and he or she can be
salvaged. But only in an HGC, not a course. Please! Here also is the
criminal or the sex crazy guy or the pervert who just had to break old Rule
25 (the old no-sex Academy rule). People who are sex crazy are over their
heads in a collapsed bank that they've collapsed themselves with overts.
Let's be real. This person throws people back in twice as fast as we can
pull them out! So why arm him with tech. Put on your label when you send
for HCO "No-Case-Change despite good tries with the routine processes
taught on this course that was closely supervised in correct application".
Let HCO take it from there. It's not Academy business.
Your routine procedure on any of the 3 types of case is:
1. Call HCO Department of Inspection and Reports;
2. Minimize disturbance;
3. Hold the student in an empty classroom or auditing room;
4. Stand by to help if things get rough;
5. Help HCO complete its report;
6. Let HCO (and probably HGC) take over from there and get back to
your students.
If you're going to grow and get your own case changes and have a good
time instructing you'll read this very, very carefully and put it very
briskly into practice.
At first you may not agree that you should be so sharp. It may be a
blow to feeling you can crack all cases. You probably can. But man, that's
an HGC hat. What are you doing wearing it as an Instructor? By all means
crack the routine cases. But the tough ones? That's HCO and HGC.
The bigger we get, the easier all this will be.
But now let's make a start in teaching courses that are fun for all by
giving the deep six to those who want a mess.
Okay?
Well, do it, do it, do it.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
386
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 APRIL 1965 Issue III
Gen Non-Remimeo
JUSTICE AMNESTY CANCELLED CERTS JUSTICE COMMENTS
The 1 MARCH, 1965 Amnesty restored all certificates cancelled before
that date.
The HCO Policy Letter of 6 March, 1965 stated an amnesty could not
restore cancelled certificates. That obviously must be interpreted to mean
that new Amnesties after 1 March, 1965 will not restore them.
However, as no policy existed pre-1 March, 65, the 1 March, 65 Amnesty
must have restored all certificates ever cancelled and wiped out all no-
comm lists, etc. This is declared to be so.
New amnesties would have to state whether they did or did not restore
cancelled certificates as now certificates cannot be cancelled except for
Suppressive Acts HCO Policy Letter of 7 March, 65, Issue II.
The intention was to force such persons to go through steps A to E as
this can salvage them.
After that date, however, I developed technology that actually changes
even the case of a Suppressive Person and so in all probability
cancellation will soon be abandoned altogether in favour of suspension of
all certs until the person has had 50 hours of special processing at an
HGC.
DISMISSAL ETC.
The principle here is that as technology develops to handle things,
Justice measures become less needful and milder. We are the only group in
the world where this could happen.
The reason dismissal, transfer and demotion were removed as direct
discipline lies also in the new special processes not yet released but
already applied with total success to no-change cases. They are very simple
processes and will probably catch all suppressive persons quite by accident
at low level before anyone notices.
JUSTICE COMMENTS
As a thetan approaches clear and afterwards OT he is more and more
social but more and more powerful and I doubt there will be much trouble
even with mobs of wogs.
The need for Justice lies in the public and the lower levels. The
upper levels act on good sense. Witness these Codes. They emerged only from
Level VII and are much milder than our old methods in orgs.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
387
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 APRIL 1965
Remimeo ETHICS
All Tech Div HATS TRAINING AND PROCESSING
Preclears REGULATIONS
All Qual Div HATS TECH DIVISION, QUAL DIVISION
TECHNICAL DISCIPLINE STUDENTS' QUESTIONS (effective on the Posting of
the 1965 Org Board)
1. The only answers permitted to a student's demand for verbal
technical data or unusual solutions are
"The material is in (HCOB, Pol Letter or tape)."
"What does your material state?"
"What word did you miss in the (Bulletin, Pol Ltr or tape)?"
and (for requests for unusual auditing solutions)
"What did you actually do?"
Any other answer by Technical Secretaries, Ds of T. Instructors or
course personnel is a misdemeanour.
2. Any Instructor teaching or advising any method not contained in
HCOBs or on tapes, or slighting existing HCOBs, Policy Letters or tapes may
be charged with a crime.
3. Any Instructor in any way obscuring the source of technology by
wrongly attributing it may be found guilty of a false report.
STAFF AUDITORS' ACTIONS
4. Any staff auditor who runs any process on any org pc that is not
given in grade and level HCOBs may be charged by the Tech Sec or D of P
with a misdemeanour.
5. Any alteration or non-standard rendition of a process is a
misdemeanour.
6. Any staff auditor running a pc above the pc's grade instead of for
the next grade, or running processes out of sequence in a grade may be
charged with a misdemeanour.
7. Any staff auditor reporting falsely verbally or in writing, on an
auditor's report may be charged with a crime.
8. Any staff auditor turning in an illegible report may be charged
with a no report which is a misdemeanour.
9. Any staff auditor attesting falsely to TA or falsely reporting the
flattening of a process may be charged with a misdemeanour.
10. Any staff auditor who receives orders to run an illegal process
must report the matter at once to HCO Ethics or Saint Hill, requesting that
the person so advising be charged with endangering the staff auditor's job
and repute.
STUDENT REGULATIONS
11. Former regulations for students are abolished.
12. Students are covered as Scientologists by the HCO Ethics Codes and
may request recourse from injustice and have the same privileges as any
field Scientologist. 13. Tech Secs, Ds of T. Supervisors and Instructors as
well as Qualifications Division
388
personnel may request a Court of Ethics from the Department of
Inspection and Reports for any student they find it necessary to discipline
under the HCO Ethics Codes such discipline being in lieu of a Committee of
Evidence. However the student may request a Committee of Evidence instead
if he or she feels a wrong is being done.
14. Any student knowingly altering technology, applying processes
improperly or using technology illegally on HGC pcs, on lower unit students
or the public while a student may be charged with a misdemeanour.
15. A student damaging another by wilful application of incorrect
technology may be charged by his Instructors with a Crime and a Court of
Ethics action must be requested by his Instructors.
16. A student falsely enrolling may be charged by the org with a
crime.
17. Blowing a course is handled under Suppressive Acts. If so charged
the student may have recourse if applied for before 60 days to the
Department of Inspection and Reports Ethics Section.
PRECLEAR REGULATIONS
18. Preclears are covered by HCO Ethics Codes.
19. A preclear may have recourse when feeling unjustly wronged by
applying to the Ethics Section of the Department of Inspection and Reports
of the org.
20. A preclear refusing to answer an auditing question may be charged
by the staff auditor with a "no report" and taken before a Court of Ethics
at once.
21. An HGC or staff preclear must report flagrant breaches of the
Auditor's Code to the Ethics Section of the Org, but if the report is false
beyond reasonable doubt the preclear may be charged with a Suppressive Act.
22. A student preclear or HGC preclear blowing an org without
reporting to the Tech Sec. D of P or the Ethics Section first and who will
not permit any auditor to handle the matter at the org where the auditing
occurred must be fully investigated at any cost by HCO in the pc's own
area. The auditing session must be fully investigated by the Ethics Section
and if any Auditor's Code breaks are found to have occurred in that
auditing the auditor may be brought before a Court of Ethics. The entire
matter and its final results must be reported to the Office of LRH at Saint
Hill.
23. Charges against HGC or student preclears may also be made by the
Tech Sec. the Qualifications Sec. Ds of T. Ds of P. Instructors and staff
auditors.
QUALIFICATIONS DIVISION
24. Any person undergoing Review is subject to the same actions as in
the HGC or Academy and any personnel of the Qualifications Division may
charge students and pcs under the Ethics Codes and bring them before a
Court of Ethics.
25. Persons charged by Qualifications Division personnel may request
recourse if wronged.
26. The Qualifications Division may request a Court of Ethics on
Technical Division personnel, preclears and students for false reports,
false attestations and no reports as well as other Ethics matters. And the
Technical Division personnel may on their part request a Court of Ethics on
Qualifications Division personnel, students or preclears.
This policy letter does not change any HCO Codes of Ethics but only
augments them for the purposes of assisting peaceful and effective training
and processing with the exact technology issued.
LRH:wmc.cden L. RON HUBBARD
Copyright(~) 1965
by L. Ron Hubbard [Amended by HCO P/L 27 October 1970, Issue II
ALL RIGHTS RESERVED The Course Supervisor, in the I 970 Year Book.
389
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 APRIL 1965
Gen Non-Remimeo
ETHICS
CORRECTION TO ALL "JUSTICE" POLICY LETTERS
All Policy Letters headed "Justice" and the word "Justice" should be
changed throughout to ETHICS.
A pamphlet is being prepared containing all these bulletins under the
title:
Scientology Ethics System.
It will be printed in the U.S. and will be generally available in a
few months.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
390
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 APRIL 1965
Gen Non-Remimeo Issue III
All Orgs Sthil Staff Sthil Students POWER PROCESSES
Only the HGC at Saint Hill and the Case Cracking Section of the
Department of Review may use the 3 new Power Levels I recently developed
until they have on staff Review Cl VI Personnel who have interned at Saint
Hill in the Saint Hill Dept of Review.
The processes require the most skilled and exact application and have
exact phenomena to be observed which becomes impossible to supervise
outside the above departments.
Only Class VI auditors may audit these processes first only at Saint
Hill and only under the supervision of Mary Sue Hubbard until they have
learned them perfectly.
Training on such processes can be undertaken only by Provisional Class
VI auditors after leaving the course, and only enrolled on staff as
Internes in the Department of Review or the HGC.
Orgs not having personnel so trained by Interneship may not use these
processes in their Review Departments.
The fact of having a Review personnel trained in Review at Saint Hill
does not permit an org to train new Review personnel in the org. Anybody in
an org's Review who will be using or supervising the use of Power Processes
must have been interned at Saint Hill. Such training, however, gives no
right to train others.
Holding this policy firmly guarantees the full success technically in
all cases in any org in the world. Avoiding it in any way jeopardizes that
success. These power processes are simple. But so is T.N.T.
The reason for this is that there is no adequate repair for errors
made in running these processes if their existing remedies are also goofed.
The strongest, swiftest Ethics action must follow any slightest
violation of the above for these processes alone guarantee sweeping success
for Scientology on the roughest cases everywhere.
Any auditor who discovers that the pc he is auditing has been
illegally audited previously on a power process or any higher level process
for which the pc is not graded must report the matter at once to the
nearest HCO Ethics Section by collect wire or 'phone call.
R6 NEW STUDENTS
Before enrolment in the R6 unit of the SHSBC all students who have not
been run on the Power Processes and who have any slightest difficulty with
R6 EW must be ordered at once to the Review Case Cracking Section for Power
Processes.
Any student not showing adequate case gain on the course must be
ordered to the Review Case Cracking Section.
The Power Processes must not appear on any check sheet.
TRUSTED AUDITORS
I reserve my right to give a process to a trusted Class VI auditor to
run on one pc for testing.
REVIEW, ORDERS TO
No D of T or Course Supervisor or Academy Instructor may threaten a
student who is disruptive of course discipline with Review auditing or
training.
Such students may only be ordered to Ethics.
Auditing may no longer be used as discipline by any Comm Ev or
Scientology Executive.
391
Students who obtain too few passes may be ordered to Review.
Students who are ARC Broken may be ordered to Review.
REVIEW EXPENSES
Any student ordered to the Review Cramming Section or Case Cracking
Section is ordered at his or her own expense at prevailing Review rates.
Students who cannot pay and whose credit is compromised may be ordered
by Review to the Hardship Section where student auditors who have failed in
classification may be needful of pcs to catch up on check sheets or get
experience with processes. If no such students are available the hardship
case or backward student must simply wait for one to show up if one does.
PACE OF ORG
The organization is geared to the average case and study rate and
there is no reason why it should have to pay above its narrow costing
allowance for the student who is too bad off or the preclear who cannot
gain normally.
PRECLEARS
When any HGC preclear does not buy enough auditing to attain a case
change, and if no result has been obtained, he or she may not be dismissed
from the org but must be passed to Review at the preclear's own expense.
It is vital that an HGC pc buy enough auditing to obtain a proper
result for his case if it is worse than average. Otherwise the matter
passes from the preclear's hands and is taken over by Review.
No "failed cases" may be dismissed from the org.
ALL TO QUALIFICATIONS
No student or pc may leave an org by any other exit than through the
Department of Examinations.
If students or pcs fail for any reason to be up to required standards
they are shunted by Examinations to Review.
If the student or pc passes the Department of Examinations' appraisal,
he or she is sent to the Department of Certifications for attestation of
attainment and for logging out of the org
Until so logged the student or pc has not technically left the org.
Departure without logging is "Departure unauthorized" and is treated
as a "blow" and passes into the hands of Ethics at once.
ETHICS AND STUDENTS AND PCs
Students and pcs shunted about from the Academy or HGC to
Examinations, Review and Certification or back again are not considered
transferred or subjected to discipline in the Ethics meaning of these words
and have therefore no recourse.
The entire object of an org is to produce a satisfactory auditor or
higher state of case in the pc and anything that impedes this would be an
arbitrary and unreasonable restraint upon an org and its Technical and
Qualification Divisions and their personnel.
A student or pc should signify an understanding of this on enrolling
in an org for training or scheduling processing. They are buying progress
in life and may not act to prevent its occurrence.
If they enter an org they are understood to consider improvement
desirable and therefore tacitly agree to be improved by the technology
furnished.
L. RON HUBBARD
LRH:ml:cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
392
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 APRIL 1965
Issue II
Remimeo
BP! ETHICS
PETITION
The right to petition must not be denied.
It is the oldest form of seeking justice and a redress of wrongs and
it may well be that when it vanishes a civilization deteriorates thereby.
Therefore these policies apply:
1. Any one individual has the right to petition in writing any senior
or official no matter how high and no matter by what routing.
2. No person may be punished for submitting a petition.
3. No two persons or more may simultaneously petition on the same
matter and if so the petition must at once be refused by the person
petitioned. Collective petition is a crime under Ethics as it is an effort
to hide the actual petitioner and as there may be no punishment for a
petition collective petition has therefore no excuse of safety and is to be
interpreted as an effort to overwhelm and may not be regarded as a
petition.
4. No generality may be used in a petition such as a report of
collective opinion unspecified as to identities. This is to be interpreted
as an effort to ARC Break a superior and the petition must be refused.
5. Only one person may petition on one matter or the petition must be
refused.
6. Threat included in a request for justice, a favour or redress
deprives it of the status of "petition" and it must be refused.
7. Discourtesy or malice in a request for justice, a favour or redress
deprives it of the status of "petition" and it must be refused.
8. If a "petition" contains no request it is not a petition.
9. There may be no special form for a petition beyond these policies.
10. A petition which cannot be deciphered or understood should be
returned to the sender with a request that it be made legible or
comprehensible, but this should not be interpreted as a refusal or
acceptance of the petition.
11. A copy of a petition seeking justice against another person or
group must be sent that person or group to qualify the request as a
petition. No action may be taken by the person or group but he or they
should append the copy to their own statement of the matter and send it at
once to the executive being petitioned.
12. Petitions are normally directed to the heads of activities such as
the head of a portion of an org (HCO or the Org in the persons of the HCO
Executive Secretary and the Organization Executive Secretary) or the
Continental Heads of orgs or to Mary Sue Hubbard or L. Ron Hubbard.
13. Petitions may not demand Committees of Evidence or punishment for
executives but may only state what has happened and request the matter be
righted.
14. A petition is itself and is not a form of recourse and making a
petition does not use up one's right to recourse.
15. All petitions delivered in person verbally or in person with a
note particularly when this restricts a senior's freedom of motion, must be
refused.
16. HCO Secretaries or Communicators receiving petitions directed to
be forwarded to higher executives which do not comply with these policies
should append a
393
copy of this policy letter to the petition and return it to sender.
The sender should then reform the petition into acceptable form and return
it on the same channels. When receiving his petition back with this policy
letter attached to it, the sender must not assume it has been refused and
become apathetic. He or she should realize that a favour has been done for
a petition in violation of these policies would have to be refused by the
person to whom the petitioner addressed it and that by rewording or
complying with these policies the petition now has a chance and will
undoubtedly be given courteous attention. A petitioner should consider
himself fortunate if a discourteous or collective or threatening petition
is returned as it would not be regarded as a petition by the executive to
whom it is addressed and might colour his or her opinion of the petitioner,
perhaps obscuring some real wrong which might well have received attention.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MAY 1965
Remimeo
ETHICS
PETITIONS (Add to HCO Pol Ltr 29 April 1965)
No person under sentence or awaiting a Committee of Evidence may
validly petition the Office of LRH.
A petition may only be submitted before or after the full course of
Scientology Ethics has been taken.
As all Ethics actions such as a Committee of Evidence are reviewed, in
effect a line already exists due to the Ethics action and the facts will be
on it.
Therefore a communication from a person under legal sentence from
Ethics Officers or a person named in a Comm Ev may not petition. Ethics
actions must be permitted to take their course.
A protest from Ethics actions worded as a petition routinely causes
further investigation as the "petitioner" is actually only protesting
Ethics actions and is handled as such.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
394
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 APRIL 1965 Issue III
Remimeo
ETHICS REVIEW (Correction to HCO Pol Ltr 24 April 1965 and additional
Ethics data)
As per HCO Pol Ltr of 28 April 1965, and others of later date, orders
to auditing or training may not be made as a sentence or used in an Ethics
Court or by a Comm Ev or any other reason. Auditing and training are
awards.
A student who is disruptive of discipline and acts contrary to the
Ethics Codes may not be ordered to Review by the D of P. D of T or Ethics
personnel or other persons in an org.
ORDERING STUDENTS & PCs
Tech and Qualifications personnel, particularly the Tech Sec and Qual
Sec and D of Estimations, the D of P and D of T. D of Exams and D of Review
and D of Certs may order students or pcs to Review or to course or to HGC
or anywhere in and around these two Divisions without any Ethics action
being implied. It is just normal, done to get students and pcs on the road
to higher levels.
Ethics actions may only suspend training or deny auditing.
Therefore, a student ordered to Ethics for discipline who does not
then give adequate promise and example of good behaviour and compliance
must be thoroughly investigated even to his or her own area and in the
meanwhile may not be trained or processed.
The student, however, may not be dismissed or expelled unless full
Ethics actions and procedures have been undertaken.
All sentences carrying a denial of training or processing must carry a
means of the right to be trained or processed being restored in a specified
time or under specified conditions.
STUDENTS AND PCs & ETHICS
The routine action of Ethics is to request a reappraisal of behaviour
and a signed promise of good behaviour for a specified time. If the student
or pc refuses to so promise, then the next action of Ethics is an
investigation of the student's course or pc's processing behaviour. When
then confronted with the data, if the student still refuses to promise,
Ethics undertakes a full investigation in the student's or pc's own area.
If the student or pc still refuses to co-operate, the student goes before a
Court of Ethics which may pass sentence.
RECOURSE
Only after sentence has been passed by a legal body such as a Court of
Ethics or Committee of Evidence or after an illegal disciplinary action may
a student or pc ask for a recourse.
Normally before asking for recourse a student or pc petitions the
Office of L. Ron Hubbard if unwilling to accept the discipline but this
must be done at once.
If the petition is unfavourably acted upon, the student or pc may ask
for recourse.
395
Recourse must be requested of the Convening Authority that had local
jurisdiction over the student or pc and may not be requested of higher
authority. A request to higher authority than the Ethics activity that
passed sentence is a petition, not recourse.
COMM EV
A Committee of Evidence is considered the most severe form of Ethics
action.
One must not be idly threatened or requested.
Only a Comm Ev can recommend suspension or remove certificates or
awards or memberships or recommend dismissal.
The Office of LRH passes on all Comm Ev findings before they can go
into effect.
A staff member may not be suspended or demoted or transferred
illegally out of his Division or dismissed without a Committee of Evidence.
Only after that action, (or wrongful demotion, transfer or dismissal)
as above, may recourse be requested.
Students or pcs, however, may be transferred, demoted in level or
grade by a Court of Ethics. And the action of sending the student or pc to
a Court of Ethics is of course a type of suspension which may be prolonged
in the face of non-cooperation.
A student or a pc is not a staff member in the Ethics sense of the
word by simple enrolment on a course or in an HGC or Review.
A staff member who is temporarily a student or pc in the Academy or
Review or the HGC is not covered as a student or pc by his staff member
status. He may be transferred about or demoted as a student or pc by Tech
and Qual personnel or suspended as a student or pc by Ethics. This however
may not affect his staff member status as a staff member. Because he or she
is transferred or demoted or suspended by Tech personnel or Ethics when a
student or pc does not mean he or she may be transferred, demoted or
dismissed from his or her regular staff post unless the person's staff
status permits it.
POTENTIAL TROUBLE SOURCES
Staff members found to be Potential Trouble Sources are handled like
any other Potential Trouble Source - but unless Provisional or Temporary,
may not be affected by this in their staff post. They are of course denied
auditing or training until they handle or disconnect but this may not also
suspend, transfer or dismiss them (unless of Provisional or Temporary
status).
This Ethics action (the Potential Trouble Source) is in lieu of any
discipline and disciplinary actions that go beyond temporary suspension of
training or processing until the matter is settled, must be undertaken by a
Court of Ethics or a Comm Ev.
ARC BROKEN STUDENTS OR PCS
An ARC Break is not an extenuating circumstance in Ethics or
disciplinary matters and is only taken into account on the person of the
auditor who made the ARC Break and didn't repair it.
The plea of "ARC Broken" is inadmissible in any Ethics matter as a
defence or justification of misdemeanours, crimes or high crimes.
LIGHT TOUCH
Scientology Ethics are so powerful in effect, as determined by
observation of it in use, that a little goes a very long ways.
396
Try to use the lightest form first.
Students are quite caved in by it when it is applied, by actual
observation.
Our lines are too powerful and direct and what we mean to a person's
future, even while he or she is pattering, is so well understood down deep
that Ethics action is a far worse threat than mere wog law.
The being who is guilty knows with certainty that he is offending
against the future of all, no matter what his surface manifestations or
conduct. Further, while wog law at the worst can only cause him or her some
pain and a body by execution or one lifetime's loss of liberty, we threaten
his eternity. Even while he screams at us he knows this down deep.
My first instance of this was a very dangerous psychotic who was
largely responsible for a great deal of the public commotion in 1950. This
person desisted and caved in the moment the thought was suggested to her by
a non-Dianetic friend that she was threatening all Mankind. She suddenly
saw it as truth and instantly gave up all attacks and utterances.
Even the fellow who could push the button on atomic war knows, really,
it's only one lifetime per person he is blowing up, only one phase in
earth's existence he or she is destroying. That we exist here could
actually restrain him. The mere destruction of a planet might not as it's
temporary.
Our discipline is quite capable of driving a person around the bend
because of what he or she is attacking.
Therefore we can all too easily make a person feel guilty by just a
whisper.
I've now seen a student, simply asked a question by Ethics, promptly
give up and ask for his Comm Ev and expulsion. He hadn't done more than a
poor auditing job. Nobody was talking about a Comm Ev or expulsion and he
had not a bit of defiance in it. He just caved right in.
You are threatening somebody with oblivion for eternity by expulsion
from Scientology. Therefore realize that an Ethics action need not be very
heavy to produce the most startling results.
Down deep they know this even when they are screaming at us.
One Suppressive Person who had committed a High Crime of some
magnitude, went quite insane after departing Scientology and then realizing
what he had done.
Therefore, use Ethics lightly. It is chain lightning.
LEVELS OF ETHICS ACTIONS
Ethics actions in degree of severity are as follows:
1. Noticing something non-optimum without mentioning it but only
inspecting it silently.
2. Noticing something non-optimum and commenting on it to the person.
3. Requesting information by Ethics personnel.
4. Requesting information and inferring there is a disciplinary
potential in the situation.
5. Talking to somebody about another derogatorily.
6. Talking to the person derogatorily.
7. Investigating in person by Ethics.
8. Reporting on a post condition to Ethics.
397
9. Reporting on a person to Ethics.
10. Investigating a person by interrogating others about him.
11. Asking others for evidence about a person.
12. Publishing an interrogatory about a person that points out
omissions or commissions of Ethics offenses.
13. Assigning a lowered condition by limited publication.
14. Assigning a lowered condition by broad publication.
15. Investigating a person thoroughly in his or her own area.
16. Interrogation stated to be leading to a Court of Ethics.
17. Interrogation in a Court of Ethics.
18. Sentencing in a Court of Ethics.
19. Suspending a Court of Ethics sentence.
20. Carrying out a Court of Ethics discipline.
21. Suspension or loss of time.
22. A Committee of Evidence ordered.
23. A Committee of Evidence publicly ordered.
24. Holding a Committee of Evidence.
25. Findings by a Committee of Evidence.
26. Submitting findings of a Committee of Evidence for approval.
27. Waiting for the findings to be passed on or carried into effect.
28. Suspending findings for a period for review.
29. Modifying findings.
30. Carrying findings into effect.
31. Publishing findings.
32. Demotion.
33. Loss of Certificates or awards.
34. Denial of auditing or training by a Comm Ev for a considerable
period of time.
35. Dismissal.
36. Expulsion from Scientology.
The above is a rough guide to the severity of discipline.
Note that none of it carries any physical punishment or detention.
Short suspension of training or processing up to ninety days is
considered under 18. above and is not to be compared with 34. where the
time is measured in years.
Just issuing the Ethics Codes is itself a sort of discipline but it is
more broadly welcomed than protested as it means greater peace and faster
accomplishment.
L. RON HUBBARD
LRH:jw.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: (Quoting LRH ED 70 INT 16 December 1968) "AN OPERATING STANDARD
RULE - No matter how stiff the Ethics action is you have to apply to keep
the show on the road, remember this: YOU MUST KEEP THE DOOR OPEN - IF IT'S
ONLY A CRACK."]
398
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 APRIL 1965
Remimeo
EMERGENCY, STATE OF
When an org or portion of an org has consistently down statistics
(O.I.C.) or numerous non-compliances or offences, it is declared to be in a
STATE OF EMERGENCY. This can be assigned to a unit, sub-section, section,
department, division or the entire organization. It is not assigned to a
person.
A small flag on a pin is placed on the org board at the end of the org
board name of the portion or organization. The flag is bright red.
The condition is assigned only by the Office of LRH.
Flags are also used for other conditions assigned. These too are
assigned only by the Office of LRH.
Conditions including Emergency are ended when a new condition is
assigned or just ended. This is done only by the Office of LRH.
To end an Emergency condition the portion of Scientology to which it
is assigned must follow closely the Emergency Formula. On any condition
assigned, its formula must be followed scrupulously and the steps taken
must be reported one by one by the most senior person in the portion. In
the case of an org in Emergency the reports are made to the Office of LRH
Saint Hill by the HCO Executive Secretary or HCO Area Secretary in the
absence of an HCO Executive Secretary.
In addition to following the Emergency formula closely, the following
policies apply to the portion in a State of Emergency:
ETHICS STIFFENED
1. A report of an error, misdemeanour or crime on any staff member in
that portion counts as five reports in other conditions and is acted on by
a Court of Ethics at once.
CREDIT WORTHLESS
2. The credit of the portion is worthless and it may have only those
bare things necessary to carry out the Emergency formula so that it can
promote or deliver.
NO NEW PERSONNEL
3. No personnel may be added to the portion in a State of Emergency.
No new people may be hired on for the portion in a State of Emergency. No
personnel may be transferred to a portion that is in a State of Emergency
unless an incumbent is transferred off, and in such a way that the
personnel of the portion does not increase in number.
RIGHTS
4. Precedent and privilege are suspended for the officers and staff
members of a portion in a State of Emergency.
STATUS
5. No staff status may be increased in a portion in a State of
Emergency.
If the State of Emergency is continued beyond the allotted time
period, then these policies apply:
6. Deputy, Acting and Provisional assignments and appointments are
cancelled throughout the portion.
7. The fact of having been part of a portion which did not recover is
filed in the
- personnel files of each staff member present in that portion at the
moment the State of Emergency was assigned, and the statement is made on a
red sheet of paper.
8. The executive personnel will be ordered before a Committee of
Evidence to the 399
end of removing them from the portion or demotion. In the case of an
org this is done by a senior org and in the case of Saint Hill by the
Office of LRH.
The State of Emergency is a serious condition. For it takes a series
of serious blunders to reduce statistics or bring about local infamy or a
public or press smear campaign.
The State is not idly assigned and is assigned only after a steadily
declining statistic or a series of non-compliances or offences resulting in
overwork for seniors of the org or near catastrophe.
Persons newly transferred into a portion in Emergency or promoted in
it are governed by these policies:
9. Persons newly transferred into a portion in Emergency are only
affected by the State if they succumb to their working conditions and cease
to do a normal job of work.
10. An executive newly transferred to a portion in a State of
Emergency is not personally liable to Ethics unless he or she fails to
submit Executive Reports on what is observed and new offences found in the
portion.
11. Taking charge of a post in an Emergency portion by new assignment
and bringing that post up to normal operation is credited in the Office of
LRH personnel records on a white sheet with blue ink and counts heavily in
new appointments from Saint Hill.
12. A person in the portion to which the State of Emergency has been
assigned at the time it was assigned who is promoted, is only assigned
temporarily, but if he or she succeeds in restoring the post's statistics
in a reasonable time period, the fact is noted in the Office of LRH
personnel records, but the fact is also noted that the person was already
in the portion at the time of Emergency and must be cleared of any
suspicion that the original Emergency was not traceable to him or her
before the assignment can become an appointment.
HOW TO PREVENT AN EMERGENCY
13. Don't accept illegal orders from anyone that are contrary to
policy.
14. Do not let the orders of a higher superior be changed by one's
immediate superior. Always follow the higher superior's orders and request
to see them in writing when in doubt.
15. Don't "cover up" for others. Report offences to Ethics in writing.
16. Report any immediate superior's illegal orders or alter-is as an
effort to endanger one's job and statistics.
17. Do your post by the book.
18. When you actually can't apply a policy report it at once to the
Office of LRH Policy Review Section with all data (not conclusions) so that
it can be reviewed intelligently and meanwhile apply it as best you can.
19. Handle Dev-T (off-line, off-origin, off-policy) by sending it back
to sender and reporting it to Ethics.
20. If you see people standing about loafing when they should be
working report it to Ethics.
21. Report things that need improving to your Secretary or to your
Executive Secretary.
22. Don't let technology slip for technology going out is the only
basic circumstance in your portion of an org or the org that can put it
beyond rapid recovery. Report all alter-is or technical omissions or
offences to Ethics promptly.
23. Do your own job as well as you possibly can and aside from making
required reports let the rest of your portion or org get on with it.
24. If you are not being permitted to do your assigned job by being
pulled off it or by being given off-policy orders or by letting an
immediate superior endanger your job with illegal orders or alter-is,
report it to my office at Saint Hill as well as to your own Ethics Section,
even if you have to go outside the org and off channels to get the report
(with your home address on it) to me; for there is no surer way
400
to bring about or continue an Emergency Condition than by failing to
comply with the exact orders being issued in an effort to end it.
We have the whole world to handle now. We must set a high example of
teamwork and dedication if we are to bring it off.
The scraggly militia usually go down before the regulars in any
campaign. The regular is not even better, man for man, than the militia.
The regulars know how to operate as a team. They have confidence in one
another. And even when numerically inferior they bring off victory over a
rabble by co-operation and discipline amongst themselves.
We are very very few in numbers compared to two and a half billion
wogs. We can easily make it technically the world around IF we are a high
precision team in a superiorly organized organization.
At the moment I write this policy letter, in the Case-Cracking Section
at Saint Hill we are handling every case from psychotic or neurotic to
release in 8 to 35 hours.
The technical impact of this alone is enough to tear Man's faulty
organizations to ribbons.
To that fact (itself enough) add the actual attainment of real
clearing. Once more there goes Man as he has known it.
To that add the upper structure of OT and there goes an aberrated
Universe.
And only if we ourselves are a highly functional precision team can we
hope to stand up.
We are just at the end of our Dissemination Phase and just at the
beginning of our Organization Phase (the Third Phase as you can see on the
Org Board). Our militia days are over.
We have no choice whatever except to become the best organized
precision team that has ever been known.
Therefore we must be able to recognize, assign and handle any
Emergency that arises in our midst.
L. RON HUBBARD
Note: Man's organizations never recognized the need for statistics and
the recognition of Emergency or its signs. Therefore, for instance, a
government bureau, in a Condition of Emergency, is given the right to buy
anything it wants (thus breaking the government, as Emergency type people
always have to have before they can do) and is given the solution of
putting in personnel and more personnel "to get the work done" when
actually it was Dev-T of those already there that brought about their
Emergency. Thus one realizes one must never pour in more and more personnel
when a statistic goes down. One must change the situation, not multiply the
numbers of those involved. It tells us at once that Man is, therefore,
least efficient in his biggest bureaus! And that his least efficient
organization must be his largest organization - you have it - the
government. An organization should only increase in size as things get
better and never when things get worse.
LRH:wmc.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
401
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 MAY 1965
Remimeo Staff Member Hats Executive Hats
STAFF MEMBER REPORTS
Staff Members must personally make certain reports in writing.
Failure to make these reports involves the executive or staff member
not making a report in any offence committed by a junior under him, or, in
case of job endangerment, by a senior over him.
These reports are made to the Ethics Section of the Department of
Inspection and Reports.
The report form is simple. One uses a clip board with a packet of his
division's colour flash paper on it. This includes a piece of pencil carbon
paper. This is the same clip board and carbon one uses for his routine
orders.
It is a despatch form addressed simply to the Ethics Section. It is
dated. It has under the address and in the centre of the page the person or
portion of the org's name. It then states what kind of a report it is (see
below).
The original goes to Ethics by drawing an arrow pointing to "Ethics"
and the carbon goes to the person or portion of the org being reported on
by channels (B routing).
The following are the reports required:
1. Damage Report. Any damage to anything noted with the name of the
person in charge of it or in charge of cleaning it.
2. Misuse Report. The misuse or abuse of any equipment, materiel or
quarters, meaning using it wrongly or for a purpose not intended.
3. Waste Report. The waste of org materiel.
4. Idle Report. The idleness of equipment or personnel which should be
in action.
5. Alter-ls Report. The alteration of design, policy, technology or
errors being made in construction.
6. Loss or Theft Report. The disappearance of anything that should be
there giving anything known about its disappearance such as when it was
seen last.
7. A Found Report. Anything found, sending the article with the
despatch or saying where it is.
8. Non-Compliance Report. Non-Compliance with legal orders.
9. Dev-T Report. Stating whether Off-Line, Off-Policy or Off-Origin
and from whom to whom and subject.
10. Error Report. Any error made.
11. Misdemeanor Report. Any misdemeanor noted.
12. A Crime Report. Any crime noted or suspected but if suspicion only
it must be so stated.
13. A High Crime Report. Any high crime noted or suspected but if only
suspected must be so stated.
402
14. A No-Report Report. Any failure to receive a report or an
illegible report or folder.
15. A False Report Report. Any report received that turned out to be
false.
16. A False Attestation Report. Any false attestation noted, but in
this case the document is attached to the report.
17. An Annoyance Report. Anything about which one is annoyed, giving
the person or portion of an org or org one is annoyed with, but the
Department of Inspection and Reports and a senior org are exempt and may
not be reported on.
18. A JOB Endangerment Report. Reporting any order received from a
superior that endangered one's job by demanding one alter or depart from
known policy, the orders of a person senior to one's immediate superior
altered or countermanded by one's immediate superior, or advice from one's
immediate superior not to comply with orders or policy.
19. Technical Alter-ls Report. Any ordered alteration of technology
not given in an HCOB, book or LRH tape.
20. Technical Non-Compliance Report. Any failure to apply the correct
technical procedure.
21. Knowledge Report. On noting some investigation is in progress and
having data on it of value to Ethics.
These reports are simply written and sent. One does not expect an
executive to front up to personnel who err. One does expect an executive to
make a report routinely on the matter, no matter what the executive also
does.
Only in this way can bad spots in the organization be recognized and
corrected. For reports other than one's own collect and point out bad
conditions before those can harm the org.
These reports are filed by Ethics in the Ethics files in the staff
member's folder or in the folder of the portion of the org. A folder is
only made if Ethics receives an Ethics Report.
Unless the staff member is part of a portion or an org that is under a
state of Emergency, FIVE such reports can accumulate before Ethics takes
any action. But if the report is deemed very serious, Ethics may take
action at once by investigating.
If a State of Emergency existed in that portion of the org or org, ONE
report can bring about a Court of Ethics as there is no leeway in an
Emergency Condition.
The most serious reports, which are the only ones taken up at once,
are technical alter-is, non-compliance, any false reports, false
attestations, no reports, misdemeanours, crimes and high crimes. The others
are left to accumulate (except in Emergency when all reports on that
portion or org are taken up at once).
CLEANING THE FILES
An amnesty for a portion or an org or a general amnesty can be
declared by the Office of LRH Saint Hill. An amnesty will be effective up
to a date three months before it is issued. The Ethics files are therefore
nullified previous to the date declared in the Amnesty.
An amnesty signalizes a feat of considerable moment by a portion of an
org or an org or Scientology.
An HCO Executive Letter can compliment a portion of an org or an org
and wipe out the Ethics Files of the portion of an org or the org
complimented. An award is usually added for the persons responsible.
403
An assignment of a State of Normal Operation after an Emergency (but
not assigning affluence) cleans the portion of an org or the org's Ethics
Files.
An individual may clean his own file by approaching Ethics and
offering to make amends.
The person may be shown but may not touch his Ethics files which are
always kept locked when the of rice is empty. The person should present a
written and signed Amends Project Petition to Ethics. Ethics attaches the
person's file to it and sends it safely to the Office of LRH "Ethics
Authority Section". If accepted as adequate amends by the Office of LRH it
is authorized by the "Ethics Authority Section" and returned to Ethics
which places it on its "Projects Time Machine".
When accomplished the Amends Project is taken off the Time Machine and
forwarded to the Inspections Section which inspects and verifies it is done
and sends all to the Office of LRH "Ethics Authority Section" which then
authorizes the retirement of the reports on the person.
If the project comes off the Time Machine without being done, the
matter goes at once to a Court of Ethics.
Any Amends Project must benefit the org and be beyond routine duties.
It may not only benefit the individual. Offers to "get audited at own
expense in Review" are acceptable as auditing will benefit everyone.
"To get trained at own expense up to and serve the org two years
afterwards" is acceptable amends. But the person's staff pay is also
suspended entirely during any auditing or training undertaken as amends.
"To get another department's files in order on my own time" would be
acceptable amends. Getting a celebrity into Scientology would be acceptable
amends. No work one would normally do himself on post is acceptable amends.
A donation or fine would not be acceptable amends. Doing what one should do
anyway is not amends, it is the expected. No org funds may be employed in
an Amends Project.
No amends are thereafter accepted if the person has failed to complete
an amends project since the effective date of the last amnesty applying to
the person's portion or org.
Any bonus specifically given by the person's name also cleans the
person's Ethics Files without comment.
The responsibility for handling the cleaning of files is that of the
Ethics Section of the Department of Inspection and Reports which notes
amnesties, compliments and specific bonus awards and handles its Ethics
files accordingly.
No Amends Projects may be accepted except through the Office of LRH
and a superior may not bring a junior who wishes his files cleaned by
Amends into Ethics and assist him to make the proper project applications.
It must be voluntarily done by the Junior.
No amnesties, compliments or bonuses may be made or declared except by
the Office of LRH and authorized also from Saint Hill.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
404
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MAY 1965 Issue II
Gen Non-Remimeo Academy Hats
RESULTS OF HCO TECHNICAL INVESTIGATION
When an investigation into any technical false report, false
attestation or no report, or one of the three conditions of Potential
Trouble Source, Withholdy pc or Suppressive Person amongst students or
preclears is made by HCO, a report of the result of same must be forwarded
to the Technical Secretary by HCO.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
405
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 MAY 1965
Remimeo HCO DIVISION
Ethics Officer HAT
HCO Exec Sec T
HCO Sec HAT ETHICS OFFICER HAT
Dir Insp & Rpts HAT STAR CHECK OUT BY DIRECTOR OF
Ethics Sec ion
Personnel HAT EXAMS ON HATS LISTED
(EFFECTIVE A T ONCE)
This is a quick outline of the activities of the Ethics Officer.
The purpose of the Ethics Officer is "To help Ron clear orgs and the
public if need be of entheta and enturbulation so that Scientology can be
done."
The activities of the Ethics Officer consist of isolating individuals
who are stopping proper flows by pulling withholds with Ethics technology
and by removing as necessary potential trouble sources and suppressive
individuals off org comm lines and by generally enforcing Ethics Codes.
The technology of how this is done is quite precise.
In a nutshell, (a) one finds an imperfect functioning of some portion
of the org and then (b) finds something that one doesn't understand about
it and then (c) interrogates by despatch the individuals in that portion
connected with the imperfect functionmg.
Just those three steps done over and over are usually quite enough to
keep an org running quite smoothly.
On first taking over post in an enturbulated org, or in viewing a
portion of the org in an enturbulated condition the actions of the Ethics
Officer consist of:
(1) Run back entheta by asking for names of who said it to the person
who is now saying it, (2) locate those persons and find out who told them
and then (3) look amongst those names for no-case-change or for potential
trouble sources. Bill voices a rumour (usually with a "they" say - - - - ).
The Ethics Officer asks Bill what "they's" name is, Bill thinks and finally
says it was Pete. The Ethics Officer locates Pete and asks Pete who told
him, and when Pete says "they" the Ethics Officer finds out what "they's"
name is. Pete says it was Agnes. Ethics Officer locates Agnes. Agnes
maintains it is true and can't say who said it. Ethics Officer looks up
Agnes' case folder or puts Agnes on a meter and sees by high or very low TA
that he has a Suppressive. Or he finds Agnes has a suppressive husband and
that she is a Potential Trouble Source.
The Ethics Officer then handles it as per Ethics Policy Ltrs.
In short, rumour comes from somewhere. The somewhere is a Potential
Trouble Source or a Suppressive. One runs it down and applies the remedies
contained in Ethics HCO Policy Letters to that person.
An Ethics Officer's first job is usually cleaning up the org of its
potential trouble sources and requesting a Comm Ev for the Suppressives.
That gets things in focus quickly and smooths an org down so it will
function.
Then one looks for down statistics in the OIC Charts. These aren't
understandable, of course, so one interrogates by sending Interrogatives to
the people concerned. In their answers there will be something that doesn't
make sense at all to the Ethics Officer - Example "We can't pay the bills
because Josie has been on course." The Ethics Officer is only looking for
something he himself can't reconcile. So he sends Interrogatives to the
person who wrote it and to Josie. Sooner or later some wild withhold or
even a crime shows up when one does this.
The trick of this "Org Auditing" is to find a piece of string sticking
out - something one can't understand, and, by Interrogatives, pull on it. A
small cat shows up. Pull with some more Interrogatives. A baby gorilla
shows up. Pull some more. A tiger appears. Pull again and Wow! You've got a
General Sherman tank!
406
It isn't reasonable for people to be lazy or stupid. At the bottom you
find the real cause of no action in a portion of an org or continuous
upset.
When you have your General Sherman, call a Court of Ethics on it. Or
take action. But in actual fact you have probably already fixed it up.
There's always a reason behind a bad statistic. Send out
Interrogatives until you have the real reason in view. It will never be
"Agnes isn't bright." It is more likely, Agnes is on a typing post but
never knew how to type. Or worse - the D of P audits org pcs for his own
profit. Or the D of T simply never comes to work.
The real explanation of a down statistic is always a very easily
understood thing. If you Interrogate enough you'll get the real explanation
and then you can act.
Never use conduct for anything but an indicator of what you should
interrogate.
Never buy rumours as generalities. Somebody said them and that
somebody has a name. Get the name.
FILING
Filing is the real trick of Ethics work. The files do all the work,
really.
Executive Ethics reports patiently fled in folders, one for each staff
member, eventually makes one file fat. There's your boy.
Call up a Court of Ethics on him and his area gets smooth.
Whatever report you get, file it with a name. Don't file by
departments or Divisions. File by names.
The files do 90% of the work. When one file gets fat, call the person
up for Ethics action.
TIME MACHINE
Run a Time Machine and let it accumulate data for you.
The orders that fall off of it that weren't complied with should be
reported to the senior issuing them.
But file those non-compliances. Soon, a file gets fat and we know why
the org isn't running in one of its portions.
POLICY
All Ethics policy applies to the actions of an Ethics Officer.
But the above is his workaday world, auditor to the org, filing his
replies, watching for the fat file and then calling a Court on it.
That way an org soon begins to run like a well greased river, doing
its job in a happy atmosphere.
Be as sudden and swift and unreasonable as you like. You aren't there
to win a popularity contest.
Make Executives report all those Ethics items they should. Make them
write their orders and send you a copy. Make your Comm Centre give you the
responses for pairing with the copies. File carefully and call the
lightning down on the person who gets a fat Ethics file.
It's an easy job. Mostly admin. But so is all Intelligence work. The
files do the job if you make people report and if you file well yourself.
And when you feel exasperated and balked and feel like taking it out
on somebody, do so by all means.
Whoever heard of a tame Ethics Officer?
The sanity of the planet is all that is at stake.
L. RON HUBBARD LRH:mh.cden Copyright (c) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
407
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MAY 1965 Issue II
Gen Non-Remimeo
HCO Div 1 Dept Insp & Rpts (Dept 3) Ethics Section INDICATORS OF ORGS
Just as pcs have indicators so do orgs.
There is a probable long list of Good Indicators. When these are
present, Ethics is quiet and hangs onto an interrogation, etc only long
enough to get policy and technology in.
There is a probable long list of BAD Indicators. When these are
present Ethics becomes industrious in ratio to the number of bad
indicators.
The first indicators, Good or Bad, are Statistics - the OIC graphs for
units, sections, departments, divisions and the org. When these are rising,
the rise is a GOOD INDICATOR.
When these are falling the fall is a BAD INDICATOR.
The second of these indicators, good or bad, is TECHNICAL GAINS. When
technology is in cases are gaining. This is a Good Indicator. When
technology is out, cases are losing. This is a Bad Indicator.
Ethics only exists to hold the fort long enough and settle things down
enough to get technology in. Ethics is never carried on for its own sake.
It is pushed home only until technology is functioning and then technology
resolves matters and Ethics prowls off looking for other targets.
We don't hang people because we started to hang them and so must do
so. We start to hang people and keep right on tying the noose in a
workmanlike fashion right up to the instant we can get tech in - which of
course makes the noose unnecessary.
But if tech never does get in then we complete the hanging.
You will find if you label a Suppressive you will some day get him
back and get tech in on him. If you don't ever label they wander off and
get lost.
Labelling as a Suppressive is our hanging.
When things are bad (Bad Indicators heavily visible) putting a body on
the gallows is very salutary. We call it "Putting a head on a pike". Too
many BAD Indicators and too goofed up a situation and we must put a head on
a pike. Then things simmer down and we can begin to get tech in.
That's the whole purpose of Ethics - to Get Tech IN. And we use enough
to do so, to get correct standard tech in and being done.
When there are lots of bad indicators about - low and falling
statistics, goofed cases, we get very handy with our Interrogatories and
put the place very nearly under martial law - we call this a State of
Emergency. Once Emergency is declared, you
408
usually have to put a head or two on a pike to convince people that
you mean it. After that necessity level rises and the place straightens up.
If an Emergency is continued beyond a reasonable time, we resort to very
heavy discipline and Comm Ev the executives who wouldn't get off it.
Ethics, then, is applied to the degree required to produce the result
of getting tech in. Once tech is really in on a person (with a case gain)
or a tech division, let us say, and auditors actually audit standard
processes by the book, we know it will resolve and we ease off with Ethics.
Ethics, then, is the tool by which you get Good Indicators In by
getting tech in. Ethics is the steam roller which smooths the highway.
Once the road is open we are quite likely to skip remaining
investigation and let it all be.
But somebody promising to be good is never good enough. We want
statistics. Bettered statistics.
SYMPTOMS OF ORGS
Orgs have various symptoms which tell us how things really are Ethic-
wise.
One of these is Dilettantism.
DILETTANTE-ISM
Dilettante = One who interests himself in an art or science merely as
a pastime and without serious study.
In an org, this manifests itself with "people should live a little."
"One needs a rest from Scientology." "One should do something else too."
All that kind of jazz.
It also manifests itself in non-consecutive scheduling, part-time
students, "because things are different in this town and people can come
only two nights ". Ask what they do with other nights. Bowling. Horse-
racing.
Boy, you better mark the case folders of staff. You have a Suppressive
aboard. Maybe six.
Scientology, that saves lives, is a modern miracle, is being compared
to bowling. Get it?
That org or portion just isn't serious. Scientology is an idle club to
it, an old lady's sewing circle. And to somebody, selling training and
auditing are just con games they put over on the public.
SUPPRESSIVES!
Root them out.
WILD RUMOURS - This Symptom is caused by Potential Trouble Sources.
Find whose case roller-coasters (gets better, gets worse). Investigate.
You'll find a Suppressive or two outside the org.
Put a head on a pike with an HCO Ethics Order and publish it widely.
ARC BROKEN FIELD - The Johannesburg Comm Ev Order of last week is a
perfect method of handling the situation. Appoint a Comm Ev Chairman to
inquire into matters and form a list of interested parties based on reports
he will now receive.
BAD TECH - When results just don't happen in the Academy, HGC or
Review one or another, look for the Potential Trouble Sources and
Suppressives. Only they can
409
keep tech out. Put a big head on a pike and then begin to interrogate
every slip in the place. Suddenly Tech is in again.
There are many such symptoms.
AT THE ROOT OF EVERY BAD CONDITION WILL BE FOUND A SUPPRESSIVE PERSON.
Locate your Potential Trouble Sources by locating passers of rumours,
etc. Then locate the Suppressive and shoot.
Calm reigns. Tech is in.
And that's all one means to accomplish.
Today TECHNOLOGY WORKS ON EVERY CASE. If the local org can't handle a
case, Saint Hill can.
If you get tech in well enough in an org, tech handles all.
Beautifully. But if it is out, only Ethics can bat down the reasons it
can't be gotten in.
OPTIMUM STATE
The optimum state of an org is so high that there is no easy way to
describe it. All cases getting cracked, releases and clears by the
hundreds, command of the environment. Big. That's an optimum state for any
org.
If it isn't rising toward optimum today, it is locally being held
down.
The viewpoint of Ethics is there is no adequate reason why an org is
stumbling except Ethics reasons. Let others take care of any other lacks.
Ethics never gets reasonable about lack of expansion. If Ethics shoves hard
enough others will get a high enough necessity level to act.
So when an org is low:
Find out where its statistics are down and who is a PTS or an SP and
ACT.
That's the job of Ethics. Thus little by little we take off the brakes
for a cleared Earth.
L. RON HUBBARD
LRH:wmc.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
410
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 MAY 1965
Remimeo Qual & Tech Dips
Sthil C1 VII Course All HATS
Students
Sthil Staff HCO Dip
Ethics HATS All HATS
Star-Rated Check
PROCESSING
Since 1950 we have had an iron bound rule that we didn't leave pcs in
trouble just to end a session.
For fifteen years we have always continued a session that found the pc
in trouble and I myself have audited a pc for nine additional hours, all
night long in fact, just to get the pc through.
Newer auditors, not trained in the stern school of running engrams,
must learn this all over again.
It doesn't matter whether the auditor has had a policy on this or not -
one would think that common decency would be enough as to leave a pc in
the middle of a secondary or an engram and just coolly end the session is
pretty cruel. Some do it because they are startled or afraid and "Rabbit"
(run away by ending the session).
Auditors who end a process or change it when it has turned on a heavy
somatic are likewise ignorant.
WHAT TURNS IT ON WILL TURN IT OFF.
This is the oldest rule in auditing.
Of course people get into secondaries and engrams, go through
misemotion and heavy somatics. This happens because things are running out.
To end off a process or a session because of the clock is to ignore the
real purpose of auditing.
The oldest rules we have are
(a) GET THE PC THROUGH IT.
(b) WHAT TURNS IT ON WILL TURN IT OFF.
(c) THE WAY OUT IS THE WAY THROUGH.
These now are expressed as POLICY.
A falsified auditor's report is also subject to a Court of Ethics.
Any auditor violating this policy letter is liable to an immediate
Court of Ethics convened within 24 hours of the offence or as soon as is
urgently possible.
Auditing at all levels works well when it is done by the book.
The purpose of Ethics is to open the way for and get in Tech.
Then we can do our job.
THERE IS NO MODERN PROCESS THAT WILL NOT WORK WHEN EXACTLY APPLIED.
Therefore in the eyes of Ethics all auditing failures are Ethics
failures - PTS, Suppressive Persons as pcs, or noncompliance with tech for
auditors.
And the first offence an auditor can commit is ceasing to audit when
he is most needed by his pc.
Hence it is the first most important consideration of Ethics to
prevent such occurrences.
Then we'll make happy pcs, Releases and Clears.
L. RON HUBBARD
LRH:wmc.pm.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
411
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MAY 1965
St Hill Staff St Hill Students
NOISE
SESSION INTERRUPTION
There are many auditing sessions going on at Saint Hill, particularly
in the area of the huts and the Canteen.
Persons walking in the vicinity of this area should do so quietly.
Students on breaks should not congregate in this area, and if they
have to frequent this area, should maintain the utmost quiet.
Students on breaks congregating elsewhere should keep their noise to a
minimum, and be particularly careful not to make loud sudden noises - loud
bursts of laughter, shouting, whistling and noisy conversation are
definitely OUT.
As such noises are very interruptive of processing, persons making
such are to be reported to Ethics. The following penalties will
automatically accrue; without recourse:
One report will be a suspension of training for one week.
Two reports will be declaration of the offender as a Suppressive
Person.
L. RON HUBBARD
LRH:wmc.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
412
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 JUNE 1965
Gen Non-Remimeo
HCO DIV 1 ETHICS SECTION WRITING OF AN ETHICS ORDER
When writing an Ethics Order, don't ARC Break its readers by leaving
out the data.
Don't create a mystery. Example of Wrong phrasing: "Woody McPheeters
is declared a Suppressive Person. He stopped a student from coming on
course." That leaves out all the data. Leaves questions - Where did it
happen? Is it in our area? What did he do? Who did he do it to? What's the
evidence? Correct Example: "WOODY McPHEETERS in Baltimore, U.S.A. is
declared a Suppressive Person. On (date) he discouraged Fred Fairchild from
taking the Saint Hill Course by writing to him lies about the course, well
known by said McPheeters to be false statements. Evidence: Letter from
McPheeters dated - - to - - now available in Ethics Files. Charge:
Suppression of a Scientologist and barring his way to Release and Clear.
Findings by former evidence of course record and this: Suppressive Person.
All Certs etc."
Don't be unspecific or you leave people in a huge mystery.
Ethics Orders are supposed to run group engrams out, not in!
Always put in what you know, nothing you don't know, and only what you
have evidence or witnesses for. Ethics Orders are issued on real data, not
opinion.
WHAT THEY DID
Don't issue orders saying "made derogatory statements about Ron," or
"suppressed Scientology." Obviously that's quite impossible as a charge.
1. No statement could possibly injure Ron. It's quite impossible to
"spoil Ron's reputation" or "upset Ron" by some suppressive utterance.
Ethics weren't made to defend Ron. Statements "about Ron" are just
indications of suppression. This is never used in an Ethics Order. Just
omit statements or charges about Ron.
2. Suppressives can only restim people's banks. They have no power at
all. To infer one could do much to Scientology is silly.
All such charges are based on a Suppressive's actions against other
persons and Scientologists or groups. These can be restimulated and can be
made to wobble about. Some man forbidding his wife auditing is pronounced
Suppressive "for forbidding his wife auditing on date - - by - -."
PTS
The Potential Trouble Source is also named as to why and with what
Suppressive Person he or she is connected.
Often no Ethics Order is issued on a PTS. They disconnect at once when
the Suppressive is named.
THE RIGHT SUPPRESSIVE
Always find the right Suppressive or all the Suppressives in examining
and declaring a PTS.
If you name the wrong one or err in that it's a group not a person the
PTS won't disconnect.
If you name the real person or group the PTS gets a meter blow down,
sighs with relief and disconnects.
Suppressive Persons or groups deal in such generalities, the PTS is
often quite blind to the real one.
Be very careful here. It's the only way to goof handling a PTS.
LABELLING
Never be afraid to issue orders that label somebody an SP if you have
the real evidence.
If you label them you get them back in some day. If you don't label
them, they are far more likely to vanish forever.
Labelling them is a kind action.
If you are frightened of civil suits because of an Ethics Order, just
remember to issue them only when you have the evidence.
CIVIL ACTIONS
Ethics can handle any Civil Action amongst Scientologists.
Two data are the Biggest Senior data in Law:
1. IF YOU DON'T PROVIDE FAST, CHEAP JUSTICE, PEOPLE WILL TAKE IT INTO
THEIR OWN HANDS AND WRECK ONE ANOTHER;
2. LAWS CAN ONLY BE ENFORCED, IF THEY SPRING FROM THE CUSTOMS AND
HABITS OF A PEOPLE.
Good Scientologists swarm in under Ethics. Bad ones howl. The good
ones comprise 80%. The bad ones comprise 20%. The majority rules. We have
Ethics.
Civil Actions are what the group demands. By Civil is meant disputes -
marriages, separations, settlements, child care, money owed, that sort of
thing.
We must handle these. Fairly. It's done by an Ethics Order Convening
an Ethics Hearing naming the parties and purpose. It summons them to a
person appointed to Hear it, a time and a place. The hearer decides what's
to be done between or amongst them.
But this firm policy exists:
NO CIVIL MATTER IN AN ETHICS HEARING MAY BE DECIDED BY RECOURSE TO
TECHNOLOGY.
There is no "get processed" finding in a Civil Ethics Hearing. Or an
"until processed." The decision is made there and then on its own merits
and no dependency on tech.
All Civil matters in writing an Ethics Order are headed CIVIL HEARING.
This removes the idea the disputants are in trouble with Ethics. They
aren't. They're in trouble with each other. Say so. And what kind of
trouble and how much and who is suing who.
Write a nice informative Ethics Order. Don't leave anyone in mystery.
Mysteries cause trouble and the purpose of Ethics is PEACE IN WHICH WE CAN
GET IN TECHNOLOGY.
L. RON HUBBARD
LRH:mh.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
414
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1965
Remimeo
All Executive HATS ALL DIVISIONS
ENTHETA LETTERS AND THE DEAD FILE, HANDLING OF
DEFINITIONS
AN ENTHETA LETTER = is a letter containing insult, discourtesy, chop
or nastiness about an org, its personnel, Scientology or the principal
figures in Scientology. En = Enturbulated; theta = Greek for thought or
life. An Entheta Letter's nastiness is aimed at the org, its personnel,
Scientology or the principal figures of Scientology. It is different from
an Ethics Report (below). It is routed only as given in this Policy Letter.
AN ETHICS REPORT = is a report to Ethics (or by error, to the org)
concerning the misuse or abuse of technology or the misconduct of a
Scientologist. This is routed directly to the Ethics section and becomes a
subject for investigation. Such a report is not Dead Filed (as will be
explained) but may become a Dead File.
A MIXED LETTER = is a letter which is an entheta letter (couched in
nasty terms to the org or its personnel) which also contains a report
pretending to be an Ethics Report. "You awful people have an awful auditor
in the field - ." A Mixed Letter is always routed to Dead Files as given in
this Policy Letter. It is simply routed like any Dead File letter. However
no names mentioned in it are Dead Filed only because they occur in the
letter.
A PETITION = is a polite request to have something handled by the
Office of LRH or the Org. If it is not polite it is not a petition and is
not covered by the Petition Policy Letters. An impolite "Petition" is
handled as an Entheta Letter always.
IMPORTANT = It is important not to Dead File a Scientologist for
reporting a bad breach of Ethics. This should be encouraged. However,
people on our side make such reports without accusing us. When such reports
are also accusative of us they are Dead Filed.
HISTORICAL
Every movement amongst Man runs into the phenomena that when you try
to help some people - or help them - they react like mad dogs. Trying to
assist them is like trying to give a mad dog medicine. You are liable to be
bitten.
The more successful a movement is, the more violent this phenomena
becomes.
Such people are Suppressives or belong to Suppressive Groups. Things
that make people better put them in terror as to them it means that if
others around them were stronger these would devour the person. This is
highly irrational. It is a dramatization of an engram the person is
defending himself in. People when processed grow stronger but also more
rational and less destructive.
Such people number about 20% but make such a fuss they seem like 110%
and thus seek to deny the decent 80% service.
This 20% can be processed and can recover only on the Power Processes
administered by a Class VII auditor working in an environment well under
Ethics control. But even so, this Policy Letter still applies as I doubt
they deserve the reward and remember, we don't owe the human race a thing.
Handling them even under optimum conditions is rough and hard on an org. I
prefer to leave them until later. There is nothing reasonable about their
attitude from our point of view. We do our best in a very enturbulated
world.
ADMINISTRATION
Efforts to handle the 20% are time consuming.
415
They take up vast amounts of time. They are not worth it.
When they get too bad we act, using Suppressive Person declarations
and Potential Trouble Source declarations.
The fast thing to do is get them off our lines and out of the teeth of
staff members and deny them information and communication such as mailings
or letters without troubling to consume even Ethics time on them.
If they still get into the cog wheels we act more energetically.
The fast way to handle, we call the DEAD FILE SYSTEM which is
described herein.
PLAN OF ORG
Built into our Org Pattern is the principle of fast flow. We move slow
or troublesome particles off the assembly line and into special slots.
We let the main traffic flow untroubled by checks designed to restrain
the very few. This is quite opposite to usual wog organization where the
many are penalized to restrain the few.
We could wreck the whole pattern of our orgs by not using it
correctly. The Qualifications Division exists to handle flat ball bearings
turned out by Tech or old patterns or check sheets or special cases. That
keeps the assembly line roaring along. The flat ball bearings are shunted
to Review. The round ones keep rolling on the assembly line to a finished
product.
The bulk of the public is quite decent. They are polite and
appreciative. The bulk of our results are excellent and the 80% majority is
pleased with us. That 80% must be served.
The 20% who are mad dogs also have a place to go - the Ethics Section.
It is important not to let them into the Admin flow lines. It is important
to box them into Ethics. Otherwise they mess up the flow badly.
In the old days when a squawk came through org personnel rushed it to
the head of the line, or to the Registrar or anywhere in the org. This gave
a weird view. The head of the org or the Registrar or executives began to
think it was all mad dog. They only had the 20%. Nobody showed them the
80%. Because the 20% required "special action" and consumed time Registrars
would soon believe the Academy and HGC contained only mobs of dissatisfied
people. Heads of orgs would begin to believe the public was sour on them.
They'd react accordingly. They never went down to CF and really looked. So
they got a twisted idea of the state of the org, the workability of tech.
They let down. They tended to stop trying, convinced by the minority 20% it
was not working.
I recall the shock it was to one org's executives when they found that
they had thousands and thousands of highly appreciative letters in their
files, appreciating Scientology and what we did and how we did it. That
whole executive group had been handed only the entheta letters and people -
because there was no place to put them but into executives' hands. They
never got the 80% that were sincere thank yous. They were quite stunned.
Scientology had been working well in their org for some time. The top brass
hadn't found it out.
Therefore it is illegal as can be to handle Entheta Letters or Ethics
Reports in any other way than to and by Ethics.
And Ethics personnel now and then must be shown the big wins the org
is getting. Otherwise they will begin to think that all is sour, since they
handle the sour.
The Org Pattern is made to flow fast. It can only flow fast if its
lines are in.
Hence this handling of Entheta Letters and Mixed Letters. They must
not be handled in any other way.
THE DEAD FILE
Ethics Files shall include a DEAD FILE.
This File includes all persons who write nasty or choppy letters to an
org or its personnel.
Rather than go to the trouble of issuing a Suppressive Person order or
even investigating we assign writers of choppy letters to the DEAD FILE.
When their area is enturbulated and we want to locate a suppressive we can
always consult our DEAD FILE for possible candidates and then investigate
and issue an order.
The DEAD FILE is by sections of the Area or the World, and
alphabetical in those sections.
The actual action is simply to cut comm. You can always let entheta
lines drop. Entheta means En = Enturbulated; theta = thought or life.
About 20% of the human race is inclined to natter. About 2 1/2 percent
at a guess are suppressive. Under our fast flow system of management we
can't tie ourselves up with 20% of the correspondence. All the decent
people, all the service and help should go to the 80%. This is also
financially sound. The 20% lose us money. An insolvent org is entirely
involved with the 20% and is neglecting the 80%!
We just don't comm with the entheta line. I can show you many
instances of where we were seriously at fault to do so as later years
proved.
DEAD FILE NON-CO-OP
We used to have an HCO category known as "Non-Co-op" meaning no co-
operation from US. People who demanded 90% of our time comprised only a
small percent of our people. Such we put on a private non-co-operate list.
We just didn't do anything for them. When they called and demanded action
we'd say "uh-huh" and forget it. After a while they'd wander off our lines
and we'd be free of them.
Dead File is actually only an extension of "non-co-op".
It was we who didn't co-operate.
WHAT IT DOESN'T COVER
Dead File does not cover business firms demanding bills, government
squawks or dangerous suits or situations. It covers only entheta public
letters received on any line including SO # 1.
ROUTING
HCO personnel or the Letter Registrar or any part of the org receiving
an entheta letter routes it as follows:
1. Receiver stamps it with a big rubber stamp
"ENTHETA TO Central Files TO Address then TO ETHICS DEAD FILES"
2. Central Files receives it, draws a pencil through "To Central
Files" and looks in the files. If the person has a folder CF picks up the
folder and stamps it with a big rubber stamp
"ENTHETA TO Central Files TO Address TO ETHICS DEAD FILES"
crosses off "To Central Files" and hands the letter and folder to
Address.
If the person has no folder in CF, CF makes a mustard-coloured dummy,
puts the person's name in it and stamps the dummy
"ENTHETA
TO Central Files TO Address TO ETHICS DEAD FILES"
and also the letter.
417
If the person has a CF DEAD FILE dummy already the letter is similarly
forwarded to Address.
The dummy of course is kept in CF in the regular files. (CF has no
Dead File as such.)
3. Address, on receiving a folder marked DEAD FILE ETHICS, crosses off
"To Address" on the stamping, pulls the person's Address plate from the
regular address plate file and puts it in a separate plate drawer marked
DEAD FILE PLATES and forwards the folder to Ethics by leaving the "To
Ethics" reading on the stamp.
If Address receives a letter marked with the stamp as above it crosses
off "To Address", looks in the regular plate files to be sure the person's
name has not crept in and if so moves it to the DEAD FILE plate drawer. If
not in the regular file Address looks in the DEAD FILE plate drawer and
makes a plate or changes any address needful in the DEAD FILE plate and
sends the letter to Ethics.
4. Ethics on receiving a folder marked with the stamp simply files it
in the DEAD FILES.
If a letter so marked is received by Ethics from Address it is filed
in the person's folder in the DEAD FILE.
ETHICS ACTION
Ethics receiving a folder or a letter marked with the ENTHETA stamp
takes the following action:
Writes a surface mail post card coloured an ugly mustard yellow to any
organizations where the person's name may be part of CF, stamped on the
back as follows:
FROM: Name of Org ENTHETA TO Central Files TO Address TO ETHICS DEAD
FILE
and writes the person's name and address under it. Do NOT put two
names on one card. One Card = one name.
On receipt of such a card by an org it follows the routine channels in
the org as though it were the folder or letter.
However, if Ethics finds the person is not in its DEAD FILE and all it
has received is a card, ETHICS makes a folder and puts the card in it. That
way the DEAD FILE of an org tells one that there is other material in
another org and knows what org.
For instance, Saint Hill receiving an entheta letter from Minnesota
would, as above, with a card, advise DC, NY, LA and Detroit and Twin Cities
especially. The person is likely to write any of these orgs.
Any org on any DEAD FILE always advises Saint Hill with a card.
ETHICS ACTION
Ethics does not even bother to read the letter or examine the folder
on receiving a DEAD FILE folder or letter.
This is after all, a fast flow system of management. With the DEAD
FILE system one just parks the name in a folder in the DEAD FILES as
inactive until there is a reason to do otherwise.
SUCH LETTERS MUST NOT BE CIRCULATED ON THE LINES OTHER
THAN AS ABOVE.
It is the business of the Ethics Officer to see that the HCO Sec. the
Ltr Reg. the Distribution Division and any other contact point where an
entheta letter may arrive is equipped with a rubber stamp:
418
ENTHETA TO Central Files TO Address TO ETHICS DEAD FILES and that the
Ethics Section has a rubber stamp reading FROM (name of org) ENTHETA TO
Central Files TO Address TO ETHICS DEAD FILES
Ethics makes sure all entheta letters (except business letters and
goof letters) are so stamped by people receiving in the org and so routed
AND NOT ANSWERED.
Ethics seeing somebody answer an entheta letter for SO #1 or
procurement or distribution or for any other reason, should order a hearing
on the person.
Any executive who is not a mail receipt point having an entheta letter
forwarded to him by a staff member must turn in a Dev-T report on that
staff member to Ethics and forward it and the report to Ethics. Ethics then
stamps it and routes it to CF, etc. with the standard stamp (Ethics must
not just file it in Dead Files). The Dev-T report goes into the staff
member's Ethics folder.
It is the full intention that:
1. All choppy, nattery, rumour-mongery letters dead end in the DEAD
FILE.
2. That no further magazines or procurement letters go to the person.
3. That no staff personnel be enturbulated by the content of such
letters.
4. That the line be cut completely.
5. That a record remain in Ethics.
LTR REG ANSWERING
When a Letter Reg in answering some letter calls for the folder and
finds it is a
mustard coloured DEAD FILE DUMMY, the letter to be answered is simply
stamped with the above Entheta stamp no matter what it says, and is routed
with the Dummy on through as though it were an Entheta letter regardless of
what the new letter says. Short of Releasing and Clearing these mad dogs
don't change their froth.
EXPIRED MEMBERSHIPS, ETC.
Expired memberships are not dead filed. Dead file does not mean they
stopped communicating with us. It means we stopped communicating with them.
Expired memberships go into the Qual Div Expired Membership File.
Retired Files (last year's) must never be called DEAD FILES.
DEAD FILE USEFULNESS The DEAD FILE is the best possible file for
tracing trouble in an investigation.
Only when a hot investigation comes up is it looked at by Ethics. Then
all names found in an area are cross referenced by making copies of the
letters they contain, and filing those under the new names, and the
Suppressive is located by the simple expedient of thus finding the fattest
file and an order is issued.
DEPT OF ESTIMATIONS DEAD FILE NAMES The Dept of Estimations
occasionally calls for a run off of the DEAD FILE 419
drawer from Address and when a student or pc turns up, looks over this
DEAD FILE list for the person's name. That is for every applicant for
training or processing.
If the name is found in the DEAD FILE list the person must have an
Ethics Clearance before being trained or processed. The person found in the
DEAD FILE list by the Dept of Estimations is sent directly to Ethics and
Ethics is told why.
Ethics looks up the folder and takes whatever action is indicated,
giving the person a chance to disconnect if a PTS or A to E if a
Suppressive or make himself or herself more agreeable to the org by any
proper action such as an amends project. Or Ethics simply informs
Estimation of the matter and forbids training or processing. The last is by
far the more usual course. Processing is hard to do on a PTS or SP and the
whole Academy can be turned upside down by one.
SUPPRESSIVES AND POTENTIAL TROUBLE SOURCES
All Suppressive Persons and Groups are filed in the DEAD FILE but with
the Ethics Order. The Ethics Order is stamped with the ENTHETA stamp as
above but with the additional stamp Suppressive.
This is the usual "Entheta To Central Files To Address To ETHICS DEAD
FILES" STAMP. Remember, every Suppressive Person Ethics Order issued by
Ethics is so handled. One copy of that order is stamped with the stamp and
put on the lines to CF.
CF handles it just like it would any other letter so stamped.
Address handles it exactly as any other letter or folder but types SP
on the plate before it goes into the DEAD FILE Drawer.
Then the order and any folder goes back to Ethics as before and Ethics
even cards it to other orgs even though they got the SP order itself.
A Potential Trouble Source order is not given the Entheta DEAD FILE
routing unless the person refuses to disconnect or handle. At this time the
person's name is put on a despatch stamped with the Entheta stamp and is
routed to CF, etc. as above. Sometimes a PTS refusing to disconnect is
declared suppressive and in such a case it is handled as an SP above.
Therefore all SPs, PTS, and entheta letters all wind up in the DEAD
FILE.
This cuts their comm and still keeps track of them.
RELEASE AND CLEAR DECLARATIONS
When a Release Declaration or a Clear Declaration is made by the Dept
of Certificates and Awards, a copy is always sent to CF.
If it collides there with a DEAD FILE DUMMY, the Dept of Certs and
Awards declaration is pinned to it and it goes to ETHICS.
Ethics removes the person's folder from the ETHICS DEAD FILE and
routes it to Address with the Release or Clear declaration on top and
stamped "To Address, then to Central Files, Restore to good standing".
Address takes the plate out of its DEAD FILE drawer and puts it back
in its proper position in the regular address files, removes any SP on the
plate, [marks] the order "Address Restored" and sends it to Central Files.
The dummy is halved and put in the folder and folder (with half a dummy in
it) is put back into CF.
Nothing short of Releasing or Clearing ever really cures these people.
So when an SP does A to E and is restored to training or processing he or
she is still a DEAD FILE until a Release or Clear declaration is issued.
420
SUSPENSION
No action by DEAD FILE is taken because of a suspension or other
discipline. No Ethics Order but one for SP or an unco-operating PTS is
handed to DEAD FILE. All other types of Ethics Orders go to different
Ethics Section Files.
PETITION
A petition is never a petition if it is discourteous and contains
entheta. Don't attach a Petition Pol Ltr to it. Just stamp it ENTHETA and
send it the route as contained herein.
STUDENT NOTES
Notes from students or pcs now on course or in the HGC containing
entheta are routed to Ethics for a Court of Ethics action.
Only if they result in SP are they routed to CF, Address and DEAD
FILE. RESULTS OF DEAD FILE
Being DEAD FILED does not result in action but neither does it debar
further action.
DEAD FILE is the first place to look in cases of trouble. Further
action may then be taken such as an Ethics Order.
By using the DEAD FILE system we keep our lines cleaner.
GETTING OUT OF DEAD FILE
How does a person ever get out of the Dead File?
One could somehow discover without our help he or she was in the Dead
File (we never inform them). If so he or she could take it up with the
Ethics Officer. But the probable outcome may just be more Dead File.
How do you resurrect the dead? Release and Clear of course. How can
they get it then if turned off by Estimations? Well, a cleared cannibal is
still only a cleared cannibal so who needs them?
I'd rather solve the problems of those who were decent to us. We
didn't put them in the shape they're in. That's their problem.
L. RON HUBBARD
LRH:mh.cden Copyright(~) 1965 by L Ron Hubbard ALL RIGHTS RESERVED
[Added to by HCO P/Ls 25 September 1965, Entheta Letters and the Dead
File, Handling of, and 22 August 1966, Dead File: Restoration to Good
Standing, both on next page.]
421
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 SEPTEMBER 1965 Addition to HCO Policy Letter
of
Remimeo 7 June 1965
All Executive entitled
Hats
ENTHETA LETTERS
AND THE DEAD FILE, HANDLING OF
An additional action is required of address besides those listed in
the 7 June 65 Policy Letter.
Address is to use the address plate of the person to be dead filed to
make enough gummed address labels necessary for Ethics to use in advising
all possible organizations to whom such a person would possibly
communicate.
Ethics, then, uses these address stickers to stick onto an ugly
mustard yellow postcard to mail to the organizations possibly concerned.
L. RON HUBBARD LRH:ml.cden Copyright(~) 1965 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 AUGUST 1966
Remimeo All Executive Hats
DEAD FILE: RESTORATION TO GOOD STANDING (Addition to HCO Policy Letter
of 7 June 1965)
To avoid any possibility of letters remaining unanswered which should
be answered, Ethics, on receiving from CF a dead file dummy with a Certs
and Awards declaration pinned to it, advises all orgs to whom such a person
would possibly communicate (always including St Hill) of the person's
restoration to good standing.
Ethics gets out the person's CF folder from dead file and stamps it
"To Address, then to Central Files, Restore to Good Standing", and adds the
words "AND ADVISE" to the stamp.
Address, receiving a CF folder so marked, removes any SP on the
person's plate and uses the plate to make enough gummed labels for use by
Ethics.
Ethics then uses the gummed labels to stick on a despatch to Ethics of
other orgs to whom such a person would possibly communicate and stamps each
despatch: "To Address, then to Central Files, Restore to Good Standing."
Address only makes gummed labels for Ethics use when the words "AND
ADVISE" are added by Ethics to the "Restore to Good Standing" stamp.
Otherwise, the notification has come from another org, and no further
notification is necessary as the other org has already advised every
possible org.
L. RON HUBBARD
LRH: lb-r.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
422
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JUNE 1965
Remimeo
ALL TECH DIV ALL QUAL DIV ETHICS SECTION CLASS VII INTERNES
STAFF AUDITOR ADVICES
No Staff Auditor or Interne or organization auditor or any auditor on
a Staff Co-audit may seek advices on what to do from any person except the
officially appointed person doing the auditing folders.
Seeking advice on cases verbally or in writing from the person not
doing the folders is OFF LINE except in Ethics matters when Ethics may be
consulted or Saint Hill advised.
When an auditor seeks advice off-line and accepts it, unbeknownst to
the official supervising the auditing via the folders, a random factor is
introduced into the running of cases that can be quite fatal.
At Saint Hill, on Power Processes, such an action is a crime as the
consequences can be so catastrophic to cases run on Power Processes.
The proper sources of instruction are tapes and HCOBs. Adding bits to
these that aren't there is the commonest auditor error.
Asking for unusual solutions from a case supervisor who is doing the
folders is a sure sign that the last directives have not been followed;
giving instructions that are unusual is useless because they won't be
complied with either.
The Dev-T situation of asking for advice off-line burdens lines and
fouls up cases. COMM CYCLE AND ETHICS
When an auditor has a fractured comm cycle very often processing still
works on the average pc.
When an auditor has a fractured comm cycle and the pc is an Ethics
type case (SP, PTS, W/hs) a mess ensues. One can always tell if an
auditor's comm cycle is poor or if the Code is being broken because when
put on an Ethics type pc, things collapse.
When a pc won't run, one can be sure that
1. The Auditor's Comm Cycle is out and
2. The pc is an Ethics type case.
When both these are present, no results can possibly occur.
When only one is present, usually the auditing works somewhat.
CASE SUPERVISOR PUZZLE
When a Case Supervisor doing folders sees a process going wrong, he
should not blame the process or his own advice if these are even faintly
educated.
423
Instead the pc is an Ethics type or the Auditor's Comm Cycle is out.
If neither of these seem to be the case and things still go wrong then
the auditor just isn't running what he says he is or running what he is
supposed to run.
If all the above seems not to be the case, then the auditor is seeking
off-line advices and some screwball interpretation has been added to the
process.
A clever Case Supervisor marking folders, goes by the text - case
running well, continue the standard approach. Case not running well, send
to Review for analysis REGARDLESS OF ANY AUDITING TIME LOST.
When a pc goes to Review, it is clever to send the auditor to the
Review Cramming Section to check over his Auditor's Code and Comm Cycle
with Tits.
If when auditor and pc still don't run well, send the pc to Ethics.
(Review may already have done so.)
ETHICS
If the Case Supervisor ever finds an auditor not following
instructions or seeking or taking off-line directions he must at once send
the auditor to Ethics. It is usually an Ethics Hearing and a minor
suspension.:
If a Case Supervisor doing the folders finds a false report has been
made, he must send the offender to Ethics.
WITHHOLDS
A pc is not sent to Ethics because of withholds gotten off in a
session. However, on the Invalidation button one commonly finds suppressive
persons around the pc and the auditor must send the pc to Ethics at session
end to get the matter disconnected or handled.
Sometimes one finds another person's offences than the pc's in getting
off withholds. These are reported to Ethics for investigation.
TEXT BOOK
D of P work is completely text book. PC doing okay - get on with it as
per the process, the next process to be run, or the next grade.
PC not doing okay - to Review to find out why.
If Review finds pc is an Ethics type, sends pc to Ethics.
It's all text book. It is so easy.
L. RON HUBBARD
LRH:mh.bp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
424
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF 1 JULY 1965
Tech Div Hats
Qual Div Hats TECH DIVISION
Ethics Hats QUAL DIVISION
Executive Hats
ETHICS CHITS
This is a VERY important policy. When it is neglected the org will
soon experience a technical dropped statistic and lose income and
personnel.
The most attacked area of an org is its Tech and Qual personnel as
these produce the effective results which make Scientology seem deadly to
Suppressives.
The Suppressive is TERRIFIED of anyone getting better or more powerful
as he is dramatizing some long gone (but to him it is right now) combat or
vengeance. He or she confuses the old enemies with anyone about and looks
on anyone who tries to help as an insidious villain who will strengthen
these "enemies".
Thus Tech and Qual personnel are peculiarly liable to covert, off
line, off policy annoyances which in time turn them into PTSs. Their cases
will Roller Coaster and they begin to go off line, off policy and off
origin (see Dev-T Pol Ltrs) themselves.
This results in a technical breakdown and an apparency of busyness in
these divisions which does not in fact produce anything, being Dev-T.
The policy then is: NO TECH OR QUAL PERSONNEL MAY OMIT GIVING ETHICS
CHITS TO ETHICS ON ANY INCIDENT OR ACTION COVERED IN THE DEV-T POLICY
LETTERS OR WHICH INDICATES SP OR PTS ACTIVITY.
This means they may not "be decent about it" or "reasonable" and so
refrain.
This means they must know their Ethics and Dev-T Pol Ltrs.
This means they may not themselves act like Ethics Officers or steal
the Ethics hat.
It means that they must chit students who bring a body and ask for
unusual solutions; they must chit all discourteous conduct; they must chit
all Roller Coaster cases; they must chit all Suppressive actions observed;
they must chit snide comments; they must chit alter-is and entheta; they
must chit derogatory remarks; they must chit all Dev-T. Anything in
violation of Ethics or Dev-T Pol Ltrs must be reported.
Ethics will find then that only two or three people in those areas are
causing all the upset. This fact routinely stuns Tech and Qual personnel
when it is called to their attention - that only two or three are making
their lives miserable.
Ethics, seeing tech statistics drop, must investigate all this and
WHEN ETHICS FINDS the Qual and Tech personnel have not been handing in
Ethics chits, the Ethics Officer must report them to the HCO Exec Sec for
disciplinary action.
NON ENTURBULATION ORDER
What to do with the 2 or 3 students or pcs causing trouble?
Ethics issues a Non Enturbulation Order. This states that those named
in it (the SPs and PTSs who are students or preclears) are forbidden to
enturbulate others and if one more report is received of their
enturbulating anyone, an SP order will be issued forthwith.
This will hold them in line until tech can be gotten in on them and
takes them off the back of Tech and Qual personnel.
NOT THEORETICAL
This is not a theoretical situation or policy. It is issued directly
after seeing tech results go down, Tech and Qual cases Roller Coaster and
results drop.
Ethics found that the entire situation came about through no chits
from Tech and Qual personnel about troublesome people which resulted in no
restraint and a collapse of Divisions 4 and 5 Comm lines and results.
When Tech and Qual personnel try to take the law into their own hands,
or ignore issuing Ethics chits, chaos results, not case gains.
Keep Tech Results UP.
LRH:mh.cden L. RON HUBBARD
Copyright(~) 1965
by L. Ron Hubbard 425
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 JULY 1965
Issue II
Remimeo
Ethics Hats
Tech Hats
Qual Hats HCO Division
Tech Div Qual Div
COMM CYCLE ADDITIVES
There are no additives permitted on the Auditing Comm Cycle.
Example: Getting the pc to state the problem after the pc has said
what the problem is.
Example: Asking a pc if that is the answer.
Example: Telling pc "it didn't react" on the meter.
Example: Querying the answer.
This is the WORST kind of auditing.
Processes run best MUZZLED. By muzzled is meant using ONLY TR 0, 1, 2,
3 and 4 by the text.
A pc's results will go to HELL on an additive comm cycle.
There are a hundred thousand tricks that could be added to the
Auditing Comm Cycle. EVERY ONE of them is a GOOF.
The ONLY time you ever ask for a repeat is when you couldn't hear it.
Since 1950, I've known that all auditors talk too much in a session.
The maximum talk is the standard model session and the TR 0 to 4 Auditing
Comm Cycle ONLY.
It is a serious matter to get a pc to "clarify his answer". It is in
fact an Ethics matter and if done habitually is a Suppressive Act, for it
will wipe out all gains.
There are mannerism additives also.
Example: Waiting for the pc to look at you before you give the next
command. (Pcs who won't look at you are ARC Broken. You don't then twist
this to mean the pc has to look at you before you give the next command.)
Example: A lifted eyebrow at an answer.
Example: A questioning sort of ack.
The Whole Message is GOOD AUDITING OCCURS WHEN THE COMM CYCLE ALONE IS
USED
AND IS MUZZLED.
Additives on the Auditing Comm Cycle are ANY ACTION, STATEMENT,
QUESTION OR EXPRESSION GIVEN IN ADDITION TO TRs 0-4.
They are Gross Auditing Errors.
And should be regarded as such.
Auditors who add to the Auditing Comm Cycle never make Releases.
So, that's Suppressive.
Don't do it!
LRH:ml.cden L. RON HUBBARD
Copyright (I) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
426
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JULY 1965
Sthil Tech D* Qual Div
PRECLEAR ROUTING TO ETHICS
There is no direct routing of preclears to the Ethics Officer except
through the channels of the Qualification Division and Review.
This, therefore, cancels the direct routing to Ethics as covered in
the Class VII, Confidential, HCO Bulletin of 28 June 1965.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
427
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1965
Remimeo Ethics Hats Executive Hats
SUPPRESSIVE PERSONS, MAIN CHARACTERISTICS OF
It is interesting in the detection of Suppressive Persons that they
use "policy" to prevent purpose.
In one org which went into a serious decline a Suppressive Person was
in a high position.
Every time org personnel returned from Saint Hill and proposed that
the org get going, they were told by this SP that their proposals were
"against policy".
Not one of these people, hearing this, ever alerted to a glaring fact.
The SP in this case was renowned for never being able to pass a bulletin,
tape or policy letter!
So how would that person have known WHAT was against policy for that
person NEVER was known to pass a hat check!
So that person's statement that, "It's against policy" was obviously
false since the person was incapable of passing hat checks or bulletins and
wouldn't ever have known what any policy was for or against anything.
Thus we see one of the characteristics of an SP is:
1. THE NEGATION OF POLICY WITHOUT KNOWING IT AND THE USE OF
"POLICY" TO PREVENT SUCCESS IN SCIENTOLOGY IS THE PRIMARY
TOOL OF THE SP AGAINST ORGS.
Dissemination is a prime target of the SP.
Magazines ordinarily have half a dozen SPs on their lines. These
people write in and complain about ads. If you don't watch it these half
dozen become "everybody"
and the mag is beaten down into not advertising.
"Soft sell" is another recommendation of the SP.
And "build it quietly" and "get only decent people" are all part of
this.
When somebody is demanding less reach, that person is an SP.
Therefore we have another characteristic:
2. SPs RECOMMEND INEFFECTIVE DISSEMINATION AND FIND FAULT WITH
ANY BEING DONE.
A Suppressive will try to sell off the property or buildings of an org
and in one case tried to give them away when temporarily in charge.
3. A SUPPRESSIVE WILL TRY TO GET RID OF AN ORG.
Good staff members are a prime target for SPs. In one org where an SP
got a foothold 60% of the staff was gotten rid of and the org almost
crashed.
They do it by making people too dissatisfied to produce and so make it
impossible for the org to earn.
428
4. AN SP WILL SEEK TO UPSET AND GET RID OF THE BEST STAFF MEMBERS.
Bad news, particularly if false, is the only comm line of the SP.
The executive who is getting bad news as a steady diet on his lines
has SPs about.
5. ENTHETA IS THE SOLE STOCK IN TRADE OF THE SP.
The triumph an SP feels in not getting rid of things the auditor has
tried to ease is quite malevolent.
6. AN SP IS SATISFIED WITH AUDITING ONLY WHEN HE GETS WORSE.
7. SPs are happy when their pcs get worse and sad when their pcs get
better.
8. AN SP IN AN EXAMINER POST WILL ONLY DECLARE RELEASED THE BAD RESULT
CASES AND WILL NOT PASS ACTUAL RELEASES BUT WILL ARC BREAK THEM.
9. Covert invalidation is the level of an SP's social intercourse.
An SP can only restimulate another, he has no power of his own.
10. An SP deals only in restimulation, never easing or erasing.
11. The persons around an SP get so restimulated they can't detect the
real SP.
The whole rationale of the SP is built on the belief that if anyone
got better, the SP would be for it as the others could overcome him then.
He is fighting a battle he once fought and never stopped fighting. He
is in an incident. Present time people are mistaken by him for past, long
gone enemies.
Therefore he never really knows what he is fighting in present time,
so just fights.
12. The SP is sure everyone is against him personally and if others
became more powerful they would dispose of him.
The SP usually commits continuing averts. These are hidden.
I have had two or three SPs blow up and shout or snarl at me. When I
investigated I found, in these cases, they were committing daily crimes of
some magnitude.
13. An SP commits hidden overts continuously.
14. Back of a crime you will find SP characteristics.
15. Because an SP uses generalities in his speech, "everybody",
"they", etc. the SP is hard to detect.
SPs have an experiential track that is poor. SPs know how to needle
and commit overts and hold others back.
When released, the SP has so little decent background experience that
he or she has a very hard time.
16. Releasing an SP does not make a worthwhile person. It only makes a
person who can now learn to get along in life.
429
"A cleared cannibal is a cleared cannibal."
SPs don't get case gains. Sometimes they pretend them. They are held
back by their continuing averts. If we were found by them to be decent,
their past conduct would swell up and engulf them.
They are in a continued PTP of their fight with Mankind. And they
follow the rule that pcs with PTPs get no case gains.
Real SPs comprise about 2 1/2 per cent of the population. By
restimulating others they make another 17 1/2 per cent into Potential
Trouble Sources. Therefore about 20% of the population is Ethics type.
We must not allow this 20% to prevent the 80% from crossing the
bridge.
We are no enemy of the SP. But he can't have friends, can he?
So we handle the SP and his PTSs and carry on with our job.
L. RON HUBBARD
LRH:mh.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 AUGUST 1965 Issue II
Gen Non-Remimeo
COLLECTION FROM SPs AND PTSs
On any Declared Suppressive Person an additional condition for return
to status (Steps A to E of HCO Pol Ltr 1 March 1965) is Step B(1) which is
the requirement that the SP pay off all debts owed to Scientology
organizations.
Any Potential Trouble Source owing money to any Scientology
organization is handled the same as any other Scientologist. Failure to
discharge a financial obligation becomes a civil Ethics matter after
normal, within-org avenues of collection have been exhausted.
Any PTS who fails to either handle or disconnect from the SP who is
making him or her a PTS is, by failing to do so, guilty of a Suppressive
Act.
Civil Court action against SPs to effect collection of monies owed may
be resorted to, as they are Fair Game.
L. RON HUBBARD
LRH:ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See HCO P/L 21 October 1968, Cancellation of Fair Game, page
489.]
430
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 AUGUST 1965
Remimeo BPI Auditor 10
GENERAL AMNESTY
As there is enough misery in the world without contributing to it, and
as the sole purpose of Ethics is to get in technology:
To celebrate the fantastic gains following the discovery that almost
all persons earlier audited had attained a State of First Stage Release and
had then been run beyond it, and the wide success of rehabilitation of the
state:
A GENERAL AMNESTY is declared herewith, effective this date.
1. All Ethics Orders and findings of Committees of Evidence prior to
August 20, AD 15, are cancelled;
2. All Ethics Reports are cancelled;
3. Any person labelled suppressive or dead filed or whose certificates
have been suspended or cancelled is restored to full status providing only
that they have, without charge, a check out for Former Release;
4. All overt or criminal or defiant acts before this date are forgiven
fully and freely.
By my hand and seal this 20th day of August AD15.
L. RON HUBBARD
LRH: ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
431
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 AUGUST 1965
Gen Non Remimeo ETHICS E-METER CHECK
In a State of Emergency, the Ethics Officer may at any time call in
any staff member and do an Ethics E-Meter check. This consists of setting
the meter up, sensitivity 16, and handing the cans to the staff member
taking the check. No question is asked of the staff member, and the staff
member is not informed of readings. The Ethics Officer records the position
of the tone arm and the condition of the needle and that is all. The entire
check takes no more than 5-15 seconds. The staff member's pc folder is at
hand during the check. As soon as the check is over, and before calling
another staff member in for a check (if more than one staff member is being
checked, as would be likely), the Ethics Officer examines the auditor's
reports for the past few sessions to see if there have been no gains (or
less than 10 Divs TA action per 21/z hour session average) or roller-
coaster gains.
Then the Ethics Officer takes action as follows:
If staff member has had gains and kept them, and TA is neither very
low (below 2.0) or very high (above 5.0) and needle is not RS'ing or very
tight, inform staff member he or she is passed on the meter check.
If staff member has had roller-coaster case gains, order suspended
from staff and to report to Ethics. Ethics action is as per PTS. When
handled, return to staff.
If staff member has had no case gains (or inadequate TA as above),
order suspended from staff and to report to Ethics. Ethics investigates
staff member as possible SP and handles accordingly.
RS'ing or very tight needle, suspend from staff and order to Ethics.
Investigate for PTS or SP, and handle accordingly.
Very low or very high TA: order removed from any executive post and
transferred to minor duties or even off all duties (not off payroll). If a
Secretary, cable Exec Director with recommendations and results of Meter
Check. Do not handle otherwise.
Checks should be given to staff who continue to accumulate reports in
an Emergency. The Ethics Officer has the right to examine any or all staff,
if the Emergency appears to be continuing and application of Emergency
Formula has so far failed to get org out of Emergency.
HCO Exec Sec may request a meter check on the Ethics Officer in an
Emergency.
The Office of LRH (local or WW) may be petitioned for a re-check, the
re-check being given by any properly qualified auditor, in the presence of
the Ethics Officer (HCO Exec Sec if it is the Ethics Officer being
checked).
As soon as the Emergency is over, all staff (except SPs found or
undisconnected PTSs) are returned to original post held, entering the org
again through Ethics, subject to okay of the appropriate Exec Sec (Exec Dir
in the case of a Secretary). All persons handled this way (except PTSs who
have disconnected and SPs who are no longer on staff anyway) are warned
that they should take action swiftly (if they have not already done so) to
improve their case shape.
The above also applies to Division, Department, Section or Unit
Emergencies. Also, the Office of LRH (local or WW) may order an Ethics E-
Meter check, normally at the request of the Ethics Officer, any time.
An Ethics E-Meter check should be given any new staff applicants.
Tech Note: High TA = 5.0 or above
Low TA = 1.9 or below
DN = Withholds
RS = Crimes
No Case Gain = Suppressive
Roller Coaster = PTS
LRH:ml.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard [Revised by HCO P/L 22 December 1970, Ethics
ALL RIGHTS RESERVED E-Meter Check, in the 1970 Year Book.]
432
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 SEPTEMBER AD15 Issue VII
Remimeo All Hats
Div 1 ETHICS ETHICS PROTECTION
Ethics actions must parallel the purposes of Scientology and its
organizations.
Ethics exists primarily to get technology in. Tech can't work unless
Ethics is already in. When tech goes out Ethics can (and is expected to)
get it in. For the purpose of Scientology amongst others, is to apply
Scientology. Therefore when tech is in, Ethics actions tend to be dropped.
Ethics continues its actions until tech is in and as soon as it is, backs
off and only acts if tech goes out again.
The purpose of the org is to get the show on the road and keep it
going. This means production. Every division is a production unit. It makes
or does something that can have a statistic to see if it goes up or down.
Example: a typist gets out 500 letters in one week. That's a statistic. If
the next week the same typist gets out 600 letters that's an UP statistic.
If the typist gets out 300 letters that's a DOWN statistic. Every post in
an org can have a statistic. So does every portion of the org. The purpose
is to keep production (statistics) up. This is the only thing that gives a
good income for the staff member personally. When statistics go down or
when things are so organized you can't get one for a post, the staff
members' pay goes down as the org goes down in its overall production. The
production of an organization is only the total of its individual staff
members. When these have down statistics so does the org.
Ethics actions are often used to handle down individual statistics. A
person who is not doing his job becomes an Ethics target.
Conversely, if a person is doing his job (and his statistic will show
that) Ethics is considered to be in and the person is protected by Ethics.
As an example of the proper application of Ethics to the production of
an org, let us say the Letter Registrar has a high statistic (gets out lots
of effective mail). Somebody reports the Letter Registrar for rudeness,
somebody else reports the Letter Registrar for irregular conduct with a
student. Somebody else reports the Letter Registrar for leaving all the
lights on. Proper Ethics Officer action = look up the general statistics of
the Letter Registrar, and seeing that they average quite high, file the
complaints with a yawn.
As the second example of Ethics application to the production of an
org, let us say that a Course Supervisor has a low statistic (very few
students moved out of his course, course number growing, hardly anyone
graduating, a bad Academy statistic). Somebody reports this Course
Supervisor for being late for work, somebody else reports him for no weekly
Adcomm report and bang! Ethics looks up the person, calls for an Ethics
Hearing with trimmings.
We are not in the business of being good boys and girls. We're in the
business of going free and getting the org production roaring. Nothing else
is of any interest then to Ethics but (a) getting tech in, getting it run
and getting it run right and (b) getting production up and the org roaring
along.
Therefore if a staff member is getting production up by having his own
statistic
433
excellent, Ethics sure isn't interested. But if a staff member isn't
producing, shown by his bad statistic for his post, Ethics is fascinated
with his smallest misdemeanor.
In short a staff member can get away with murder so long as his
statistic is up and can't sneeze without a chop if it's down.
To do otherwise is to permit some suppressive person to simply Ethics
chit every producer in the org out of existence.
When people do start reporting a staff member with a high statistic,
what you investigate is the person who turned in the report.
In an ancient army a particularly brave deed was recognized by an
award of the title of Kha-Khan. It was not a rank. The person remained what
he was, BUT he was entitled to be forgiven the death penalty ten times in
case in the future he did anything wrong. That was a Kha-Khan.
That's what producing, high statistic staff members are - Kha-Khans.
They can get away with murder without a blink from Ethics.
The average fair to poor statistic staff member of course gets just
routine ethics with hearings or courts for too many misdeeds. The low
statistic fellow gets a court if he sneezes.
Ethics must use all org discipline only in view of the production
statistic of the staff member involved.
And Ethics must recognize a Kha-Khan when it sees one - and tear up
the bad report chits on the person with a yawn.
To the staff member this means - if you do your job you are protected
by Ethics. And if you aren't so protected and your statistic is high, cable
me.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
434
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 OCTOBER 1965
All Staff I M P (c) R T A N T
Ethics Hat
Tech Hats
Qual Hats
Income Hats POTENTIAL TROUBLE SOURCE ROUTING
The Ethics Officer, when receiving a person who has roller coastered
(case improved then dropped), must route that person to Review. Review only
must locate the correct Suppressive Person, repeat the correct SP, the
right SP.
Review then states:
1. Who the SP is (or who they are if more than one);
2. That good indicators came in and stayed in visibly when the SP (or
SPs) was
found.
Review then sends the person to Ethics.
Ethics must require the person as per policy to handle or disconnect.
If the person will not handle or disconnect, the person is sent again
to Review as the right SP has NOT been found.
Further UNTIL THE PERSON HAS PAID IN CASH FOR THE REVIEW SEARCH AND
DISCOVERY Ethics may not declare the person no longer PTS. (The reason for
this is that the person will not pay if the wrong suppressive is found.)
HGC Auditors, similarly must send a PTS to Review not Ethics.
Supervisors must send any student PTS only to Review.
Review always sends to Ethics but ONLY when the right SP has been
found and indicated.
REVIEW AUDITOR
The Review Auditor uses "Search and Discovery" as will be covered in
an HCO B. If this is not to hand, simply find the right SP, indicate it to
the person and watch the good indicators come in.
PTSs may not be handled in ANY other way.
The routing is not from Ethics to the Chaplain. Ethics does not route
to the Chaplain.
L. RON HUBBARD
LRH: ml.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
435
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1965
Gen Non-Remimeo
Executive Division HCO Division ETHICS AUTHORITY SECTION OFFICE OF LRH
The actual authority on which Ethics operates, no matter who signs the
order, is LRH. No matter what action is undertaken, any and all errors
rebound heavily on the Office of LRH. Therefore there must exist a route of
correction of Ethics actions where needful.
In addition, there are several Ethics functions purely belonging to
the Office of LRH. These are:
1. The actual declaration of Suppressive Persons or groups, no matter
who signs the order. Cancellation of certificates may not be done by any
other than LRH as that is the issuing authority for all certificates.
2. Comm Ev findings cannot be put into effect where they require
cancellations without an LRH okay of findings. In general Comm Ev findings
are usually okayed in practice by the Office of LRH.
3. Petitions which concern Ethics are handled by the Office of LRH,
usually by routing to Ethics for data and the Office of LRH acting on that
data or any other known data or policy.
4. The form and presentation of Ethics Orders are the concern of the
Office of LRH and when the form, wording or presentation is incorrect the
Office of LRH acts to remedy.
5. New Ethics policies or procedures are the concern of the Office of
LRH when required.
6. Amnesties and their points of interpretation are handled by the
Office of LRH.
7. Investigations concerning Ethics itself.
8. Although entirely under the HCO Area Secretary and in Div 1, Dept
3, Ethics Officers are looked on by me as my Ethics Officers and none may
be appointed without my okay with a review of their record by myself.
Therefore, for these eight reasons only, the Office of LRH has a
responsibility for Ethics. There is therefore an ETHICS AUTHORITY SECTION
in the Office of LRH that cares for the above 8 actions only, not for
general ethics actions.
No other post in Dept 21 may assume the authority of the Ethics
Authority Officer unless it is specifically designated as a hat.
Routing on the above eight matters is self evident.
Anyone holding the hat of Ethics Authority Officer, Office of LRH must
be checked out on all Ethics Policy Letters.
LRH:ml.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
436
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 NOVEMBER 1965
Remimeo All Staff
REPORTING OF THEFT AND ACTION TO BE TAKEN
When a theft occurs in the Organisation, a routine set of actions
should occur. These actions are as follows:
1. The person discovering the theft goes immediately to the Ethics
Officer and makes a full verbal report of the article/articles stolen, when
they were last there - who was responsible for their safety - and any
further data that he has on it.
2. The Ethics Officer writes down all details of the theft and the
articles stolen.
In the cases where large objects such as a machine, car, or the
building has been broken into and something taken, he calls the Police
immediately giving full details of the theft.
3. The Ethics Officer then makes a Xerox copy of the details of the
theft and takes it to the Insurance Of ricer, Dept of Records, Assets and
Materiel, Org Division.
4. The Insurance Officer takes the Report and immediately notifies the
Insurance Company with which the article was insured.
These actions should be done speedily as in some cases unless a theft
is reported immediately to the Police and the Insurance Company, the
Insurance is not collectable.
It is the responsibility of the Insurance Officer to see that all
articles of value are insured.
L. RON HUBBARD
LRH:ml.cden Copyright(~) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
437
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1965
Remimeo
ETHICS CHITS
When anyone receives an Ethics Chit which the recipient feels is
incorrect, the answer is not to issue another chit naming the person that
issued the first chit. Such action merely sets up a vicious circle of
Ethics Chits going between two persons.
The purpose of Ethics is to get Technology and policy in and get the
org going, not to start clanging matches. Therefore if anyone receives an
Ethics Chit, he or she should first take a good look at his or her actions
and see what needs to be done in order to avoid a repetition of the
offence.
If, however, after careful consideration they consider the chit really
unjustified, they should politely despatch the Ethics Officer, stating
briefly their reasons, supported where possible with data and ask for the
chit to be withdrawn.
If, in light of the data received, Ethics is satisfied that the chit
was incorrectly issued, he/she can return the chit and explanation to the
originator asking for the chit to be withdrawn. If the originator decides
now to withdraw the chit after seeing the explanation he returns it to
Ethics requesting cancellation and Ethics removes the chit from the file.
If the originator is dissatisfied with the explanation the chit should
not be withdrawn. The originator sends the despatch and chit back to the
Ethics Officer with 'To Ethics - File' written on it. Ethics infos the
receiver and files. In this case, the receiver can if he wishes appeal by
despatch to the Ethics Officer and ask for a hearing. Thereupon, the Ethics
Officer calls both the originator and the receiver (unless the originator
is a Secretary or above) to his office and, taking only the facts set out
in the receiver's despatch to Ethics, makes a quick investigation.
The Ethics Officer then makes one of the following adjudications:
1. Have the Ethics Chit destroyed.
2. Have the Ethics Chit destroyed and if he finds that the Chit was
carelessly or incorrectly issued (bearing in mind what information was
available to the originator at the time of issue), indicate the
incorrectness to the originator and order any necessary checkouts on the
relevant Policy Letter/s violated to correct the originator into future on-
policy handling.
3. If he discovers the Chit to have been a willful and knowing false
report, convene an Ethics Hearing on the originator (not for the fact of
filing, only for the willful and knowing false report); or if the
originator is a Director or above, request an Executive Ethics Hearing be
convened by the Office of LRH via the HCO Area Secretary.
4. Order the Ethics Chit to remain on the file.
5. Take up all the receiver's Ethics Chits and hold the hearing
accordingly.
If the originator is a Secretary or above the Ethics Officer and the
receiver visit the Secretary in his Office for the hearing on appointment.
But a Secretary or above need not grant the appointment at all if so
inclined. In such a case the hearing is held without the originator in the
Ethics Office.
No person may be penalized for issuing an Ethics Chit.
This policy letter is retroactive from this date. In other words old
chits may be
protested as above.
LRH: emp.rd
Copyright (c) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The original issue of this Policy Letter contained errors in
the fifth paragraph which have been corrected in this edition. Also, point
2 above, which was incomplete in the original mimeo, has been corrected and
completed, and a new item as point 3 has been included. The corrections and
additions are shown in italics.]
438
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 DECEMBER 1965
Gen Non-Remimeo
PTS AUDITING AND ROUTING
A PTS CANNOT BE AUDITED OR TRAINED UNTIL THE PTS SITUATION IS HANDLED.
The handling of PTS cases will remain with Ethics. Ethics may do a
casual location of SPs or may order a Stabilization Intensive in the HGC.
(See below.)
SEARCH AND DISCOVERY
In cases where a handle or disconnect does not resolve the PTS
situation, or in auditing a preclear to maintain stability of Release
Levels, the action follows Search and Discovery technology.
This will be called a Stabilization Intensive and may be ordered by
Ethics in severe cases or may be sold by the Registrar. This intensive may
be sold only as a five hour package, continued in 5 hour minimum amounts,
delivered by the HGC as a special action and sold for
100.00 or its Sterling equivalent. It will be done in the HGC, and may
not be done as part of Power Processing.
A Stabilization Intensive may not be concluded, whether bought
casually to assist reaching more Release Grades faster or ordered by Ethics
without the Ethics Officer passing upon the Suppressive Person or Group
located as being correct.
If Ethics declares the Suppressive Person or Group is incorrect, the
preclear must be sent to Review, not back to the HGC, and a more basic
(earlier) Suppressive or Group found, with Ethics passing on the final
result.
L. RON HUBBARD
LRH: ml. eden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
439
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1966
Remimeo
Guardian Hat
Exec Secs Hat REWARDS AND PENALTIES
HCO Area Sec Hat
Dir I & R Hat HOW TO HANDLE PERSONNEL AND
LRH Comm Hat ETHICS MATTERS
The whole decay of Western government is explained in this seemingly
obvious law:
WHEN YOU REWARD DOWN STATISTICS AND PENALIZE UP STATISTICS YOU GET
DOWN STATISTICS.
If you reward non-production you get non-production.
When you penalize production you get non-production.
The Welfare State can be defined as that state which rewards non-
production at the expense of production. Let us not then be surprised that
we all turn up at last slaves in a starved society.
Russia cannot even feed herself but depends on conquest to eke out an
existence - and don't think they don't strip the conquered! They have to.
Oddly enough one of the best ways to detect a Suppressive Person is
that he or she stamps on up statistics and condones or rewards down
statistics. It makes an SP very happy for everyone to starve to death, for
the good worker to be shattered and the bad worker patted on the back.
Draw your own conclusions as to whether or not Western Governments (or
Welfare States) became at last Suppressives. For they used the law used by
suppressives: If you reward non-production you get non-production.
Although all this is very obvious to us, it seems to have been
unknown, overlooked or ignored by 20th Century governments.
In the conduct of our own affairs in all matters of rewards and
penalties we pay sharp heed to the basic laws as above and use this policy:
We award production and up statistics and penalize non-production and
down statistics. Always.
Also we do it all by statistics - not rumour or personality or who
knows who. And we make sure every one has a statistic of some sort. We
promote by statistic only. We penalize down statistics only.
The whole of Government as government was only a small bit of a real
organization - it was an Ethics function Plus a Tax function Plus a
Disbursement function. This is about 3/100ths of an organization. A 20th
Century government was just these 3 functions gone mad. Yet they made the
whole population wear the hat of government.
We must learn and profit from what they did wrong. And what they
mainly did wrong was reward the down statistic and penalize the up
statistic.
The hardworker-earner was heavily taxed and the money was used to
support the indigent. This was not humanitarian. It was only given
"humanitarian" reasons.
440
The robbed person was investigated exclusively, rarely the robber.
The head of government who got into the most debt became a hero.
War rulers were deified and peacetime rulers forgotten no matter how
many wars they prevented.
Thus went Ancient Greece, Rome, France, the British Empire and the US.
This was the decline and fall of every great civilization on this planet:
they eventually rewarded the down statistic and penalized the up statistic.
That's all that caused their decline. They came at last into the hands of
Suppressives and had no technology to detect them or escape their
inevitable disasters.
Thus, when you think of "processing Joe to make a good D of P out of
him and get him over his mistakes" forget it. That rewards a down
statistic. Instead, find an auditor with an up statistic, reward it with
processing and make him the D of P.
Never promote a down statistic or demote an up statistic.
Never even hold a hearing on someone with an up statistic. Never
accept an Ethics chit on one - just stamp it "Sorry, Up Statistic" and send
it back.
But someone with a steadily down statistic, investigate. Accept and
convert any Ethics chit to a hearing. Look for an early replacement.
Gruesomely, in my experience I have only seldom raised a chronically
down statistic with orders or persuasion or new plans. I have only raised
them with changes of personnel.
So don't even consider someone with a steadily down statistic as part
of the team. Investigate, yes. Try, yes. But if it stays down, don't fool
about. The person is drawing pay and position and privilege for not doing
his job and that's too much reward even there.
Don't get reasonable about down statistics. They are down because they
are down. If someone was on the post they would be up. And act on that
basis.
Any duress levelled by Ethics should be reserved for down statistics.
Even Section 5 investigates social areas of down statistic.
Psychiatry's cures are zero. The negative statistic of more insane is all
that is "up". So investigate and hang.
If we reverse the conduct of declining governments and businesses we
will of course grow. And that makes for coffee and cakes, promotion, higher
pay, better working quarters and tools for all those who earned them. And
who else should have them?
If you do it any other way, everyone starves. We are peculiar in
believing there is a virtue in prosperity.
You cannot give more to the indigent than the society produces. When
the society, by penalizing production, at last produces very little and yet
has to feed very many, revolutions, confusion, political unrest and Dark
Ages ensue.
In a very prosperous society where production is amply rewarded, there
is always more left over than is needed. I well recall in prosperous farm
communities that charity was ample and people didn't die in the ditch. That
only happens where production is already low and commodity or commerce
already scarce (scarcity of commercial means of distribution is also a
factor in depressions).
The cause of the great depression of the 1920s and 1930s in the US and
England has never been pointed out by Welfare "statesmen". The cause was
Income Tax and
441
government interference with companies and, all during the 1800s, a
gradual rise of nationalism and size of governments and their budgets, and
no commercial development to distribute goods to the common people,
catering to royal governments or only a leisure class still being the focus
of production.
Income tax so penalized management, making it unrewarded, and company
law so hampered financing that it ceased to be really worthwhile to run
companies and management quit. In Russia management went into politics in
desperation. Kings were always decreeing the commoner couldn't have this or
that (it put the commoner's statistic up!) and not until 1930 did anyone
really begin to sell to the people with heavy advertising. It was Madison
Avenue, radio, TV and Bing Crosby not the Gre-e-eat Roosevelt who got the
US out of the depression. England, not permitting wide radio coverage,
never has come out of it and her empire is dust. England still too firmly
held the "aristocratic" tradition that the commoner mustn't possess to
truly use her population as a market.
But the reason they let it go this way and the reason the great
depression occurred and the reason for the decline of the West is this one
simple truth:
If you reward non-production you get it.
It is not humanitarian to let a whole population go to pieces just
because a few refuse to work. And some people just won't. And when work no
longer has reward none will.
It is far more humane to have enough so everyone can eat.
So specialize in production and everybody wins. Reward it.
There is nothing really wrong with socialism helping the needy.
Sometimes it is vital. But the reasons for that are more or less over. It
is a temporary solution, easily overdone and like Communism is simply old-
fashioned today. If carried to extremes like drinking coffee or absinthe or
even eating it becomes quite uncomfortable and oppressive. And today
Socialism and Communism have been carried far too far and now only oppress
up statistics and reward down ones.
By the way the natural law in this Pol Ltr is the reason Scientology
goes poorly when credit is extended by orgs and when auditors won't charge
properly. With credit and no charge we are rewarding down statistics with
attention and betterment as much as we reward up statistics in the society.
A preclear who can work and produces as a member of society deserves of
course priority. He naturally is the one who can pay. When we give the one
who can't pay just as much attention we are rewarding a down social
statistic with Scientology and of course we don't expand because we don't
expand the ability of the able. In proof, the most expensive thing you can
do is process the insane and these have the lowest statistic in the
society.
The more you help those in the society with low statistics the more
tangled affairs will get. The orgs require fantastic attention to keep them
there at all when we reward low society statistics with training and
processing. The worker pays his way. He has a high statistic. So give him
the best in training and processing - not competition with people who don't
work and don't have any money.
Always give the best service to the person in society who does his
job. By not extending credit you tend to guarantee the best service to
those with the best statistics and so everyone wins again. None is owed
processing or training. We are not an Earthwide amends project.
No good worker owes his work. That's slavery.
We don't owe because we do better. One would owe only if one did
worse.
442
Not everyone realizes how Socialism penalizes an up statistic. Take
health taxes. If an average man adds up what he pays the government he will
find his visits to medicos are very expensive. The one who benefits is only
the chronically ill, whose way is paid by the healthy. So the chronically
ill (down statistic) are rewarded with care paid for by penalties on the
healthy (up statistic).
In income tax, the more a worker makes the more hours of his work week
are taxed away from him. Eventually he is no longer working for his reward.
He is working for no pay. If he got up to ?50 a week the proportion of his
pay (penalty) might go as high as half. Therefore people tend to refuse
higher pay (up statistics) as it has a penalty that is too great. On the
other hand a totally indigent non-working person is paid well just to loaf.
The up statistic person cannot hire any small services to help his own
prosperity as he is already paying it via the government to somebody who
doesn't work.
Socialisms pay people not to grow crops no matter how many are
starving. Get it?
So the law holds.
Charity is charity. It benefits the donor, giving him a sense of
superiority and status. It is a liability to the receiver but he accepts it
as he must and vows (if he has any pride) to cease being poor and get to
work.
Charity cannot be enforced by law and arrest for then it is extortion
and not charity.
And get no idea that I beat any drum for capitalism. That too is old-
old-old hat.
Capitalism is the economics of living by non-production. It by exact
definition is the economics of living off interest from loans. Which is an
extreme of rewarding non-production.
Imperialism and Colonialism are also bad as they exist by enslaving
the population of less strong countries like Russia does, and that too is
getting a reward for non-production like they did in Victorian England from
all the colonies.
Parasitism is Parasitism. Whether high or low it is unlovely.
All these isms are almost equally nutty and their inheritors, if not
their originators, were all of a stamp - suppressive.
All I beat the drum for is that the working worker deserves a break
and the working manager deserves his pay and the successful company
deserves the fruits of its success.
Only when success is bought by enslavement or rewards are given to
bums or thieves will you find me objecting.
This is a new look. It is an honest look.
Reward the up statistic and damn the down and we'll all make out.
L. RON HUBBARD
LRH:ml.rd Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
443
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MARCH 1966
Remimeo
Exec Secs' Hats Exec - HCO - Tech - Qual
ES Comm Qual Hat Ethics
HCO Sec Hat
Dir I & R Hat
Ethics Hat URGENT
Tech & Qual Hats
LRH Comm Hat
HIGH CRIME
Effective I June 1966
In any instance of a heavily falling statistic in Tech or Qual or a
chronically low statistic in Tech or Qual in an org or in any org which has
chronically low statistics in all divisions:
The Ethics Officer must look for this policy violation which is the
highest crime in Tech and Qual:
TOLERATING THE ABSENCE OF, OR NOT INSISTING UPON STAR-RATED
CHECK OUTS ON ALL PROCESSES AND THEIR IMMEDIATE TECHNOLOGY AND ON
RELEVANT POLICY LETTERS ON HGC INTERNES OR STAFF AUDITORS IN THE TECH DIV
OR STAFF AUDITORS OR INTERNES IN THE QUAL DIV FOR THE LEVELS AND ACTIONS
THEY WILL USE BEFORE PERMITTING THEM TO AUDIT ORG PCS AND ON SUPERVISORS IN
TECH AND QUAL WHO INSTRUCT OR EXAMINE OR FAILING TO INSIST UPON THIS POLICY
OR PREVENTING THIS POLICY FROM GOING INTO EFFECT OR
MINIMIZING THE CHECK OUTS OR LISTS.
If an Ethics Officer or any person in HCO Dept 3 discovers this high
crime to exist he must report it at once to the HCO Area Secretary.
The HCO Area Secretary must at once order a thorough investigation
into any and all persons who might have instigated this high crime and
report the matter to the HCO Exec Sec.
The HCO Exec Sec must then convene a Committee of Evidence with the
persons accused as interested parties and must locate amongst them the
suppressive or suppressives by the "reasonableness" of their defence, state
of case and other signs.
The Committee of Evidence must declare the located S.P. suppressive by
HCO Ethics Order and dismiss.
If any Ethics Officer, Director of I & R or HCO Area Secretary fails
to obtain co-operation by superiors in carrying out this Policy Letter
quickly then he or she must inform the LRH Communicator.
The LRH Communicator must then cable full particulars to Worldwide.
The Worldwide AdCouncil must then carry out this policy letter
expeditiously and at any cost.
If the HCO personnel making this discovery cannot obtain action in any
other way he or she must go outside the org and cable LRH Comm WW and his
actions and costs in so cabling will be reimbursed on claim to WW and his
post will be fully protected.
444
If the AdCouncil WW suspects this policy not to be in full force in
any org despite assurances an HCO WW personnel must be sent to that org to
investigate and may be deputized to remove either or both Exec Secs of that
org by Comm Ev on the spot or at WW.
It has been discovered that failure to check out, Star Rated, the Tech
and Qual HCO Bs applying to levels being audited or taught or examined and
their processes and the data used in Review and relevant policy on those
using the material in orgs results in a crashed Division 4 completion
statistic, crashed income and low statistics throughout and a failing org
and was the reason through 1965 for struggling orgs - the public would not
pay more for service than it was worth to them and with this policy out,
the service was not worth very much.
It has been found that a suppressive person will discourage this check
out policy as one of his first actions.
This policy applies whether an auditor has been trained or not with
star-rated check outs. Staff and Review auditor and Supervisor are special
technical status grades and one cannot consider this double training.
"Star-Rated" means = 100 percent letter perfect in knowing and
understanding, demonstrating and being able to repeat back the material
with no comm lag.
Org Exec Sec Communicator for Qual WW is the final authority for any
check sheets on this matter and is responsible for preparing and
standardizing them from time to time. But the lack of a check sheet from ES
Comm Qual WW does not set aside any provision or penalty of this policy
letter.
This policy letter is issued in the complete knowledge that the
absence of this policy in full effect is the primary reason for orgs not
growing and is based on actual experience.
The only higher crime I could think of would be to pretend to have an
org but have no technical personnel on staff in Tech or Qual. That is
suppressive also and will crash an org. Handle it similarly to the above.
L. RON HUBBARD
LRH: ml.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Added to by HCO P/L 21 November 1971, Scientology Courses Examination
Policy, Volume 5 - page 139, which made it firm policy that anyone
examining a student for certification on any Scientology Course, including
Admin, must have first star-rated related Policies, HCO Bs or other issues
before writing or grading exams. ]
[Note: In the original issue of this Policy Letter the words "THE
ABSENCE OF" in the first line of the 3rd paragraph were omitted. However,
in a poster issued by Flag in 1971 quoting this capitalized paragraph of
the "High Crime" P/L, these words were included, and accordingly have been
added in this printing. - Ed. ]
445
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 APRIL 1966
Gen Non-Remimeo St Hill Clearing Course Students
ETHICS: CLEARING COURSE
Whenever a Clearing Course Student is found guilty by Ethics of
serious noncompliance of Clearing Course instructions, blowing from Course,
misuse of Clearing Course material, communicating about the Clearing Course
to anyone (which includes Clearing Course students) other than the Clearing
Course Supervisor or a Review auditor properly assigned to the case or of
any action resulting in action having to be taken by Ethics, an Ethics
investigation is to be ordered immediately by the HCO Exec Sec. St Hill to
find who was responsible for allowing such a security risk on to the
Clearing Course and make recommendations.
The Clearing Course Supervisor may demand of the HCO Exec Sec that a
Committee of Evidence be called if he/she is of the opinion that the
security of the Clearing Course is threatened and no action is being taken.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Revised to include Advanced Courses by HCO P/L 12 August 1971, Issue
V, corrected & reissued 24 October 1971, Ethics: Advanced Courses, in the
1971 Year Book.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 AUGUST 1966
Remimeo
ETHICS CLEARS, INVALIDATION OF
Spreading false tales to invalidate Clears is a High Crime.
Anyone found spreading libelous and slanderous statements about the
alleged behavior of Clears shall be declared Suppressive at once by the
first Ethics Officer so hearing of the matter. Investigation should take
the form of looking for a criminal background on the person spreading such
rumors.
For sixteen years I have been subjected to this type of attack. Now it
is being transferred to Clears by Suppressive Persons.
Such attacks are born out of terror of having anyone better or
stronger. This is the basic motivation of any SP.
It has been a hard task to bring the shreds of civilization to a
scientific barbarism known as "Western Culture".
Quite obviously it will require a long time to get Ethics in on this
society. We have not been tough enough.
So get tough.
LRH:lb-r.rd L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
446
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 AUGUST 1966 Issue II
Remimeo Ethics Hats Clearing Course Super Clearing Course Students
CLEARING COURSE SECURITY
If any Ethics Officer receives a report that a Clearing Course Student
is engaging in activities such as to indicate that he or she is a potential
security risk with regard to Clearing Course materials, the Ethics Officer
must immediately cable the Clearing Course Supervisor at Saint Hill giving
brief details, and airmail full details immediately.
Any sort of squirrel activity, contact with declared SPs or
Suppressive Groups, entheta about or enturbulation of Scientology Orgs, or
failure to report or communicate promptly to the local Ethics Officer when
so requested, would be grounds for suspicion. Unsolicited receipt of
mailings from a Suppressive Group would not, particularly if turned in
unread to the Ethics Officer.
The Clearing Course Supervisor, on receipt of such a report,
immediately cables the Ethics Officer to collect the student's materials
and forward them to Saint Hill. The Ethics Officer may deputize any person
qualified to handle such materials, but must comply immediately.
Meanwhile a full investigation into the allegations against the
Clearing Course student is done and speedily completed. The findings are
reported by airmail to the Clearing Course Supervisor.
If the allegations are found to be totally untrue, then the person
making them is subject to severe Ethics action, since he has wasted a
Clearing Course student's auditing time and slowed him down on the road to
Clear.
L. RON HUBBARD
LRH: ec.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
447
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 AUGUST 1966 Issue II
Remimeo Applies to HCO Div 1, Dept 3
ETHICS ORDERS
All Ethics Orders issued on staff members must state:
1. The executive ordering the order.
2. The Division, Department and any Section of the staff member.
An Ethics Order with a name only does not inform sufficiently.
L. RON HUBBARD
LRH: lb-r. eden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 AUGUST 1966
Gen Non
Remimeo
HCO Exec Secs
HCO Secs
Dir I&R
Ethics Hats NUMBERING OF ETHICS ORDERS
Ethics Orders are henceforth to have the cable designation of the
issuing Org (HCO Policy Letter 4 January 1966 II, and as amended) appended
to the number of the Ethics Order.
Examples: 4SH, 20L, 1 AD etc.
The cable designation letters are to come at the end of the number.
Numbering on this system will start again from I for all Orgs. Present
number sequences will not be continued.
Numbering does not start again from I at the beginning of each year
but continues up to 9,999 and then starts at I again.
L. RON HUBBARD
LRH: Ib-r. eden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS
RESERVED
448
NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 27 SEPTEMBER 1966
Remimeo
THE ANTI-SOCIAL PERSONALITY THE ANTI-SCIENTOLOGIST
There are certain characteristics and mental attitudes which cause
about 20% of a race to oppose violently any betterment activity or group.
Such people are known to have anti-social tendencies.
When the legal or political structure of a country becomes such as to
favour such personalities in positions of trust, then all the civilizing
organizations of the country become suppressed and a barbarism of
criminality and economic duress ensues.
Crime and criminal acts are perpetuated by anti-social personalities.
Inmates of institutions commonly trace their state back to contact with
such personalities.
Thus, in the fields of government, police activities and mental
health, to name a few, we see that it is important to be able to detect and
isolate this personality type so as to protect society and individuals from
the destructive consequences attendant upon letting such have free rein to
injure others.
As they only comprise 20% of the population and as only 2 1/2% of this
20% are truly dangerous, we see that with a very small amount of effort we
could considerably better the state of society.
Well known, even stellar examples of such a personality are, of
course, Napoleon and Hitler. Dillinger, Pretty Boy Floyd, Christie and
other famous criminals were well known examples of the anti-social
personality. But with such a cast of characters in history we neglect the
less stellar examples and do not perceive that such personalities exist in
current life, very common, often undetected.
When we trace the cause of a failing business, we will inevitably
discover somewhere in its ranks the anti-social personality hard at work.
In families which are breaking up we commonly find one or the other of
the persons involved to have such a personality.
Where life has become rough and is failing, a careful review of the
area by a trained observer will detect one or more such personalities at
work.
As there are 80% of us trying to get along and only 20% trying to
prevent us, our lives would be much easier to live were we well informed as
to the exact manifestations of such a personality. Thus we could detect it
and save ourselves much failure and heartbreak.
It is important then to examine and list the attributes of the anti-
social personality. Influencing as it does the daily lives of so many, it
well behooves decent people to become better informed on this subject.
ATTRIBUTES
The anti-social personality has the following attributes:
1. He or she speaks only in very broad generalities. "They say..."
"Everybody thinks..." "Everyone knows..." and such expressions are in
continual use, particularly when imparting rumor. When asked, "Who is
everybody..." it normally turns out to be one source and from this source
the anti-social person has manufactured what he or she pretends is the
whole opinion of the whole society.
449
This is natural to them since to them all society is a large hostile
generality, against the anti-social in particular.
2. Such a person deals mainly in bad news, critical or hostile
remarks, invalidation and general suppression.
"Gossip" or "harbinger of evil tidings" or "rumor monger" once
described such persons.
It is notable that there is no good news or complimentary remark
passed on by such a person.
3. The anti-social personality alters, to worsen, communication when
he or she relays a message or news. Good news is stopped and only bad news,
often embellished, is passed along.
Such a person also pretends to pass on "bad news" which is in actual
fact invented.
4. A characteristic, and one of the sad things about an anti-social
personality, is that it does not respond to treatment or reform or
psychotherapy.
5. Surrounding such a personality we find cowed or ill associates or
friends who, when not driven actually insane, are yet behaving in a
crippled manner in life, failing, not succeeding.
Such people make trouble for others.
When treated or educated, the near associate of the anti-social
personality has no stability of gain but promptly relapses or loses his
advantages of knowledge, being under the suppressive influence of the
other.
Physically treated, such associates commonly do not recover in the
expected time but worsen and have poor convalescences.
It is quite useless to treat or help or train such persons so long as
they remain under the influence of the anti-social connection.
The largest number of insane are insane because of such anti-social
connections and do not recover easily for the same reason.
Unjustly we seldom see the anti-social personality actually in an
institution. Only his "friends" and family are there.
6. The anti-social personality habitually selects the wrong target.
If a tyre is flat from driving over nails, he or she curses a
companion or a non-causative source of the trouble. If the radio next door
is too loud, he or she kicks the cat.
If A is the obvious cause, the anti-social personality inevitably
blames B. or C or D.
7. The anti-social cannot finish a cycle of action.
Such become surrounded with incomplete projects.
8. Many anti-social persons will freely confess to the most alarming
crimes when forced to do so, but will have no faintest sense of
responsibility for them.
Their actions have little or nothing to do with their own volition.
Things "just happened".
They have no sense of correct causation and particularly cannot feel
any sense of remorse or shame therefore.
9. The anti-social personality supports only destructive groups and
rages against and attacks any constructive or betterment group.
450
10. This type of personality approves only of destructive actions and
fights against constructive or helpful actions or activities.
The artist in particular is often found as a magnet for persons with
anti-social personalities who see in his art something which must be
destroyed and covertly, "as a friend", proceed to try.
11. Helping others is an activity which drives the anti-social
personality nearly berserk. Activities, however, which destroy in the name
of help are closely supported.
12. The anti-social personality has a bad sense of property and
conceives that the idea that anyone owns anything is a pretense made up to
fool people. Nothing is ever really owned.
THE BASIC REASON
The basic reason the anti-social personality behaves as he or she does
lies in a hidden terror of others.
To such a person every other being is an enemy, an enemy to be
covertly or overtly destroyed.
The fixation is that survival itself depends on "keeping others down"
or "keeping people ignorant".
If anyone were to promise to make others stronger or brighter, the
anti-social personality suffers the utmost agony of personal danger.
They reason that if they are in this much trouble with people around
them weak or stupid, they would perish should anyone become strong or
bright.
Such a person has no trust to a point of terror. This is usually
masked and unrevealed.
When such a personality goes insane the world is full of Martians or
the FBI and each person met is really a Martian or FBI agent.
But the bulk of such people exhibit no outward signs of insanity. They
appear quite rational. They can be very convincing.
However, the list given above consists of things which such a
personality cannot detect in himself or herself. This is so true that if
you thought you found yourself in one of the above, you most certainly are
not anti-social. Selfcriticism is a luxury the anti-social cannot afford.
They must be RIGHT because they are in continual danger in their own
estimation. If you proved one WRONG, you might even send him or her into a
severe illness.
Only the sane, well-balanced person tries to correct his conduct.
RELIEF
If you were to weed out of your past by proper search and discovery
those anti-social persons you have known and if you then disconnected, you
might experience great relief.
Similarly, if society were to recognize this personality type as a
sick being as they now isolate people with smallpox, both social and
economic recoveries could occur.
Things are not likely to get much better so long as 20% of the
population is permitted to dominate and injure the lives and enterprise of
the remaining 80%.
As majority rule is the political manner of the day, so should
majority sanity express itself in our daily lives without the interference
and destruction of the socially unwell.
The pity of it is, they will not permit themselves to be helped and
would not respond to treatment if help were attempted.
An understanding and ability to recognize such personalities could
bring a major change in society and our lives.
451
THE SOCIAL PERSONALITY
Man in his anxieties is prone to witch hunts.
All one has to do is designate "people wearing black caps" as the
villains and one can start a slaughter of people in black caps.
This characteristic makes it very easy for the anti-social personality
to bring about a chaotic or dangerous environment.
Man is not naturally brave or calm in his human state. And he is not
necessarily villainous.
Even the anti-social personality, in his warped way, is quite certain
that he is acting for the best and commonly sees himself as the only good
person around, doing all for the good of everyone - the only flaw in his
reasoning being that if one kills everyone else, none are left to be
protected from the imagined evils. His conduct in his environment and
toward his fellows is the only method of detecting either the anti-social
or the social personalities. Their motives for self are similar - self
preservation and survival. They simply go about achieving these in
different ways.
Thus, as Man is naturally neither calm nor brave, anyone to some
degree tends to be alert to dangerous persons and hence, witch hunts can
begin.
It is therefore even more important to identify the social personality
than the anti-social personality. One then avoids shooting the innocent out
of mere prejudice or dislike or because of some momentary misconduct.
The social personality can be defined most easily by comparison with
his opposite, the anti-social personality.
This differentiation is easily done and no test should ever be
constructed which isolates only the anti-social. On the same test must
appear the upper as well as lower ranges of Man's actions.
A test that declares only anti-social personalities without also being
able to identify the social personality would be itself a suppressive test.
It would be like answering "Yes" or "No" to the question "Do you still beat
your wife?" Anyone who took it could be found guilty. While this mechanism
might have suited the times of the Inquisition, it would not suit modern
needs.
As the society runs, prospers and lives solely through the efforts of
social personalities, one must know them as they, not the anti-social, are
the worthwhile people. These are the people who must have rights and
freedom. Attention is given to the anti-social solely to protect and assist
the social personalities in the society.
All majority rules, civilizing intentions and even the human race will
fail unless one can identify and thwart the anti-social personalities and
help and forward the social personalities in the society. For the very word
"society" implies social conduct and without it there is no society at all,
only a barbarism with all men, good or bad, at risk.
The frailty of showing how the harmful people can be known is that
these then apply the characteristics to decent people to get them hunted
down and eradicated.
The swan song of every great civilization is the tune played by
arrows, axes or bullets used by the anti-social to slay the last decent
men.
Government is only dangerous when it can be employed by and for anti-
social personalities. The end result is the eradication of all social
personalities and the resultant collapse of Egypt, Babylon, Rome, Russia or
the West.
You will note in the characteristics of the anti-social personality
that intelligence is not a clue to the anti-social. They are bright or
stupid or average. Thus those who are extremely intelligent can rise to
considerable, even head-of-state heights.
Importance and ability or wish to rise above others are likewise not
indexes to the anti-social. When they do become important or rise they are,
however, rather visible by the broad consequences of their acts. But they
are as likely to be unimportant people or hold very lowly stations and wish
for nothing better.
452
Thus it is the twelve given characteristics alone which identify the
anti-social personality. And these same twelve reversed are the sole
criteria of the social personality if one wishes to be truthful about them.
The identification or labeling of an anti-social personality cannot be
done honestly and accurately unless one also, in the same examination of
the person, reviews the positive side of his life.
All persons under stress can react with momentary flashes of anti-
social conduct. This does not make them anti-social personalities.
The true anti-social person has a majority of anti-social
characteristics.
The social personality has a majority of social characteristics.
Thus one must examine the good with the bad before one can truly label
the anti-social or the social.
In reviewing such matters, very broad testimony and evidence are best.
One or two isolated instances determine nothing. One should search all
twelve social and all twelve anti-social characteristics and decide on the
basis of actual evidence, not opinion.
The twelve primary characteristics of the social personality are as
follows:
1. The social personality is specific in relating circumstances. "Joe
Jones said..." "The Star Newspaper reported..." and gives sources of data
where important or possible.
He may use the generality of "they" or "people" but seldom in
connection with attributing statements or opinions of an alarming nature,
2. The social personality is eager to relay good news and reluctant to
relay bad.
He may not even bother to pass along criticism when it doesn't matter.
He is more interested in making another feel liked or wanted than
disliked by others and tends to err toward reassurance rather than toward
criticism.
3. A social personality passes communication without much alteration
and if deleting anything tends to delete injurious matters.
He does not like to hurt people's feelings. He sometimes errs in
holding back bad news or orders which seem critical or harsh.
4. Treatment, reform and psychotherapy particularly of a mild nature
work very well on the social personality.
Whereas anti-social people sometimes promise to reform, they do not.
Only the social personality can change or improve easily.
It is often enough to point out unwanted conduct to a social
personality to completely alter it for the better.
Criminal codes and violent punishment are not needed to regulate
social personalities.
5. The friends and associates of a social personality tend to be well,
happy and of good morale.
A truly social personality quite often produces betterment in health
or fortune by his mere presence on the scene.
At the very least he does not reduce the existing levels of health or
morale in his associates.
When ill, the social personality heals or recovers in an expected
manner, and is found open to successful treatment.
6. The social personality tends to select correct targets for
correction. He fixes the tyre that is flat rather than attack the
windscreen. In the mechanical arts he can therefore repair things and make
them work.
453
7. Cycles of action begun are ordinarily completed by the social
personality, if possible.
8. The social personality is ashamed of his misdeeds and reluctant to
confess them. He takes responsibility for his errors.
9. The social personality supports constructive groups and tends to
protest or resist destructive groups.
10. Destructive actions are protested by the social personality. He
assists constructive or helpful actions.
11. The social personality helps others and actively resists acts
which harm others.
12. Property is property of someone to the social personality and its
theft or misuse is prevented or frowned upon.
THE BASIC MOTIVATION
The social personality naturally operates on the basis of the greatest
good.
He is not haunted by imagined enemies but he does recognize real
enemies when they exist.
The social personality wants to survive and wants others to survive,
whereas the anti-social personality really and covertly wants others to
succumb.
Basically the social personality wants others to be happy and do well,
whereas the anti-social personality is very clever in making others do very
badly indeed.
A basic clue to the social personality is not really his successes but
his motivations. The social personality when successful is often a target
for the anti-social and by this reason he may fail. But his intentions
included others in his success, whereas the anti-social only appreciate the
doom of others.
Unless we can detect the social personality and hold him safe from
undue restraint and detect also the anti-social and restrain him, our
society will go on suffering from insanity, criminality and war, and Man
and civilization will not endure.
Of all our technical skills, such differentiation ranks the highest
since, failing, no other skill can continue, as the base on which it
operates - civilization - will not be here to continue it.
Do not smash the social personality - and do not fail to render
powerless the anti-social in their efforts to harm the rest of us.
Just because a man rises above his fellows or takes an important part
does not make him an anti-social personality. Just because a man can
control or dominate others does not make him an anti-social personality.
It is his motives in doing so and the consequences of his acts which
distinguish the anti-social from the social.
Unless we realize and apply the true characteristics of the two types
of personality, we will continue to live in a quandary of who our enemies
are and, in doing so, victimize our friends.
All men have committed acts of violence or omission for which they
could be censured. In all Mankind there is not one single perfect human
being.
But there are those who try to do right and those who specialize in
wrong and upon these facts and characteristics you can know them.
L. RON HUBBARD Founder
LRH:lb-r.rd Copyright:) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
454
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 OCTOBER 1966
Unit Supers
Students
SH Only
Ad Council
Qual Sec
Tech Sec STUDENTS TERMINATING
LEAVE OF ABSENCE BLOWN STUDENTS
I. Students Terminating
Any student terminating the SHSBC, the Solo Audit Course, or the
Ministers Course is to get an end of course clean-up by a qualified fellow
student on a June 26 Form run as Auditing by List.
The D of T is responsible for seeing that this policy letter is put
into effect.
Any student routing form now in use should be modified to include this
step. The Unit Supervisor is to sign in the proper place.
In case of difficulty in the cleaning up of the form, the student
should be routed to the Dept of Review for a formal review session.
Ethics cannot OK the termination without the form signed by the Unit
Supervisor, whether a review session occurred or not in the Dept of Review.
IL Leave of Absence
(a) Any student wanting to leave course should be treated as a kind of
blow and sent to Review. Only after a review can any leave of absence be
granted by the Tech Sec. on D of T's advice and after an Ethics clearance.
Valid evidence of the necessity for a leave must be presented by the
student. In no case can it exceed two weeks - exceptional leave of absence
exceeding a two week period can only be granted by the Ad Council upon
presentation of strong evidence of the necessity for such and after the
above routine has been gone through.
(b) A short leave of absence of a day or so can be granted by the Unit
Supervisor without any further okay than by the Dir of Training.
III. Blown Students
Blown students are handled as per HCO Pol Ltr of April 5, 1965, HCO
Justice Data re Academy & HGC - Handling the Suppressive Person, Volume 1,
page 381 - "The Blown Student", and any other policy letters dealing with
suppressive acts.
L. RON HUBBARD Founder
LRH: lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
455
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 DECEMBER 1966
Remimeo
ADMIN KNOW-HOW PTS SECTIONS, PERSONNEL AND EXECS
An org has certain sections, units, personnel and executives who go
PTS to suppressive elements in the society.
If one knows this, one becomes less puzzled by non-compliances and
trouble in those quarters. One can also do something effective if one
realizes why.
Legal, accounts and construction and lesser units tend to go PTS very
easily.
A "P.T.S." is a Potential Trouble Source by reason of contact with a
suppressive person or group.
Suppression is "a harmful intention or action against which one cannot
fight back." Thus when one can do anything about it it is less suppressive.
Thus Legal goes PTS being in contact with SP courts and with SP or PTS
attorney firms as well as confronting suppressives who are seeking to
injure the org through various suppressive actions.
Accounts goes PTS through various tax and government supervision
suppressions.
An Estate Branch listening to Town & Country Planning or zoning
suppressives tends to go PTS.
In a standard issue corporation the Labour Relations contact point,
continually messed up by labour agitators who could do the company in and
regulations protecting such, tends to go PTS.
An Ethics Officer may become PTS.
The Dead File Unit may go PTS on all the entheta letters.
As such PTS personnel impinges on top executives, these can also go
PTS and the org gets harmed to say the least.
HANDLING
As one cannot easily disconnect from suppressive society points
without leaving the society, it remains that an executive must handle, if
not the SP social groups, at least the situation developing from them and
into the org.
Ideally one removes the SPs in the social groups. But where that is
not possible one can do several things:
(a) Limit the number of org personnel such groups contact.
(b) Give such org personnel as do contact such suppressive elements S
& Ds occasionally.
(c) Change such personnel frequently.
456
(d) Develop a system to restrain the SP from easily influencing such
org personnel as may remain in contact.
(e) Work gradually but steadily into a position to be able to remove
suppressives from the social groups in question, such as becoming more
influential as an org, suing, exposing, public education and other means.
INDICATORS
The first indicator an org executive has of a unit or staff member
going PTS is non-compliance. Such personnel are being overwhelmed in
various ways by the SP social groups and have no energy left to undertake
their duties or forward org programmers.
Another indicator is the amount of illness and lack of case progress
on the part of such PTS staff members.
A third indicator is an executive getting the hat of such a personnel
on his own plate.
An executive who doesn't notice such indicators and act is being in
turn PTS, or simply isn't of executive calibre.
METHODS OF BALKING
There are several methods by which a staff member acting as an org
contact point in connection with suppressives can balk the agents of SP
groups.
One is to always tape record visibly whatever the agent from such a
suppressive group says. "Ah. Mr. Figuretwist of the Tax Division? Good. Now
wait a moment so I can record whatever you say. Good. It's now recording.
Go ahead." We used to handle the Internal "Revenue" Service of the US this
way quite successfully. The org contact point always stopping the IRS
inspector they sent around, turning on a portable recorder and then, and
not until then, letting the man speak. Quite effective. That org only got
into tax trouble when it stopped doing this. After the recording was
dropped out as drill the SP utterances of IRS agents were in full cry at
the staff and they went PTS and began to make crazy errors and ignore org
orders re tax.
Any time such agents come around they try to get as many staff into it
as possible. And yap and yap and threaten and enturbulate. One must put
them in Coventry (silence treatments from staff other than the contact
point. Staff members of a unit that could go PTS must be ordered to walk
off without a word whenever such an agent shows up. No "bull sessions" or
arguments with such a person. The staff personnel who handles should point
at the agent if other staff is about and say some key word like "This is a
government man" at which all other staff in the unit turns its back or
pointedly walks off. If you do this such agents can't take offence but they
get very uneasy, transact quickly, forget their mission to be enturbulative
and go away soon. Don't ever think politeness will help you. Tipping one's
hat to snakes never stopped a person getting bitten. Walking off has.
Staffs are so "reasonable" they think these SP group representatives
are there for necessary purposes or serve some purpose, or can be reasoned
with - all of which is nonsense.
There are no good reporters. There are no good government or SP group
agents. The longer you try to be nice the worse off you will be. And the
sooner one learns this the happier he will be.
Some staff member in such contact points in the org should be the only
one who handles and all other staff should be given chits for talking to
such a person.
This limits the area of enturbulation. The handling staff member can
become 457
expert. But even so watch for bad indicators in that staff member, and
the moment they show up, change the contact point.
Never give such persons access to persons high up in the org - or
unit. Turn such over to special personnel who can get the business over
with at once and get the agent off the premises soon.
If you see a manager snapping terminals with such agents, transfer him
to another post in the org. Unless you do so, he'll soon cease complying
with policy and will soon have the place falling apart.
When such agents act or sound very suppressive, get them investigated,
find the scandal and attack. It is a fortunate truth that such people also
have crimes in their background that can be found. Find and expose them.
SPs are at war. Pleasant conduct, mean conduct, any conduct at all is
simply more war. So wage the back action as a battle.
In all the history of Scientology no interviewing reporter ever
helped. They all meant the worst when they acted their best and we are
always sorry ever to have spoken. Even if the reporter is all right, his
newspaper isn't and will twist his story. We have done best when we have
blocked off reporters and worst when we've been nice, so the moral is, a
person from an SP group will eventually make an org or some part of it PTS
regardless of the agent's conduct.
These words may seem harsh and unreasonable, yet truth is truth and
only when we ignore it do we get fouled up. Agents from SP groups lead to
PTS staff, units or sections, leads to non-compliance, leads to a mess.
It isn't just imagination that SPs attack Scientology. The evidence
has been around in plenty for 16 years.
We began to prosper the day we cut public SPs' correspondence off the
org lines and sent it to dead file. Our executives began to function,
policy began to be followed, and we began to grow.
So we'll attain new expansion just by applying what is in this policy
letter.
I personally find such agents rather pitiful in their attempts to make
trouble. I think the contemporary attempts to upset us and accusations of
things we never do quite prove the fact such mean us no good. But many
staff and executives try desperately to be nice to them.
Handle the business they present as effectively as possible on special
channels. Don't be nice. Limit their reach. And have less non-compliance
and a far more effective and happier org. After all real suppressives only
constitute about 21/z percent of the total population. Why spend more than
2 1/2 percent of your time on them?
The whole stunt is realizing that certain groups are SP and
recognizing them and then handling them.
Be alert and stay alive. It won't always be this way.
L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
458
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 DECEMBER 1966
Remimeo
HISTORICAL PRECEDENCE OF ETHICS
One of the early codes of regulations and right conduct is contained
in the following article (about 2500 years ago in India).
More importantly, the regulations quoted here are the direct
forerunner of our own Ethics system.
This is of interest in event of any challenge of the validity and
religious nature of our Ethics system.
This well written summary is taken from the 1965 Buddhist Annual.
Matters Judicial
T. H. Perera
The Vinaya Pitaka, in particular the Culla - did not consider Himself
as a Supreme Law
vagga, contains the rules of conduct for the giver, nor did He
entertain the suggestion of a
purity of the monk-life. The Buddha enacted successor. He passed away
leaving behind the
these rules only when a moral lapse on the part Teaching and
Discipline as successor, counsellor
of a disciple was brought to His notice. and guide.
These rules of conduct are intended for the After the Buddha's demise,
the Elder Ganaka
rehabilitation of an erring monk rather than to Moggallana raised the
question of a successor.
punish him. The rules (227) are known as: Ananda told him that the
Patimokkha rules
morality consisting in restraint, with regard to were the successor
and guide. It is interesting to
the monk-rules. Except for the four major note here that the time-
honoured custom of
offences called Parajika (defeated), which entail bhikkhus meeting
together, once a fortnight,
on the offender the expulsion forthwith from for the recital of the
Patimokkha rules in order
the Order, all the infringements of monastic to seek remission for any
infringements (lesser)
conduct could be atoned for in the manner of the monastic rules, and
thus establish their
prescribed in the Vinaya Pitaka. purification, dates back to this
reply.
These infringements of monastic rules are The Vinaya Pitaka, apropos
the rules of
classified according to their ascending order of Discipline,
permeates, is pregnant with and
gravity into: DuikatdJ Thullaccaya, Parajika. redolent of the demands
of democracy. Every
Ecclesiastical Act is reinforced with the spirit of
For instance, suppose bhikkhu A entertains democracy - a very
significant fact, which will
displeasure towards bhikkhu B. notices a new be appreciated as the
subject is developed here.
robe belonging to B. and maliciously hides it
causing pain of mind to B. then A has commit - One more significant
matter: the decisions of
ted a dulkatd. If he maliciously causes damage the Ecclesiastical
Court with regard to capital
to a new robe belonging to B. he has committed offences such as
Nissaya-kamma which carries a
a thullaccaya. If he steals a new robe belonging period of
surveillance on the offender, Pabba
to B. he has committed a pdrdjild. The same janzya kamma which is
temporary removal of
gradation applies to injury to person: simple the delinquent monk from
the arama, Pdrajild
hurt, grievous hurt, murder. which is instant expulsion of the
transgressor
from the Order - these decisions received the
It must be emphasized here that the Buddha fiat of the King's Court,
and were duly put into
459
MATTERS JUDICIAL
execution. character, one who is an accepted authority on
the Dharnma-Vinaya and one who has gained
The Ecclesiastical can be classified under the Jhanas.1 He shall be a
person who com
four categories: mends the respect and confidence of the entire
Sangha resident in the aroma. The Chapter
Disciplinary action taken for theviolation of assemble and select by
voting one of their
one or more of the Patimokkha rules (monastic numbers possessed of the
above qualifications
etiquette). as the President of the Court. The voting is
either by show of hands, by secret ballot, or by
Procedure adopted at the hearing of an whispering.
alleged offence by a monk, and the passing of
sentence if the offender is found guilty. Charge Sheet
Conduct of monks while serving a sentence The information regarding
the alleged off
for moral delinquency. ence is brought to the notice of the Court, in
the form of a resolution moved by a senior
The restitution of the rights and privileges monk. It is then seconded
and read a second
which a monk lost while under surveillance, or and a third time. If
the resolution fails to
removal from an drama. obtain the unanimous vote of the assembled
monks, then a voile prosequi is entered, and the
Preliminary Procedure accused monk goes back to his monk-friends
with no taint on his character.
Questions as regards the minimum number of
monks required for an Ecclesiastical Act are The Plea
raised and settled.
The offender has the right to defend himself,
Thereafter, the chapter of monks to form the dispute, debate and argue
the case. If the
Court is selected by the unanimous vote of the decision of the Court
goes against him, he has
monks resident in an drama. the right of appeal to a higher corporate
body
of the Sangha. All decisions are arrived at by a
The President of the Chapter of Monks is majority vote. However,
unanimity is striven
chosen by a unanimous vote. for.
Minima If a difference of opinion arises in regard to
the interpretation of a Vinaya rule or the
Four monks who are of the higher ordination relevancy or otherwise of
a particular piece of
(upasampadd) shall form this Chapter of Monks evidence, it is referred
to a special committee of
for all acts, except ordination, the concluding two or more monks who
are acknowledged
ceremony of Vassavasa(pavdrana), and recalling authorities on the
Vinaya. The committee,
a monk after probationary discipline (abbEdna). having considered the
matter in dispute in all its
aspects, reports back its decision to the Court,
Five upasampada monks for all acts except which decision is final. The
committee which
ordination and abbE&na. settled the matter in dispute is called the
Ubbahika.
Ten upasampada monks for all acts, except
abbhana These are considered sufficient for an Some Offences
ordination.
We may now proceed to discuss briefly some
Twenty upasampada monks for abbhana and of the offences, which are not
only repugnant
all other acts. to the moral well-being of the community of
monks but also retard the spiritual progress of
(If any Ecclesiastical Act is transacted below the monk who succumbs
to moral turpitude.
the required Minima, then ipso facto it becomes Let us first of all
deal with the two major
invalid and ceases to be operative.) offences of Parajika and
Sanghadisesa.
The President Parajika
The President shall be a senior monk (senior - Parajika means
"defeated", that is, the of
ity in regard to upasampada), of unimpeachable L The last is no longer
observed - Ed
460
BUDDHIST ANNUAL 2509
fending monk has failed, beyond redemption, A monk who speaks openly
against the
to honour the pledge which he took to observe Buddha, the Dhamma and
the Sangha.
at the moment he entered the Order. A monk
who falls a victim to the demands of the flesh Tajjaniya-kamma is
pronounced on a monk
has fouled the Walk to the Supreme (brahma - who is found guilty of
any one of these
cariya). The Buddha would not compromise on offences' which may take
the form of a vote of
this grave lapse. censure on the delinquent monk, or the monk
is asked to confess his error and seek expiation
The first recorded instance of an adulterer2 for it, or he loses the
rights and pr*ileges
was Sudinna, the monk. He admitted his enjoyed by a monk.
offence, explaining that he was persuaded to
commit the offence by his parents, who had Restoration of Status
their own motives. The Buddha pardoned him
as a first offender. Thereafter, Sudinna led an A monk on whom
Tajjaniya-kamma is pro
exemplary life. pounced, wherein he loses certain rights and
privileges of a monk, and who conducts himself
Stealing, murder and persuasion to commit thereafter in keeping with
the Vinaya rules, is
suicide, and pretending ultra-normal powers are afforded the right to
seek a revocation of the
the other three offences under Parajika. The punishment passed on him,
and also seek a
offender is liable to immediate dismissal from restoration of the
rights and privileges which he
the Order. If he so desires, he may return to the lost.
Order. In that event he can remain only as a
novice. Nissaya-Kamma
Sanghadisesa A monk is seen to associate with house
holders in a manner contrary to the bhikkhu
The thirteen Sanghadisesa offences - offences life. In doing so, he
participates in such acts as:
against person and property-are a degree less putting a monk on
probation, suspending a
than Parajik4, but they are more grievous than monk for a Sanghadisesa
offence, and recalling
Pacittiyas. Sahghadisesa offences are so called a monk who is on
probation.
because the Sahgha should assemble at the
beginning and at the end of this Sahgha-kamma. The offender, if found
guilty, is punished in
The Chapter to hear an offence of this nature this manner: -
should not comprise less than twenty. The
offender, if found guilty, is suspended from the (a) He is put under a
senior monk who is to
Order, and is kept on probation for a specif1ed be his teacher (b) He
must devote himself to
period. During this period, if his conduct is the study of the
Tipitaka with his tutor's
found satisfactory, he is readmitted. guidance.
Some of the lesser offences of monastic Such restoration of status is
as prescribed for
misconduct will now be noted. Tajjaniya-kamma
Act of Censure (Tajjaniya-kamma) Pabbajaniya-Kamma
A monk who is prone to pick quarrels, is The following are the
violations cognizant of
vicious and is vindictive. this Act:
A monk who, by nature, delights in the i. A monk who through his
misbehaviour spoils
commission of offences. the faith of the supporter-families in the
monk.
A monk who is fond of the company of ii. A monk who is fond of
garlands, unguents,
householders (lay folk). music and dancing.
A monk who pays scant respect to monastic iii.A monk who is frivolous
and lacks manners.
etiquette.
Such a monk, if found guilty, is removed
from his arama to another arama till he makes
2. What is specificaUy meant is a sexual act commit - amends. The
restoration of monk rights is as
ted with anyone - Ed. provided for above.
461
MATTERS JUDICIAL
Patisaraniya-Kamma Pacittiya-dhamma. The offender is brought
before the Sangha. He confesses his fault and is
A monk causes loss or attempts to cause loss reproved.
to a layman or reviles him. The offender is
brought before the Court, and asked to recant Other Ecclesiastical
Acts
his wrongs and beg pardon of the layman.
i Nissaran,a is the act of expelling a monk from
Ukkhepaniya - Kamma the Order.
This is the punishment imposed upon a u. Osaranais the act of
revocation of disabilities
recalcitrant monk, who is obdurate and refuses imposed upon a monk by
the Ecclesiastical
to acknowledge or confess a wrong act. It Acts (see above).
involves the total segregation of a monk till he
realises his folly and becomes amenable to ui~bbhana is the elaborate
process of recalling
discipline. a monk who has fulfilled the Vinaya require
ments during the period he was under probat
Parivasa-Kamma ion. However, if the monk under probation fails
to fulfill the necessary requirements expected of
There are four kinds of Pariodsa. One of him,thenheis placed tinder:
them deals entirely with persons belonging to
non-Buddhist sects who are kept on probation iv.Mulaya-patikassana
which is a further period
for four months. The other three are punish - of Parivasa or Manatta.3
This process is repeat
ments imposed on Sanghadisesa offences. The ed till the monk is found
fit to be recalled to
whole of the ParivasikakAhanda deals with the the Order.
procedure of keeping a delinquent monk under
surveillance for a specified period. Those notes should provide a fair
idea of the
disciplinary methods operating in the commu
Patikossana-Kamma nity of Buddhist monks.
3. Manatta-kamma i
This Ecclesiastical Act is prescribed for s also a form of punishment
for
minor offences (totalling 92) and are called Parwasa-kamma: T.H.P.
L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
462
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 1 AUGUST 1967
Remimeo BPI
SECOND DYNAMIC RULES
It has never been any part of my plans to regulate or attempt to
regulate the private lives of individuals.
Whenever this has occurred it has not resulted in any improved
condition.
All I have been interested in, so far as Scientology law was
concerned, was in removing retarding elements or practices from the path of
progress toward freedom.
Man is aberrated. Otherwise we would not be here. He is hard to rescue
as he has been carefully "trained" to do himself harm.
I have no concern about the second dynamic activities of
Scientologists save only where they bring suffering to others and so impede
our forward progress.
Therefore ALL FORMER RULES, REGULATIONS AND POLICIES RELATING TO THE
SECOND DYNAMIC ACTIVITIES OF STUDENTS, PRECLEARS, STAFF AND SCIENTOLOGISTS
ARE CANCELLED.
In their place, any husband, wife or individual whose processing or
training has been impeded or interrupted beyond any reasonable doubt by
second dynamic activities on the part of staff or associates or their
husband or wife may have recourse to the CHAPLAIN'S COURT, Division 6, of
any Scientology organization, and any case heard, if it be proven beyond
reasonable doubt that, without provocation, a person's training or
processing has been impeded by the irregular second dynamic actions of the
defendant, a fine of not less than ?1000 sterling or greater than ?5000
sterling shall be awarded the plaintiff and until paid, the defendant shall
have no further training or processing.
This policy is not retroactive (occurrences before this date may not
be tried).
No Ethics order shall be issued by reason of second dynamic
activities. All Ethics orders now in force relating to the second dynamic
are cancelled.
No staff member may be punished, transferred or dismissed because of
second dynamic activities.
No student or preclear may be suspended or dismissed because of second
dynamic activities.
Nothing in this policy letter lays aside our actual knowledge of the
consequences of second dynamic overts against husbands and wives being
processed or the degree to which training or processing can be impeded for
someone because of another's acts.
We are also aware that those org staffs which are overactive on the
second dynamic seldom prosper.
We also retain any and all technology relating to the second dynamic.
One of Man's primary areas of aberration is the second dynamic.
Processing, not discipline, is the only thing which eradicates
aberration of such
depth
L. RON HUBBARD
LRH:jp.cden Founder
Copyright() 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
463
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 AUGUST 1967
Remimeo
DISCIPLINE SPs AND ADMIN HOW STATISTICS CRASH
One of the ways an SP works to stop an activity or to halt an
affluence is to pick out key personnel and spread wild, false and alarming
stories about them.
Another way, often used in conjunction with the above, is to pound a
key executive with alarming entheta about staff, divisions or activities.
This urges the key executive to take uncalled for action which upsets
things and which may lead to the dismissal of valuable staff.
Also it is a symptom of an org under external pressure to come down on
its own personnel rather than on the public or on real SPs.
SPs tend to vanish in memory since they speak in generalities.
"Always" "everyone" salt their language so that when you say, "Who told
you?" in tracing a rumor, it is hard to remember since "everyone" seems to
have said it. Actually the SP who did say it used "everyone" in his comm so
often as to become in memory "everyone".
A GOOD MANAGER IGNORES RUMOR AND ONLY ACTS ON STATISTICS.
Had I heeded over the years any rumormonger, we would have no orgs. I
generally don't listen and if I do, only go so far as inspecting stats.
It is easy to discipline staff and hard to discipline the public. A
LAZY executive only disciplines staff. It takes more confront to tackle the
public.
When an executive listens to rumor and bad things about his fellow
staff members without looking at the actual production statistics, that
executive can harm the org badly.
I have never tried to make staff members "be good". I have only tried
to make them produce and wear their hats.
Our whole statistic system exists to end excessive discipline of
valuable staff members.
To me a staff member whose stats are up can do no wrong.
I am not interested in wog morality. I am only interested in getting
the show on the road and keeping it there.
Also I detest having to discipline anyone for anything, particularly a
Scientologist. And the only discipline I use is to hold the fort until
people are clear enough to see the light. They always do. All misconduct
comes from aberration.
However if anyone is getting industrious trying to enturbulate or stop
Scientology or its activities I can make Captain Thigh look like a Sunday
school teacher. There is probably no limit on what I would do to safeguard
Man's only road to freedom against persons who, disdaining processing, seek
to stop Scientology or hurt Scientologists.
464
I well know Man's fixation on trying to make "everybody good". Which
means, really, inactive. The best men I have had in wars routinely have
been continually arrested and generally frowned on by "shore patrols",
"military police", etc. To the body politic a quiet person is the ideal.
When the guns begin to go, these quiet ones are all hiding and only the
active ones are there to fight. I often wonder what would happen to a state
if it did achieve its apparent goal of making one and all inactive little
sheep.
So I don't care what men or women do if they just wear their hats and
keep their stats up. Only when Scientology is being slowed or stopped do
you find me rigging up the tools of discipline.
In actual fact I rather hold the person who is inactive because he is
afraid of punishment in contempt. I respect only those who are strong
enough to be decent without the "self protection" of evil.
I use discipline to hold the edges of a channel, not to stop the flow.
SPs LOVE to coax those with power to slay. As the basic ambition of
any SP is "EVERYBODY DEAD SO I CAN BE SAFE" he or she will use all manner
of lies and mechanisms to excite a thirst for discipline in those in power.
If I ever heed any "Kill everybody" advice it is to put the adviser up
against a brick wall.
All evil stems from aberration. And it can be pretty evil. And awfully
aberrated. The only road out from evil is processing. Therefore one must
protect the road to freedom as the answer to evil and must protect as well
all those who are working to keep the road in.
The world will never become good because of discipline or oppression
of evil. All discipline pre-supposes that the person being disciplined
wants to survive. The truly evil only want to succumb so discipline threat
is no answer. The truly evil LOVE pain and suffering and deprivation. So it
coerces nothing and improves nothing when you seek to solve all evil with
discipline. Only the already decent can be disciplined. It only obliges the
evil ones. So all you can do really is to get the evil ones parked off the
lines.
The Executive in disciplining is concerned with those who would stop
or hinder the flow and those who are just plain idle or stupid. So he
severely leaves alone all up stats and only acts to move the suppressives
off the lines and not let the idle and stupid slow the flow. An executive
could never make the world reform by discipline alone. He can by
processing. So his only use of discipline is to continue to make processing
possible. It's as simple as that.
L. RON HUBBARD Founder
LRH:jp.rd Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
465
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 SEPTEMBER 1967
Remimeo Ethics Officer's Hat Staff Training Officer's Hat
ETHICS OFFICER CHECK-OUTS (Any Ethics Of ricer who has not been
checked out on all Ethics Policies, must do so within one month on receipt
of this Policy Letter.)
On the appointment of any new Ethics Officer, the Ethics Officer must
be checked out on all Ethics Policy Letters within one month, after having
been appointed.
The check-outs are to be done by S.T.O. who must ensure that the
Ethics Officer thoroughly understands and can apply these Policies and is
able to demonstrate in clay, any point or duty of Ethics.
Failure to comply with this Policy Letter will result in instant
removal from Post.
Proposed by Board of Investigation
Philip Quirino - Chairman
Julia Watson - Secretary
Jane Kember - Member
Mary Sue Hubbard
LRH:jp.rd The Guardian WW
Copyright (c) 1967 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 SEPTEMBER 1967
Remimeo All Tech & Qual Staff Ethics
CONFIDENTIAL DATA
1. No Ethics Chit written by anyone should contain data which is
classified as confidential.
2. Such material so classified is contained in Power Processes,
Clearing Course and Advanced Courses.
Qual Sec - Helen Pollen
HCO Area Sec - Irene Dunleavy
Exec Council SH - J.J. Delance
- Joan McNocher
- Ken Urquhart
Exec Council WW - Tony Dunleavy
- Eunice Ford
- Ken Delderfield
Guardian Comm WW - Corrie Ellis Mary Sue Hubbard The Guardian WW
LRH:jp.rd for
Copyright (c) 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
466
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 OCTOBER 1967
Remimeo
ADMIN KNOW-HOW USES OF ORGS
There are two uses (violently opposed to each other) to which Scn orgs
can be put. They are:
1 To forward the advance of self and all dynamics toward total
survival.
2. To use the great power and control of an org over others to defend
oneself.
When a decent being goes to work in an org he uses 1.
When a suppressive goes to work in an org he uses 2.
When you get in Ethics the decent one raises his necessity level and
measures up. The suppressive type blows (leaves).
It is of vital interest to all of us that we have orgs that serve to
increase-survival on all dynamics. And that we prevent orgs being used as
means to oppress others.
The answer, oddly enough, is to GET IN ETHICS exactly on policy and
correctly. And we will advance.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
467
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 OCTOBER 1967 Issue II
Remimeo
ORG EXEC SEC AND DISTRIBUTION (Effective 1 Nov 67)
Any Org Exec Sec who does not have a full time Distribution Secretary
who has that post only and whose Div 6 is not fully operating in all
departments with all Dist Programmes is automatically in NON-EXISTENCE and
has no rights as his omission amounts to a restriction of his org and
nullification of the efforts of his staff and a betrayal of humanity.
Failure to have a Distribution Division effectively operating in all
departments is a withhold of processing and salvation from the human race.
LRH:jp.bp.cden L. RON HUBBARD
Copyright (c)1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[This Policy Letter was amended by HCO P/L 28 April 1968, same title,
bringing it into line with the 9 Division Org Board by changing
Distribution Secretary, Dip 6 and Distribution Division to Public Executive
Secretary and Public Divisions. A complete copy of the amending P/L can be
found in Volume 7, page 74.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1967
Remimeo
HCO EXEC SEC CONDITION
The HCO Exec Sec of any Org is automatically assigned a Condition of
Non-Existence if he or she does not have
1. A full time Communicator in Dept 2 who does nothing but look after
speeding the Org's comm and handling it, and
2. A full time Ethics Officer who does nothing else but keep the Org's
tech in and keeps Ethics in on staff.
And in an org of more than 100 staff members does not have
3. A second Ethics Officer for the public and an Ethics Interview
Officer for each Ethics Officer to care for routing, files, etc.
LRH:jp.cden L. RON HUBBARD
Copyright (c)1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
468
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 OCTOBER 1967
Remimeo
Admin Know-How # 16 SUPPRESSIVES, AND THE ADMINISTRATOR HOW TO DETECT
SPs AS AN ADMINISTRATOR
There are three areas of detection which an Administrator can utilize
in the detection of a Suppressive Person.
These are:
1. No Ethics change
2. No Case change
3. No Admin change.
An SP (Suppressive Person) is unable to change because he cannot,
himself, confront. He is badly "out of valence". Therefore, not being able
to look at things directly he is unable to erase them or even see what they
are. Such people often have a curtain of pictures they look at instead of
the universe around them. They do not see a building. They see a picture of
a building in front of the building. They are not at the point from which
they view things.
Thus they are peculiar in that they can't change.
The three principal zones in a Scientology org are
1. Ethics
2. Tech
3. Admin.
We have the natural laws of these subjects, each one.
If you can get in Ethics you can get in Scn technology. If you can get
in Scn technology you can get in Admin. If you can get all three in you
have an org and have expansion.
If you can't get in Tech, Ethics is out. If you can't get in Admin,
both Tech and Ethics are out.
The sequence that things have to be "gotten in" to make an org is 1st
Ethics, 2nd Tech, 3rd Admin.
Where one of these goes out, the org contracts.
We have these three sciences. To really handle things one has to be a
master of all three, even to live a good personal life.
By "get in" we mean get it applied and effective.
We live in a very woggy world at this time. The wog is so out-Ethics
he is living in what amounts to a criminal society.
When we try to get Tech in on the planet we run into the out-Ethics
areas and this is the real source of our troubles where we have any. We are
getting in Tech before we get in Ethics. It can be done (obviously, since
we are doing it). But it is a heavy strain at best.
Just because we do not at once get Ethics in on the planet does not
mean we can't get any Tech in.
By handling small sectors, beginning with self and Scn groups and
orgs, we can continue to repeat the cycles of three - Ethics, Tech, Admin.
Gradually we enlarge the numbers we have and gradually our sphere of
Ethics - Tech - Admin expands. And we one day have Ethics in on the planet,
Tech in on the planet, Admin in on the planet.
The only stumbling block is the SP. This person (about 10% of the
population) is unable to change. We can process them if we can get them to
sit still.
But these are the hidden booby traps which make one's life, one's
family, one's org, one's nation, one's planet a rough-rough proposition.
469
Ninety percent of the people say, "Ethics great, Tech great, Admin
great." And away we go.
Ten percent say, "Horrible horrible horrible." And cannot either see
or change. They are the true psychotics no matter how "sane" they sound.
The people in institutions are generally only their victims.
This 10 percent, one must be able to detect and weed out so they don't
contaminate areas we are bringing up in ethics, tech and admin.
Our policy is we don't waste time on them. To cater to them is to
betray 90% of the population. So we set them aside for another day.
We get them off lines, out of orgs and to one side.
The true character of these people is usually masked in many ways.
They are expert only in deception and can take on any guise.
To listen to them one would suppose he was talking to his best friend
sometimes. Except the knife in one's back is also driven in by them.
We have much tech to describe them.
But one does not have to be an auditor with a meter to find these
people.
An administrator only needs to know the three things about them.
1. No change in Ethics.
2. No change in Case.
3. No change in Admin.
These people have
1. Thick Ethics files.
2. Thick (or no) case files.
3. Thick full (or no) comm baskets.
If you just dismissed anyone who had all three you would have gotten
rid of an SP.
It works this way. When you start to get in Ethics most people "learn
the ropes" fast. They may have a few down conditions and chits or even
courts or comm evs but you see the frequency dwindles and eventually
vanishes or nearly so.
When you start to get in tech on a person, it may be a hard haul for a
while and then it begins to level out and get easier.
When you start to get in Admin the confusion around some person may be
great but after a while the lines and policies straighten out.
None are good little angels. But 90% make progress in these 3 fields
of Ethics, Tech and Admin.
The SP does NOT make any consistent progress at all and lapses every
time.
As only 10% of the people then are making nearly all the tough work in
Ethics, Tech and Admin, the thing to do then is to get them off the lines
rather than betray 90%.
And the SP is detectable in ALL THREE AREAS. It needs no microscope to
find out who on a staff has the seniors working so hard for so little gain.
Their ethics file is huge, their case file either doesn't exist at all
or is very fat, their comm lines are jammed, their policy is out and their
stats are on the bottom eternally.
So as an administrator you can detect SPs. You better had. YOUR OWN
STATS WILL BE DOWN TO THE DEGREE YOU FAIL TO DETECT THEM.
Just go to your files and look at the desks and sack whoever satisfies
all three conditions above and you can't miss and WILL be able to breathe.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
470
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 OCTOBER 1967 Issue III
Remimeo
POLICY AND HCOB ALTERATIONS HIGH CRIME
Recently, during the reorganization of WW, it came to light that in
some Continental orgs EXEC SECS and SECS had on occasion actually ordered
that certain Pol Ltrs and HCOBs were not to be followed.
This order is an illegal order and any staff following it is guilty of
executing an illegal order.
Any executive issuing such an order shall hereafter be considered as
committing a high crime which on proof beyond reasonable doubt constitutes
a HIGH CRIME and can carry the assignment of the Condition of TREASON for
both the person issuing the order and the person who receives and executes
it.
All such instances MUST be reported at once to the International
Ethics Officer at WW.
Failure to report such an order to the Int E/O when one knows of it
carries with it the assignment of a Condition of Liability.
Lines for the amendment of Policy already exist as per other Pol Ltr
and until an amendment is legally and completely passed the old policy must
be followed.
HCOBs cannot be amended.
L. RON HUBBARD
LRH:jp.cden Founder
Copyright (c) 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1967
Remimeo Info Int E/O WW Local E/Os Info Int SPEOWW
OUT TECH
ANY AND ALL published mimeoed out tech processes or "recommendations"
or '`interpretations" not written or signed by myself must be sent to the
International Ethics Officer at WW with any information on their authorship
or origination so that Conditions may be assigned and broad cancellation
can be issued by the International Ethics Officer.
The reason for this is the discovery of a process on page one of the
Org Exec Course checksheet of 21 Sept 67 which would ruin any student's
case, his interest in admin and which would deter enrolment.
LRH: jp.rd L. RON HUBBARD
Copyright (c) 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
471
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 NOVEMBER 1967
Student Hat Remimeo
All Students All Courses
OUT TECH
If at any time a supervisor or other person in an org gives you
interpretations of HCOBs, Policy Letters or tells you, "That's old. Read it
but disregard it" or gives you a chit for following HCOBs or tapes or
alters tech on you or personally cancels HCOBs or Policy Letters without
being able to show you an HCOB or Policy Letter that cancels it, YOU MUST
REPORT THE MATTER COMPLETE WITH NAMES AND ANY WITNESSES ON DIRECT LINES TO
THE INTERNATIONAL ETHICS OFFICER AT WORLD WIDE.
The only ways you can fail to get results on a pc are:
1. Not study your HCOBs and my books and tapes.
2. Not apply what you studied.
3. Follow "advice" contrary to what you find on HCOBs and Tapes.
4. Fail to obtain the HCOBs, books and tapes needed.
There is no hidden data line.
All of Dianetics and Scientology works. Some of it works faster.
The only real error auditors made over the years was to fail to stop a
process the moment they saw a floating needle.
Any supervisor or executive who interprets, alters or cancels tech is
liable to the assignment of a Condition of Enemy. All the data is in HCOBs
or Policy Letters or on tape.
Failure to make this mimeo known to every student carries a
10 fine for every student from which it is withheld.
L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[Revised and reissued on 18 July 1970, Volume 4 - page 215. Revised
for Standard Dianetics Course on 8 May 1969, Volume 4 - page 239.]
472
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 NOVEMBER 1967
Solo Course Students Level VI Students
R 6 MATERIALS
THE MATERIALS OF R 6 ARE TOTALLY CONFIDENTIAL. THEY ARE TO BE KEPT
SECURE AT ALL TIMES.
This means that the only people who may talk about or be talked to
about, or may see these materials are those people who are on the Solo
Course or Level VI and those people who are already Grade VI or Class VI or
above. No one else may see these materials. If left at home, they are to be
kept under lock and key.
Responsibility for these materials lies completely with the students
they belong to. Violation of this policy in any way, such as losing any of
these materials or leaving them lying around, will incur severe Ethics
action.
Chief Solo Course Sup: Malcolm Cheminais
Director of Training: Dalene Regenass
Tech Sec SH: Allan Ferguson
Qual Sec SH: Helen Pollen
HCO Area Sec SH: Bene Neal
Chairman, Ad Council SH: Helen Pollen Exec Council SH: J.J. Delance
Barbara Gentry Pub Exec Sec SH: Rosalie Vosper LRH Comm SH: Irene Dunleavy
Chairman, Ad Council WW: Mike Davidson Exec Council WW: Lenka Marenko Tony
Dunleavy LRH Comm WW: Ken Delderfield D/Guardian WW: Joan McNocher
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH:jp.cden Copyright (c) 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
473
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 FEBRUARY 1968
Remimeo
ETHICS
FAST FLOW AND ETHICS
It is an actual fact by actual test that
SOFT ETHICS IN COMBINATION WITH FAST FLOW GRADE
AND CLASS ATTESTATION WILL COLLAPSE AN ORG.
If false attestations are not met with savage ethics action an area
becomes filled up with people who have the overt of false attestation and
whose netter kills sign-ups.
It is sometimes easier for a pc to falsely attest than to face his own
bank. To escape, he falsely attests. If ethics action for such false
attestation is soft, it encourages him to falsely attest as there is no
real penalty. Where ethics action is savage, it is easier for him to face
his bank and so he actually makes it.
Only about 4 or 5 70 will falsely attest in the face of heavy ethics.
This is no reason to hold up 95 or 96 people every hundred. Savage ethics
such as a Condition of Liability enforced prevents the number from getting
any larger than 4 or 5%.
So don't go soft on ethics penalty for false attestations.
L. RON HUBBARD Founder
LRH: adv.cden Copyright Q 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
474
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1968
Remimeo
ETHICS AND ADMIN SLOW ADMIN
The secret of any executive success is the ability to Complete Cycles
of Action Quickly.
The operative word is COMPLETE.
Ability is the ability to complete a cycle of action, to handle the
matter so it does not have to be handled again.
Referral is irresponsibility. Executives who refer to others to make a
decision aren't executives. They are irresponsible or are afraid of
responsibility. People who are afraid of taking responsibility are not
executives. They are labourers.
An executive who doesn't handle but puts something on wait is also
irresponsible. Slowing an admin line by not acting NOW is also suppressive.
Suppressives cannot complete cycles of action. They either act in an
altered direction or they continue an action beyond any possible
expectancy. In either case they do not COMPLETE.
THEREFORE this ethics policy is brought into being:
EXECUTIVES WHO DO NOT HANDLE MATTERS SO AS TO COMPLETE THEM, WHO REFER
OR SLOW ADMIN ARE LIABLE TO A COMM EV ON A CHARGE OF OUT ADMIN.
L. RON HUBBARD Founder
LRH: jc.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
475
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 MARCH 1968
Remimeo
ADVANCED COURSE
SECURITY CHECK 1~ A A
All persons and students reporting aboard the Advanced Org Vessel or
to a Registrar who can sell Advanced Courses, must after enrolment and
before any issue of materials pass a full and complete Security Check.
Persons leaving the AO vessel or an Org giving Advanced Courses must
be given a Security Check to make sure that they have no copies of
materials and have actually attained their grades.
This includes Sea Org vessels where Advanced materials have been used
and in this case includes all Non Scientology personnel signing on or
departing from the vessel.
There are no exceptions.
Persons who have a history of carelessness with materials or bad or
suppressive group connections are debarred from all Advanced Courses unless
given a Board of Investigation which clears their record BEYOND ALL DOUBT.
L. RON HUBBARD Founder
LRH: jc.rd Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
476
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 MARCH 1968
(HCO POLICY LETTER OF 31 OCTOBER 1966 Issue II Amended and reissued)
Remimeo Staff Status I Check Sheet
ADMINISTRATIVE KNOW-HOW GENERAL FOR ALL STAFF JOB ENDANGERMENT CHITS
If you are given orders or directions or preventions or denied
materials which makes it hard or impossible for you to raise your
statistics or do your job at all, you MUST file a job endangerment chit on
your next highest superior.
If you are admonished or ordered to a hearing for NOT doing your job
and having low statistics and have NOT previously filed a job endangerment
chit at the time it occurred, you have no defense.
You should not come to a hearing as a defendant and say you were
prevented or inhibited from doing your job. Unless you have filed a job
endangerment chit previously when your job was endangered the statement MAY
NOT BE ACCEPTED by the Hearing Officer or the Comm Ev.
POLICY
Most people who have trouble with policy or admin do so simply because
they don't know it or can't or don't use it.
Such a person can be told anything and tends to take it as fact.
Policy exists to speed the wheels and make a job do-able.
But sometimes one has a senior who continually says this or that is
"against policy".
Always respectfully ask for the date of the Policy Letter and to see a
copy of it.
Then you will know that what you propose is or is not against policy.
If no policy letter can be produced or if what you proposed is NOT against
policy and is still refused, you must file a job endangerment chit.
WHERE TO FILE FORMERLY ONLY ONE COPY WAS WRITTEN. THIS IS NOW
MODIFIED.
USING CARBON PAPER, MAKE AN ORIGINAL AND TWO COPIES. SEND ONE COPY TO
THE PERSON BEING FILED ON.
SEND TWO COPIES TO THE ETHICS OFFICER.
THE ETHICS OFFICER WILL FILE ONE IN THE FILE OF THE PERSON NAMED AND
ONE IN THE FILE OF THE PERSON WRITING THE CHIT. THESE COPIES MUST BE
CAREFULLY PRESERVED IN EVENT OF A COMM EV OR HEARING AS THEY ARE NECESSARY
DEFENSE PAPERS.
WHAT TO FILE
Full details, without rancor or discourtesy, must be given in the
report, including time, places and any witnesses.
477
VEXATIONS FILING
Anyone filing job endangerment chits on superiors or equal or juniors
must be able to back them up.
One cannot be given an Ethics Hearing or Comm Ev for a false job
endangerment chit unless it contains a willful and knowing false report
which endangers somebody else?s job. But even so, no Ethics Hearing may be
ordered for the fact of filing, only for a willful and knowing false
report.
So if your facts are straight there is no slightest risk in filing a
job endangerment chit. On the contrary, it is dangerous NOT to file one.
For then one has NO defense.
PERSONAL MATTERS
Sometimes a staff member is imposed on in such a way as to prejudice
his job such as having to do off line favours.
This is an occasion for a job endangerment chit.
If one is threatened with punishment if one files a job endangerment
chit, one must then file a second chit based on the threat.
If an org as a whole seems to refuse job endangerment chits or ignore
them, one can be filed with Worldwide simply by sending it direct to "HCO
Ethics Worldwide, Saint Hill Manor, East Grinstead, Sussex
."
WRONGFUL DISMISSAL
Dismissal without following proper procedure of a Hearing may be sued
in the Chaplain's Court, Division 6. If no Chaplain's Court exists in the
local org then one surely does in the Continental Org and one can file such
a suit there or at Saint Hill.
CHITS BY SENIORS
Seniors let down by juniors had better file job endangerment chits
before calling a lot of Ethics actions. Staff members are seldom willful,
they are just unknowing. Senior chits on juniors should carry a copy to the
junior on channels as well as Ethics.
FALSE REPORTS
When one finds he has been falsely reported upon he should file a job
endangerment chit.
HEARINGS ON CHITS
Ethics action is not necessarily taken because a chit has been filed
on one. But if too many chits occur in a staff member's file, an
investigation should be ordered and only if the Board so recommends does
Ethics action then occur.
STATE OF MIND Don't sit around muttering because you are being kept
from doing your job.
And don't be timid about filing a job endangerment chit.
Don't accept orders you know are against policy or at least
unworkable. File a job endangerment chit.
There is no vast THEY weighing you down. There is only ignorance of
policy or misinterpretation or arbitrary interference.
If you are willing to do your job, then know your job and do it. And
if you are being shoved off so you can't do it you MUST file a job
endangerment chit.
You have a right to do your job, you know.
L. RON HUBBARD
Founder
LRH:jc.rd
Copyright (~)1 966, 1 968
by L. Ron Hubbard
ALL RIGHTS RESERVED [Note: The reissue expanded the section under
"Where to File".]
478
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 MARCH 1968
Remimeo
(HCO Policy Letter of 20 October 1967 Issue II re-issued with
amendment) CONDITIONS PENALTIES NEW EMPLOYEES AND PERSONS NEWLY ON POST
(Refers to HCO Pol Ltrs on Conditions Penalties)
Persons newly employed
ARE NOT SUBJECT TO CONDITIONS PENALTIES OR AWARDS FOR SEVEN DAYS FOR
THAT POST.
It is noted that all posts are begun in Non-Existence but it is
without penalty for 7 days. If in that time (for a newly employed or new
appointee) the post has not risen to Normal Operation the penalties are
applied for the Condition it has risen to.
A person assigned a low condition in a post or as a member of a part
of the org or the org assigned a low condition who is then transferred to a
new post carries to the new post the penalties of the old post for 7 days
or until the old post's condition is upgraded, whichever is earlier. He
then assumes the condition to which he has risen on the new post.
Persons newly appointed (not newly employed) or transferred into a new
appointment who are in Normal or above at time of transfer are subject to
the Awards of their previous post for 7 days after which time they then
assume the Awards and Penalties of the current condition of their new post.
Amended by: Billy King Casey
Issue Authority WW
LRH:jc.cden Ken Delderfield
Copyright (c) 1968 LRH Comm WW
by L. Ron Hubbard Joe van Staden
ALL RIGHTS RESERVED Cmdr. Sea Org
Irene Dunleavy
[See also HCO P/Ls 6 October 1970, Issue III, Ethics Penalties, Flag
LRH Comm
19 October 1971R 22 October 1971, Ethics Penalties Rein - for
stated 16 November 1971, Conditions, Awards and Penances
and 16 November 1971R 16 November 1973, Conditions L. RON HUBBARD
Awards and Penances, in the Year Books.] Founder
NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE HUBBARD
COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 12 MARCH 1968 Remimeo
MISTAKES, ANATOMY OF
In the presence of Suppression, one makes mistakes.
People making mistakes or doing stupid things is evidence that an SP
exists in that vicinity.
LRH:jc.nt.cden L. RON HUBBARD
Copyright (c) 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
479
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JUNE 1968
Remimeo Flag Order
ETHICS
The Purpose of Ethics is
TO REMOVE COUNTER INTENTIONS FROM THE ENVIRONMENT.
And having accomplished that the purpose becomes
TO REMOVE OTHER INTENTIONNESS FROM THE ENVIRONMENT.
Thus progress can be made by all.
Many mechanisms can exist to mask a counter intention.
One has an intention to expand the org. An "expert" says it is
difficult as "The building society...". The impulse is to then handle the
problem presented by the "expert", whereas the correct ETHICS action is to
remove his Counter Intentionedness or Other Intentionedness. If he were an
EXPERT he would simply say "OK. I'll handle my end of the expansion".
There are many ways to handle counter and other intentionedness.
There is a fine line between Ethics and Tech.
The point where a thetan goes mad is very exact. It is the point where
he begins to obsessively stop something. From this the effort becomes
generalized and he begins to stop lots of other things. When this includes
anyone who or anything that would help him as well as those people and
things that help, the being is suppressive. His intentions counter any
other intention, particularly good intentions.
Other intentionedness comes from unawareness or dispersal. By removing
things which disperses others. Offering bottled medicine to cure "the
blues" is a direct distraction. It is the purveyor of the distraction who
is the target.
The person who enters on Scn groups to then sell other-answer is of
course an enemy.
However we go about accomplishing the above is the action of Ethics.
The above is the purpose.
L. RON HUBBARD Founder
LRH:js. eden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
480
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JUNE 1968 (Issued from Flag Order 919)
Remimeo
ETHICS TRAINING
Ethics Officers are not just appointed. They are trained.
A prospective Ethics Officer must star rate checkout on the two packs
of Ethics Policies on Org Exec Course.
The Ethics Officer I/C breaks in a new Ethics Officer by having him do
leg work. He goes throughout the Org checking points that must be decided
from incoming admin. He makes investigations. He acts with the Ethics
Officer hearing all people who come to the desk. The Ethics Officer I/C
filters out the light admin, i.e., upgradings and passes it on to the
Ethics Officer, increasing the amount of admin until the new Ethics Officer
can rapidly handle a full basket.
New Ethics Officers should sit frequently on Boards of Investigation
and Comm Evs.
Ethics Officers should realize that they deal mainly in entheta; they
listen to it and when it runs down put in Ethics.
An Ethics Officer should be fearless and relentlessly devoted to his
task. His or her job deals in harsh realities. Do not be reasonable, Ever.
We are putting Ethics in on a planet. Each day someone else agrees.
CS-5 for
L. RON HUBBARD Founder
LRH:BB:mc.js.cden Copyright(~) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
481
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JUNE 1968
Remimeo
ETHICS OFFICERS
By recent experience and tests in the Sea Org it requires a ratio of
one Ethics Officer for every 20 people being handled in or by an org. This
at first glance is incredible. But by actual test this got in tech and
Admin in an area for the first time.
Tech can't be gotten in unless Ethics is in. We've proved that by
actual stats. Admin can't be gotten in until our 3 techs are in (tech of
Ethics, tech of processing and training, tech of Admin itself).
So if Admin is out, then Ethics and Tech are out. If Ethics is out
then Tech is out.
Thus TO START AN ORG OR KEEP IT THERE, Ethics MUST BE GOTTEN IN AND
KEPT IN.
As far as a PC goes Ethics is the beginning. As far as a student goes
Ethics is the beginning. As far as an Org goes, ETHICS IS THE BEGINNING and
behind every org sag there is out ethics.
The reason Franchises fold, they have no Ethics Officers.
So if it's that important to stats, beef it up!
To hold Ethics in on an org it took 1 Ethics personnel for every 20 on
staff or handled as the MINIMUM.
Thus we get a minimum Ethics roster for the SH org (not including WW
or Pubs).
1 - Chief Ethics Officer 1 - Staff Ethics Officer in Charge 4 - Asst
Staff Ethics Officers 1 - Student/PC Ethics Officer In Charge 1 - Asst
Student Ethics Officer 1 - Asst PC Ethics Officer 1 - Public Ethics Officer
In Charge 3 - Asst Public Ethics Officers 1 - Ethics Receptionist 1 -
Ethics Receptionist/Typist 1 - Ethics Clerk In Charge 1 - Asst Ethics Clerk
This makes a 17 person Ethics section for SH, having 3 units of Staff,
students/ pcs and Public with office personnel for reception and filing.
Then the SH Evening Foundation requires 3 E/Os, 1 for staff, 1 for
students/pcs, 1 for public.
Then the Weekend Foundation with 3 more.
Then for WW there would be
1 - International Chief Ethics 1 - Asst Int Staff E/O 1 - Asst Int
Stu/pc E/O 1 - Asst Int Public E/O
And an International Clerk/Typist and 1 International files clerk.
482
Then for WW there would be
1 - Chief Ethics Officer WW 1 - Staff Ethics Of dicer WW 1 - Public
Ethics Officer WW 1 - Guardian's Office Staff Ethics Officer 1 - Pubs Org
Ethics Officer In Charge 1 - Pubs Org Staff Ethics Officer
In the SH - WW - Pubs areas there would then be 35 Ethics Personnel.
So what about a Continental Org?
Obviously it needs 1 Chief E/O and 3 for Assistant E/Os. And the Org
to which it is attached needs about 1 in 20 as at SH.
Note that there are 3 zones. These are STAFF, STUDENTS/PCS, and
PUBLIC.
The Staff E/O handles the staff only and their familial connections.
The Student/PC E/O handles Students/PCs and their familial
connections.
The Public E/O handles the public, of course.
So what happens in a little org. Obviously it can't afford 3 E/Os. But
it can't afford to go broke or vanish either, and 3 E/Os are required if
one is to expand.
So it is firm policy that:
NO ORG MAY EXIST WHICH HAS LESS THAN 3 ETHICS OFFICERS, and THE HCO ES
GOES INTO NONEXISTENCE IF SHE HAS LESS THAN 3 E/Os AND ONE E/FILE CLERK
FULL TIME
The policy that says E/Os must do their own filing is cancelled.
As filing is vital to Ethics one files/reception personnel must exist
for every 3 E/Os. One can have 4 or 5 E/Os with one file clerk but 6 E/Os
require 2 file clerks.
The title Chief Ethics Officer is used when he has 3 full time (or in
foundations, foundation time) Ethics Officers.
The title Ethics Officer In-Charge is used when one has a Chief Ethics
Officer over him and at least one other below him.
The title Ethics Officer is used to denote single occupancy of a
section.
The title Assistant Ethics Of dicer is used to indicate E/Os who have
an In Charge over them.
The Senior Ethics Officer on the planet is the International Chief
Ethics Officer WW.
Over the Int Chief E/O are the Masters at Arms of the Sea Org.
The "badge" of a Chief Ethics Officer is a brass capped bamboo baton.
The badge of an Ethics Officer is a swagger stick.
ALL E/Os of whatever kind or wherever in the org or public are part of
Dept 3 Ethics Section Only. Divisional heads, etc. are not given E/Os
except HCO.
L. RON HUBBARD
LRH:js. eden Founder
Copyright (c) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
483
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor' East Grinstead, Sussex
HCO POLICY LETTER OF 29 JUNE 1968
Remimeo
Ethics Officer Div 1 - Dept 3 - Ethics Section
Hat
Registrar Hat
Address Hat
Franchise ENROLLMENT IN SUPPRESSIVE GROUPS
City Offices (Amends HCO PL 28 Dec 1965
of Same Title)
Any person found to be connected to a Suppressive Group may not
thereafter be enrolled in the Saint Hill Solo Audit Course or the Clearing
Course.
Suppressive Groups are defined as those which seek to destroy
Scientology or which specialize in injuring or killing persons or damaging
their cases or which advocate suppression of Mankind.
It does not matter whether the person so connected disconnects or
handles, or whether the connection has been previously severed.
The reason for this policy letter is to make it extremely difficult
for suppressive groups to acquire data they could then pervert and use to
harm others.
If a person was a member and left, it still remains such a person must
have had some basic agreement with the motives of the suppressive group.
If we do not hold this rule we may find our task made harder by the
abuse of data. We do not want, ever again, the epidemics of implantation to
recur and will do all in our power to deny data to any who might pervert it
to such use.
A person so denied access to upper level data may not receive it ever
unless the group of which he is or has been a member is completely
abolished and dispersed.
Ethics files in all orgs must contain the names of such persons.
Neither may such a person ever become a staff member of a Scientology
organization without special clearance from LRH Ethics Authority Section,
Dept 27, WW. Anyone on staff found to have been a member of a suppressive
group must be sent to this section for clearance.
NAMES PERSONS ENROLLED IN SP GROUPS OR DECLARED SP MUST BE CIRCULATED
TO ALL FRANCHISE HOLDERS, SCN OFFICES AND ORGS AS AND WHEN DISCOVERED. THEY
ARE NOT COVERED BY ANY AMNESTY AND MAY NOT HAVE ADVANCED COURSES UNTIL
GROUP DISBANDED. SUCH PERSONS MAY NOT BE EMPLOYED BY ORGS OR OFFICES AND IF
FOUND EMPLOYED IN ANY CENTRE THAT FRANCHISE WILL BE CANCELLED. PERSONS OF
SP GROUP MEMBERSHIP OR DECLARED SP MAY NOT BE FSMS.
L. RON HUBBARD
LRH:js.cden Founder
Copyright(~) 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The 29 June 1968 amendment was the addition, sent by telex, of
the paragraph in full caps.] 484
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JULY 1968 Remimeo Ethics Hat PCO Hat
A TIGER (Reissued from Flag Order 872, 12 June 1968)
A TIGER is a pretended staff member who has been repeatedly associated
with goofed departments, sections, projects, operations and inspections and
one who actually has caused such to occur. He is a person who is a
continual out-ethics person. He has failed to get ethics in on himself and
he is in a group of people, as a TIGER would be, DANGEROUS.
So this label is now brought officially into being. It can be assigned
only by COMM EV and serves to warn Executives to keep such a person off
Exec posts.
Persons on the TIGER LIST may not go on missions or hold major Exec
posts.
The label will be lifted by the HCO Exec Sec when such a person has
contributed well and consistently.
It has been found by correlating lists of people in goofed projects
that a continual recurrence of several names occurs.
So this way we have these people labelled and we will have the trouble
sources isolated.
L. RON HUBBARD Founder
LRH: ei. eden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 AUGUST 1968
Remimeo (Reissued from Flag Order 1187)
SEA ORGANIZATION ETHICS POWER
Only a Sea Org member, contracted, experienced and specifically
assigned to a Mission or Project, has Sea Org Ethics Power in the field.
This Power cannot be delegated to anyone else.
Org Ethics are administered with penalties and rewards per policy.
Sea Org Ethics are administered per Flag Order within the Sea Org.
In truth, any Exec Council which is-enforcing Ethics penalties without
applying Ethics rewards is liable to a charge of wilful misapplication.
Wilful misapplication (Ethics or Tech) is a High Crime.
W/O Nate Jessup
LRH:NJ:bb.js.cden CS - 1
Copyright (c) 1968 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
485
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 AUGUST 1968
BPI Auditor
SECURITY I ABOLISHED
The practice of security checking from security check lists like the
"Joburg" has been abolished.
There are several reasons for this:
1. We have no interest in the secrets and crimes of people and no use
for them.
2. Security checking is often done without regard to the point where
the person feels better and so became overrun.
3. Security checking is often done in disregard of the state of a
person's case.
4. Low level cases do not react on actual crimes and so the "security"
furnished is often a false security.
5. There is public criticism of security checking as a practice.
6. The existence of lists of crimes in folders often makes it
necessary to destroy the folders which may contain other technical data
which is constructive and valuable.
7. If a person is a criminal or has overt acts which affect his case,
and speaks of them to an auditor of his own volition, the auditor is bound
by the Auditor's Code not to publish, use or reveal them.
Nothing in this policy letter alters standard grade processing or
rudiments.
L. RON HUBBARD Founder
LRH:js.cden Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
486
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 SEPTEMBER 1968
Remimeo
SEA ORG
As of this date the Sea Org only will be conducting Ethics Missions.
It has been proven that this responsibility can only be run from an
outfit mobile and extremely effective. This is not to say WW cannot be
effective. They can. At this time however the Sea Org will take back the
Mission hat.
WW can run inspections on orgs for the purpose of checking compliance
on WW orders. This can also be done by ECUS and other Continental Orgs.
Both these areas can utilize the OTLs for advices on conducting these
inspection tours or parties.
The Efficiency Expert School should continue at the same pace at WW.
This training is invaluable for just the org functions.
The Sea Org is the only group who can really run Ethics Missions.
WW now then has no Ethics power with regard to orgs other than is
decided by ECWW in full council meeting. All WW Ethics must come from full
council. No Member may be delegated this authority, or no member of an
inspection party or tour.
The Sea Org will take back now this field, which in trial phase was
given to WW. WW is to be commended for its action to carry the Mission hat.
There is only one group who can effectively run Missions. This group
is now putting Scientology technology into a realm which will soar the
stats by 3 in as many months. These are the Class VIIIs.
The Sea Org does come back.
The word MISSION may now be used to designate only a Sea Org official
Mission. It has unlimited Ethics Powers. Their members are called
"Missionaires".
The word INSPECTION shall be used to designate WW or Continental org
parties sent out. Their members are "Efficiency Experts". They have no
Ethics powers but may recommend action to ECWW or EC Continental on their
return.
No EC including WW may send out Efficiency Experts who are not trained
by the SO and who are not graduates of the Org Exec Course.
L. RON HUBBARD Founder
LRH:jp.ei.rd Copyright (c) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
487
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 OCTOBER 1968 (Reissued from Flag Order 1432)
Remimeo
ETHICS PRESENCE
The reason an executive can get compliance is because he has Ethics
presence. If you haven't got it, you won't.
When you issue orders you are using power and force.
If you are also right in what you get compliance with and your
programmes are clear, correct and beneficial - boy do you win.
But it is not the rightness of a programme that gets compliance. It is
Ethics Presence.
Rightness does not get compliance because there are always counter
intentions in the way. If you go on the assumption that one and all want
things to go right you are going to make a dog's breakfast out of it.
There are only a few with a good forward look and who are relatively
unaberrated.
Men will keep the accounts straight only because you can muster
bayonets to enforce that they do.
Ethics presence is an X quality made up partly of symbology, partly of
force, some "now we're supposed to's" and Endurance.
One of the reasons the press now print what we say is that we have
endured the biggest shellackings anybody could muster up. We've gained
Ethics presence publicly by it.
Endurance asserts the truth of unkillability. We're still here, can't
be unmocked. This drives the SP wild.
Because of the Sea Org we appear to have unlimited reach and in some
mysterious ways unlimited resources. The ability to appear and disappear
mysteriously is a part of Ethics presence.
As an Executive you get compliance because you have Ethics presence
and persistence and can get mad.
The way you continue to have Ethics presence is to be maximally right
in your actions, decisions and dictates. Because if you're wrong the other
fellow gets wrapped around a pole for complying. And the pain of that
starts to outweigh your own Ethics presence.
So, when you issue orders you are using force and power. You can,
however, get in such a frame of mind you cease to use the softer arts as
well. Against non-compliance you add ferocity with the aim of continuing
your comm line.
Wrath is effective but used in moderation and only in moments of
urgency.
L. RON HUBBARD Founder LRH:e~.cden Copyright (c) 1968 by L. Ron
Hubbard ALL RIGHTS RESERVED
488
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1968
Remimeo
CANCELLATION OF FAIR GAME
The practice of declaring people FAIR GAME will cease. FAIR GAME may
not appear on any Ethics Order. It causes bad public relations.
This P/L does not cancel any policy on the treatment or handling of an
SP.
L RON HUBBARD Founder
LRH:ei.cden Copyright (c) 1968 by I,. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 NOVEMBER 1968
Remimeo
CANCELLATION OF DISCONNECTION
Since we can now handle all types of cases disconnection as a
condition is cancelled.
L RON HUBBARD Founder
LRH:rw.cden Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
489
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 DECEMBER 1968 Issue III
Remimeo (Reissued from Flag Order No. 1667, same date and title)
SECURITY DIV I
If any person in the AO, SO or in any Org is found to be insecure, any
infiltration occurs, anything stolen, such as, materials, money or
documents, the local MAA, 3rd Mate and Supercargo (if any) (in an Org, EO,
HCO Area Sec and HCO Exec Sec), plus the MAA, 3rd Mate, Supercargo and CS-1
on the Flag Ship are promptly comm-eyed inevitably.
Div I is responsible for Security in Orgs - this doesn't relieve
Legal, Tech or Qual in securing their materials, but Div I can, should, and
MUST come down hard in hitting anyone for insecurity.
These are invariable rules.
L. RON HUBBARD Founder
LRH: sdp.rw.cden Copyright(~) 1968 by L. Ron Hubbard ALL RIGHTS
RESERVED
490
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JANUARY 1969 Issue II
Remimeo
UNUSUAL FAVOURS
The Condition for an Executive or Staff member who is using his
position in the Org to give unusual favours to the detriment of Org
solvency is TREASON.
Using one's position to order Class VIIIs to C/S or audit personal
friends, giving away Org services to non paying pcs, obtaining free
auditing for friends, letting students procure their pcs off Org lines,
giving out or permitting use of Org materials or property, all just to be a
"good fellow" and to the detriment of the Org all come under this policy.
An Org was once used by a small clique to "get the latest
information". They let the poor staff go broke. This was Joburg in the
early 60's.
Recently the Case Supervision of Class VIIIs was extended in many
places to students' free pcs, students coauditing and even Franchise pcs.
This was accompanied by plunging graphs.
This comes under the heading of selling out the Org just to be a good
fellow.
It costs an Org money to furnish service.
When an Org starts giving away its highest services, it then does not
have the time or personnel to really give paying students and pcs top grade
service. And it goes broke.
This policy also includes standing about and doing nothing when
somebody is flagrantly violating it.
This policy specifically and only covers giving away or permitting the
use of Org services to the detriment of Org value and income while on post
as an executive or staff member.
It also applies retro-actively, i.e. using one's Org connections to
obtain special service or material favours for field or friends after
departure from Org staff.
L. RON HUBBARD Founder
LRH:bw.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
491
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1969
Remimeo Issued as an FO
ETHICS PROTECTION CONDITIONS, BLUE STAR, GREEN STAR, GOLD STAR
(Modifies, clarifies any earlier FO on Ethics Protection)
BLUE STAR
A Class II Auditor who has his Staff Status II may assign his or her
own ethics conditions when requested to do so.
He or she may be given Ethics Hearings or removed from post pending an
ordered Comm Ev for crimes or high crimes.
GREEN STAR
Scientologists who are CLASS IV Auditors or above and who have
graduated from an Org Exec Course may NOT be assigned arbitrary Ethics
Conditions but may be required by seniors to assign themselves a Condition.
There is no penalty if they do not.
Such may not be given a Court of Ethics.
They may be Comm Eved for HIGH CRIMES only as per earlier Pol Ltrs.
These include failure to take Responsibility and failure to act with
initiative in circumstances which, not handled, bring damage to others or
serious overwork.
Such a person duly appointed to a post or duty who then, by absence
from it, neglect of it or failure to show initiative on it, brings about a
decline of the post and damage to it or areas around it or HIGH CRIMES may
be Comm Eved, but must be Comm Eved in order to remove him or her from the
post.
Such a person is called a GREEN STAR.
A CLASS VIII Auditor who has completed the Org Exec Course has all the
above Ethics Protection and also may not have any Comm Ev finalised on him
until the Comm Ev held and all evidence is forwarded to the Sea Org for
Review on his request.
He is called a GOLD STAR.
CERTS AND AWARDS
May issue an appropriate cert for the above awards when attested to by
an HCO Area Sec in any org.
NOTE
None of these Ethics protections are valid and none can be claimed
unless actually applied for and awarded by Blue, Green and Gold Star
certificates. These can be awarded in any official org and can be applied
for also by mail.
The certificate must be explicit and quote the actual lines of this
Pol Ltr.
LRH:sdp.ei.cden L. RON HUBBARD
Copyright(~) 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
492
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 APRIL 1969
Remimeo ECs E/Os
ORG REDUCTION OR ERADICATION
It is an act of Treason to reduce, combine or close an org.
We in Scientology are the only ones who have ever been able to reduce
or close an org. The enemy has never in actual fact done so.
There are several ways an org can be collapsed or closed. While these
get a lesser condition they are important. Amongst these are:
1. Leave the EC unfilled as posts.
2. Assign it or its EC or principals an unreal and vicious condition.
3. Combine the Day org with its foundation.
4. Deny it the right to promote.
5. Involve it in insolvency such as running up huge debts.
6. Use policy to stop.
7. Inhibit initiative.
8. Reward downstate and punish upstate.
9. Give Scientology and Dianetics a hard sell and then let tech go out
and fail to deliver so that the org gets attacked.
10. Pretend that "we don't entirely agree with Hubbard" at which, by
actual test, the public leaves it alone in droves.
11. Extend heavy credit and leave cash paying pcs to struggle to get
service in a tech div overloaded with freeloaders.
12. Change prices on the public.
13. Fail to give service in general.
14. Use the org just to get materials and WW service for use by a
small clique.
15. Let somebody hang around who is trying to get the staff to engage
in some other "remunerative" action.
16. Fall for the line that it should be run as a business on business
methods instead of Scientology policy.
17. Violate the tech - admin ratio.
18. Use ethics suppressively.
19. Use hard ethics on the public.
493
20. Accept false reports on the org or its staff members from the
public and act against the org before a thorough investigation is done.
21. Permit wide and general 2D activities by the higher principals of
the org.
22. Accept the insane for processing in the org without institutional
facilities.
23. Fail to run a precisely scheduled, instructor on time, standard
curriculum academy or college.
24. Fail to clean up staff cases and keep them cleaned up.
25. Fail to get the staff trained by regular and enforcedly attended
programmes.
26. Fail to eject hecklers and enturbulative persons from the PE
Course.
27. Let town auditors haunt the org to get its pcs.
28. Fail to act as a helpful, responsible public body regardless of
attacks, press entheta or field 3rd partying.
29. Call Dianetics, Scientology something else "more acceptable".
Before assigning treason, or any low condition, for gross offenses of
this nature a thorough investigation should be undertaken and a Comm Ev
held which obtains evidence beyond any reasonable doubt. One never assigns
such conditions without Comm Ev and never assigns them over a long line. It
takes personal representation from a higher body and great care should be
taken (see How to Find a 3rd Party Pol Ltr 15 March 1969) in locating any
3rd party not to then shoot the only leader there who was trying to
straighten it up.
Of these offenses, simply ordering an org closed or to combine Day and
Foundation or to drop its status lower are directly treasonable acts as a
little work and better planning and attention to policy and service has
always been able to lift up stats.
We are the only ones who can actually close or reduce orgs as proven
in 19 years of constant battle even with large governments at the behest of
older criminal practices. We alone have ordered orgs closed. And even when
it occurred they tended to survive or revive.
Thus we must also take heavy care that our own executives do not do it
in any shape or guise as it betrays the whole planet.
L. RON HUBBARD Founder
LRH: cp.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
494
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 APRIL 1969 Issue V
Remimeo Ethics Hats Review Hats
DUMBNESS
The standard way to locate dumbness is to look for a stop, or a flap.
The first thing to do is unstop the stop or settle the flap.
There are gradients of stops and of flaps. They stem from the guy who
was not quite with it and somehow got others caught up in his confusion,
unnoticed by them or others.
The way to find this person is to find by observation or questioning,
what are the data being operated on by whoever is doing the stopping or the
flapping.
You then ask him who he got the data from, or who was it that raised
the question in the first place.
He may have difficulty in recalling it - he went into agreement with
it without inspecting it - but if you persist he will tell you. Follow it
down to the person who can't tell you where it all came from, and there's
your source of dumbness.
Do it enough times and you'll come up with the same name or names.
There's the org's Dev-T artist!
You could handle it by finding the guy's confusions, misunderstoods,
misduplications, identifications, etc., using Standard Tech. At his own
expense
Ken Urquhart CS-7 for L. RON HUBBARD Founder
LRH:KU:ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
495
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 APRIL 1969
Remimeo
DEATH WISH
Old Schopenhauer the German philosopher used to talk about a condition
or state of mind known as the "Death Wish".
We have noted this in Dianetic days as Succumb Postulates.
Anyone who doesn't wear his hat in a group and doesn't do his job is
obviously dramatizing a death wish for the group.
What would you think of a bus driver who with 32 passengers under his
care, drove with his feet up, hands off the wheel and not watching the
road. It is obvious that he would be dramatizing a Death Wish for the
group.
Where a person in a group, whether a government, a society or an org,
does not make any intelligent effort to wear his hat he threatens his own
and the group's survival to greater or lesser degree.
We could figure out and correct all this by auditing but that is not
the point. The point is that a person has his nerve pretending to be a part
of a group, accepting a post and then running a Death Wish by not doing his
job.
Such a person is covertly murdering his fellows.
Only this phenomenon prevents a group from becoming a true group.
L. RON HUBBARD Founder
LRH:ldm.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
496
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 NOVEMBER 1969
Remimeo
FORMER STAFF MEMBERS
Any former staff member who has not completed the contract he or she
signed when coming on staff, is to repay the Org in full for any services
taken free, or at reduced rates, before being allowed to have any further
services at any Scientology Organization.
This applies to former staff members of the Sea Org, St Hill Orgs and
the Churches of Scientology.
In all cases where a contract is broken an Ethics Order is to be
written and distributed to Ethics WW, all St Hills, all AOs and all Orgs.
The Master at Arms or Ethics Officer will keep a folder of this type of
Ethics Order.
Under no circumstances whatever will any services be allowed for a
former staff member with an unpaid debt to a Scientology Organization. The
HCO Executive Secretary of the Organization at which a contract is broken
must ensure that an Ethics Order is written and distributed within 24 hours
of the contract breach. The Ethics Order is to include the amount of money
owed to the Org.
A further Ethics Order is written and distributed as above when the
debt is paid in full.
W/O Larry Krieger Mission Boom I/C for L. RON HUBBARD Founder
LRH:LK:nt.cden Copyright Q) 1969 by L. Ron Hubbard
ALL RIGHTS RESERVED
497
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1969
Remimeo
All Exec Hats
HCO Area Hat
I & R Hat ETHICS, THE DESIGN OF
It is very easy for a staff member and even an Ethics Officer to
completely misunderstand Ethics and its functions. In a society run by SPs
and controlled by incompetent police the citizen almost engramically
identifies any justice action or symbol with oppression.
Yet in the absence of true Ethics no one can live with others and
stats go down inevitably. So a justice function must exist to protect
producers and decent people.
To give you an example, when a little boy this life, the neighborhood
a block around and the road from home to school were unusable. A bully
about five years older than I named Leon Brown exerted a very bad influence
over other children. With extortion by violence and blackmail and with
corruption he made the area very dangerous. The road to school was blocked
by the 5 O'Connell kids, ranging from 7 to 15 who stopped and beat up any
smaller child. One couldn't go to school safely and was hounded by the
truant officer, a hulking brute complete with star, if one didn't go to
school.
When I was about six I got very tired of a bloody nose and spankings
because my clothes were torn and avidly learned "lumberjack fighting" a
crude form of judo from my grandfather.
With this "superior tech" under my belt I searched out and found alone
the youngest O'Connell kid, a year older than I, and pulverized him. Then I
found alone and took on the next in size and pulverized him. After that the
O'Connell kids, all 5, fled each time I showed up and the road to school
was open and I convoyed other little kids so it was safe.
Then one day I got up on a 9 foot high board fence and waited until
the 12 year old bully passed by and leaped off on him boots and all and
after the dust settled that neighborhood was safe for every kid in it.
So I learned about justice. Kids would come from blocks away to get
help in their neighborhood. Finally for a mile around it was a safe
environment for kids.
From this I learned two lessons:
1. Strength is nothing without skill and tech and reversely, without
skill and tech the strength of brutes is a matter of contempt.
2. Strength has two sides, one for good and one for evil. It is the
intention that makes the difference.
On further living I found that only those who sought only peace were
ever butchered. The thousands of years of Jewish passivity earned them
nothing but slaughter.
So things do not run right because one is holy or good. Things run
right because one makes them run right.
Justice is a necessary action to any successful society. Without it
the brute attacks the weak, the decent and the productive.
There are people who suppress. They are few. They often rise up to
being in charge and then all things decay. They are essentially
psychopathic personalities. Such want position in order to kill. Such as
Ghenghiz Khan, Hitler, psychiatrists, psychopathic criminals, want power
only to destroy. Covertly or overtly they pay only with death. They arrived
where they arrived, in charge of things, because nobody when they were on
their way up said "No". They are monuments to the cowards, the reasonable
people who didn't put period to them while they were still only small
bullies and still vulnerable.
Ethics has to get there before tech can occur. So when it doesn't
exist or goes out then tech doesn't occur and suppression sets in and death
follows.
49e
So if someone doesn't hold the line, all become victims of oppression.
TWO SECTIONS
The Ethics Section is in Department 3. This department is called
Inspection and Reports.
In small orgs there is only one person in that department.
Primarily his duties consist of Inspecting and Reporting to his
divisional head and the Executive Council.
That is the first section's function.
WHEN inspection reveals outness and reports (such as graphs or direct
info to the EC) do not result in correction THEN it is a matter for the
second section.
The second section of Department 3 is Ethics.
Now it is an Ethics matter. If correctly reported outnesses that
threaten the org are NOT corrected then one assumes that suppression
exists.
Because he has files of damage reports and chits and because he can
see and investigate, the Ethics Officer locates WHO is causing outnesses
and suppressing the org. By condition assignments, publication and Comm Evs
he gets in Ethics.
It occasionally happens that it is someone high up in the org. It
sometimes happens his seniors or the EC scold him for daring to report on
things or to them. Then he knows the suppression is high up and he is
delinquent in duty if he does not report it to the next highest org and if
no action there right on up to the Sea Org. Anyone removing him for daring
to report the factual results of his inspections can be severely handled by
upper organizations. The Ethics Officer can only be in trouble if he fails
to do his job and keep in Ethics.
Hitting people with conditions is such a small part of Ethics that it
is almost an abandonment of post. Letting people be hit with wrong
conditions is a Comm Ev offense.
Letting an SP collapse stats or an org is a shooting offense.
An Ethics Officer uses Ethics to protect Ethics upstate and keep the
stats up and to smoke out crimes that push people and stats down. It is a
simple function.
The basic duties of Dept 3 are what it says. Inspection and Reports.
These alone usually work. When they don't and stats fall or people fall off
the org board, one goes into Ethics actions.
You don't let incompetent and suppressive people on staff in the first
place and you crowd Ethics in on them if they're found to be there.
You DON'T confuse an executive's effort to get the stats up with
suppression.
The E/O is making the environment safe so that production can occur
and service can be given. He is making it unsafe for those who by neglect
or continual errors or suppression push stats down and get good staff
members to leave.
If none of this is well understood and yet someone is making it
impossible to work, find a 9 foot high board fence......
The E/O must know his Ethics policy. He must understand why he is
there.
And the rest of the people in the org should understand it too.
L. RON HUBBARD Founder
LRH:rs.ldm.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
499
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1969
Issue II
Remimeo
HCO ES Hat
HCO Hats
DirI&RHat
Ethics Hat THE ETHICS OFFICER,
HIS CHARACTER
If a staff has no confidence in their Ethics Officer, their morale is
difficult to sustain.
A staff member has his head down, doing his job. Suddenly he finds out
that nobody has mailed any letters or magazines for a month. This is a
shock, an ARC Break. He was doing his job, so he natters a bit and resolves
to keep his eye open after this. He may even do some investigation on his
own. In other words he's distracted from his post and duties. The
environment is not safe.
WHERE was the E/O? Who didn't notice there was nothing going out?
A few weeks later the staff member hears that the address plates are
full of duplicates, wrong addresses and half missing. This is a shock. It
means the magazine never reached anyone really despite all the work. The
staff member says to hell with it. There couldn't be an Ethics Officer
worth anything and the org must be full of SPs. So the staff member goes
out and has a cigarette and sneers.
So do I.
A safe environment is a productive environment. An unsafe environment
is an empty hall.
ETHICS FUNCTIONS
Now this would appear that the E/O runs the org. Or that he gets in
everyone's way. Or that he is a whip that forces people to work. Or any
other silly idea borrowed from a wog world where the police make things
about as safe as a snake pit full of assorted reptiles.
The TECH fact is the data we have about SPs. There are very few of
these in proportion to decent people. That one fact is something this
society's police don't know. According to extant social tech ALL people are
basically bad and are only made "good" through punishment. So everyone
everywhere has to be threatened. That's extant wog tech. It doesn't work.
The crime rate soars so obviously the know-how isn't to be found out
"there". People are all animals, "they" say and must be herded. Well that's
the "modern social scientist's" nutty idea. Society does not know that all
they'd have to do is round up their few SPs and they'd have no crime.
Instead whenever they arrest criminals they prove to these that society is
brutal and crime justified and just let them loose again. They don't
straighten SPs up because the "social scientist", the psychologist and
psychiatrist are at this writing at least mainly SPs themselves and haven't
any tech but the club.
So the E/O must understand at once that he is dealing with a new
highly precise tech. It is the tech of Ethics. A meter, a case folder, a
course study record, a knowledge of the HCOBs on SPs and case types and PTS
phenomena and you can identify an SP promptly. He makes things go wrong,
hurts people, oppresses. Around him all the right actions vanish and the
wrong actions appear.
Now because he or she can make others go PTS, then THEY make mistakes.
500
So you get a whole group making things go wrong.
The E/O, knowing his Ethics Tech, can sort out the group, find the
real SP, remove him or depower him and zingo the group will rebound and do
great.
If an E/O finds himself having to assign lots of conditions, finds as
he inspects the org that the HCO Pol Ltr on promotions of the org or the
old org rudiments list when checked against the org demonstrates too many
outnesses, he knows that he is dealing with one or more SPs in the org or
around its area.
Careful investigation by the E/O (and he has very exact procedures all
to be found in the OEC Ethics pack) discloses the source or sources of the
trouble. He verifies all against the person's stats, study and case record
and his meter and then he acts.
If he is right the org straightens right out. If the E/O is wrong in
his investigation and action things will get worse - i.e., stats will go
down. So he can do it all over again, exhume the body he incorrectly shot,
apologize and now find the real SP!
So Ethics has its own tech, very superior tech indeed.
Ethics could clean up a whole nation and make it boom, using its tech
correctly.
As Ethics is a powerful tech, an uninformed E/O who thinks he is a
sort of KGB - Local cop - FBI - Scotland Yard sure has missed the point.
They are (or are at this writing) total failures as witness the
condemnation of crime stats in their areas. They are simply oppressive
terror symbols. They take psychiatric advice and get psychiatric results.
The end product is mutiny and revolution by the population.
When you threaten the whole population you get riot and civil
commotion. When you have riot and civil commotion the police are
threatening (because of lack of Ethics tech) the whole population whereas
less than 10%, even as little as 1~, are bad hats.
SUPPRESSIVE REASONABLENESS
The greatest enemy of the E/O is the reasonable person. There are no
good reasons for any outness except
(a) Natural catastrophes (such as earthquakes, lightning, etc)
(b) Suppressive persons
(c) Persons who are PTS to suppressive persons.
When an exec starts to explain the "reasons" for low stats instead of
working to get high stats he is being reasonable.
When Joe Blow has just smashed his 5th typewriter and the Dissem Sec
starts to explain how he's just a good boy gone a bit ARC Breaky she is
being "reasonable". He's either an SP or he's PTS to someone.
The explanation is the answer to the E/O's WHO, not the Dissem Sec's
why.
The ECs of 3 orgs are at violent war with each other. Somebody
explains how reasonable this is. Their E/Os had better meet quietly and
find out WHO is an SP and WHO is PTS in that battle royal and ACT.
Reasonableness is suppressive since it lets oppression continue
without action being taken.
Suppressive reasonableness is a common trait. It comes from THE
INABILITY TO CONFRONT EVIL.
Evil takes a bit of confronting.
501
People who want desperately to "have no trouble" often won't confront
and handle trouble.
Murder is murder. It occurs. A murder is not a frightened wish it had
not occurred. It occurred. Somebody did it. There's the body.
Psychiatrists, for instance, have two major types in their ranks, both
psychopathic. One is a theetie weetie who thinks all criminals are poor
abused things and the other is himself a criminal psychopath who turns
criminals loose on the society just to get even with people for his own
fancied wrongs. Tracing several major crimes it can be found that the
violent criminal was in the hands of a psychiatrist earlier and told him
his intentions yet was let loose on society.
Such a criminal - a rapist, a murderer - can't be helped by
psychiatry. But that isn't the point. Decent people died and some died
horribly. That doesn't make a very safe environment does it?
It is true that we could straighten this criminal out if we could keep
him out of circulation for a while. It is true the criminal is in trouble,
BUT IT IS ALSO TRUE THAT HE COMMITS CRIMES.
So an E/O doesn't want somebody in circulation in a group or a society
who commits crimes.
The job of the E/O is to disconnect and de-power the criminal and so
protect the group.
The criminal, the SP (same thing) is TRYING TO GET EVEN WITH PEOPLE.
That's his common denominator. He does it by covert omissions or overt
violence. It all amounts to the same thing.
The E/O works for from 90% to 99% of the group, not for the 1~.
When the E/O has done his duty to the group he can then take up the
individual. I always handle things in that order:
1. Safeguard the group.
2. Rehab the individual.
You will have a mess if you only do one or the other or try to rehab
the individual criminal without safeguarding the group.
In actual practice you safeguard the group by removing or isolating
the individual. Then you see what can be done for the individual to rehab
him without endangering the group in any way.
An E/O can be used by an SP (with false reports or stupid orders) to
needle and hurt a group. The duty of the E/O is plain. Follow policy.
An E/O can be paralyzed when seniors will not let him do his job
either because they don't understand it or because they are suppressive.
The stats tell which one.
But the E/O has an action in this case.
I recall that the first two E/Os ever appointed, did their job, tried
to clean up the org where two criminals and a spy were in full bloom and
were clobbered by the OES (then Assoc Sec) and removed. The same executive
carried the org over Niagara Falls within a year. He was having homosexual
relations with the spy! The fault here was a lack of investigation or
investigatory skill and Ethics tech not yet developed fully. If these two
E/Os had found that they couldn't work and couldn't function despite
502
crashing org stats they should have located who was blocking any
action by simple investigation and they would have found the crime, and
with that in hand they could
have said, "See here "
E/O CONDUCT
An E/O should never discuss staff members who are merely under
investigation or act in a way to 3rd party people. An E/O gets the facts
and then acts.
An E/O should himself be an Ethics upstat. E/Os who aren't don't last
long.
An E/O should act like a shepherd not a wolf. When the facts are in
plain view he or she should act like a panther with one straight pounce.
An E/O who is an efficient E/O is very popular with a staff. If he or
she knows his business and carries it out effectively the E/O easily
becomes a local hero.
An E/O shouldn't permit a staff to be nagged, threatened or given
floods of conditions. When he sees these things occurring he knows it's
time to investigate for WHO has got people PTS and handle without other
orders.
An E/O's rehab actions should be limited to re-investigation on
request, correcting actions based on false reports and seeing that Qual
does any case handling that comes up.
When an E/O sees big efforts being spent on trying to get ex-wolves
back into the fold he investigates for the source of the effort and having
found it finds out WHO and WHY. One E/O never could get an org going but
sure worked to get ex-wolves painted white. One head of an org had a staff
in virtual mutiny but worked continuously to get reinstated to grace three
people who over the years had done nothing (on clear evidence) but shoot
upstate for outside pay - yet the E/O of that org didn't even try to find
out why the head of that org was so constantly PTS as to worry only about
rehabbing and reinstating SPs. And to this day (the situation is current)
the E/O of that org has sent no report or appeal to a higher org.
An E/O can get so irresponsible as to assign his whole function to
just Ethics conditions assignments. Never enforced, no sort out of staff
ever attempted, no real confront at all, just a weary round of conditions
and threats of conditions. Been removed of course. Lots of threats and
conditions mean only somebody is SP and a lot of others are PTS.
An E/O trying to handle a long org history of down stats and trouble
should look first only at those who have been in the org throughout the
trouble period. One or more will be SP or PTS but good.
An E/O who has had an area all calm but suddenly sees it roughed up
should look only at those who came into it since it went bad.
An E/O is only trying to make a safe environment in which staff
members can work happily and good service is being given to the public.
An E/O in the final analysis is answerable to me that all is well and
secure with his area.
L. RON HUBBARD Founder
LRH:rs.ei.cden Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
503
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 DECEMBER 1969 (REVISED 12 DEC 1969 THE ORIGINAL
BEING CANCELLED)
Remimeo
HOW TO PREVENT AN ETHICS OFFICER FROM DOING HIS JOB
The LRH Comm is Ethics Authority and should prevent Ethics Officers
from abusing their post. However, seniors to the Ethics Officer often make
it difficult unintentionally for the E/O to do his job. The following are
some of the ways it has been done.
In all of these 12 ways, it is assumed the E/O knows his hat and is
doing his job well. If this is not the case it is up to the LRH Comm to
advise him correctly, get him checked out on Ethics policy and failing this
to report him with all facts to the higher org.
Given a well trained Ethics Officer he can be prevented from
Inspecting, Reporting and Adminstering Ethics by one or more of the
following.
1. Overloading the Ethics Officer's lines with unnecessary orders to
do needless investigations. Such orders being labelled "URGENT" and
carrying a penalty for the Ethics Officer if not immediately complied with.
2. Allowing bypass orders to go directly to the Ethics Officer from
seniors, thus not only leaving him prone to overload but also putting him
in a position where he can be "chopped" by others for not complying with
every order immediately.
3. Not passing on or acting on the data contained in reports made by
the Ethics Officer, destroying or losing them.
4. Giving the Ethics Officer orders and then refusing to abide by
these yourself. E.g., "Every staff member who comes to work late in the
morning must be assigned non-existence." Roll up at 10 a.m. Yourself and
refuse the condition.
5. Ordering the Ethics Officer to assign someone a stated condition
and then adding that the Ethics Officer will be assigned that condition if
he doesn't make it stick.
6. Making the Ethics Officer wrong for cancelling a condition which
was unjust.
7. Violating Ethics Policies and telling the Ethics Officer that it
doesn't apply here. E.g., Senior violates justice policy in handling of an
individual then tells Ethics Officer not to worry as the policy doesn't
apply to Joe Smith who has a bad record anyway.
8. Using senior powers to lumber the Ethics Officer with conditions
and stiff ethics, leaving him with no one to appeal to or back him up in
his work.
9. Putting the Ethics Officer into lower condition for "not wearing
his hat" when he refused to comply with an illegal order.
10. Ordering the Ethics Officer to do an investigation, but telling
him what he must find and what conditions must be assigned to whom, before
the investigation has even started.
11. Refusing to accept an Ethics Officer's actual evidence on
misdemeanors, crimes or high crimes concerning a senior, but instead
reprimanding the Ethics Officer for attempting to "undermine a senior
executive".
12. Refusing to accept the Ethics Officer's findings, invalidating his
administration of justice and evaluating and invalidating his application
of Ethics actions in a matter where the Ethics Officer was applying
standard Ethics Tech and attempting to get him or actually ordering him to
lower or raise the conditions or change the findings which the Ethics
Officer knows to be true, just and correct.
This list was submitted by an Ex-E/O.
LRH:rs eg.rd L. RON HUBBARD
Copyright(~) 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
504
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1970
Remimeo A/G Hats Reg Hats RAP Hats Ethics Hats Tech Hats
MINORS - LEGAL ON, STUDENTS AND STAFF
1. A Minor (person under 21 years of age) must have a parent or legal
guardian signature on his or her contract.
2. A Minor must either live with a parent or have a legal guardian
appointed if parent is outside city. The legal guardian appointment must
include a statement of parent's permission for Minor's guardian to obtain
emergency medical care for Minor if needed.
3. In California, a Minor over 16 and under 18 who is not a high
school graduate, must attend an accredited school for a minimum of 3 hours
per day during the school year.
4. Minors must obey curfew laws. DTS to see that curfew regulations
are posted on student board and the age they apply to.
5. Staff Members who are Minors must comply with 1, 2 and 4 above.
They must also get a work permit from the local school. In California, with
public school permission, a Minor between the ages of 15 and 18 may work
full-time and attend the Continuation School for 4 hours per week on
Saturday.
6. A/Gs, Registrars, Tech Secs, Dirs of RAP and Ethics Officers are to
see that their organizations are in compliance with this policy as the law
requires in each of their areas.
Natalie Fisher Assistant Guardian ASHO Joel Kreiner D/Guardian Legal
US Bob Thomas D/Guardian US Leif Windle Policy Review Section WW Jane
Kember The Guardian WW for L. RON HUBBARD Founder
LRH:NF:ei.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
505
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 FEBRUARY 1970
Remimeo
All Orgs
AOs
SHs
E/O's Hat
T/Sec Hat
PES Hat
Dir Success Hat
ARC Br Reg Hat
PRO Hat
PRO Crse Checksheet ETHICS
QUALITY OF SERVICE
ARC Breaks bring about and restimulate a desire to get even.
An ARC broken person attacks.
Criminals, revolutionaries, great generals are simply dramatizing the
effects of an ARC Break of long duration.
Madmen seldom attack that which ARC broke them but choose wrong
targets.
Any and all attacks suffered by orgs are from ARC broken persons.
Even when such persons were really ARC broken with some other
activity, they instantaneously attack us.
Most ARC breaks are caused by by-passed charge. This charge is usually
the restimulation of some earlier ARC break not caused by us.
WITHHOLDS ARE ONE PRIMARY CAUSE OF BY-PASSED CHARGE.
When persons are poorly processed or poorly trained they can
restimulate a great deal of by-passed charge.
When persons are permitted to take higher grades without really
attaining lower grades, by-passed charge is inevitable; hence we see
refunds, attacks and upsets in orgs and the field.
The true cause of ARC Breaks of long duration which transfer to us is
when we permit technical goofs.
ETHICS exists primarily to see that people honestly make their grades
and are trained as they should be and that no-one is permitted to prevent
good auditing and good training or to enturbulate the org so that it cannot
occur and to make sure the org is there to give service in volume.
Ethics is not concerned with "acceptable social behaviour" only
insofar as it impedes the training or processing of others.
THEREFORE: Accepting for higher levels of processing persons who have
not made their lower levels shall be classified as a crime.
Processing persons at higher levels who have not made lower levels
shall be classified as a crime.
506
Training persons at higher levels who have not proven themselves as
competent Dianetic auditors shall be classified as a crime.
Admitting a famous person or notable writer to higher level processing
who has not fully attained lower level processing shall be classified as a
HIGH CRIME. This applies in particular to Power and Clearing Courses.
Administering Power to anyone who has not had Dianetic Triples,
Scientology Triples and adequate gains or who needs further auditing or
Review shall be deemed a crime.
Permitting an ARC broken person to leave an org unhandled shall be
deemed for the last auditor to audit him and for the PES and Director of
Success a crime.
Failure to strenuously act to clean up an "ARC broken field" shall be
deemed a high crime for the Executive Council.
ALL ETHICS OFFICERS are to regulate their conduct of duty so as to
safeguard good auditing and training in the organization and to create a
calm atmosphere where these can occur in volume.
This Policy Letter has first priority and claim on the duties and
attention of the Ethics Officer.
In interpreting the above in technical matters, the Ethics Officer
should consult the opinion of competent auditors not connected to any
charge in progress.
Nothing in this Policy Letter shall prevent Scientology Grades before
Dianetic Grades.
Nothing in this Policy Letter shall limit the amount of auditing that
a person car. be given at any one grade.
L. RON HUBBARD Founder
LRH:jz.ei.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
507
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 APRIL 1970
Remimeo To All Franchise Holders F/O WW F/O ASHO
ETHICS AND FRANCHISE
Strong Ethics actions by org E/Os and MAAs against Franchises and
Franchise holders are forbidden.
Franchise is a Public Divisions Function. Public Divisions run on
Public Relations tech and rules.
There are several technologies. Handling people with Dianetics and
Scientology tech, handling them with Ethics tech, handling them with PR
tech.
Franchises are essentially PR activities. When you use Ethics you mix
practices.
There is already a protective mechanism in Franchises. If they hold to
Dn and Scn and stay true to source they prosper. When they don't they go
broke as their PR value loses its Reality factor.
If something is seriously wrong in a Franchise area then Franchise
Officer WW should handle and, if he can't, request top level help. This is
not a field where org E/Os and MAAs function well as they have too little
data on remote offices or their problems.
Just once top level had to act in recent years when the SO name was
being abused.
It is not our policy to harshly handle Franchises.
Auditors are bound by the Auditor's Code.
Almost without exception Franchise holders are fine, willing people
and we trust them to do right.
L. RON HUBBARD Founder
LRH:nt.rd Copyright(~) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
508
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 APRIL 1970
Remimeo Pub Dive E/Os HCO
FIELD ETHICS
It has come to attention that at least one org was not prospering
because it was being suppressed by its own field.
One or more SPs operating in its neighbourhood were active in making
the Ethics Officer and the Execs wrong and enturbulating staff.
Whereas one should go lightly in handling a Franchise or group with
Ethics (these are PR areas not Ethics areas), there is an entirely
different sort of condition where an SP can be active in the neighbourhood
of an org and all but crash it.
Field influence on a large org is best handled by having a Public
Ethics Officer (Div 1 Dept 3) to whom the public can apply and to whom
Public Divisions can appeal or to whom Public Divisions can direct persons.
There have been many upsets of this kind over the years and they have
almost destroyed the org in each case.
Some examples follow:
1. A rich pc corrupted org Execs with large loans. The org
disintegrated.
2. Execs were persuaded to give personal outside service which knocked
out their integrity.
3. A staff was constantly worked on to work outside the org as they
weren't making enough money (and ignoring their jobs in the org they of
course didn't make enough money).
4. An SP hung about an org invalidating its Execs to staff until the
Execs caved in.
5. An SP who had been sacked corrupted other staff with 2D and kept
the org upset.
6. An SP hung about spreading false rumors which caved in Execs.
7. A fool, not necessarily an SP, handed out money in the field around
the org (not to staff members) and suddenly said the sums were "loans to
Scientologists" who "didn't repay them" and got the org involved in trying
to patch it all up.
8. An SP so worked over Ethics personnel they no longer did their job
and the org went into a decline.
Any way you look at it, when you ignore Ethics tech and fail to handle
an SP the org and its staff will eventually suffer.
The prime targets are the Execs of an org and its HCO personnel. When
these are made ineffective the rest of the staff catches it heavily.
Like it or not, staff needs to be protected from such capers.
Sweetness and light and reasonableness by HCO and Execs wind staff members
and the org up in a ball of trouble.
This is a loony-bin planet. If it weren't we wouldn't be working at
making it sane.
Protect the org! So the staff can do its job!
L. RON HUBBARD
LRH:kjm.cden Founder
Copyright(~) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
509
H.A.S.I. South Africa FOUNDING CHURCH POLICY LETTER OF 6 OCTOBER 1958
WHO CAN BE PROCESSED WHO CAN BE TRAINED
It has been board policy since the day the Founding Church was
established in Washington, D.C., that certain persons are ineligible for
processing.
According to the long standing policy of the Founding Church:
No person who is insane or who has an institutional background, nor
any person who is chronically ill may be accepted for processing by the
H.G.C.
There is no restriction on whom we can train. We can train anyone so
long as we do not teach academic subjects or issue academic degrees, by
Board Minutes of the 1 5th October 195 5.
We can train anyone in non-academic subjects.
However, we must not, even inadvertently, withhold a child from his
legal schooling by reason of religious counseling or for any other reason
without express permission from the authorities and we must not substitute
our ministerial training for academic schooling.
Even a student cannot be entered into H. G. C. processing if he in any
way violates our standards of eligibility for processing at the H.G.C.
The Registrar may not sign and neither the Director of Processing nor
an H.G.C. auditor may accept for processing any person who is insane or who
has an institutional background. The purpose of the Guidance Center is to
improve ability and intelligence and is not a psychiatric clinic and should
not act as one. This is without regard to law since there is no law on the
subject and we can legally give spiritual guidance to the insane by
District law. This regulation is our own law. We are not in the business of
psychotherapy. Further, we will not accept for processing the chronically
ill. Even though we may by law treat the ill by spiritual means it is still
policy that we send the chronically ill to medical care and confine
ourselves to increasing ability and intelligence.
In short:
1. WE MAY NOT AND MUST NOT ACCEPT PSYCHOTIC PERSONS FOR
PROCESSING by long standing policy, even if the person is a student.
2. WE MAY NOT AND MUST NOT ISSUE DEGREES OF AN ACADEMIC
NATURE.
3. WE MAY NOT WITHHOLD A PUPIL FROM SCHOOL FOR OUR TRAINING
OR PROCESSING WITHOUT A LETTER FROM THAT SCHOOL SO AUTHOR
IZING HIS ABSENCE AND STATING HE IS TO COME TO US, NOT AN
UN-NAMED AGENCY.
4. WE MAY NOT DISBAR A PERSON FROM TRAINING BUT WE MAY NOT
PROCESS IN THE H.G.C. ANY STUDENT WITH PSYCHOTIC OR INSTITU
TIONAL BACKGROUND.
510
You must understand that these stable data are not arrived at lightly.
There are many good reasons behind them.
It is not illegal to give spiritual guidance to the insane: it is
against our board policy. It is forbidden.
It is illegal to issue academic degrees.
It is probably illegal by reason of Supreme Court decisions (anti-
segregation) to bar people from training.
If we have trouble, remember:
We make our own trouble. Only we can make our own trouble.
The Registrar, the Director of Processing and any assigned staff
auditor are personally responsible to the board for any action taken which
contravenes board resolutions or the broader law of the land.
Definitions:
INSANE: Having been pronounced insane by a psychiatrist or being
incapable of any responsibility for social conduct.
INSTITUTIONALIZED: Having been committed to a public or private
institution for the insane.
ILL: Being medically diagnosed as suffering from a known, well defined
physical illness susceptible to medical care and relief.
For your information and guidance.
L. RON HUBBARD Chairman of the Board
Founding Church of Scientology of Washington, D.C.
LRH:rd Copyright (c) 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
511
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 AUGUST 1960
Fran Hldrs Ds of T Registrars Assn Secs HCO Secs
TRAINING RESTRICTIONS
For the first time in our history, I am placing restrictions on the
acceptance of students for training in Dianetics and Scientology.
It is important that these restrictions be placed in effect and kept
in effect.
We are becoming too successful to take stupid risks as an
organization.
Several recent instances in various parts of the world showed that we
were accepting security risks for training. In most cases our people stood
around all sweetness and light and wouldn't believe as usual but in these
cases they suddenly alerted to the fantastic liability of standing by a
security risk.
Therefore, no student may be accepted for training by the Director of
Training until he has been given a solid security check by the D of T
personally. If the student fails to pass the test he is to be sent to the
HGC for processing using the money deposited for training. When entirely
cleared he may then be accepted for training and only then. Thus he is not
refused training. But he may not be trained before he is cleared if he is a
security risk.
State of case shall be used for rejection only when it is such that he
or she is impossible to security check by reason of a stalled or wild
needle that will not register.
These three reasons only may be used for rejection in addition to the
above.
1. Has a criminal record;
2. Is studying Scientology to procure data or evidence for another
organization; and
3. Is a member of a subversive organization that might use Scientology
to overthrow a government by force.
See that we get careful about this now.
Validation seals may not be placed on existing certificates without
security checking for above.
L. RON HUBBARD
LRH:js.cden Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
512
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1964
Remimeo
Franchise
Sthil Students POLICIES ON PHYSICAL HEALING, INSANITY
AND "TROUBLESOME SOURCES"
It has been the long standing policy of Central Organizations to
handle physical illness and insanity in the following manner.
HEALING
Any process labelled "healing", old or new refers to healing by mental
and spiritual means and should therefore be looked upon as the relief of
difficulties arising from mental and spiritual causes.
The proper procedure in being requested to heal some complained of
physical disability is as follows:
1. Require a physical examination from whatever practitioners of the
physical healing arts may be competent and available;
2. Clearly establish that the disability does not stem from
immediately physical causes;
3. If the disability is pronounced to be curable within the skill of
the physical practitioner and is in actual fact a disease or illness which
surrenders to contemporary physical treatment, to require the person to be
so treated before Scientology processing may be undertaken;
4. If, however, the physical practitioner's recommendation includes
surgery or treatment of an unproven nature or the illness or disease cannot
be accurately diagnosed as a specific physical illness or disease with a
known cure, the person may be accepted for processing on the reasonable
assumption that no purely physical illness is proven to exist, and that it
is probably mental or spiritual in origin.
POLICIES REGARDING THE INSANE
With insane persons or persons with a proven record of insanity, do
the following:
1. Establish to the best of your ability within reasonable
administrative limits and known tests that any HGC pc accepted for
processing does not have a history of deserved institutionalization in an
insane asylum or similar place;
2. Process only those persons who have no such history;
3. Do not recommend any other treatment by practitioners in the field
of insanity where there exists any evidence that such practitioners injure,
disable or maltreat patients by violently reacting drugs, by painful
shocks, surgery or other barbaric and outdated means of "mental treatment";
4. If no recommendation is possible under (3) above, recommend only
rest and a change of environment, but not in a professional capacity.
THREATENING; SOURCES
Policies similar to those regarding physical illness and insanity
exist for types of persons who have caused us considerable trouble.
These persons can be grouped under "Threatening Sources". They
include:
(a) Persons intimately connected with persons (such as marital or
familial ties) of known antagonism to mental or spiritual treatment or
Scientology. In practice such persons, even when they approach Scientology
in a friendly fashion, have such pressure continually brought to bear upon
them by persons with undue influence over them that they make very poor
gains in processing and their interest is solely devoted to proving the
antagonistic element wrong.
They, by experience, produce a great deal of trouble in the long run
as their own condition does not improve adequately under such stresses to
effectively combat the antagonism. Their present time problem cannot be
reached as it is continuous, and so long as it remains so, they should not
be accepted for auditing by any organization or auditor.
513
(b) Criminals with proven criminal records often continue to commit so
many undetected harmful acts between sessions that they do not make
adequate case gains and therefore should not be accepted for processing by
organizations or auditors.
(c) Persons who have ever threatened to sue or embarrass or attack or
who have publicly attacked Scientology or been a party to an attack and all
their immediate families should never be accepted for processing by a
Central Organization or an auditor. They have a history of only serving
other ends than case gain and commonly again turn on the organization or
auditor. They have already barred themselves out by their own overts
against Scientology and are thereafter too difficult to help, since they
cannot openly accept help from those they have tried to injure.
(d) Responsible-for-condition cases have been traced back to other
causes for their condition too often to be acceptable. By Responsible-for-
condition cases is meant the person who insists a book or some auditor is
"wholly responsible for the terrible condition I am in". Such cases demand
unusual favours, free auditing, tremendous effort on the part of auditors.
Review of these cases shows that they were in the same or worse condition
long before auditing, that they are using a planned campaign to obtain
auditing for nothing, that they are not as bad off as they claim, and that
their antagonism extends to anyone who seeks to help them, even their own
families. Establish the rights of the matter and decide accordingly.
(e) Persons who are not being audited on their own determinism are a
liability as they are forced into being processed by some other person and
have no personal desire to become better. Quite on the contrary they
usually want only to prove the person who wants them audited wrong and so
do not get better. Until a personally determined goal to be processed
occurs, the person will not benefit.
(f) Persons who "want to be processed to see if Scientology works" as
their only reason for being audited have never been known to make gains as
they do not participate. News reporters fall into this category. They
should not be audited.
(g) Persons who claim that "if you help such and such a case" (at
great and your expense) because somebody is rich or influential or the
neighbours would be electrified should be ignored. Processing is designed
for bettering individuals, not progressing by stunts or giving cases undue
importance. Process only at convenience and usual arrangements. Make no
extraordinary effort at the expense of other persons who do want processing
for normal reasons. Not one of these arrangements has ever come off
successfully as it has the unworthy goal of notoriety, not betterment.
(h) Persons who "have an open mind" but no personal hopes or - desires
for auditing or knowingness should be ignored, as they really don't have an
open mind at all, but a lack of ability to decide about things and are
seldom found to be very responsible and waste anyone's efforts "to convince
them".
(i) Persons who do not believe anything or anyone can get better. They
have a purpose for being audited entirely contrary to the auditor's and so
in this conflict, do not benefit. When such persons are trained they use
their training to degrade others. Thus they should not be accepted for
training or auditing.
(1) Persons attempting to sit in judgement on Scientology in hearings
or attempting to investigate Scientology should be given no undue
importance. One should not seek to instruct or assist them in any way. This
includes judges, boards, newspaper reporters, magazine writers, etc. All
efforts to be helpful or instructive have done nothing beneficial as their
first idea is a firm "I don't know" and this usually ends with an equally
firm "I don't know". If a person can't see for himself or judge from the
obvious, then he does not have sufficient powers of observation even to
sort out actual evidence. In legal matters, only take the obvious effective
steps - carry on no crusades in court. In the matter of reporters, etc. it
is not worth while to give them any time contrary to popular belief. They
are given their story before they leave their editorial rooms and you only
strengthen what they have to say by saying anything. They are no public
communication line that sways much. Policy is very definite. Ignore.
To summarize troublesome persons, the policy in general is to cut
communication as the longer it is extended the more trouble they are. I
know of no case where the types of persons listed above were handled by
auditing or instruction. I know of many cases where they were handled by
firm legal stands, by ignoring them until they changed their minds, or just
turning one's back.
In applying such a policy of cut-communication one must also use
judgement as there are exceptions in all things and to fail to handle a
person's momentary upset in
514
life or with us can be quite fatal. So these policies refer to non-
Scientology persons in the main or persons who appear on the outer fringes
and push toward us. When such a person bears any of the above designations
we and the many are better off to ignore them.
Scientology works. You don't have to prove it to everyone. People
don't deserve to have Scientology as a divine right, you know. They have to
earn it. This has been true in every philosophy that sought to better man.
THE STRESS OF POLICY
All the above "Troublesome Sources" are also forbidden training and
when a person being trained or audited is detected to belong under the
above headings (a) to (j) he or she should be advised to terminate and
accept refund which must be paid at once and the full explanation should be
given them at that time. Thus the few may not, in their own turmoil, impede
service to and the advance of the many. And the less enturbulence you put
on your lines, the better, and the more people you will eventually help.
Scientology is an applied philosophy designed and developed to make
the able more able. In this sphere it is tremendously successful.
Efforts to involve philosophy with medical imperialism, psychiatric
sadism, the bigoted churchman, bring about a slowing of our progress.
These people are sick spiritually because of their own continuous
harmful actions against patients and the society and are beyond our normal
means to help.
These policies will continue in existence until such time as those
interested care to invest the time and treasure necessary to build the
institutions and re-eaucate the professions which now practice medical and
physical mental healing, and this is definitely not within our time, but
would belong to some remote future when more men are sane.
However, such a programme would depend upon the continued existence of
the medical imperialist and the psychiatrist and as their more
reprehensible activities are rather new and very radical they may be
abandoned by public and government long before Scientology could help them.
This is probably the more likely occurrence as even in Russia, the
Communist has now foresworn all violent treatments of the insane according
to their delegates to the London Medical Conference of this year, and
Russian practitioners look with contempt and scorn upon the Western
psychiatrist. The medical doctor of England, taken over by Socialism, has
lost his ambition for medical imperialism and has no contest with
Scientology. In the United States the American Medical Association has
become locked in mortal combat with the government and probably will be
socialized entirely in a few years due to fee abuses and lack of gains. The
medical doctor remains strong only in more backward small nations such as
Australia where world trends are late in arriving.
Even the Church in Rome is considering a surrender of principles and
amalgamation with other faiths in an effort to save a dwindling religious
membership.
Thus there may be no medical practitioner as we know him left in a few
decades. Membership in the psychiatric profession is declining.
In the place of these institutions, if we ever get around to them, we
may find ourselves dealing with completely different practices in the
fields of physical healing and the treatment of the insane. All we ask of
them is that they are competent in their treatments and less greedy for
monopoly than their predecessors. And if this is so, then our policies will
then remain fully in force, but in a spirit of co-operation, not with the
desire to protect ourselves and the public from them and the products of
their
bungling.
LRH:jw.cden
Copyright (c) 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO P/Ls 5 November 1964, Corrections to HCO Policy Letters,
next page, 27 October 1964 (reissued 23 June 1967), Policies on Physical
Healing, Insanity and Potential Trouble Sources, page 517; 7 April 1965,
Issue 11, Healing Policy in Field, page 521, 21 February 1969, Cancellation
of "Corrections to HCO Policy Letters"-Pol Ltr of November 5, 1964, page
523; 13 March 1969 Addition to HCO Pol Ltr of 23 June 1967 "Policies on
Physical Healing, Insanity and Potential Trouble Sources"-Potential Trouble
Sources {b), page 523, and 7 May 1969, Policies on "Sources of Trouble'
page 525.]
515
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 NOVEMBER 1964
Remimeo
Franchise
Sthil Students
Sthil Staff CORRECTIONS TO HCO POLICY LETTERS
HCO POL LTR OCT 27 '64: Policies on Healing, Insanity, etc.
Throughout, change "Threatening Sources", "Troublesome Sources" and
"Troublesome Persons" to SOURCES OF TROUBLE, in title and in 3rd section.
Add to the end of the HCO Policy Letter - "Ours are the powerful
communication lines. They are powerful because they are theta lines.
Entheta (enturbulated theta) obtains all its apparent power by being
parasitic on theta lines. Only when you add the power of our lines to the
weakness of entheta lines can they then have strength.
"Example: It was the FCDC communication to its own field about that
government raid that (a) cost the most in cash and (b) did the most damage.
You can actually ignore an entheta line in almost all cases without the
faintest consequence. It only has power when we let it have power by
answering it."
HCO POL LTR OCT 31 '64: Issue II. Current Policies Orgs and Franchise.
Under Membership Sales, page one, add "and Central Orgs" to the first
sentence.
L. RON HUBBARD
LRH:jw.cden
Copyright Q) 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED [See footnote at the bottom of page 515.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 FEBRUARY AD14
Remimeo (Reissued on 23 June 1967)
Tech Sec's Hat
Qual Sec's Hat
D of T Hat
D of P Hat
Registrar Hat
Franchise
Field
BPI ENROLMENT ON SELF DETERMINISM
No applicant will be accepted at Saint Hill, or should be accepted by
any Organization for training or processing, who is not there on his or her
own self determinism, but who has been ordered to training or processing by
an Organization, or who has been compelled to undergo training or
processing by a manager, judge, relative or anyone other than the
applicant.
L. RON HUBBARD Founder
LRH:gljp.cden Copyright (c) 1964, 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
516
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1964
Remimeo (Re-issued on 23 June 1967)
Franchise (Replaces HCO Pol Ltr 5 Nov 1964)
All Students
All Staff
Registrars' Hats
Tech Hats
Qual Hats
HCO Hats
POLICIES ON PHYSICAL HEALING, INSANITY
AND POTENTIAL TROUBLE SOURCES
It has been the long standing policy of Central Organizations to
handle physical illness and insanity in the following manner.
HEALING
Any process labelled "healing", old or new refers to healing by mental
and spiritual means and should therefore be looked upon as the relief of
difficulties arising from mental and spiritual causes.
The proper procedure in being requested to heal some complained of
physical disability is as follows:
1. Require a physical examination from whatever practitioners of the
physical healing arts may be competent and available;
2. Clearly establish that the disability does not stem from
immediately physical causes;
3. If the disability is pronounced to be curable within the skill of
the physical practitioner and is in actual fact a disease or illness which
surrenders to contemporary physical treatment, to require the person to be
so treated before Scientology processing may be undertaken;
4. If, however, the physical practitioner's recommendation includes
surgery or treatment of an unproven nature or the illness or disease cannot
be accurately diagnosed as a specific physical illness or disease with a
known cure, the person may be accepted for processing on the reasonable
assumption that no purely physical illness is proven to exist, and that it
is probably mental or spiritual in origin.
POLICIES REGARDING THE INSANE
With insane persons or persons with a proven record of insanity, do
the following:
1. Establish to the best of your ability within reasonable
administrative limits and known tests that any HGC pc accepted for
processing does not have a history of deserved institutionalization in an
insane asylum or similar place;
2. Process only those persons who have no such history;
3. Do not recommend any other treatment by practitioners in the field
of insanity where there exists any evidence that such practitioners injure,
disable or maltreat patients by violently reacting drugs, by painful
shocks, surgery or other barbaric and outdated means of "mental treatment";
4. If no recommendation is possible under (3) above, recommend only
rest and a change of environment, but not in a professional capacity.
517
POTENTIAL TROUBLE SOURCES
Policies similar to those regarding physical illness and insanity
exist for types of persons who have caused us considerable trouble.
These persons can be grouped under "Potential Trouble Sources". They
include:
(a) Persons intimately connected with persons (such as marital or
familial ties) of known antagonism to mental or spiritual treatment or
Scientology. In practice such persons, even when they approach Scientology
in a friendly fashion, have such pressure continually brought to bear upon
them by persons with undue influence over them that they make very poor
gains in processing and their interest is solely devoted to proving the
antagonistic element wrong.
They, by experience, produce a great deal of trouble in the long run
as their own condition does not improve adequately under such stresses to
effectively combat the antagonism. Their present time problem cannot be
reached as it is continuous, and so long as it remains so, they should not
be accepted for auditing by any organization or auditor.
(b) Criminals with proven criminal records often continue to commit so
many undetected harmful acts between sessions that they do not make
adequate case gains and therefore should not be accepted for processing by
organizations or auditors.
(c) Persons who have ever threatened to sue or embarrass or attack or
who have publicly attacked Scientology or been a party to an attack and all
their immediate families should never be accepted for processing by a
Central Organization or an auditor. They have a history of only serving
other ends than case gain and commonly again turn on the organization or
auditor. They have already barred themselves out by their own overts
against Scientology and are thereafter too difficult to help, since they
cannot openly accept help from those they have tried to injure.
(d) Responsible-for-condition cases have been traced back to other
causes for their condition too often to be acceptable. By Responsible-for-
condition cases is meant the person who insists a book or some auditor is
"wholly responsible for the terrible condition I am in". Such cases demand
unusual favours, free auditing, tremendous effort on the part of auditors.
Review of these cases shows that they were in the same or worse condition
long before auditing, that they are using a planned campaign to obtain
auditing for nothing, that they are not as bad off as they claim, and that
their antagonism extends to anyone who seeks to help them, even their own
families. Establish the rights of the matter and decide accordingly.
(e) Persons who are not being audited on their own determinism are a
liability as they are forced into being processed by some other person and
have no personal desire to become better. Quite on the contrary they
usually want only to prove the person who wants them audited wrong and so
do not get better. Until a personally determined goal to be processed
occurs, the person will not benefit.
(I) Persons who "want to be processed to see if Scientology works" as
their only reason for being audited have never been known to make gains as
they do not participate. News reporters fall into this category. They
should not be audited.
(g) Persons who claim that "if you help such and such a case" (at
great and your expense) because somebody is rich or influential or the
neighbours would be electrified should be ignored. Processing is designed
for bettering individuals, not progressing by stunts or giving cases undue
importance. Process only at convenience and usual arrangements. Make no
extraordinary effort at the expense of other persons who do want processing
for normal reasons. Not one of these arrangements has ever come off
successfully as it has the unworthy goal of notoriety, not betterment.
(h) Persons who "have an open mind" but no personal hopes or desires
for
518
auditing or knowingness should be ignored, as they really don't have
an open mind at all, but a lack of ability to decide about things and are
seldom found to be very responsible and waste anyone's efforts "to convince
them".
(i) Persons who do not believe anything or anyone can get better. They
have a purpose for being audited entirely contrary to the auditor's and so
in this conflict, do not benefit. When such persons are trained they use
their training to degrade others. Thus they should not be accepted for
training or auditing.
(j) Persons attempting to sit in judgement on Scientology in hearings
or attempting to investigate Scientology should be given no undue
importance. One should not seek to instruct or assist them in any way. This
includes judges, boards, newspaper reporters, magazine writers, etc. All
efforts to be helpful or instructive have done nothing beneficial as their
first idea is a firm "I don't know" and this usually ends with an equally
firm "I don't know". If a person can't see for himself or judge from the
obvious, then he does not have sufficient powers of observation even to
sort out actual evidence. In legal matters, only take the obvious effective
steps - carry on no crusades in court. In the matter of reporters, etc., it
is not worthwhile to give them any time contrary to popular belief. They
are given their story before they leave their editorial rooms and you only
strengthen what they have to say by saying anything. They are no public
communication line that sways much. Policy is very definite. Ignore.
To summarize potential trouble sources, the policy in general is to
cut communication as the longer it is extended the more trouble they are. I
know of no case where the types of persons listed above were handled by
auditing or instruction. I know of many cases where they were handled by
firm legal stands, by ignoring them until they changed their minds, or just
turning one's back.
In applying such a policy of cut-communication one must also use
judgement as there are exceptions in all things and to fail to handle a
person's momentary upset in life or with us can be quite fatal. So these
policies refer to nonScientology persons in the main or persons who appear
on the outer fringes and push toward us. When such a person bears any of
the above designations we and the many are better off to ignore them.
Scientology works. You don't have to prove it to everyone. People
don't deserve to have Scientology as a divine right, you know. They have to
earn it. This has been true in every philosophy that sought to better man.
THE STRESS OF POLICY
All the above "Potential Trouble Sources" are also forbidden training
and when a person being trained or audited is detected to belong under the
above headings (a) to (j) he or she should be advised to terminate and
accept refund which must be paid at once and the full explanation should be
given them at that time. Thus the few may not, in their own turmoil, impede
service to and the advance of the many. And the less enturbulence you put
on your lines, the better, and the more people you will eventually help.
Scientology is an applied philosophy designed and developed to make
the able more able. In this sphere it is tremendously successful.
Efforts to involve philosophy with other practices bring about a
slowing of our progress.
These people are sick spiritually because of their own continuous
harmful actions against patients and the society and are beyond our normal
means to help.
These policies will continue in existence until such time as those
interested care to invest the time and treasure necessary to build the
institutions and re-educate the professions which now practice medical and
physical mental healing, and this is
519
definitely not within our time, but would belong to some remote future
when more men are sane.
However, such a programme would depend upon the continued existence of
the medical practitioner and the psychiatrist and as their more
reprehensible activities are rather new and very radical they may be
abandoned by public and government long before Scientology could help them.
This is probably the more likely occurrence as even in Russia, the
Communist has now foresworn all violent treatments of the insane according
to their delegates to the London Medical Conference of this year, and
Russian practitioners look with contempt and scorn upon the Western
psychiatrist. The medical doctor of England, taken over by Socialism, has
lost his ambition for medical imperialism and has no contest with
Scientology. In the United States the American Medical Association has
become locked in mortal combat with the government and probably will be
socialized entirely in a few years due to fee abuses and lack of gains. The
medical doctor remains strong only in more backward small nations such as
Australia where world trends are late in arriving.
Even the Church in Rome is considering a surrender of principles and
amalgamation with other faiths in an effort to save a dwindling religious
membership.
Thus there may be no medical practitioner as we know him left in a few
decades. Membership in the psychiatric profession is declining.
In the place of these institutions, if we ever get around to them, we
may find ourselves dealing with completely different practices in the
fields of physical healing and the treatment of the insane. All we ask of
them is that they are competent in their treatments and less greedy for
monopoly than their predecessors. And if this is so, then our policies will
then remain fully in force, but in a spirit of co-operation, not with the
desire to protect ourselves and the public from them and the products of
their bungling.
Ours are the powerful communication lines. They are powerful because
they are theta lines. Entheta (enturbulated theta) obtains all its apparent
power by being parasitic on theta lines. Only when you add the power of our
lines to the weakness of entheta lines can they then have strength.
Example: It was the FCDC communication to its own field about that
government raid that (a) cost the most in cash and (b) did the most damage.
You can actually ignore an entheta line in almost all cases without the
faintest consequence. It only has power when we let it have power by
answering it.
L. RON HUBBARD Founder
LRH:jw.jp.cden Copyright (c) 1964, 1967 by L. Ron Hubbard ALL RIGHTS
RESERVED
[See also HCO P/Ls 7 April 1965, Issue II, Healing Policy in Field,
page 521; 21 February 1969, Cancellation of "Corrections to HCO Policy
LetteN"-Pol Ltr of November 5, 1964, page 523; 13 March 1969, Addition to
HCO Pol Ltr of 23 June 1967 "Policies on Physical Healing, Insanity and
Potential Trouble Sources"-Potential Trouble Sources (b), page 523; and 7
May 1969, Policies on "Sources of Trouble', page 525.]
520
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 APRIL 1965 Issue II
Gen Non-Remimeo A future Issue of The Auditor
HEALING POLICY IN FIELD
The HCO Policy Letter of October 27, 1964 is now binding on all field
auditors and field staff members.
Many field auditors do not realize that they damage their own
dissemination and usefulness by becoming involved with the very ill and the
insane.
The only thing a field auditor can do, really, without going down, is
to promote, run meetings and do short assists as field staff members of
their nearest org. But whether they are or not, all Field Auditors
including HBA, HAS and HQS must abide carefully by this policy and inform
those persons who seek to persuade them to help the insane or very ill that
"it is a Committee of Evidence offense to break HCO policy" and thus get
themselves free. I have seen too many field auditors fail by their becoming
entangled with psychos and chronically sick cases to fail to protect them
from such a mistake.
Excerpt from HCO Pol Ltr Oct 27 '64:
"HEALING
"Any process labelled 'healing', old or new refers to healing by
mental and spiritual means and should therefore be looked upon as the
relief of difficulties arising from mental and spiritual causes.
"The proper procedure in being requested to heal some complained of
physical disability is as follows:
1. Require a physical examination from whatever practitioners of the
physical healing arts may be competent and available;
2. Clearly establish that the disability does not stem from
immediately physical causes;
3. If the disability is pronounced to be curable within the skill of
the physical practitioner and is in actual fact a disease or illness which
surrenders to contemporary physical treatment, to require the person to be
so treated before Scientology processing may be undertaken;
4. If, however, the physical practitioner's recommendation includes
surgery or treatment of an unproven nature or the illness or disease cannot
be accurately diagnosed as a specific physical illness or disease with a
known cure, the person may be accepted for processing on the reasonable
assumption that no purely physical illness is proven to exist, and that it
is probably mental or spiritual in origin."
LRH:jw.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO P/Ls 21 February 1969, Cancellation of "Corrections to
HCO Policy Letters"-Pol Ltr of November 5, 1964, page 523; 13 March 1969,
Addition to HCO Pol Ltr of 23 June 1967 "Policies on Physical Healing,
Insanity and Potential Trouble Sources"-Potential Trouble Sources (b), page
523; and 7 May 1969, Policies on "Sources of Trouble", page 525.]
521
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JULY 1965
Remimeo Tech Hats Qual Hats
Tech Div Qual Div RELEASE DECLARATION RESTRICTIONS HEALING AMENDMENTS
The following three policies emerged from a Comm Ev conducted at Saint
Hill 23 July 1965.
RELEASE RESTRICTED
No person who is dependent for his or her livelihood upon a
Suppressive Person or Group, may be awarded any Release award declaration
or pin as such a person is not released in his environment.
No person who is dependent for his or her livelihood upon compensation
being paid for physical or mental disability, may be awarded any Release
award declaration or pin as there is too much vested interest in remaining
disabled.
HEALING AMENDED
All students of any course are debarred from visiting any medical or
healing practitioner unless they are given an Ethics clearance first and
all possibility of "roller-coaster" (sudden case decline) has been looked
into and any suppressives or bad auditing precisely isolated. The exception
is an emergency involving severe injury or infectious disease, but in this
case the student must be cleared by Ethics to be permitted back on course
or even in the org. This includes all accidents.
Course Supervisors are subject to Comm Ev in not so routing students
requesting to see a doctor.
All students must have permission to see a medical doctor except in
cases of severe emergency.
L. RON HUBBARD
LRH:ml.bp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
522
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 FEBRUARY 1969
Remimeo
CANCELLATION OF "CORRECTIONS TO HCO POLICY LETTERS" POL LTR OF
NOVEMBER 5, 1964
The Policy Letter of November 5, 1964 "Corrections to HCO Policy
Letters" is
cancelled.
HCO POL LTR OCT 27 '64 "Policies on Healing, Insanity, etc." remains
as
re-issued on 23rd June 196 7, "POLICIES ON PHYSICAL HEALING, INSANITY
AND
POTENTIAL TROUBLE SOURCES", as approved by The Founder.
Written by
Donat B. Perbohner
Director Policy Safeguard CIC WW
for
Kevin Kember
Policy Safeguard Chief WW
for
Jane Kember
The Guardian WW
LRH:MSH:dbp.ei.cden As directed by
Copyright (c) 1969 Mary Sue Hubbard
by L. Ron Hubbard Controller
ALL RIGHTS RESERVED for
[See also HCO P/L 7 May 1969, Policies on L. RON HUBBARD
"Sources of Trouble", page 525.] Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1969
Remimeo
ADDITION TO HCO POL LTR OF 23 JUNE 1967 "POLICIES ON PHYSICAL HEALING,
INSANITY AND POTENTIAL TROUBLE SOURCES" POTENTIAL TROUBLE SOURCES (b)
A criminal record means one with the police for the commission of and
imprisonment for felony. The fact of a crime is irrelevant if not seen as a
crime by law.
L. RON HUBBARD Founder
LRH:jk.ei.cden Copyright (I) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
523
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 APRIL 1969 Remimeo
DIANETICS
The policy on Dianetics is that it was and is intended to make a
happy, well human being and that it can now be used in conjunction with
purely medical (not political psychiatric) treatment.
Any person not recovering his health and sense of well being by use of
Dianetic auditing should be given by competent medical and clinical doctors
or technicians a thorough physical examination to locate the illness,
structural or pathological (disease), which is troubling him and
introverting him.
Scientology healing and mental treatment policies apply to
Scientology.
Dianetics is fully excepted from these policies.
This is in view of the strong and increasing interest and co-operation
of individual medical doctors over the world which should be continued and
promoted.
This policy does NOT include turning any person over to institutions
or practitioners engaged in political treatment and expressly does not
allow the use of such political treatment as electric shock, lobotomies,
brain "operation" or drugs producing convulsions.
This policy does permit surgical and structural operations including
the alleviation of concussion or skull fractures or the removal of brain
tumors but only after they are proven to exist beyond any doubt by
competent clinical examination. It does not include exploratory operation.
The severance of nerves to "end psychosis" is expressly condemned and
the use of produced convulsion by any means to "alleviate psychosis" and
the practice of euthanasia (mercy killing) or any barbaric torturous or
murderous or terrifying treatment or approach are not only not condoned but
should be actively fought due to the non-therapeutic results, the immediate
or early demise of the "patient" and to the efforts to use these
"treatments" to effect political ends. The persons using these means
actively financed and fought Dianetics and Scientology over the world and
were the sole source of repression of a valuable sincere and vital
breakthrough in the field of healing as consistently demonstrated.
This HCO Pol Ltr amplifies as policy HCOB 6 April 1969 and HCOB 12
March 1 969.
Dianetics is a healing practice supplementing medical treatment.
Scientology is a religious practice applying to Man's spirit and his
spiritual freedom.
In areas, mainly America, where the freedom to heal is subject to
attempted monopoly, all Dianetic auditing of physically ill persons (not as
student practice) must be in conjunction with competent medical
practitioners who must be informed why a medical examination is requested
for the preclean "This is a member of the Church of Scientology. As he may
be physically ill we wish a full medical examination and diagnosis and any
medical treatment which will resolve the illness found. With the leave of
the medical doctor and with the patient under his care we will employ
Dianetic auditing as well to assist his recovery. Until healed this person
is not eligible for Scientology auditing. We cooperate fully with the
medical profession and expect in our turn that our trust in it will not be
betrayed. Under no circumstances will we permit this person to be
brutalized with psychiatric political treatments."
In other countries any variation of this statement or its lack may be
employed,
depending on the legal position of healing.
L. RON HUBBARD
LRH:cp.ei.cden Founder
Copyright(~) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
524
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MAY 1969
Remimeo (Revises HCO Policy Letter of 27 Oct. 1964)
Franchise
Sthil Students
Sthil Staff
Dianetic Course
POLICIES ON "SOURCES OF TROUBLE"
SEE ALSO HCO PL 6 APRIL 69 ISSUE II "DIANETIC REGISTRATION"
Policies similar to those regarding physical illness and insanity
exist for types of persons who have caused us considerable trouble.
These persons can be grouped under "sources of trouble". They include:
(a) Persons intimately connected with persons (such as marital or
familial ties) of known antagonism to mental or spiritual treatment or
Scientology. In practice such persons, even when they approach Scientology
in a friendly fashion, have such pressure continually brought to bear upon
them by persons with undue influence over them that they make very poor
gains in processing and their interest is solely devoted to proving the
antagonistic element wrong.
They, by experience, produce a great deal of trouble in the long run
as their own condition does not improve adequately under such stresses to
effectively combat the antagonism. Their present time problem cannot be
reached as it is continuous, and so long as it remains so, they should not
be accepted for auditing by any organization or auditor.
(b) Criminals with proven criminal records often continue to commit so
many undetected harmful acts between sessions that they do not make
adequate case gains and therefore should not be accepted for processing by
organizations or auditors.
(c) Persons who have ever threatened to sue or embarrass or attack or
who have publicly attacked Scientology or been a party to an attack and all
their immediate families should never be accepted for processing by a
Central Organization or auditor. They have a history of only serving other
ends than case gain and commonly again turn on the organization or auditor.
They have already barred themselves out by their own averts against
Scientology and are thereafter too difficult to help, since they cannot
openly accept help from those they have tried to injure.
(d) Responsible-for-condition cases have been traced back to other
causes for their condition too often to be acceptable. By Responsible-for-
condition cases is meant the person who insists a book or some auditor is
"wholly responsible for the terrible condition I am in". Such cases demand
unusual favours, free auditing, tremendous effort on the part of auditors.
Review of these cases shows that they were in the same or worse condition
long before auditing, that they are using a planned campaign to obtain
auditing for nothing, that they are not as bad off as they claim, and that
their antagonism extends to anyone who seeks to help them, even their own
families. Establish the rights of the matter and decide accordingly.
(e) Persons who are not being audited on their own determinism are a
liability as they are forced into being processed by some other person and
have no personal desire to become better. Quite on the contrary they
usually want only to prove the person who wants them audited wrong and so
do not get better. Until a personally determined goal to be processed
occurs, the person will not benefit.
(f) Persons who "want to be processed to see if Scientology works" as
their only reason for being audited have never been known to make gains as
they do not participate. News reporters fall into this category. They
should not be audited.
(g) Persons who claim that "if you help such and such a case" (at
great and your expense) because somebody is rich and influential or the
neighbours would be electrified should be ignored. Processing is designed
for bettering individuals, not
525
progressing by stunts or giving cases undue importance. Process only
at convenience and usual arrangements. Make no extraordinary effort at the
expense of other persons who do want processing for normal reasons. Not one
of these arrangements has ever come off successfully as it has the unworthy
goal of notoriety, not betterment.
(h) Persons who "have an open mind" but no personal hopes or desires
for auditing or knowingness should be ignored, as they really don't have an
open mind at all, but a lack of ability to decide about things and are
seldom found to be very responsible and waste anyone's efforts "to convince
them".
(i) Persons who do not believe anything or anyone can get better. They
have a purpose for being audited entirely contrary to the auditor's and so
in this conflict, do not benefit. When such persons are trained they use
their training to degrade others. Thus they should not be accepted for
training or auditing.
(j) Persons attempting to sit in judgement on Scientology in hearings
or attempting to investigate Scientology should be given no undue
importance. One should not seek to instruct or assist them in any way. This
includes judges, boards, newspaper reporters, magazine writers, etc. All
efforts to be helpful or instructive have done nothing beneficial as their
first idea is a firm "I don't know" and this usually ends with an equally
firm "I don't know". If a person can't see for himself or judge from the
obvious, then he does not have sufficient powers of observation even to
sort out actual evidence. In legal matters, only take the obvious effective
steps - carry on no crusades in court. In the matter of reporters, etc., it
is not worth while to give them any time contrary to popular belief. They
are given their story before they leave their editorial rooms and you only
strengthen what they have to say by saying anything. They are no public
communication line that sways much. Policy is very definite. Ignore.
To summarize troublesome persons, the policy in general is to cut
communication as the longer it is extended the more trouble they are. I
know of no case where the types of persons listed above were handled by
auditing or instruction. I know of many cases where they were handled by
firm legal stands, by ignoring them until they change their minds, or just
turning one's back.
In applying a policy of cut-communication one must also use judgement
as there are exceptions in all things and to fail to handle a person's
momentary upset in life or with us can be quite fatal. So these policies
refer to nonScientology persons in the main or persons who appear on the
outer fringes and push toward us. When such a person bears any of the above
designations we and the many are better off to ignore them.
Scientology works. You don't have to prove it to everyone. People
don't deserve to have Scientology as a divine right, you know. They have to
earn it. This has been true in every philosophy that sought to better man.
All the above "Sources of Trouble" are also forbidden training and
when a person being trained or audited is detected to belong under the
above headings (a) to (j) he or she should be advised to terminate and
accept refund which must be paid at once and the full explanation should be
given them at that time. Thus the few may not, in their own turmoil, impede
service to and the advance of the many. And the less enturbulence you put
on your lines, the better, and the more people you will eventually help.
L. RON HUBBARD Founder
LRH: cs.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
526
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JUNE 1969
Remimeo
DIANETIC REGISTRATION (Revises HCO Policy Letter of April 6, 1969
Issue II Mainly in reference to Paragraphs two, seven and ten)
A sign should be prominently displayed in all orgs servicing the
general public as follows:
"If you have come here to be cured of a physical illness, SEE THE
REGISTRAR and so inform her so that she can arrange for a competent medical
examination and treatment and for Dianetic auditing while under the care of
a doctor. When you are physically well, you can begin Scientology training
and processing on your road to total freedom."
And another sign,
"This organization will not recommend or condone political mental
treatment such as electric shocks or brain operations or convulsive drugs
and condemns utterly this Fascist approach to 'mental health' by
extermination of the insane. Because we will not agree to brutality and
murder under the guise of mental healing or to the easy and lawless seizure
of persons in the name of 'mental health' for political reasons, we are
fought ceaselessly by those who seek domination of this country through
'mental treatment'. You are safe so long as we live."
The registrar is to sign the person up as he or she would any preclean
The org must make a liaison with a medical clinic which has diagnostic
equipment and obtain a flat rate charge.
Legally and ethically it is all right to send a person to a doctor for
a physical examination, but it will cause an ARC break with the doctor to
specify what he is to do in that examination.
It is best to say merely: "Would you please do a complete medical
examination to include any acute or chronic illness and any effects from
past injury or illness."
It should be made clear to the medical doctor who pays his fee. "Your
fee for this examination and for any special investigation will be paid by
the bearer."
It should end by saying, "Would you please give a note of your
findings to the bearer."
Note that it would be unethical for the medical doctor to treat any
curable disease found unless the person examined specifically asked him to
treat it, otherwise he would refer the person to his own doctor.
A doctor cannot be asked to supervise a person while he is having
auditing because he cannot professionally be asked to join in a non-medical
attempt to cure some illness, for if he did he would be subject to
discipline, charged with "covering", and if found guilty, struck off the
Medical Register.
The org should make their position very clear to the clinic - that
they are trying to co-operate with the medical profession and that
Scientology is a religion. However, after or in the absence of medical
treatment if none is needed, the persons sent will be given Dianetic
auditing after such medical examination and treatment, if given, or under
medical [supervision]. A clean cut difference should be made between
Dianetics as an assist done under a physician's care or after his treatment
and Dianetics as a religious function of pastoral counselling or
Scientology as a religious practice.
If contempt or hostility is met, write a letter of complaint to the
medical
527
association and try another doctor or clinic. In such a letter of
complaint make it very plain that you are not engaged in physical healing,
that you have always tried to co-operate with medicine and that your only
quarrel is with psychiatric casualties and their perversion of the medical
profession.
If the clinic shows clear cut evidence of the need of an operation,
the D of Processing should give the preclear the verdict. If the preclear
will not have it, arrange a meeting between the preclear and the doctor and
discuss it.
It is possible to engage in Dianetic processing even when a medical
verdict is for an operation, but if the preclear will not have it, then
undertake Dianetic processing only under the doctor's care and with his
consent, and insist upon the preclear being re-examined during processing.
The cost of the examination and any operation is in addition to
processing fees and any such charges are paid directly to the clinic by the
preclear, the org not taking responsibility for the costs of these.
After any medical treatment, the entire treatment is run as an engram
or chain as the first action. Lingering symptoms are also run down to their
basics as per Dianetic Auditing Assists given in the Dianetic Course.
Policy is not to engage on auditing sick pcs without medical advice or
treatment as required.
Insane pcs are handled in this same fashion as they are mainly
physically ill, need rest and no harassment. Insane pcs are a lot of
trouble unless one has an institution to hand, but institutions cannot be
trusted. Until an org has some means or connection by which the insane
preclear will not be brutalized, shocked or operated on with brain
"operations", it is better to refuse them.
By insane pc is meant one who is subject to highly irrational and
destructive behavior. If not, they are regarded as physically ill.
The senile and mentally retarded are also handled as per physically
ill pcs as above.
Waivers in all cases are required.
A new clause, "Will not hold the organization or its principals
responsible for medical costs or errors", must be included in signing
persons up for Dianetics.
Complete files of all such should be kept in Division 6 to show in
case of need
(a) that the org does not engage in physical healing and
(b) success stories with full records, X-rays, etc for Dianetics.
Where this policy letter is fully in force, earlier policies on
healing and the insane are cancelled.
This change of policy is due to (1) our wish to cease to individuate
from the other social groups of the society and (2) our refusal to leave
the field of mental healing in the hands of public enemies.
This is also part of our campaign to Revitalize Western Society. "A
well society is a sane society."
L. RON HUBBARD
LRH:fas.ei.cden Founder
Copyright (I) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The word "principles" has been corrected to "principals" in the
fifth last paragraph, per HCO PL 2 September 1969, Issue III, Correction to
HCOPL 12 June 1969.]
528
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MAY 1970 Remimeo LRH Comms' Hats HCOs To be
included in any answer to such petitions
INSTITUTIONAL AND SHOCK CASES, PETITIONS FROM
A survey has revealed recently that when a person who has been
institutionalized or shocked is given the right to be processed, in 70% of
the cases the person did not arrange enough auditing to be helped.
If one has spent a whole lifetime becoming aberrated, it is not
reasonable to expect it to be all undone in an hour.
Such persons often remain connected to people who have an interest in
continuing them in an aberrated state. Such things make them difficult to
handle as cases.
I do not want to be placed in a position where I would be refusing
help to anyone who needed it.
The history of institution and shock cases is that they can be helped
but that they do not continue long enough in processing to be helped. They
become subjected to pressure in their surroundings to end off processing.
After causing considerable work by auditors, many such cases leave
before anything effective can be done and ask for refunds which the
organization is bound by its code to then make.
Anyone with institutional or shock history would have to guarantee to
continue in processing long enough to be helped and to waive any right to
refund.
It is not mandatory that either an organization or an auditor help
them even when permission is granted.
Help is a two way flow. One has to help others to be helped himself.
Our organizations have the only successful record in this field.
However, they reserve the right to require cooperation.
A petition from anyone with a shock or institutional record may be
granted only with the stipulations that:
1. They obtain the consent of an org and an auditor to help them.
2. They continue in processing for enough time to actually be helped.
3. They waive any right of refund.
4. They follow instructions given by the org.
5. That they do not attack any auditor, org or Scientology during or
after processing and post a bond not to do so.
6. That they help Scientology and help others.
7. That they sign and have any guardian sign a document containing
these stipulations.
We can help those who have been injured in earlier practices. But it
often takes a great deal of hard work on the part of the auditor and the
organization.
Such applicants are special cases and have to be handled as such.
L. RON HUBBARD
LRH:nt.ei.cden Founder
Copyright (c) 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Clarified by HCO P/L 26 October 1970, Institutional and Shock Cases-
Posting of Bonds, Volume 2 - page 348.1
529
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 DECEMBER 1968
Remimeo
(Note: This data is turned out as an HCOB and a Pol Ltr [issued as
each one] as may apply very broadly in both the OEC and Level IV or above
Courses.)
THE THIRD PARTY LAW
I have for a very long time studied the causes of violence and
conflict amongst individuals and nations.
If Chaldea could vanish, if Babylon turn to dust, if Egypt could
become a badlands, if Sicily could have 160 prosperous cities and be a
looted ruin before the year zero and a near desert ever since - and all
this in SPITE of all the work and wisdom and good wishes and intent of
human beings, then it must follow as the dark follows sunset that something
must be unknown to Man concerning all his works and ways. And that this
something must be so deadly and so pervasive as to destroy all his
ambitions and his chances long before their time.
Such a thing would have to be some natural law unguessed at by
himself.
And there is such a law, apparently, that answers these conditions of
being deadly, unknown and embracing all activities.
The law would seem to be:
A THIRD PARTY MUST BE PRESENT AND UNKNOWN IN EVERY QUARREL FOR A
CONFLICT TO EXIST.
Or
FOR A QUARREL TO OCCUR, AN UNKNOWN THIRD PARTY MUST BE ACTIVE IN
PRODUCING IT BETWEEN TWO POTENTIAL OPPONENTS.
Or
WHILE IT IS COMMONLY BELIEVED TO TAKE TWO TO MAKE A FIGHT, A THIRD
PARTY MUST EXIST AND MUST DEVELOP IT FOR ACTUAL CONFLICT TO OCCUR.
It is very easy to see that two in conflict are fighting. They are
very visible. What is harder to see or suspect is that a third party
existed and actively promoted the quarrel.
The usually unsuspected and "reasonable" third party, the bystander
who denies any part of it is the one that brought the conflict into
existence in the first place.
The hidden third party, seeming at times to be a supporter of only one
side, is to be found as the instigator.
This is a useful,law on many dynamics.
It is the cause of war.
One sees two fellows shouting bad names at each other, sees them come
to blows. No one else is around. So they, of course, "caused the fight".
But there was a third party.
Tracing these down, one comes upon incredible data. That is the
trouble. The incredible is too easily rejected. One way to hide things is
to make them incredible.
Clerk A and Messenger B have been arguing. They blaze into direct
conflict. Each blames the other. NEITHER ONE IS CORRECT AND SO THE QUARREL
DOES NOT RESOLVE SINCE ITS TRUE CAUSE IS NOT ESTABLISHED.
One looks into such a case THOROUGHLY. He finds the incredible. The
wife of Clerk A has been sleeping with Messenger B and complaining alike to
both about the other.
Farmer J and Rancher K have been tearing each other to pieces for
years in continual conflict. There are obvious, logical reasons for the
fight. Yet it continues and does not resolve. A close search finds Banker L
who, due to their losses in the fighting,
530
is able to loan each side money, while keeping the quarrel going, and
who will get their lands completely if both lose.
It goes larger. The revolutionary forces and the Russian government
were in conflict in 1917. The reasons are so many the attention easily
sticks on them. But only when Germany's official state papers were captured
in World War II was it revealed that Germany had promoted the revolt and
financed LENIN to spark it off, even sending him into Russia in a blacked
out train!
One looks over "personal" quarrels, group conflicts, national battles
and one finds, if he searches, the third party, unsuspected by both
combatants or if suspected at all, brushed off as "fantastic". Yet careful
documentation finally affirms it.
This datum is fabulously useful.
In marital quarrels the correct approach of anyone counseling, is to
get both parties to carefully search out the third party. They may come to
many reasons at first. These reasons are not beings. One is looking for a
third party, an actual being. When both find the third party and establish
proof, that will be the end of the quarrel.
Sometimes two parties, quarreling, suddenly decide to elect a being to
blame. This stops the quarrel. Sometimes it is not the right being and more
quarrels thereafter occur.
Two nations at each other's throats should each seek conference with
the other to sift out and locate the actual third party. They will always
find one if they look, and they can find the right one. As it will be found
to exist in fact.
There are probably many technical approaches one could develop and
outline in this matter.
There are many odd phenomena connected with it. An accurately spotted
third party is usually not fought at all by either party but only shunned.
Marital conflicts are common. Marriages can be saved by both parties
really sorting out who caused the conflicts. There may have been, in the
whole history of the marriage several, but only one at a time.
Quarrels between an individual and an organisation are nearly always
caused by an individual third party or a third group. The organization and
the individual should get together and isolate the third party by
displaying to each other all the data they each have been fed.
Rioters and governments alike could be brought back to agreement could
one get representatives of both to give each other what they have been told
by whom.
SUCH CONFERENCES HAVE TENDED TO DEAL ONLY IN RECRIMINATIONS OR
CONDITIONS OR ABUSES. THEY MUST DEAL IN BEINGS ONLY IN ORDER TO SUCCEED.
This theory might be thought to assert also that there are no bad
conditions that cause conflict. There are. But these are usually REMEDIAL
BY CONFERENCE UNLESS A THIRD PARTY IS PROMOTING CONFLICT.
In history we have a very foul opinion of the past because it is
related by recriminations of two opponents and has not spotted the third
party.
"Underlying causes" of war should read "hidden promoters".
There are no conflicts which cannot be resolved unless the true
promoters of them remain hidden.
This is the natural law the ancients and moderns alike did not know.
And not knowing it, being led off into "reasons" whole civilizations
have died.
It is worth knowing.
It is worth working with in any situation where one is trying to bring
peace.
LRH: ei.rd L. RON HUBBARD
Copyright (~)1 968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
531
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 FEBRUARY 1969
Remimeo
AN ETHICS POLICY LETTER JUSTICE
In an extension of 3rd Party technology (see HCOB of THIRD PARTY LAW)
I have found that false reports and suppression are very important in 3rd
Party Technology.
We know as in the above HCOB that a Third Party is necessary to any
quarrel. Basically it is a 3 Terminal Universe.
In reviewing several org upsets I have found that the 3rd Party can go
completely overlooked even in intensive investigation.
A 3rd Party adds up to suppression by giving false reports on others.
In several cases an org has lost several guiltless staff members. They
were dismissed or disciplined in an effort to solve enturbulation. Yet the
turbulence continued and the area became even more upset by reason of the
dismissals.
Running this back further one finds that the real 3rd Party,
eventually unearthed got people shot by FALSE REPORTS.
One source of this is as follows:
Staff Member X goofs. He is very furious and defensive at being
accused. He blames his goof on somebody else. That somebody else gets
disciplined. Staff Member X diverts attention from himself by various means
including falsely accusing others.
This is a 3rd Party action which results in a lot of people being
blamed and disciplined. And the real 3rd Party remaining undetected.
The missing point of justice here is that the disciplined persons were
not faced with their accusers and were not given the real accusation and so
could not confront it.
Another case would be a 3rd Party simply spreading tales and making
accusations out of malice or some even more vicious motive. This would be a
usual 3rd Party action. It is ordinarily based on False Reports.
Another situation comes about when an executive who can't get an area
straight starts to investigate, gets 3rd Party False Reports about it,
disciplines people accordingly and totally misses the real 3rd Party. This
enturbulates the area even more.
The basis of all really troublesome 3rd Party activities is then FALSE
REPORTS.
There can also be FALSE PERCEPTION. One sees things that don't exist
and reports them as "fact".
Therefore we see that we can readily run back an investigation by
following a chain of false reports.
In at least one case the 3rd Party (discovered only after it was very
plain that only he could have wrecked two divisions, one after the other)
also had these characteristics:
1. Goofed in his own actions;
2. Furiously contested any knowledge reports or job endangerment chits
filed on him;
3. Obsessively changed everything when taking over an area;
4. Falsely reported actions, accusing others;
5. Had a high casualty rate of staff in his division or area.
These are not necessarily common to all 3rd Parties but give you an
idea of what can go on.
After a lot of experience with Ethics and justice I would say that the
real source of upset in an area would be FALSE REPORTS accepted and acted
upon without confronting the accused with all charges and his or her
accusers.
An executive should not accept any accusation and act upon it. To do
so undermines the security of one and all.
532
What an executive should do, on being presented with an accusation or
down stats or "evidence" is conduct an investigation of false reports and
false perceptions.
An area is downstat because of one or more of the following:
1. No personnel;
2. Personnel not trained;
3. Cross orders (senior orders unattended because of different junior
orders);
4. Area doing something else than what it is supposed to do;
5. An adjacent area dumping its hat;
6. False perception leading to false stats;
7. False reports by rumour or misunderstanding;
8. False reports from single rare instances becoming accepted as the
condition of the whole;
9. False reports on others defensively intended;
10. False reports on others maliciously intended (real 3rd Party);
11. Injustices cumulative and unremedied;
12. Actions taken on others without investigation and without
confronting them with their accusers or the data.
This is a list of probable causes for an upset or downstat area.
SECURITY
The personal security of the staff member is so valuable to him
apparently that when it is undermined (by false accusations or injustice)
he becomes less willing and less efficient and is the real reason for a PTS
condition.
JUSTICE
The only thing which can actually remedy a general insecure feeling is
a renewed faith in justice.
Justice would consist of a refusal to accept any report not
substantiated by actual, independent data, seeing that all such reports are
investigated and that all investigations include confronting the accused
with the accusation and where feasible the accuser, BEFORE any disciplinary
action is undertaken or any condition assigned.
While this may slow the processes of justice, the personal security of
the individual is totally dependent upon establishing the full truth of any
accusation before any action is taken.
Harsh discipline may produce instant compliance but it smothers
initiative.
Positive discipline is in itself a stable datum. People are unhappy in
an area which is not well disciplined because they do not know where they
stand.
An area where only those who try to do their jobs are disciplined
encourages people to hide and be inactive.
But all discipline must be based on truth and must exclude acting on
false reports.
Therefore we get a policy: Any false report leading to the unjust
discipline of another is an act of TREASON by the person making the false
report and the condition should be assigned and its penalties fully
applied.
A condition of DOUBT should be assigned any person who accepts and
disciplines another unjustly on the basis of a report which subsequently
turns out to have been false.
This then is the primary breakdown of any justice system - that it
acts on false reports, disciplines before substantiation and fails to
confront an accused with the report and his accuser before any discipline
is assigned, or which does not weigh the value of a person in general
against the alleged crime even when proven.
L. RON HUBBARD
LRH:ldm.ei.rd Founder
Copyright (I) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
533
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 MARCH 1969
Remimeo Ethics Officers HCO
THIRD PARTY HOW TO FIND ONE
The way NOT to find a 3rd party is to compile a questionnaire that
asks one and all in various ways, "Have you been a VICTIM?" "Do you feel
ARC Broken about Ethics?"
Any officer, B of I or Comm Ev that uses this approach (1) Does not
find any 3rd Party and (2) Caves in people.
A 3rd Party is ONE WHO BY FALSE REPORTS CREATES TROUBLE BETWEEN TWO
PEOPLE, A PERSON AND A GROUP OR A GROUP AND ANOTHER GROUP.
To find a 3rd Party one has to ask
1. (a) Have you been told you were bad? (b) What was said? (c) Who
said it?
2. (a) Have you been told someone was bad? (b) What was said? (c) Who
said it?
3. (a) Have you been told someone was doing wrong? (b) What was said?
(c) Who said it?
4. (a) Have you been told a group was bad? (b) What was said? (c) Who
said it?
This is quite capable of running a couple light years of track so a
questionnaire
should have a limiter such as "In this organization "
This is also a considerable process! And it may have a lot of answers.
So a lot of space should be left for each question.
By then combining names given you have one name appearing far more
often than the rest. This is done by counting names. You then investigate
this person.
Usual action, if they are not an enemy, is to issue a Non-
Enturbulation order and say why.
The VICTIM type questionnaire will only give you your most valuable
executives! Who have been trying to get people to do their jobs!
We have had experience with this so IT IS A COMM EV OFFENSE to use a
VICTIM type approach and say one is "looking for a third party".
This Pol Ltr is vital to HCOES, HCO Secs, E/Os and MISSIONAIRES.
L. RON HUBBARD
LRH:ldm.ei.cden Founder
Copyright(~) 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
534
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 AUGUST 1969
Remimeo
THIRD PARTY INVESTIGATIONS
This Policy Letter is an expansion of HCO Policy Letter of 15 March
1969 3rd Party, How to Find One by L. Ron Hubbard.
R-FACTOR
An it-Factor is necessary before the investigation is begun. It must
be understood by the persons involved (a) what a 3rd Party is, (b) how the
3rd Party will be located, and (c) it may be necessary to indicate that it
is not an auditing activity.
HOW MANY?
Many names will come up. They were influenced by the 3rd Party. They
went into agreement with him. By going into agreement with him, they spread
the activity which was originated by the 3rd Party. There will be only one
3rd Party at the basic of the chain.
3RD PARTY = FALSE REPORT. ANYONE THAT WENT INTO AGREEMENT
WITH HIM CARRIED IT FORWARD, USUALLY BELIEVING IT TO BE TRUE.
EXAMPLE
Third Party Investigation with Jill and Alan:
"A" Questions asked to Jill and Alan.
la. Have you been told you were in bad.
b. What was said.
c. Who said it.
2a. Have you been told someone was bad.
b. What was said.
c. Who said it.
3a. Have you been told someone was doing wrong.
b. What was said.
c. Who said it.
4a. Have you been told a group was bad.
b. What was said.
c. Who said it.
"B" Questions asked Jill.
la. Have you been told you were in bad with Alan (Jill).
b. (as in "A" above)
c (" ")
2a. Have you been told Alan (Jill) was in bad.
b. (as in "A" above)
c. ()
535
3a. Have you been told Alan (Jill) was doing wrong. b. (as in "A"
above) c. ()
After asking these questions of Jill they are asked of Alan.
"C" Any person coming up on both sides, for instance Roger, is noted.
You then ask the "B" questions, using Roger's name. Ask them of Jill, then
of Alan.
As a new name comes up, use it in "B".
This is continued until you come up with a name, use it in "B", and
Jill and Alan cannot find anyone that "told you you were in bad with...",
or "told you... was in bad", or "told you... was doing bad".
THAT IS YOUR 3RD PARTY. THERE WAS NO ONE SAYING THINGS ABOUT THIS
PERSON BECAUSE HE STARTED IT ALL.
As long as they can give you answers to "B", there is someone earlier.
This is how you get the BASIC 3rd Party.
INDICATORS
If you have indicated the wrong 3rd Party, you will see it in the
absence of GIs. Continue until you hit THE ONE, at which time GIs will come
in on both individuals.
CPO Maria Bosselaar for Lt. Cmdr. Diana Hubbard Flag 3rd Mate/CS - 1
for
L. RON HUBBARD Founder
LRH:DH:MB:eky.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS
RESERVED
536
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East instead, Sussex
HCO POLICY LETTER OF 6 JANUARY 1970
Remimeo
THIRD PARTY INVESTIGATIONS
The liability of a third party investigation is that a person in the
area who has been diligently making reports on outnesses observed or
reported to him becomes the most obvious target for declaration as the
third party.
An example of this would be the branch manager of a car sales company
paying the salesmen only a portion of their commissions and pocketing the
balance. The salesmen consider they are underpaid. A conflict arises
between them and the branch manager. Sales statistics fall. The chief sales
representative realizing the dangerousness of the situation to the survival
of the business and his own pay packet gathers information which indicates
the branch manager is embezzling and sends reports to the accountant at
head office for checking. The general manager having heard of the third
party law and noticing the conflict between branch manager and salesmen
commences an investigation, finds the chief sales rep. has been sending
reports to head office concerning the branch manager and had previously
made reports to the branch manager concerning some of the salesmen misusing
company vehicles. The branch manager denies the reports against him and the
salesmen state the reports against them to be false. Good indicators on
both sides as their denials are accepted and the chief sales rep. gets
fired. Oddly enough the pay doesn't go up, sales stats crash further and
the company goes up in smoke.
The matter would have been resolved by full ethics investigation and
replacement of the branch manager instead of the one person, trying to
protect his job and the company by proper ethics reports, being fired.
When personnel making written reports to proper terminals on out
Ethics situations get accused of being third parties it becomes unsafe to
report. Ethics without reports becomes ineffective and suppressives have a
ball.
It is possible for a third party to use the standard report lines but
this is not usual and, as the reports are in writing and signed they are
easily investigated for validity.
A third party can make all sorts of wild false reports verbally to
various staff members. The on-policy staff member hearing these then makes
a written report to Ethics stating what was said and who said it.
When the written report is found to contain false information don't
immediately accuse the person who wrote the report of being a third party -
check up on who was maliciously spreading the rumour in the first place.
One staff member aware of a very out ethics situation in an Org that
had been affluent and was now crashing into ruin made very proper reports
to a higher authority. The reports were neglected. A later third party
investigation said the reporting staff member was the third party even
though his reports gave all available information, sources of data, who
else knew about it and could give data, etc. All reports were in writing
and signed. Whenever a report was based on rumour and not proven he stated
so. When "revealed as the third party" he assigned himself enemy, cognited
that he had exceeded his duties and promised to keep to the standard duties
of his post.
In fact he was the only person taking responsibility for the Org and
trying to handle the out Ethics situation which was collapsing stats. He
should have been commended. Instead his reach was cut and it became unsafe
for staff members to make reports.
When a third party investigation cannot conclusively find a third
party but an out Ethics situation is revealed the matter must be handed
over to proper Ethics authority adequate to handle the situation.
There may be a third party but it could require an Ethics clean up of
the area first. The source of the out Ethics situation in such a case will
probably also be the third party.
Brian Livingston
LRH: BL:rs.ei.cden CS - 1
Copyright (c) 1970 for
by L. Ron Hubbard s:~7 L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 SEPTEMBER AD13
CenOCon
Franchise IMPORTANT
SCIENTOLOGY FIVE JUSTICE COMMITTEES OF EVIDENCE SCIENTOLOGY
JURISPRUDENCE, ADMINISTRATION OF
(This system is for use in all matters of Justice in Scientology.)
(This Policy Letter cancels and disbands any Ethical Committees.)
There can be no personal security without easily accessible, swift and
fair justice within a group.
The jurisprudence employed must be competent, acceptable to the
members of the group and effective in accomplishing good order for the
group and personal rights and security for its individual members.
Justice used for revenge, securing advantages for a clique increases
disorder.
Justice should serve as a means of establishing guilt or innocence and
awarding damages to the injured. The fact of its use should not pre-
establish guilt or award. Justice which by its employment alone establishes
an atmosphere of guilt or greed is harmful and creates disorder.
Justice should clarify. Good justice in effect runs out group engrams.
Bad justice runs them in.
I have been working for some time on a system of justice acceptable to
Scientologists and have evolved one in "Committees of Evidence". These work
excellently by actual test and satisfy the requirements of justice.
I require that full use be made of these Committees at once in all
matters relating to Scientology organizations, groups and concerns.
I do not recommend that individuals in authority act in disciplinary
measures or capacities without employing Committees of Evidence.
I recommend that all outstanding matters of discipline occurring
between March 13, 1963 and this date should be reviewed by Committees of
Evidence.
COMMITTEES OF EVIDENCE
There are two channels of Committees of Evidence, each parallel. One
channel is through Central Organizations, the other through HCOs.
WW COMMITTEE OF EVIDENCE
Both channels arrive at one Committee located at HCO WW. This is the
World Wide Committee of Evidence, convened by the Executive Director. It
cares for any and all matters arising from Committees at lower levels in
both channels and reviews all cases referred to it.
HCO CONTINENTAL COMMITTEE OF EVIDENCE
The Convening Authority is the HCO Continental Secretary. It handles
matters relating to any Scientology executives in a whole Continental zone.
It investigates any cases referred to it by the WW Committee of Evidence
and reviews any lower HCO Committees of Evidence in its zone when necessary
or so requested.
CONTINENTAL ORGANIZATION COMMITTEE OF EVIDENCE
The Convening Authority is the Continental Director. It handles
matters relating to any Scientology Executive in a Continental Zone. It
investigates any matter
538
requested of it by the WW Committee of Evidence and reviews any lower
Organization Committee of Evidence matters or cases in its zone.
HCO AREA COMMITTEE OF EVIDENCE
The Convening Authority is the HCO Executive or Area Secretary in the
sphere of a specific central organization or city of rice. It handles any
matters referred to it by its convening authority. These may include all
matters relating to the suspension or cancellation of certificates, the
administrative or technical conduct of any Scientology executive or staff
member on the basis of personal, administrative or technical conduct
prejudicial to good order and discipline, and handles matters relating to
the personal and technical misconduct of any Scientology executives or
staff members. It also handles all disputes with field auditors, students,
preclears, and members of the public. It handles especially any dispute
between the Central Organization or City Office to which it is attached and
non-staff members such as students, preclears, auditing results, refunds,
etc. It may include Central Organization or City Office personnel in its
composition and, in cases involving disputes between a Central Organization
or City Office and non-staff members, it may use to the percentage of half
(not including the chairman) field members in its membership.
CENTRAL COMMITTEE OF EVIDENCE
A Central Committee of Evidence is convened by the
Association/Organization Secretary of any Central Organization or City
Office. It has exactly the same powers and scope as the HCO Area Committee
of Evidence, but would normally not handle cases involving Field Auditors,
field technical practice or matters relating to disputes between the public
and the Central Organization or City Office as to fees, payments or service
failures, which are all more properly the business of HCO. The Central
Committee of Evidence is more properly concerned with all matters relating
to the conduct and activities of organization members, administrative,
technical and personal, fixing responsibility for various conditions or
breakdowns within the organization and safeguarding the organization
against personal conduct or security risks prejudicial to effectiveness and
public repute. Threatened dismissals, requests for reinstatement, protests
against transfers or injury to reputation as well as marital or second
dynamic matters are all heard by the Central Committee of Evidence.
DISTRICT COMMITTEE OF EVIDENCE
The Convening Authority is the person in charge of a District Office
or branch Organization or the Association/Organization Secretary of the
Zone or the HCO Area Secretary. The District Committee of Evidence exists
for all matters of dispute, repute or discipline in a District Office, its
area, or a Scientology Group. Its powers are the same as any other
Committee of Evidence except that of review of lower Committees, and that
it may not call before it, except as they volunteer, Central Organization
or HCO Area personnel or other personnel or executives on higher echelons.
The findings of this Committee must be reviewed by an HCO Area
Committee before the convening authority of the District Committee of
Evidence may put the findings into effect and only those findings passed
(after endorsement by the Convening Authority) by the HCO Area Committee of
Evidence may be put into effect. A Central Committee of Evidence may not
review a District Committee of Evidence findings even though convened by an
Association Secretary.
DEFINITIONS
A COMMITTEE OF EVIDENCE: A fact finding body composed of impartial
persons properly convened by a Convening Authority which hears evidence
from persons it calls before it, arrives at a finding and makes a full
report and recommendation to its convening authority for his or her action.
CONVENING AUTHORITY: That duly appointed official of Scientology who
appoints and convenes a Committee of Evidence to assist him in carrying out
and justly exercising his or her authority, and who approves, mitigates or
disapproves the findings and recommendations of the Committee of Evidence
he or she appoints. The convening authority may not be a member of the
Committee and may not sit with it and may not interfere with its conduct of
business or its evidence, but may disband a Committee he or she convenes if
it fails to be active in the prosecution of its business, and may convene
another Committee in its place. The Convening Authority may not increase
penalties recommended by the committee he or she convenes.
539
NO CONVENING AUTHORITY may be summoned before, appear before or be
chairman, secretary or member of any Committee of Evidence he or she
convenes.
No official authorized to act as a convening authority may be summoned
before or named as an Interested Party to or witness before or serve on a
Committee of Evidence at the level of Committee of Evidence he or she is
authorized to convene or on any lower level Committee; an official with the
right to act as a Convening Authority may only be summoned by, appear
before or become an Interested Party before Committees of Evidence of
higher levels than he may authorize: i.e. HCO Area Committees of Evidence
and Central Committees of Evidence alike may not summon or name as
Interested Parties or witnesses or Chairman or members, the HCO Area Sec or
the Association/Organization Secretary, but these may be named as
Interested Parties or summoned before Continental Level Committees, and
Convening Authorities at Continental Level may only be named as Interested
Parties or summoned before a WW Committee of Evidence. However, a WW
Committee of Evidence may be convened by its Convening Authority anywhere
in the world and a Continental Level Committee may be convened anywhere in
a Continental Area, it being however more usual to convene WW and
Continental Committees only at their own headquarters.
No deputy officer to any Convening Authority may convene a Committee
by reason of being a deputy, this right being fully reserved to the
Executive Director and fully appointed HCO Continental Secretaries,
Continental Directors, HCO Area Secretaries, Association/Organization
Secretaries and officers in official charge of District Offices, and only
when fully and officially appointed with duly signed appointment to post by
the Executive Director.
CHAIRMAN OF THE COMMITTEE: The Chairman is appointed at the discretion
of the Convening Authority appointing the Committee. The appointment may be
of a permanent nature but again at the discretion of the Convening
Authority. The Chairman may not appoint Members to serve on the Committee.
The Chairman presides over all meetings, conducts the largest part of the
interrogation and sees that the Committee properly executes its duties in
all respects in a dignified and expeditious manner. The Chairman may not
interfere with the votes of the members and must include any divergences of
opinion on the Findings by dissenting members. The Chairman sees to it that
the Findings are based on majority opinion. The Chairman votes only in case
of deadlock. The Chairman may himself dissent from the majority opinion in
the Findings but if so, includes it as a separate opinion in the Findings
like any other member dissenting, and may not withhold Findings from the
Convening Authority for this reason. If a Chairman is removed during the
progress of any case before the Committee the Findings are invalid and a
new Committee must be convened and appearance before the incompleted
hearings does not ban appearance before the newly convened Committee.
However, a Chairman must be removed before Findings are being prepared
before the Committee can be declared invalid and the removal must be for
good and sufficient cause. The Chairman runs good S.C.S. during all
proceedings and gets Evidence given rather than put in Itsa lines. He gets
the job done.
SECRETARY: The Secretary is appointed specifically by the Convening
Authority. The Secretary is a proper member of the Committee and has a
vote. The Secretary prepares and issues all notices to attend, attends all
meetings, keeps all notes, collects all documentary evidence offered in the
hearings, procures tapes and a tape recorder, does all the tape recording,
and collects all members of the Committee for scheduled hearings. All this
is in addition to usual staff duties. The Assoc Sec's Sec or the HCO
Communicator or HCO Steno would be the ordinary choice, but any others may
be chosen for the assignment.
MEMBER: Members of the Committee are specifically named by the
Convening Authority. In addition to the Chairman and Secretary they may not
number less than two or more than five. A member attends all hearings, may
keep his own notes, passes on all Findings and votes for or against the
Findings and their recommendations. A member must sign the Findings whether
he approves of them or not but if disapproving may have the Chairman so
note it. Interested Parties and witnesses may not object to any membership
or composition of the Committee, it being taken for granted that the
Convening Authority has been as impartial in this as is feasible. The
Member should conduct himself or herself courteously and with dignity
toward other Committee members, and particularly the Chairman, and should
treat Interested Parties and witnesses as courteously as is possible with
due recognition of the tension these may be under. By the member, any
Interested Party who might be subject to charges is treated as not guilty
until the last evidences have been heard and the Committee meets to
540
discuss its findings and their preparation. The Member may question
any Interested Party or Witness but usually leaves this to the Chairman.
The Member may also write a question he or she wants asked and pass it to
the Chairman. If a Member truly does not understand some point of evidence
toward the end of the hearings he or she may demand the recall of anyone to
clarify the matter but may not unduly extend the hearings by using this as
a device. A Member should not discuss the hearings abroad or form an early
opinion and discuss it outside hearings as a fact. No Member should be
permitted to express his own opinion as that of the Committee outside the
hearings while they are in progress. A Chairman may discipline a Member for
failing to appear at his Committee's hearings, discourteous, foul or
slovenly conduct or dishonesty when these imperil the functions or values
of Committees of Evidence.
EVIDENCE: The spoken word, writings and documents are to be considered
as Evidence. The E-Meter is not to be used to procure evidence as it does
not register lies on criminal types and, however vital and reliable as an
auditing aid, is not always valid in detecting crime or acts. It can react
on the flustered innocent and fail to react on the cold-blooded guilty. The
reason for this is that it is inoperative during severe ARC Breaks in which
condition Interested Parties often are. Session withholds may not be used
as Evidence but Evidence may not be refused because it also has been given
in a session. Hearsay evidence (saying one heard somebody say that somebody
else did) should not be admissible Evidence, but statements that one heard
another make damaging remarks or saw another act or fail to act is
admissible.
INTERESTED PARTY: A person, plaintiff or defendant, called before a
Committee of Evidence for whom penalties may be recommended or decisions
awarded by the Committee. An Interested Party may not be called before
another Committee or a later convened Committee for the same offense or
complaint after having been summoned and heard for that offense, or his
complaint, at one or more meetings of the current Committee. It may be that
the Committee does not charge an Interested Party with an offense or award
a decision but if so must either implicate or exonerate fully all
Interested Parties to the hearing and recommend accordingly in its
findings. It is common to have more than one Interested Party named in any
matter brought to a Committee. Being named as an Interested Party does not
imply guilt but may result in becoming the subject of disciplinary
recommendation or award by the Committee. To eventually be charged by the
Committee or awarded a decision a person must have been named as an
Interested Party in the Bill of Particulars before the matter is heard by
the Committee (except for failure to appear or false witness). An
Interested Party is liable to penalty recommendation by the Committee.
Refusal or failure of an Interested Party to appear results in a
recommendation of the full penalty possible in the case for that Interested
Party. A person not named as an Interested Party in the original Bill of
Particulars may not become an Interested Party to the action before the
Committee by reason of new evidence; he or she would have to be
specifically charged before a newly convened Committee.
WITNESS: A witness is anyone who is called before the Committee to
give evidence who is not an Interested Party. A witness may not be
implicated or charged if not already named in the Bill of Particulars as an
Interested Party except for failure to appear or when found to be a False
Witness. A witness who refuses to appear or refuses to testify may be
separately charged for that failure and the committee may recommend any
fitting discipline for such a defaulting witness. For false witness see
below.
BILL OF PARTICULARS: A written and signed appointment of a Committee
of Evidence naming (1) The Chairman, Secretary and Members of the
Committee. (2) The Interested Party or Parties. (3) The matter to be heard
and a summary of data to hand. It is duly signed by the Convening Authority
and a copy of it is furnished to each person whose name appears in it and
to Local Legal Files and a copy to the HCO WW Committee of Evidence via all
upper Committees.
FINDINGS: The full report of the Committee accompanied by a tape
recording of the evidence given and a full recommendation to the Convening
Authority for his action. The Findings is a document which gives a fast
summary of the hearings, their result and a complete recommendation. It
must be so written that it may be published without alteration by the
Convening Authority. The Summary states who appears to be at fault and who
does not and why. The Recommendation tells the Convening Authority exactly
what disciplinary action should be taken and how, including any plea for
leniency or insistence upon full penalty. The Findings is done after the
last hearing and after the last committee meeting that votes on the
Recommendation to be
541
given. It is done by the Secretary from his or her notes but under the
guidance of the Chairman. It is done as soon after the last Committee
meeting as possible, is signed by Committee members and promptly forwarded
to the Convening Authority. Only one copy is prepared and forwarded to the
Convening Authority. No other copies are made or given anyone. Before
forwarding to the Convening Authority it is signed by every member of the
Committee as well as the Chairman and Secretary. Accompanied by any tapes
or documents it is placed directly into the hands of the Convening
Authority. It may not go by despatch line or mail. It is not accompanied by
any other letter of transmission or by any delegation or by the Committee
in person. It may be delivered by the Secretary or Chairman or their
specially appointed messenger without further comment.
ENDORSEMENT: The Findings now have added to them the Endorsement by
the Convening Authority. The Findings have no force until the Endorsement
is added. The Convening Authority makes the endorsement on the Findings in
as brief a fashion as possible. The Convening Authority can (1) Accept the
Findings in full (2) Reduce the penalty recommended or (3) Suspend or
cancel the penalty completely with a pardon. The Convening Authority may
make no other Endorsement, save only to thank the Committee and witnesses.
The moment the Findings are Endorsed they have the effect of orders as per
the Endorsement and all persons under the authority of the Convening
Authority are bound to execute them and abide by them accordingly.
PUBLICATION: The findings and their Endorsement are published
according to the Directions of the Convening Authority. They are first
Mimeographed. Publication is done in three ways (1) By posting a copy on
the staff board or public board and copies to executives (2) By circulation
in any area affected (3) By Continental Magazine or other broad means.
However it is published, a mimeographed copy goes to every Interested Party
or Witness and to each Committee Member and to every upper level Committee
including HCO WW.
FILES: The original, all spare mimeograph copies and any documents and
tapes are placed in a large envelope and filed in the Valuable Documents
file of the organization. Their loss could prejudice the Convening
Authority in any review. This envelope may be called for by any upper
committee reviewing the case and is eventually sent to HCO WW when there is
no longer local need of it.
REVIEW: Any Committee of Evidence. Findings and Convening Authority
Endorsement may be subject to review by any upper level Committee. Review
must be applied for by anyone named as an Interested Party but no other,
and only if a penalty was recommended (whether endorsed or not). A
Committee of Evidence for Review is convened and handled in exactly the
same way as an ordinary Committee of Evidence but it cannot call new or
even old witnesses or the Interested Parties. All it can do is listen to
the tapes of the hearings, examine the evidence given in the original
hearings and recommend to its own Convening Authority one of two things:
(1) That a new Committee be convened on the site by the upper Convening
Authority to examine points thought to be in question (2) That the penalty
be changed. A Committee of Evidence Review can recommend to increase or
decrease the penalty. In event of a Review the Convening Authority of the
Committee of Review endorses the Review Findings and this new Endorsement
now takes precedence over the old Endorsement and must be complied with by
the original Convening Authority. Review should be rapid. An applicant for
Review should understand its risk.
FALSE WITNESS: ANYONE found to be knowingly testifying falsely becomes
at once an Interested Party to the hearings and may receive a penalty
commensurate with that which would have been recommended for an Interested
Party to that hearing.
TYPES OF BILLS: A Committee may hear any civil or criminal matter or
dispute within the realm of Scientology whether the parties are connected
with an organization or not. Libel, estranging marital partners,
dismissals, debt, theft, mayhem, violations of Codes, deprivation of income
or any dispute or harmful improper action of any kind may be heard.
Plaintiffs and Defendants are alike Interested Parties in any such hearing.
It is only necessary that the Convening Authority issue a Bill of
Particulars on the matter. The Convening Authority should always issue a
Bill of Particulars on all matters harmful to persons under his or her
sphere of influence rather than attempt to independently adjudicate the
matter. Anyone can call such a matter to the attention of a Convening
Authority or the Convening Authority may act to convene a Committee on his
or her own observation without complaint being given to the Convening
Authority. Independent, off hand justice by a Convening Authority should be
held to a minimum and all such subjects for such formerly independent
action should be made the business of a Committee of Evidence.
542
SUMMARY PURPOSE:
A Committee of Evidence is convened by any major executive of
Scientology (as noted above) with or without anyone filing a complaint, in
order to handle any and all personal or organizational or field matters
requiring justice.
FORMATION:
The Committee is composed of a Chairman, Secretary and two to five
Committee Members appointed by the Convening Authority.
PROCEDURE OF COMMITTEE:
The convening authority sets out in its instruction to the Committee
(Bill of Particulars) the matter to be investigated and supplies any
information already available together with names of any person known to be
involved or requesting justice (Interested Parties). The instruction should
take the form of the St Hill Administrative Letter of May 7, 1963
reproduced in the HCO Administrative Letter of August 8, 1 963.
The Committee meets as soon as possible and at times which will cause
the least interference with normal work. At the first meeting the
instructions and information are examined and the committee decides what
further information it will require to arrive at a conclusion and what
information requires confirmation. It then decides who shall be called to
give evidence. The Secretary is instructed to warn witnesses and let them
know when and where they will be required.
In subsequent short meetings, when witnesses appear before the
committee, the Chairman should put the questions and keep them to the
point. When he has completed his questions he invites other members to ask
any questions they feel will help the committee. They do not have to ask
questions and should only ask relevant questions. Finally the Chairman asks
the witness if there is any more information he/she wants to give or if
there is anything he/she wants to say to correct any wrong impression
he/she feels the committee may have.
The Secretary takes notes of these proceedings and in addition a tape
record can be made if the convening authority or Chairman considers it
advisable, which it usually
is.
When the Committee has assembled all the evidence it needs, it has a
final meeting to prepare a report. In practice it will be found best for
one member (the Chairman, the Secretary or a member appointed by the
Chairman) to prepare a draft report prior to the final meeting and for the
Committee to use this as a basis for discussion. The report (The Findings)
should include findings and a recommendation and is sent together with the
evidence and any tapes to the convening authority.
ACTIONS OF CONVENING AUTHORITY:
From the evidence and findings the Convening Authority judges whether
or not the evidence is complete and if the findings and recommendation are
in keeping with the evidence. He assumes that the Committee has done its
job thoroughly and unless there is a blatant apparent miscarriage of
justice, he endorses the Findings and instructs an appropriate executive to
carry out the recommendations and how to publish the matter.
If however the recommendations include the dismissal of a Continental
Director, HCO Continental Sec. Assoc or Org Sec or an HCO Area Sec. the
Findings must be confirmed by HCO WW.
If suspension or cancellation of a Scientologist's certificates is
recommended this must also be referred to HCO WW before promulgation.
When a case is complete the papers must be sent to HCO WW.
Finally, if anyone feels aggrieved by the Findings of a Committee the
aggrieved person may have the case reviewed by the next higher authority,
but should be apprised of the risk. If after review they are still
aggrieved they can have the case reviewed by HCO WW and thence to L. RON
HUBBARD.
L. RON HUBBARD
LRH:dr.rd.cden
Copyright (c) 1963
by L. Ron Hubbard [Added to by HCO P/Ls I I November 1963
ALL RIGHTS RESERVED and 24 February 1965 on page 545.]
543
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 SEPTEMBER AD 13
HCO Continental Secretaries Continental Directors Assn/Org Secs HCO
Area Secs District Officers CONCERNING COMMITTEES OF EVIDENCE
To Key Scientology Officers:
I call your attention to HCO Policy Letter of 7 September, AD13
COMMITTEES OF EVIDENCE.
Please USE this arrangement for ALL demands, offenses and offenders.
Use it liberally and begin at once on all outstanding cases. Dismiss any
Ethics Committees. Cease to use any independent disciplinary actions you
would ordinarily undertake and use Committees of Evidence instead.
You will find it relieves you of considerable worries and disposes of
long outstanding business.
This has been developed by experiment and actual use to a very
excellent form as outlined in full in HCO Pol Letter of 7 September, AD13.
It works. Scientologists accept it where they have never accepted any other
means of orderly justice.
I have never been able to give you all the help and authority your job
required, yet you have to handle an awful lot of sometimes unruly people
and bad claims and offenders. And your own humanitarian instincts often get
in the way of common discipline. I know mine do. Yet people who don't do
their jobs or upset others need curbing so that they do not wreck the lives
of others. You have these problems all the time. I have seen a bad risk
cost a half a dozen people their jobs and happiness. We often do not
protect our people from such and we should.
I have now used Committees of Evidence in four messy situations, two
of them technical, two domestic, and in each case complete and orderly
results were obtained.
I need to strengthen your hand and position. The best way I can do
that is advise you to use Committees of Evidence in all matters of claim
and discipline.
As an executive you very often are sorely troubled by such problems.
You have no time to fully hear all that could be said. You very often have
to act on snap judgement. You can easily be accused of only favoring the
last person who talked to you. In these and other ways your time,
effectiveness and reputation may suffer.
Stop worrying yourself over the "unfairly dismissed staff member" or
the discipline you were forced to recommend. Instead, use the Committee of
Evidence system, get at the whole truth, get all sides heard and do what's
recommended by the Committee - and you'll have justice, control over your
people and better protection for them.
A staff dismissal is a grim thing. Suspension of certificates is a
dreadful blow. Bad auditing may be catastrophe for a pc. Let's be awfully
sure when these and lesser things are done that we (1) Did all we could to
prevent the original crime by maintaining good discipline in the first
place and (2) Acted only on the full heard truth of the matter and (3)
Provided against future bad occurrences. The Committee of Evidence system
does all these.
I have searched all about trying to help you hold your posts and get
the job done. And the most effective contribution I can make to you
personally as a key officer of Scientology is the Committee of Evidence
system. I do not infer you have done badly at all. But I don't know how you
survived and got your job done without it.
So study it well and use it effectively in all matters of claims and
discipline and you and all Scientology will be a lot happier for it.
Read the Summary of the 7 Sept AD13 Policy Letter. It is not nearly as
complicated as it sounds.
Best regards,
LRH:jw.rd RON
Copyright) 1963
by L. Ron Hubbard 544 L. RON HUBBARD
ALL RIGHTS RESERVED Executive Director
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 NOVEMBER AD 1 3 (Addition to Pol Ltr of Sept.
7, AD13)
CenOCon Franchise Field
COMMITTEES OF EVIDENCE
An existing Committee of Evidence precludes the demand for the
convening of a Committee of Evidence by Interested Parties to the original
Committee of Evidence.
Such evidence normally belongs in the existing Committee of Evidence
and should be heard by it.
L. RON HUBBARD
LRH:dr.cden Copyright (I) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 FEBRUARY 1965
Remimeo Franchise
ADDENDUM TO HCO POLICY LETTER OF SEPTEMBER 7, AD 13 SCIENTOLOGY FIVE -
JUSTICE - COMMITTEES OF EVIDENCE - SCIENTOLOGY JURISPRUDENCE,
ADMINISTRATION OF
If the Convening Authority is given reason to believe that a Committee
of Evidence as appointed is not energetic in its activities, or if evidence
exists that it is suppressing evidence, or if the prevailing mood of the
Committee appointed seems to the Convening Authority to be slack and
negligent or biased without evidence in favour of or against the interested
parties, or if the Committee of Evidence begins witch hunting beyond the
scope of its directive from the Convening Authority, or if the Committee of
Evidence in tile face of clear fact seems prone to overlook actual guilt or
seems to be condoning crimes of a high nature, the Convening Authority may
cause the Committee Members each one to undergo examination for crimes of
similar nature at the hands of a newly appointed officer, but in this case
any crimes so discovered if amounting to the level of felony in Scientology
shall become the subject of a Committee of Evidence as the evidence
obtained by the newly appointed officer by any means may not be considered
to have been obtained under the Auditor's Code but under the heading of
Justice. The Convening Authority may then convene a new Committee of
Evidence to try the offending member or members of the original Committee
as well as the interested parties originally under question.
A higher level Convening Authority may convene upon a lower echelon
executive, who had the power to have convened a Committee of Evidence who
did not in the face of clear-cut need, a Committee of Evidence. In such a
case the Bill of Particulars shall allege "Negligence in Justice" and name
the lower level authority as the interested party. The Committee appointed
must look for any undisclosed crimes or other omissions committed by the
Interested Party so named.
L. RON HUBBARD
LRH:jw.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
545
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1965
Issue II
Gen Non-Remimeo
Post Org Public Boards HCO (DIVISION 1)
JUSTICE CERTIFICATE CANCELLATION
Cancellation of Certificates and Awards is done only for the reasons
announced - departure from Scientology to set up some splinter group, or
setting up a splinter group, or merely announcing a departure from
Scientology (but not by reason of leaving an org, a location or situation
or death), or for committing one or more Suppressive Acts (see HCO Pol Ltr
of 1 March 1965).
Enrolment in or employment by, or direct knowing assistance to, a
group antagonistic to Scientology or seeking to suppress Scientology, or
enrolment in a group following some other divergent path after
Certification in Scientology brings about a cancellation of Certificates,
earned or honorary, and all classifications and other awards of whatever
kind.
Certificate cancellation is only done for the above reasons, or
committing Suppressive Acts (see HCO Pol Ltr 7 March 1965, Issue I). All
other offenses where they concern certificates, awards and classification
changes are handled by suspension of certificates, classification or awards
or reduction to a lower certificate or award by Committees of Evidence.
Other punishments may be recommended by a Committee of Evidence than those
relating to status.
Cancellation requires no Committee of Evidence for obvious reasons
(the person not usually available as an interested party in the case of
departure or high crimes).
Cancellation may be recommended by any HCO Secretary or any Committee
of Evidence.
Only the Chairman of the International Board may finally cancel
certificates and awards, being the issuing authority, although cancellation
is recommended by HCOs or Committees of Evidence.
Any recommendation for cancellation of certificates or awards must be
accompanied by actual evidence of announced departure from Scientology or
departure or the committing of a Suppressive Act.
Recourse from cancellation may be had by the accused or punished
person or group applying to the nearest Convening Authority for a Committee
of Evidence to be held on the subject. Such a Committee may only hear
evidence that the report of departure and related reports, or reports of
Suppressive Acts, were true or false (see HCO Pol Ltr of 7 March 1965,
Issue I). Such a Committee of Evidence follows the usual procedures and
forwardings but must be convened if requested.
A request for recourse must be requested within one month of receipt
of notification of cancellation and must be addressed to the nearest HCO
Secretary.
HCO ACTION
To cancel any one certificate, certificates or awards, or to cancel
all certificates and awards, an HCO Secretary takes the following steps:
546
1. Receives direct evidences of departure from Scientology such as
Suppressive Acts, the person's announced intention to depart from
Scientology, demand of refunds; accusations of fraud; accepting treatment
from a splinter group; dependency on other mental or philosophic procedures
than Scientology (except medical or surgical) after certification,
classification or award; resignation of all certificates, classifications
and awards (but not posts or positions or locations); discovery of theft or
espionage for another group or government; public accusations or
condemnations of Scientology by the person or group; or similar data
indicating hostility to Scientology, as outlined in Suppressive Acts (HCO
Pol Ltr of 7 March 1965, Issue I).
2. Carefully ascertains the correctness of the information.
3. Writes a letter of recommendation to the Chairman of the
International Board as follows:
To: L. Ron Hubbard
From: HCO Secretary
Subject: Cancellation of Certificates, Classifications and Awards of
(+person's name in capitals).
I request cancellation of the Certificates, Classifications and Awards
of (person's name or group name in capitals) for the following reasons:
(a) (giving all circumstances. Keep to provable facts and do
not engage in slanderous or critical remarks.)
I have investigated the evidence and find it correct to the best of my
knowledge and belief.
Signed..................
HCO Secretary
4. A copy of the letter is at once posted on the public bulletin board
and the original sent by fastest mail to Saint Hill.
5. Should the situation vanish and the person recant while the letter
is en route, a cable or wireless should be sent to Saint Hill withdrawing
the letter.
6. The HCO Secretary who requested it receives a letter from the
Chairman to be delivered to the person, stating the cancellation as a fact.
7. If the situation has vanished before the letter is delivered to the
person, does not deliver it but returns it to Saint Hill.
8. Enters a copy of the Saint Hill letter in the local Justice files,
posts a copy on the local public bulletin board, files another copy in the
person's local CF file, has an entry made in the Certificate log and other
pertinent records. (Saint Hill publishes the announcement under Legal
Notices in The Auditor.)
9. Sends the cancellation letter on to the person.
10. Waits one month for any request for recourse under which a
Committee of Evidence would have to be convened.
11. Gets the Committee convened or considers the matter ended, one
month being the limitation of time in which the person could request a
Committee of Evidence. No suit or punishment may be served or given to any
HCO personnel for the above procedure regardless of the Committee Findings.
12. The HCO Secretary tries to recover the actual Certificates,
Classifications and Awards after the month period or the Committee has met
and confirmed. This is not vital, but something should be attempted like a
letter requesting them or a
547
reward to anyone who can obtain them and forward them all to HCO.
Rendering such null and void includes reporting their cancellation to the
public of the person's area and informing any caller or enquirer interested
in the person of the fact for as many years as the person takes no steps to
gain new Certificates.
It is quite obvious by experience that few, if any, persons departing
Scientology have clean hands. They commit continuous averts and therefore
can't gain under processing. They have gone, usually, and would not be
available for a Committee of Evidence if one were called to gather evidence
and so using Committees of Evidence in Cancellation cases just burns up
time.
If we are to escape eventual pressure to limit this to a Committee of
Evidence type crime, we must (a) be sure of our facts and (b) commit no
flagrant injustices in using it.
By posting before it is done, the HCO Secretary can usually halt any
widespread damage and often bring the person to his senses. HCO errors in
posting cannot bring about any reprimand of HCO personnel or award of
damages.
If the person comes to his or her senses before the final letter from
Saint Hill is delivered, then do the following:
A. Tell the person to stop committing present time covert overts so he
or she can get a case gain.
B. Require a letter from the person to all persons of any group or any
dissidents influenced by the person to the effect that the person's action
in committing Suppressive Acts or in departing Scientology was in error and
[stating] any self discreditable motivations, but not because of "no case
gain", and promising the group or influenced people that the person writing
will cease to commit continuous present time averts, and try to mend his or
her ways. Any person duped or sexually wronged, or any group deluded by the
offender, must also receive a full written apology, any reasonable
recompense for damages and/or full refund of any sums charged by the
offender in his act of duplicity. None of these letters or confessions may
contain assertions blaming others, auditors or Scientology.
C. Order some effective Division 2 (Training and Processing)
retraining or processing at the person's expense but not wildly beyond his
ability to pay.
D. Make a note in the person's CF folder of the incident and file all
papers and a report in Justice files, as such cases often repeat, having
secret vices or committing covert hostile acts to "solve their environment"
rather than processing - in short they have other solutions they think
work, always anti-social.
E. If at some future date the person comes to the HCO Secretary's
attention and seems to be doing well and getting case gains, the fact is
noted in the Justice files and in the CF folder of the person, but no such
entry should be made within weeks or months.
The same exact procedure is followed when the person whose
certificates, etc. have been cancelled wants to be restored to grace except
E. In this case it is
E One: Enrol the person in the Academy HAS Course to start all over
again, if the D of T will have him or her, inform the Chairman at Saint
Hill and note the fact in the local Justice files and the person's CF
folder.
Repeating the substance of it, departures from Scientology result from
continuing averts which stall case gains; the action of departure is met by
cancellation of all certificates, classifications and awards; the offense
of departure from Scientology falls outside Committees of Evidence and
amnesties.
LRH:ml.cden L. RON HUBBARD
Copyright (c) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
548
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1965
Issue III
Gen Non-Remimeo
Post Org Pub ic
Boards HCO (DIVISION 1)
JUSTICE OFFENSES & PENALTIES
These are the penalties we have always more or less used, and these
are the offenses which have been usually considered offenses in
Scientology.
Formerly they were never written down or routinely enforced, there was
no recourse, and these lacks made staff members uncertain of their fate.
They knew something happened but not why. They knew certain things were
frowned on but not how much or little. The penalties were suddenly
administered without warning as to what they would be or for what offense.
This then is a Code of Discipline which we have almost always more or
less used, made plain for everyone to see, with limits against over-
punishment and recourse for those who are wronged.
Accordingly this Code of Offenses and their penalties becomes firm and
expressed policy.
Lack of specified offenses, penalties and recourse brings everyone to
uncertainty and risk at the whim of those in command.
There are four general classes of crimes and offenses in Scientology.
These are ERRORS, MISDEMEANORS, CRIMES AND HIGH CRIMES.
1. ERRORS. Errors are minor unintentional omissions or mistakes. These
are auditing "goofs"; minor alter-is of tech or policy; small instructional
mistakes; minor errors or omissions in performing duties and admin errors
not resulting in financial loss or loss of status or repute for a senior.
Errors are dealt with by corrections of the person, reprimand or
warnings by seniors.
Certificates, Classifications and Awards may not be cancelled or
suspended or reduced for an Error. The offender may not be transferred or
demoted or fined or suspended for Committing an Error. No Committee of
Evidence may be convened because of an Error.
Repeated corrections, warnings or reprimands by a senior can, however,
bring the repeated error offenses into the category of Misdemeanor.
2. MISDEMEANORS. These are non-compliance; discourtesy and
insubordination; mistakes resulting i] financial or traffic loss;
commissions or omissions resulting in loss of status or the punishment of a
senior; neglect or gross errors resulting in the need to apply the
Emergency Formula to their person, section, unit, department, organization,
zone or Division; knowing and repeated departures from standard technology,
instructional procedures or policy; continued association with squirrels;
abuse or loss or damage of org materiel; waste of org materiel; waste of
funds; alteration of senior policy or continued ignorance of it; consistent
and repeated failures to wear their hat regarding Dev-T; refusing an E-
Meter check; refusing auditing when ordered by a higher authority;
disturbing a course or class; disrupting a meeting; the discovery of their
having an undisclosed criminal background in this lifetime; the discovery
of an undisclosed tenure in a mental hospital; processing a known Trouble
Source or the family or adherents of a Suppressive Person or Group;
omissions resulting in disrepute or financial loss; inadequate or declining
income or traffic in a section, unit, department, org, zone or Division;
assisting the inadequacy or decline of income or traffic in a section,
unit, department, org, zone or Division; failure to acknowledge, relay or
comply with a direct and legal order from an executive staff member;
Auditor's Code breaks resulting in a disturbance of the preclear; failure
to follow the Instructor's Code resulting in disturbed students;
contributing to a crime;
549
failure to appear before a Committee of Evidence as a witness or
interested party when personally given summons or receiving summons by
registered post; refusing to testify before a Committee of Evidence;
showing contempt or disrespect to a Committee of Evidence when before it;
destroying documents required by a Committee of Evidence or refusing to
produce them; withholding evidence; false swearing on a signed statement or
form; impeding Justice; refusing to serve on a Committee of Evidence;
refusing to vote while a member of a Committee of Evidence; misconduct;
issuing data or information to wrong grades or unauthorized persons or
groups or issuing data or information broadly without authority.
Such offenses are subject to direct punishment by order and for a
staff member the punishment is the assignment of a personal condition of
emergency for up to three weeks and for an executive staff member the
assignment of up to a three months personal condition of emergency.
Personal conditions of emergency reduce pay or units one third for the
period assigned.
Recourse may be had by requesting a Committee of Evidence for return
of pay but not damages.
The same offenses may be used for a Committee of Evidence but not both
a Committee and punishment by direct order - one or the other.
However if any of these offenses become the subject of a Committee of
Evidence the penalty for a misdemeanor may be increased to include
suspension of a single certificate and/or classification (but no more) or a
minor demotion or transfer, but not dismissal. None of these offenses may
be made the subject of dismissal by direct order or Committee of Evidence.
Persons may not be dismissed for misdemeanors. Nor may any
certificates, classifications or awards be cancelled.
Non staff or field or franchise Scientologists committing those of the
above (except org) offenses applicable may have a Committee of Evidence
convened on them.
Where serious, repeated or of magnitude harmful to many, the same
offenses can be re-classed as Crimes by a Convening Authority.
3. CRIMES. These cover offenses normally considered criminal. Offenses
which are treated in Scientology as crimes are theft; mayhem; harmful
flagrant and continued Code Breaks resulting in important upsets;
noncompliance with urgent and vital orders resulting in public disrepute;
placing Scientology or Scientologists at risk; omissions or non-compliance
requiring heavy intervention by seniors consuming time and money, with Dev-
T; failure or refusal to acknowledge, relay or execute a direct legal order
from an International Board Member, or an assistant board member; being or
becoming a Potential Trouble Source without reporting it or taking action;
receiving auditing while a Potential Trouble Source; withholding from local
Scientology executives that he or she is a Potential Trouble Source;
failing to report a Potential Trouble Source to local HCO; organizing or
allowing a gathering or meeting of staff members or field auditors or the
public to protest the orders of a senior; being a knowing accessory to a
Suppressive Act; using a local Scientology title to set aside the orders or
policies from the International Board; following illegal orders or illegal
local policies or alter-is, knowing them to be different or contradictory
to those issued by the International Board; not directly reporting flagrant
departures from International Board policy in a section, unit, department,
org, zone or Division; being long absent from post while a senior executive
without advising the board member of his or her division; permitting a
section, unit, department, or zone or Division to collapse; not taking over
as a deputy in a crisis not otherwise being handled; passing org students
or pcs to outside auditors for private commission; using an org position to
build up a private practice; taking private fees while on staff to audit
outside pcs, run private courses, coach or audit students or org pcs;
embezzlement; taking commissions from merchants; reselling org materiel for
private gain; using an org position to procure personal or non-Scientology
funds or unusual favours from the public, a firm, student or pc;
impersonating a Scientologist or staff member when not authorized; inciting
to insubordination; instigating a local power push against a senior;
spreading destructive rumours about senior Scientologists; pretending to
express a multiple opinion (use of "everybody") in vital reports, which
could influence assistant board or board decisions; not reporting the
discovery of a Crime or High Crime to Saint Hill while in authority or as a
member of a Committee of Evidence or as a witness before a Committee of
Evidence; refusal to accept penalties assigned in a recourse action;
refusal to uphold
550
discipline; getting another staff member disciplined by giving false
reports about him or her; overworking an executive by ignoring one's
duties; falsifying a communication from higher authority; falsifying a
telex message or cable; causing a staff member to lose prestige or be
disciplined by giving false reports; seeking to shift the blame to an
innocent staff member for the consequences of one's own offenses;
protecting a staff member guilty of a Crime or High Crime listed in this
code; stealing or seducing another's wife or husband; committing offenses
or omissions that bring one's senior staff member, unit, department, org or
zone official to personal risk and/or a Committee of Evidence, civil,
criminal or court; wilful loss or destruction of Scientology property;
making out or submitting or accepting false purchase orders; juggling
accounts; illegally taking or possessing org property; causing severe and
disreputable disturbances resulting in disrepute; obtaining loans or money
under false pretenses; condoning circumstances or offenses capable of
bringing a course, section, unit, department, org, zone or Division to a
state of collapse; holding Scientology materials or policies up to
ridicule, contempt or scorn; heckling a Scientology Instructor or lecturer;
falsely degrading an auditor's technical reputation; impersonating an
executive staff member; pretending Scientology certificates,
classifications or awards not actually held to obtain money or credit;
selling auditing hours or training courses for advance which are not then
delivered as to hours and time in training (but not results or subject
matter); using Scientology harmfully; not bringing a preclear up through
the grades but overwhelming the preclear with high levels; processing or
giving aid or comfort to a Suppressive Person or Group; knowingly using
Scientology to obtain sexual relations or restimulation; seducing a minor;
neglect or omission in safeguarding the copyrights, registered marks, trade
marks, registered names of Scientology; issuing the data or information or
instructional or admin procedures without credit or falsely assigning
credit for them to another; issuing any Scientology data under another
name; condoning the suppression of the word "Scientology" in its use or
practice; allying Scientology to a disrelated practice; neglect of
responsibilities resulting in a catastrophe even when another manages to
avert the final consequences.
Crimes are punished by convening Committees of Evidence and may not be
handled by direct discipline. Crimes may result in suspension of
certificates, classifications or awards, reduction of post, or even
dismissal or arrest when the crime clearly warrants it. But such penalties
may not be assigned by direct discipline. Certificates, Classifications or
Awards may not be cancelled for a crime.
4. HIGH CRIMES. These are covered in HCO Policy Letters March 7, 1965,
Issues I and II, and consist of publicly departing Scientology or
committing Suppressive Acts.
Cancellation of Certificates, Classifications and Awards and becoming
fair game are amongst the penalties which can be leveled for this type of
offense as well as those recommended by Committees of Evidence.
A reward system for merit and good performance also exists.
L. RON HUBBARD
LRH:jw.cden Copyright (I) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
CANCELLATION OF FAIR GAME: The practice of declaring people FAIR GAME
will cease. FAIR GAME may not appear on any Ethics Order. It causes bad
public relations. This P/L does not cancel any policy on the treatment or
handling of an SP.
(From HCO P/L 21 October 1968 - Volume 1, page 489.)
COMMITTEE OF EVIDENCE (COMM EV): A fact finding body composed of
impartial persons
properly convened by a Convening Authority which hears evidence from
persons it calls before it,
arrives at a finding and makes a full report and recommendation to its
Convening Authority for his or
her action.
(From HCO P/L 7 September 1963, Committees of Evidence - Volume 1,
page 538.)
[The above Policy Letter has been added to by HCO P/L 12 July 1971,
Issue III, Offenses and Penalties-Addition, and HCO P/L 29 July 1971, Issue
III, Penalties for the Hiring or Recruiting of Institutional or Insane
Persons, the latter being modified by HCO P/L 21 July 1972, Issue IV, Staff
Qualification Requirements for Hiring Cancelled, in the Year Books.]
551
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 DECEMBER 1965 (Replaces HCO Policy Letter of 7
March 1965, Issue I. This was originally misdated as 1 March 1965)
Gen Non-Remlmeo
PBsutllpeeuibliso d (HCO Division 1)
ETHICS SUPPRESSIVE ACTS SUPPRESSION OF SCIENTOLOGY AND SCIENTOLOGISTS
THE FAIR GAME LAW
Due to the extreme urgency of our mission I have worked to remove some
of the fundamental barriers from our progress.
The chief stumbling block, huge above all others, is the upset we have
with POTENTIAL TROUBLE SOURCES and their relationship to Suppressive
Persons or Groups.
A POTENTIAL TROUBLE SOURCE is defined as a person who while active in
Scientology or a pc yet remains connected to a person or group that is a
Suppressive Person or Group.
A SUPPRESSIVE PERSON or GROUP is one that actively seeks to suppress
or damage Scientology or a Scientologist by Suppressive Acts.
SUPPRESSIVE ACTS are acts calculated to impede or destroy Scientology
or a Scientologist and which are listed at length in this policy letter.
A Scientologist caught in the situation of being in Scientology while
still connected with a Suppressive Person or Group is given a Present Time
Problem of sufficient magnitude to prevent case gain, as only a PTP can
halt progress of a case. Only ARC Breaks worsen it. To the PTP is added ARC
Breaks with the Suppressive Person or Group. The result is no-gain or
deterioration of a case by reason of the suppressive connection in the
environment. Any Scientologist, in his own experience, can probably recall
some such cases and their subsequent upset.
Until the environment is handled, nothing beneficial can happen. Quite
the contrary. In the most flagrant of such cases the Scientologist's case
worsened and the Suppressive Person or Group sent endless reports to press,
police, authorities and the public in general.
Unless the Potential Trouble Source, the preclear caught up in this,
can be made to take action of an environmental nature to end the situation
one has a pc or Scientologist who may cave in or squirrel because of no
case gain and also a hostile environment for Scientology.
This policy letter gives the means and provides the policy for getting
the above situation handled.
A Potential Trouble Source may receive no processing until the
situation is handled.
A Suppressive Person or Group becomes "fair game".
By FAIR GAME is meant, may not be further protected by the codes and
disciplines of Scientology or the rights of a Scientologist.
The families and adherents of Suppressive Persons or Groups may not
receive processing. It does not matter whether they are or are not
Scientologists. If the families or adherents of Suppressive Persons or
Groups are processed, any auditor doing so is
552
guilty of a misdemeanor. (See HCO Policy Letter of 7 March 1965, Issue
II.)
A Potential Trouble Source knowingly permitting himself or herself or
the Suppressive Person to be processed without advising the auditor or
Scientology authorities is guilty of a crime. (See HCO Policy Letter of 7
March 1965, Issue II.)
SUPPRESSIVE ACTS
Suppressive Acts are defined as actions or omissions undertaken to
knowingly suppress, reduce or impede Scientology or Scientologists.
Such Suppressive Acts include public disavowal of Scientology or
Scientologists in good standing with Scientology Organizations; public
statements against Scientology or Scientologists but not to Committees of
Evidence duly convened; proposing, advising or voting for legislation or
ordinances, rules or laws directed toward the Suppression of Scientology;
pronouncing Scientologists guilty of the practice of standard Scientology;
testifying hostilely before state or public inquiries into Scientology to
suppress it; reporting or threatening to report Scientology or
Scientologists to civil authorities in an effort to suppress Scientology or
Scientologists from practicing or receiving standard Scientology; bringing
civil suit against any Scientology organization or Scientologist including
the nonpayment of bills or failure to refund without first calling the
matter to the attention of the Chairman at Saint Hill and receiving a
reply; demanding the return of any or all fees paid for standard training
or processing actually received or received in part and still available but
undelivered only because of departure of the person demanding (the fees
must be refunded but this Policy Letter applies); writing anti-Scientology
letters to the press or giving antiScientology or anti-Scientologist
evidence to the press; testifying as a hostile witness against Scientology
in public; continued membership in a divergent group; continued adherence
to a person or group pronounced a Suppressive Person or Group by HCO;
failure to handle or disavow and disconnect from a person demonstrably
guilty of Suppressive Acts; being at the hire of anti-Scientology groups or
persons; organizing a splinter group to use Scientology data or any part of
it to distract people from standard Scientology; organizing splinter groups
to diverge from Scientology practices, still calling it Scientology or
calling it something else; calling meetings of staffs or field auditors or
the public to deliver Scientology into the hands of unauthorized persons or
[persons] who will suppress it or alter it or who have no reputation for
following standard lines and procedures; infiltrating a Scientology group
or organization or staff to stir up discontent or protest at the
instigation of hostile forces; 1st degree murder, arson, disintegration of
persons or belongings; mutiny; seeking to splinter off an area of
Scientology and deny it properly constituted authority for personal profit,
personal power or "to save the organization from the higher officers of
Scientology"; engaging in malicious rumourmongering to destroy the
authority or repute of higher officers or the leading names of Scientology
or to "safeguard" a position; delivering up the person of a Scientologist
without defense or protest to the demands of civil or criminal law;
falsifying records that then imperil the liberty or safety of a
Scientologist; knowingly giving false testimony to imperil a Scientologist;
receiving money, favours or encouragement to suppress Scientology or
Scientologists; sexual or sexually perverted conduct contrary to the well
being or good state of mind of a Scientologist in good standing or under
the charge of Scientology such as a student, a preclear, a ward or a
patient; blackmail of Scientologists or Scientology organizations
threatened or accomplished - in which case the crime being used for
blackmail purposes becomes fully outside the reach of Ethics and is
absolved by the fact of blackmail unless repeated.
Suppressive Acts are clearly those covert or overt acts knowingly
calculated to reduce or destroy the influence or activities of Scientology
or prevent case gains or continued Scientology success and activity on the
part of a Scientologist. As persons or groups that would do such a thing
act out of self interest only to the detriment of all others, they cannot
be granted the rights and beingness ordinarily accorded rational beings and
so place themselves beyond any consideration for their feelings or well
being.
If a person or a group that has committed a Suppressive Act comes to
his, her or their senses and recants, the HCO Secretary:
A. Tells the person or group to stop committing present time overts
and to cease all attacks and suppressions so he, she or they can get a case
gain;
553
B. Requires a public announcement to the effect that they realize
their actions were ignorant and unfounded and stating where possible the
influences or motivations which caused them to attempt to suppress or
attack Scientology; gets it signed before witnesses and published broadly,
particularly to persons directly influenced or formerly associated with the
former offender or offenders. The letter should be calculated to expose any
conspiracy to suppress Scientology or the preclear or Scientologist if such
existed;
B(1). Requires that all debts owed to Scientology organizations are
paid off;
C. Requires training beginning at HAS at their expense if Division 4
(Training and Processing) will have the person or the group members;
D. Makes a note of the matter with copies of the statement and files
in the Ethics files;
E. Informs the Chairman at Saint Hill and forwards a duplicate of the
original copy which shows signatures.
Any Potential Trouble Source owing money to any Scientology
organization is handled the same as any other Scientologist. Failure to
discharge a financial obligation becomes a civil Ethics matter after
normal, within-org avenues of collection have been exhausted.
Any PTS who fails to either handle or disconnect from the SP who is
making him or her a PTS is, by failing to do so, guilty of a Suppressive
Act.
Civil Court action against SPs to effect collection of monies owed may
be resorted to, as they are Fair Game.
Until a Suppressive Person or Group is absolved, but not during the
period when the person requests and has a Committee of Evidence, or an
amnesty occurs, no Scientology Ethics other than this HCO Policy Letter
applies to such persons, no Committee of Evidence may be called to punish
any Scientologist or person for any offenses of any kind against the
Suppressive Person except to establish in cases of real dispute whether or
not the person was suppressing either Scientology or the Scientologist.
The homes, property, places and abodes of persons who have been active
in attempting to suppress Scientology or Scientologists are all beyond any
protection of Scientology Ethics, unless absolved by later Ethics or an
amnesty.
Such persons are in the same category as those whose certificates have
been cancelled, and persons whose certificates, classifications and awards
have been cancelled are also in this category.
The imagination must not be stretched to place this label on a person.
Errors, misdemeanors and crimes do not label a person as a Suppressive
Person or Group. Only High Crimes do so.
A Committee of Evidence may be called by any Convening Authority who
wishes more concrete evidence of efforts to suppress Scientology or
Scientologists but if such a Committee's findings, passed on, establish
beyond reasonable doubt Suppressive Acts, this Policy Letter applies and
the person is fair game.
Outright or covert acts knowingly designed to impede or destroy
Scientology or Scientologists is what is meant by Acts Suppressive of
Scientology or Scientologists.
The greatest good for the greatest number of dynamics requires that
actions destructive of the advance of the many, by Scientology means,
overtly or covertly undertaken with the direct target of destroying
Scientology as a whole, or a Scientologist in particular, be summarily
handled due to the character of the reactive mind and the consequent
impulses of the insane or near insane to ruin every chance of Mankind via
Scientology.
554
POTENTIAL TROUBLE SOURCE
A Scientologist connected by familial or other ties to a person who is
guilty of Suppressive Acts is known as a Potential Trouble Source or
Trouble Source. The history of Dianetics and Scientology is strewn with
these. Confused by emotional ties, dogged in refusing to give up
Scientology, yet invalidated by a Suppressive Person at every turn they
cannot, having a PTP, make case gains. If they would act with determination
one way or the other - reform the Suppressive Person or disconnect, they
could then make gains and recover their potential. If they make no
determined move, they eventually succumb.
Therefore this Policy Letter extends to suppressive non-Scientology
wives and husbands and parents, or other family members or hostile groups
or even close friends. So long as a wife or husband, father or mother or
other family connection, who is attempting to suppress the Scientology
spouse or child, or hostile group remains continuingly acknowledged or in
communication with the Scientology spouse or child or member, then that
Scientologist or preclear comes under the family or adherent clause and may
not be processed or further trained until he or she has taken appropriate
action to cease to be a Potential Trouble Source.
The validity of this policy is borne out by the fact that the US
government raids and other troubles were instigated by wives, husbands or
parents who were actively suppressing a Scientologist, or Scientology. The
suppressed Scientologist did not act in good time to avert the trouble by
handling the antagonistic family member as a suppressive source or
disconnect fully.
Disconnection from a family member or cessation of adherence to a
Suppressive Person or Group is done by the Potential Trouble Source
publicly publishing the fact, as in the legal notices of "The Auditor" and
public announcements and taking any required civil action such as
disavowal, separation or divorce and thereafter cutting all further
communication and disassociating from the person or group.
Unwarranted or threatened disconnection has the recourse of the person
or group being disconnected from requesting a Committee of Evidence from
the nearest Convening Authority (or HCO) and producing to the Committee any
evidence of actual material assistance to Scientology without reservation
or bad intent. The Committee must be convened if requested.
Before publicly disconnecting, the Scientologist would be we'll
advised to fully inform the person he or she accuses of Suppressive Acts of
the substance of this policy letter and seek a reform of the person,
disconnecting only when honest efforts to reform the person have not been
co-operated with or have failed. And only then disconnecting publicly. Such
efforts should not be unduly long as any processing of the Potential
Trouble Source is denied or illegal while the connection exists and a
person not actively seeking to settle the matter may be subjected to a
Committee of Evidence if processed meanwhile.
The real motives of Suppressive Persons have been traced to quite
sordid hidden desires - in one case the wife wanted her husband's death so
she could get his money, and fought Scientology because it was making the
husband well. Without handling the wife or the connection with the woman
the Scientologist, as family, drifted on with the situation and the wife
was able to cause a near destruction of Scientology in that area by false
testimony to the police and government and press. Therefore this is a
serious thing - to tolerate or remain connected to a source of active
suppression of a Scientologist or Scientology without legally disconnecting
the relationship or acting to expose the true motives behind the hostility
and reform the person. No money particularly may be accepted as fee or loan
from a person who is "family" to a Suppressive Person and therefore a
Potential Trouble Source. There is no source of trouble in Scientology's
history greater than this one for frequency and lack of attention.
Anyone absolved of Suppressive Acts by an amnesty or a Committee of
Evidence ceases to be fair game. Anyone found guilty of Suppressive Acts by
a Committee of Evidence and its Convening Authorities remains fair game
unless saved by an amnesty.
This Policy Letter is calculated to prevent future distractions of
this nature as time goes on.
555
RIGHTS OF A SUPPRESSIVE PERSON OR GROUP
A truly Suppressive Person or Group has no rights of any kind as
Scientologists and actions taken against them are not punishable under
Scientology Ethics Codes.
However a person or group may be falsely labelled a Suppressive Person
or Group. Should the person or group claim the label to be false, he, she
or they may request a Committee of Evidence via their nearest HCO. The
executive with the power to convene a Committee of Evidence must do so if
one is requested for recourse or redress of wrongs.
The person or representative of the group labelled Suppressive is
named as an Interested Party to the Committee. They attend it where it
convenes.
The Committee must pay attention to any actual evidences that the
person or group that is accused of being suppressive may produce
particularly to the effect of having helped Scientology or Scientologists
or a Scientologist and if this is seen to outweigh the accusations, proof
or lack of it, the person is absolved.
Any knowingly false testimony, forgeries or false witnesses introduced
by the person or group accused of being suppressive can result in an
immediate finding against the person or group.
Any effort to use copies of the testimony or findings of a Committee
of Evidence called for this purpose or holding it to scorn in a civil court
immediately reverses any favourable finding and automatically labels the
person or group suppressive.
Failing to prove guilt of Suppressive Acts, the Committee must absolve
the person or group publicly.
If the findings, as passed upon by the Convening Authority,
demonstrate guilt, the person or group is so labelled as a Suppressive
Person or Group.
RECOURSE OF A POTENTIAL TROUBLE SOURCE
A person labelled a Potential Trouble Source and so barred from
receiving auditing, may request a Committee of Evidence of the nearest HCO
as recourse if he or she contests the allegation.
The Committee of Evidence requested must be convened by the nearest
Convening Authority.
If evidences of disconnection are given or if the alleged Suppressive
Person or Group is clearly and beyond reasonable doubt shown not to be
guilty of Suppressive Acts or is shown clearly to have reformed, the
Committee of Evidence findings and the Convening Authority must remove the
label of Potential Trouble Source from the Scientologist and the label
Suppressive Person or Group from the suspected person or group.
But should the former Potential Trouble Source's state of case show no
gain after reasonable time in processing, any executive of Division 4
(Training and Processing) may order a new Committee of Evidence in the
matter and if it and its Convening Authority reverse the former findings,
the labels are applied. But no auditor may be disciplined for auditing
either during the period between the two findings.
RECOURSE OF AN AUDITOR
An auditor disciplined for processing a Potential Trouble Source or a
Suppressive Person or a member of a Suppressive Group, may request a
Committee of Evidence if he can persuade the Potential Trouble Source and
the Suppressive Person or a representative of the Suppressive Group to
appear before it.
The auditor so requesting may also have named as an Interested Party
or Parties with himself the person or persons who supplied the information
or misinformation concerning his actions.
556
No damages or costs may be borne by or ordered by a Committee of
Evidence in cases involving Potential Trouble Sources or Suppressive
Persons or Groups.
When the Potential Trouble Source or Suppressive Person or Group
representative fails to appear before a Committee of Evidence on a Bill of
Particulars labelling persons as Potential Trouble Sources or Suppressive
Persons or Groups at the published time of its convening, the Bill of
Particulars stands as proven and the Convening Authority is bound so to
declare.
EVIDENCE OF DISCONNECTION
Any HCO Secretary may receive evidences of disconnection or disavowal
or separation or divorce and, on finding them to be bona fide, may publicly
announce them on a public board and legal notices in "The Auditor".
The HCO Secretary must place copies of such evidences in the Ethics
file and in the CF folders of all persons named in them.
The disconnecting person then ceases to be a Potential Trouble Source.
The procedure for a recanting Suppressive Person or Group is outlined
above. EVIDENCES OF SUPPRESSION
It is wise for any Scientologist, HCO Secretary or Committee of
Evidence in matters concerning Suppressive Acts to obtain valid documents,
letters, testimonies duly signed and witnessed, affidavits duly sworn to
and other matters and evidences which would have weight in a court of law.
Momentary spite, slander suits, charges of Scientology separating families,
etc. are then guarded against.
If matters concerning Suppressive Acts are given good and alert
attention, properly enforced, they will greatly accelerate the growth of
Scientology and bring a new calmness to its people and organizations and
far better case gains where they have not heretofore been easy to achieve.
Preclears with present time problems, ARC broken with associated but
Suppressive Persons will not obtain case gains but on the contrary, may
experience great difficulty.
Observance of these facts and disciplines can help us all.
L. RON HUBBARD
LRH:ml.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
lThis 23 December reissue changed Justice to Ethics, and Division 2
(earlier Org Board numbering system) to Division 4, and added B(1) and the
three paragraphs following E. ]
[Note: See HCO P/L 21 October 1968, Cancellation of Fair Game, and HCO
P/L 15 November 1968 which removes disconnection as a condition, on page
489. ]
[See also HCO P/L 9 August 1971, Issue III, Operation Staff Stability
and Personal Security-High Crime Additions, and its second revision of 8
January 1972, same title, in the Year Books.]
557
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MARCH 1965 Issue II
General Non Remimeo
HCO (DIVISION 1) JUSTICE FAIR GAME LAW ORGANIZATIONAL SUPPRESSIVE ACTS
THE SOURCE OF THE FAIR GAME LAW
The reason a democracy or any wide open group caves in lies in its
extending its privileges of membership to those who seek to destroy it.
The idiocy of doing so is plain. When a person announces he is no
longer part of a group, he has rejected the group. He has also rejected its
codes and rules. Of course he has also rejected the protection to which he
was entitled as a group member.
Democracy always faces this problem and so far never solved it. The
constitution of the US permits people to refuse to testify if it would
incriminate them (5th Amendment). Yet it sits by in courts letting people
who are pledged to overthrow the government yet use their privilege to
invoke the 5th Amendment. Idiocy is the right word for it. It does not make
sense to extend the protection of the group to the person seeking to
destroy the group. That's like encouraging a disease.
Hence we have a Fair Game Law.
If a group member rejects the group, he rejects everything about the
group and no further question about that. Certainly there is no question in
his or her mind of salvaging or helping the group. Why should the group
then seek to extend its protection over him unless it wants to defy its
first right: that of survival.
So, in Scientology, anyone who rejects Scientology also rejects,
knowingly or unknowingly, the protection and benefits of Scientology and
the companionship of Scientologists. If the person never was a member of
the group or if the person had been a member of it, the result is the same.
A suppressive person, wishing to work more damage, is the first one to
cry for the protection of Justice.
We have the weird humanoid situation of the ex prime minister of
England having to go to court to defend his election against a Communist
whose first principle is the destruction of the British Government and
Courts.
We have many modern instances of this.
At last dismayed at the havoc made, a government goes savage and wipes
out the rights of its citizens in order to get at a few criminals. Thus
even the government betrays its people at last if it has not mastered the
principle that he who rejects the group also rejects everything about the
group.
Scientologists deserve protection from psychotics and criminals, from
suppressive persons and covert or overt acts. Scientology protection is
getting more and more real and within a year or two will be quite adequate
for anyone.
558
Now if we carry forward the deadly disease of stupidly refusing to
recognize, when somebody wants to do us in, that we must at least refuse to
help him do it, someday Scientology Orgs will start reducing various rights
of Scientologists to decent treatment and fair play.
Any reduction we may have experienced already stems from efforts to
bring order when faced with suppressive conduct. Lacking methods and limits
everyone becomes fair game. Thus let us fix the matter up before it upsets
our forward progress.
A person who publicly rejects the group is no longer a member of the
group. ORGANIZATIONAL SUPPRESSIVE ACTS (HCO Pol Ltr Mar. 1, 1965 extension)
Students or pcs who seek to resign or leave courses or sessions and
refuse to return despite normal efforts, become suppressive of that course
or organization and cease to have the rights of its protection or
assistance. If they can be brought to recant after causing public commotion
the procedure given in HCO Pol Ltr Mar. 7 1965 Issue II A to E is
applicable.
HCO is at once called in on the matter. And although HCO, as in any
case where physical disturbance is possible, may deputize any staff member
or members temporarily to assist, no Division 2 staff may assist further
than following the instructions of the HCO personnel to restrain or fetch
the person or persons and stand by while HCO carries out the required
steps.
It should be remembered however that course and session blows result
from technical failures and the more ordinary action is to catch the ARC
Break early and to handle the ARC Break.
Where a staff member or executive publicly resigns in protest or with
intent to suppress HCO may act at once with steps A to E, HCO Pol Ltr Mar.
7, 1965 Issue II.
In neither case may certificate cancellation or the Fair Game Law be
invoked unless the student or pc blow or the public resignation also
includes a threat to leave Scientology.
No publication as per B where no threat to leave Scientology is
included may go further than the group which witnessed the matter, but in
this case it must be published on their public bulletin board for three
days and no longer.
L. RON HUBBARD
LRH:jw.cden Copyright Q) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See HCO P/L 21 October 1968, Cancellation of Fair Game, and HCO
P/L 15 November 1968 which removes disconnection as a condition, on page
489.]
[See also HCO P/L 9 August 1971, Issue 111, Operation Staff Stability
and Personal Security-High Crime Additions, and its second revision of 8
January 1972, same title, in the Year Books.]
559
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MARCH 1965 Issue III
Gen Non-Remimeo
HCO (DIVISION 1) JUSTICE HAT ADMINISTERING JUSTICE
There are some things to firmly keep in mind when you have to use
HCO's Justice function:
1. Only the criminally inclined desire a society in which the criminal
is free to do as he pleases.
2. Only the criminally inclined are frightened enough of Justice to
protest and complain that it exists.
3. Without order nothing can grow or expand.
4. Justice is one of the guards that keeps the channel of progress a
channel and not a stopped flow.
5. All reactive minds can exert pain and discomfort on a being. They
demand the suppression of the good and the production of the bad.
Therefore, in administering Justice, restrain just a trifle more than a
bank can compel a bad action. The external threat need be just enough to
make the internal pressure to do wrong the lesser of two discomforts.
Judgment lies in how much external restraint to apply.
6. Decent people are in favour of Justice. Don't confuse the opinion
of the majority who wish it with the snarls of the few who fear it.
7. A person who is dramatizing his criminal intent can become very
angry if he is not prevented from hurting others.
8. A thetan is good. He invented a bank to keep others good. That
mechanism went wrong. And that's why we're here.
9. In a session you would keep a burglar from bursting in the room and
disturbing the preclean In Scientology you keep offenders out so we can get
on with our session with society.
10. Look up the person who rails against Justice most and you will
have the one you have been looking for.
11. The only overt in handling Justice is not to work for the greatest
good of the greatest number.
L. RON HUBBARD
LRH:ml.bp.cden Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
560
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 MARCH 1965
Gen. Non Remimeo M.A. Post B Board
THE JUSTICE OF SCIENTOLOGY ITS USE AND PURPOSE BEING A SCIENTOLOGIST
The reason we have Justice Codes is to have justice. We don't want or
need injustice.
When we have no codes, "justice" can be anything any authority cares
to make it.
We have had too much caprice passing for justice. It is time we had
justice.
Committees of Evidence work. I recall one Tech Director accused of
tampering with a student. I was told he was about to be disciplined and
sacked. I stopped that action and had a Committee of Evidence convened.
Accurate testimony revealed the story false and the Tech Director innocent.
Without that Committee he would have been ruined. I know of other instances
where a Committee found the facts completely contrary to rumour. Some are
guilty, most are innocent. But thereby we have justice and our necks aren't
out. If a person is to keep the law, he or she must know what the law is.
And must be protected from viciousness and caprice in the name of law. If a
person doesn't keep the law knowing well what it is he or she hurts all of
us and should be handled.
The enturbulence of the society around us is fantastic. There is no
just civil law left, really. It is that lawless and disorderly condition in
the society about us which makes it hard for us to work. Shortly we will be
even more powerful. That power must not be lawless or we will have anarchy
and dismay, enough to stop our growth.
If we have a superior law code and legal system which gives real
justice to people we will swiftly flow easily over the society and
everybody will win.
Where we fail to apply our own administration, technology and justice
procedures to the society around us (let alone Scientology) we will fail.
There is too much truth in our lives not to cause a social upheaval.
Therefore, let us have justice and expand into higher order, not plunge the
world into darkness because our power as a group struck innocent and guilty
alike.
A Scientologist must understand his own justice system. Without
understanding again there will be no justice.
Already the following points need correction in the uninformed person
concerning our justice.
A Committee of Evidence is not a court. It is simply a fact-finding
body with legal powers, convened to get at the facts and clean up the ARC
Breaks caused by rumour. When it has the truth of it, then a Convening
Authority acts - but only in exact accordance with a Justice Code.
Our justice really rehabilitates in the long run. It only disciplines
those who are hurting others and gives them a way to change so they can
eventually win too - but not by hurting us.
A Scientologist who fails to use Scientology technology and its
administrative and justice procedures on the world around him will continue
to be too enturbulated to do his job.
That sounds extreme to anyone.
But if you look it over, you will find that the "power" of the
"Society" and "State" is pretended and is made from an effort to be
powerful where they actually lack power. Our situation is quite the
reverse. Ours is the power of truth and we are capable of power as a group,
having power as individuals due to processing and power of wisdom due to
superior technology.
Therefore when we grant too much beingness to their "power" we are
granting validity to a falsehood and so it recoils on us.
561
We are in short, knocking our own heads off by failing to use our
knowledge and authority when we administer or handle our fellow man or
society. It's like refusing auditing to somebody or not making it possible.
It's also investing a lie with power. Society is losing ground because its
"power" is based on a pack of falsehoods. We will lose ground if we empower
those lies.
There's real magic to be seen here. For instance every upset we have
is traceable to our not knowns or failing to apply our technology and Admin
and Justice procedures to the society around us and its individuals, firms
and groups.
This is worse than you think. A Scientology executive not handling Dev-
T (Developed and unnecessary traffic) from a government in accordance with
our Dev-T policies when it was off-line and off-policy recently caused an
upset. A government official was off-policy (his own bureau's) and the
Scientology executive did not follow our procedure of (a) send it back to
source (b) correct the policy error and (c) inform his superiors when
results were not obtained. You say, "But that's wild! Run a government by
Scientology Admin." Well, all I know is that it caused trouble when we
didn't.
Evidently it's not "them" and "us". It's just "us" and a false "them."
So all we have to do is to get their hats on and they're us.
Failure to take our usual justice actions on offenders against us will
result in eventual chaos. What matter if they don't appear before the
Committee of Evidence we convene on them? How do we know they won't? How
could the Victoria Parliament ever come right if we failed to (a) Convene a
Committee of Evidence (b) Follow our legal procedures?
No, they just stay "they".
Has anybody informed the F.D.A. of our amnesty? Well, did you know the
F.D.A. was looking for a way out of their mess for fear we'd sue for a
million? They'd drop the E-Meter case if they thought we wouldn't sue.
How do we know if we don't try?
So therefore we must use Scientology tech, Admin and Justice in all
our affairs. No matter how mad it sounds, we only fail when we don't.
And therefore every Scientologist should understand his own tech,
codes and procedures.
Some Scientologists believe when a Committee of Evidence is convened
that they are at once suspended.
Nobody can be suspended or punished by the convening of a Committee of
Evidence. It's there to find the truth. Only when its findings are
submitted to its Convening Authority and where the Convening Authority acts
can anyone be suspended or transferred or demoted.
Don't react to Scientology Justice as though it were "wag" law. In
society's "courts" one is given the works and truth has little bearing on
the findings. A mean judge or clever attorney and small legal errors decide
a lot of their cases. Wog courts are like throwing dice. There is huge cost
and publicity and punishment galore even for the innocent.
So we must preserve our Justice.
And use it.
That's the main lesson. If we don't use it in all questions where the
truth of the matter is in doubt we'll just go on being wogs.
If we don't exhibit our science as a group and show a good example,
what can we achieve?
So let's grow up to our own technology and take responsibility for it.
And wear our hats as Scientologists to the world.
LRH:wmc.rd L. RON HUBBARD
Copyright Q) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
562
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MARCH 1965
Gen Non-Remimeo
JUSTICE POLICY LETTERS CORRECTIONS
The act of calling an Emergency Condition does not open the person,
unit, section, department, org or division to any transfer, demotion or
dismissal or cause a reduction of pay. The subject of the Condition must
put the Emergency Formula into prompt operation and it is expected in the
case of an org or portion of an org such as a division, department or
section that the executive staff member, after the stage of promotion is
passed in the formula will request a Committee of Evidence be convened on
the staff member under him whose non-compliance or actions caused the
Emergency.
Pay reduction, demotions, transfers, fines or dismissal may only be
done after a Committee of Evidence and on its recommendation. There is no
other way to bring about transfer, demotion, dismissal from an org or fine
or reduce the pay of a staff member.
When after calling an Emergency Condition there is no improvement
during a reasonable time, a Committee of Evidence must be convened.
Emergency and all other Conditions are assigned only by the Office of
L. Ron Hubbard, which is a part of each HCO.
The form of issue of any conditions including Emergency is a SECED.
A Condition is cancelled by a SECED.
SECEDs are only issued by the Of fice of L. Ron Hubbard under the "per
pro" (by and for) of the HCO Secretary or LRH Communicator in any org.
Requests for an Emergency Condition should be made to the Director of
Inspections, Dept 13, Distribution Div (4) who comments and forwards them
to the Office of L. Ron Hubbard. The comment of the Director of Inspections
can be a recommendation for or against with any data he or she has.
Emergency Conditions are given only on OIC statistics and not by
rumour or opinion.
Emergency Conditions may be issued on anyone in any portion of an org
including Divisions without permission from a senior org, but may only be
issued as above for reasons of declining statistics.
However no Emergency Condition may be placed on a Secretary by the org
itself. This may be done only by applying to the senior org to that org or
to Saint Hill.
CONVENING AUTHORITY
Only HCO's Office of LRH may now convene a Committee of Evidence or a
Civil Committee of Evidence (1 person satisfactory to both contestants used
in disputes between Scientologists or portions of Scientology, the
contestants abiding by the findings of the one person Committee).
The order to convene one is requested of the Director of Inspections
(Div 4) who forwards it (or originates it) to HCO's Office of L. Ron
Hubbard with comments and any statistics. No statistics are actually
demanded in such a request but any available evidence is forwarded. The
Bill is prepared by Dept 13 for forwarding to HCO for authority to convene.
The Authority to convene is issued by the Office of LRH in HCO, per
pro ("for and by") the HCO Secretary or LRH Communicator.
The authority for a Committee of Evidence is issued by SECED. It is
issued to the Director of Inspections who then handles all arrangements and
actions from there up to the point of authorizing the findings. The
complete record and papers, prepared, are sent to HCO's Office of LRH for
final action and publication. In cases where the machinery to convene a
Committee is missing, it is requested from a senior org on the same routing
as above.
563
Publication of a Committee of Evidence findings is done by SECED of
the same number that convened it. Publication is done by the Office of LRH.
The Director of Inspections (Div 4, Dept 13) takes care of all further
actions and the resulting files. __
The Department of Inspections, Division 4, Department 13, has the
actual administration and execution of all Justice.
HCO's Office of LRH issues all authorities for Justice and confirms
all findings of Justice and publishes results.
All guards or forces to be used in Justice (but not members of
Committees of Evidence) are under the control of the Department of
Promotion Div 1 Dept 6 and are under the orders of the HCO Secretary who
may relay to them through the Department of Promotion the requirements of
the Director of Inspections. Such forces may be loaned to the Dept of
Inspections but remain HCO personnel.
BALANCE OF POWER
Division of Justice (HCO) has the authority and forces. Division 2
(the org itself, consisting of organization, finance and materiel) has the
money and materiel. Division 3 (Service and Technical) has the technical
personnel and Div 4 has the Field and "population".
All four Divisions are called the Organization as Division 2
organizes, finances and supplies them.
Justice therefore is under Division 4 in Administration, depends on
Division 1 for authority and power and depends on Division 2 for Finance
and Supplies, and uses the Technology of Division 3.
Thus it remains balanced.
Recourse from discipline or findings is requested always from the
Department of Inspections who applies to HCO's Office of LRH for decision
and authority and then the Department of Inspections cares for the
resulting actions.
The Office of LRH need not wait on any request from anyone to issue
Conditions or authorities but must advise LRH at once on doing so.
LRH may issue Conditions or authorities without request through his
office or via the Director of Inspections. All such Conditions or
authorities are based only on statistics but may include actions to obtain
further statistics such as requesting or ordering data to be furnished to
decide whether or not a Committee should be convened.
No Condition, simply by being directed, carries a penalty with it.
However the declaration of a Condition for any org, division, department,
section or person commands that the Formula for that Condition be followed
by the org, division, department, section or person named.
The SECED declaring the Condition may not be posted on a public board
or a board commonly viewed by the public, but must be posted on a staff
board available to staff members. Copies of the SECED declaring a Condition
are given to every person in the org, division, department, or section
named in it or to the person.
The form of the Condition SECED is as follows below and with the usual
SECED designation and seal.
CONDITION
The Condition of (Name of Condition in capitals) is declared upon
(Subject in capitals) by reasons of:
1. (give specific reasons one after next)
2.
3. etc.
(SECED Ending) _ _ _ _ 564
The form of a SECED (Secretarial Executive Director) for a Committee
of Evidence is as follows below and with the usual SECED headings and
designations:
COMMITTEE OF EVIDENCE
At the request of (title and org) (or By the Order of LRH) the
Director of Inspections, Div 4, Department 13, is to convene and attend to
the speedy conduct and conclusion of a Committee of Evidence.
(Names in Capitals) are to be named as Interested Parties.
The Committee is convened to look into and bring findings on a matter
of a possible (give type, Misdemeanor, Crime, or High Crime) of (give exact
charge or charges very briefly from the Justice Code) for which the maximum
penalty is (give maximum penalty).
The Director of Inspections is to name the Chairman and Committee and
compose and serve a Bill of Particulars on the Interested Parties. He is
further instructed to provide the Committee and Interested Parties with
copies of the Justice Codes. Further he is to charge the Committee to find
facts and absolve the Interested Parties or prove them guilty beyond
reasonable doubt, recommend any action and return all findings to HCO's
Office of LRH for acceptance of findings and their publication.
L. Ron Hubbard per pro
LRH Communicator (or HCO Sec)
LRH: ml.rd
Copyright Q) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 APRIL 1965
Gen Non-Remimeo
Secretarial HATS DIVISION 1 - DEPT 3
JUSTICE CODES, HCO, ORG EXECUTIVE AND DIVISIONAL SECRETARIES, JUSTICE
ON, AND AUDITING OF
No Secretary, in the org meaning of the word, may be brought before a
Committee of Evidence either as an interested party or a witness in their
own zone or area.
Any Secretary may be ordered before a Committee of Evidence as an
interested party or witness convened in an org senior to the org in which
the Secretary holds his or her post.
Secretaries of the most senior org of a continent may be ordered
before a Committee of Evidence as a witness or interested party in another
Continental org, not the one in which the post is held, but only by Saint
Hill.
No Secretary may be named, charged or threatened with a Committee of
Evidence by a staff member seeking recourse; however a Committee of
Evidence may ask for a written statement from a Secretary in order to
assist Justice, but only in cases of recourse and always
through Saint Hill with the reasons stated.
A Secretary may not be ordered to processing by or in the org in which
the post is held, but may be ordered to processing in the Saint Hill HGC
but only by Saint Hill.
Secretary posts at Saint Hill may only be ordered to processing by the
Executive Director.
Code breaks in auditing Secretaries are subject to a Committee of
Evidence. 565
A Secretary being audited by an auditor may not during the same period
be audited by another auditor including self.
A tape recorder may be used to record any sessions given to a
Secretary but if so may only be replayed, after a dispute, by the Executive
Director. Such tapes may not be erased until a grade of auditing is
completed and are deposited securely in the Dept of Examinations. A
Secretary may require and witness their erasure when a grade is obtained.
"Coffee-shop" auditing a Secretary is subject to a Committee of
Evidence, and in this case only may the Committee be convened by and in the
org to which the Secretary is posted, but in the case where the offender is
another Secretary it must be convened by a Senior org.
Processes run on Secretaries may only be the standard grade processes
in proper sequence and any departure is subject to a Committee of Evidence.
Secretaries without grade certificates must be audited through all
grades in correct sequence with grade certificates properly qualified for
and issued at each grade.
Any departures from standard auditing precautions and procedures by
anyone auditing a Secretary are subject to a Committee of Evidence.
Committees of Evidence convened for any of the reasons given in this
section of the Justice Codes may be convened only by a Senior Org to that
in which the incident occurred or by the Executive Director. They may not
be convened by or in the org to which the Secretary is posted.
Any disputes arising from this section of the Justice Codes must be
referred to the Executive Director with full written statements from all
disputants signed by each.
Summary reports of auditing of Secretaries must be sent to the
Executive Director each month, even when solo, giving processes run, hours
run, tone arm action per session average, gains, the name of the auditor
and the Secretary, and place, and
must be signed by the auditor.
LRH:jw.rd
Copyright (c) 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 APRIL AD15
Gen Non-Remimeo
ETHICS CLARIFICATION AUDITING OF ORG EXECUTIVES
HCO Policy Letter of 8 April 1965 states that org executives must come
up through the grades.
At this particular date many org executives are Saint Hillers with
Class VI or are Prov C1 VI.
These, of course, are working for their Grade VI Certificate and
mostly passed through the lower grades before grade certificates existed.
Those persons who do not yet have Saint Hill training should go
through the grades either before coming to Saint Hill or during their Saint
Hill course.
Nothing in this policy letter however waives my right to order or run
a power process on an executive whose case is not moving satisfactorily.
Those working for Grade VI whose cases are moving satisfactorily may of
course continue.
LRH:wmc.rd Copyright Q 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED 566
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MAY 1965 Issue III
Remimeo
ETHICS COURTS OF ETHICS
A Court of Ethics may be convened by any Ethics Officer.
Any Scientologist of the status of Officer or below may be summoned
before a Court of Ethics.
The summons is issued as an HCO Ethics Order. It must state when and
where the person is to appear.
A Court of Ethics is convened on matters as follows:
1. Any Misdemeanor
2. Any Crime.
High Crimes are not accorded a Court of Ethics but may be accorded an
Ethics Hearing.
(c) Court of Ethics may direct discipline as follows:
A. Not to be trained or processed for weeks or months.
B. An Amends Petition be submitted.
C. Suspension for weeks.
D. Repayment of loans or debts.
E. Restitution of wrongs.
F. Damages to be paid another of an equitable sum commensurate with
the loss.
EXECUTIVE COURT OF ETHICS
Convened in the same way and with the same powers and disciplines an
Executive Court of Ethics is convened by the Office of LRH via the HCO
Executive Secretary.
The presiding person must be at or above the rank of the person
summoned.
A Court of Ethics may not summons a Director, a Secretary or an
Executive Secretary.
An Executive Court of Ethics only may be convened on a Director,
Secretary or Executive Secretary.
The Executive Ethics Court is presided over by a Secretary or
Executive Secretary as appointed for that one court and one purpose by the
Office of LRH via the HCO Executive Secretary.
An Executive Ethics Court may also be convened at the request of a
Secretary or Executive Secretary on any staff member by requesting same of
the Office of LRH via the Ethics Of dicer but another is appointed to
preside and there is no necessity for the Office of LRH to comply with such
a request.
ETHICS HEARING
An Ethics Hearing may be convened by an Ethics Officer to obtain data
for further action or inaction.
The order is issued as an HCO Ethics Order. The time and place of the
Ethics Hearing is stated in the order. The purpose of the Hearing is
stated.
Interested Parties are named.
An Ethics Hearing may name witnesses but not the person's immediate
superiors to appear against him in person but may consider a written
statement by a superior.
567
An Ethics Hearing has no power to discipline but may advise on
consequences.
If doubt exists in the matter of whether or not a misdemeanor or crime
or suppression has occurred, it will be usual to Convene an Ethics Hearing
or Executive Ethics Hearing not a Court of Ethics.
EXECUTIVE ETHICS HEARING
No one of the rank of Director or above may be summoned for an Ethics
Hearing, but only an Executive Ethics Hearing, presided over by a person
superior in rank. It is convened by the Of rice. of LRH via the HCO Exec
Sec. The same rank in a senior org is a senior rank.
STATISTICS
A Court of Ethics or Executive Court of Ethics is not a fact finding
court.
One is convened solely on statistics and known evidence.
If adequate statistics do not exist then an Ethics Hearing or a
Committee of Evidence is convened to obtain or discount evidence.
The ordinary reasons for convening a Court of Ethics would consist of
(a) Too many reports on a person (HCO Pol Ltr 1 May 1965).
(b) Observed commission of a misdemeanor or a crime.
(c) Demand by a person's superior to handle a crime.
(d) Debt.
(e) Disputes between two Scientologists of similar rank.
(f) Continuing an emergency.
NO DEMOTION, TRANSFER OR DISMISSAL
A Court of Ethics or an Executive Court of Ethics may not order
transfer, demotion or dismissal. This may only be done by a Committee of
Evidence duly convened.
A Court of Ethics or an Executive Court of Ethics may, however,
suspend a staff member from post for a reasonable length of time. In a
suspension recourse may be
had and restoration of pay lost if a Committee of Evidence is convened
and reverses the decision.
NO RECOURSE FROM A COURT
There is no recourse from the decision of a court legally rendered and
based on statistics. If a staff member accumulates too many adverse reports
or if his unit, section, department or division statistics have remained
down or if a State of Emergency was continued, there is no acceptable
evidence that refutes it that could be heard by a Committee of Evidence as
Evidence is evidence.
PTS AND SP
Potential Trouble Sources and Suppressive Persons are not necessarily
accorded a Court or a Hearing. But they may have one if they request it,
but the only action will be to determine or confirm the actual status and
the action is already laid down by firm unalterable policy in any case.
LRH:wmc.cden L. RON HUBBARD
Copyright (I) 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
Excerpt from HCO PL of 29 April 1965, BONUSES
COMM EV
No Comm Ev or Court or executive may after this date sentence anyone
to auditing.
Such Ethics bodies may, however, deprive a person of auditing or
training or technical communication or any communication.
568
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JUNE 1966
Remimeo
All Staff DIVISION 1
DEPT OF INSPECTION AND REPORTS
BOARD OF INVESTIGATION
Boards of Investigation are hereby established.
CONVENING AUTHORITIES
They may be convened by the LRH Communicator The Guardian An Assistant
Guardian The Advisory Council An HCO Exec Sec An Org Exec Sec An HCO Sec
The Director of Inspection & Reports
The LRH Comm (Area or Cont) may convene a Board of Investigation on
Executive Secretaries or any other executive or staff member below
Executive Secretary but not on the Executive Director, a Guardian or
Assistant Guardian.
The Guardian may convene a board on anyone but the Executive Director.
An Assistant Guardian may convene a board with permission of the
Guardian whose authority the Assistant Guardian uses.
Executive Secretaries may convene a Board of Investigation to be
convened by the HCO Area Sec on any executive or staff member in their
portion of the organisation but not cross-portion (i.e. the HCO Exec Sec
may not convene a board in the Org portion and the Org Exec Sec may not
convene a board on the HCO portion).
The Advisory Council may convene a board on an LRH Communicator and
anyone else except the Executive Director and the Guardian, but not on a
senior org.
Other convening authorities may convene a board on their equals in
rank or on juniors.
PURPOSE
The purpose of a Board of Investigation is:
10 HELP LRH DISCOVER THE CAUSE IN ANY CONFLICT, POOR PERFORMANCE OR
DOWN STATISTIC.
COMPOSITION
A Board of Investigation is composed of not less than 3 and not more
than 5 members.
A majority of the members must be senior to the persons being
investigated except when this is impossible.
CONDUCT
The Board may investigate by calling in a body on the persons
concerned or by sitting and summoning witnesses or principals.
FUNCTION
A Board of Investigation is a much less serious affair than a
Committee of Evidence.
Persons appearing before it are not under duress or punishment.
The whole purpose is to get at the facts.
569
No disciplinary measure may result except for false attestation.
The Board may recommend an Executive Ethics Hearing or an Ethics
Hearing if crimes or high crimes are found but may take no action on errors
or misdemeanors.
False attestation before a Board must result in an Executive Ethics
Hearing or Ethics Hearing.
FINDINGS
The findings of a Board of Investigation are sent to the convening
authority and from this orders can be issued or the convening authority can
request action or policy from higher authority. (The method of making
policy is not changed.)
FORM
In all other ways the form of a Board, its orders, conduct and finding
is the same as in a Committee of Evidence.
COMMITTEE OF EVIDENCE
A Committee of Evidence is convened on the subject of a known crime or
high crime as it has come to be looked on (and is) a trial by jury, there
being a charge.
A board may recommend a Committee of Evidence.
L. RON HUBBARD
LRH:lb-r.cden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 OCTOBER 1966 Issue II
Remimeo
BOARDS OF INVESTIGATION (Adds to HCO Pol Ltr of 4 June 1966)
A Board of Investigation may (and should) be convened any time there
is an unusual improvement in an org or its statistics.
Such a Board must (a) isolate the reasons or changes which brought
about the improvement; (b) draw up their findings in the form of policy or
directives to pass them on to the convening authority; and (c) recommend
commending any person found responsible for the improvement (the Board does
not commend, it only recommends, the convening authority alone may issue
the commendation).
FORM OF FINDINGS
All findings of a Board of Investigation must be phrased in terms that
may be issued without change by a convening authority as a directive or, by
the proper additional lines, policy.
The convening authority may alter this wording but it must be written
so that it does not need to be re-written.
L. RON HUBBARD
LRH:rd.cden Founder
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
570
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JULY 1966
Remimeo All Staff Ethics Of ricer Hat Magisterial Hats Ethics
Executives
EVIDENCE, ADMISSIBILITY OF IN HEARINGS' BOARDS OR COMMITTEES
No evidence may be admitted or used in any hearing, board of
investigation, committee of evidence or in any executive disciplinary
action which is not:
1. Written or
2. Reliably witnessed or
3. Is demonstrated beyond any doubt on a meter.
After this date no findings or sentence may be passed, considered
valid or acted upon if any evidence in the case was admitted that was not
valid in accordance to 1, 2 and 3 above.
L RON HUBBARD
LRH:lb-r.cden Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
571
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 AUGUST 1966 Issue II
Remimeo
Division 6 Division 1
CHAPLAIN'S COURT CIVIL HEARINGS
As many matters come before Ethics which are not properly Ethics but
civil matters (i.e., between other persons), a Chaplain's Court Unit is
formed in Division 6, Dept 18, as part of Section 5, The Chaplain's
Section, which is formed herewith in Div 6 and abolished in Div 5.
The Chaplain is transferred to this Section and is its Section
Officer.
A permanent presiding justiciary who must be a minister may be
appointed called an Arbiter where activities warrant.
The Chaplain (or the permanent or part time assisting Arbiter)
presides over all Court Hearings and renders judgment.
The organization of this activity is similar to any civil proceedings
and may, when conditions warrant, have clerks and other personnel.
The court may charge reasonable fees and has these as its statistic.
Only Civil Matters may be heard or judged.
All Ethics matters must be referred to Ethics.
JUSTICE Reasonably priced and easily obtained justice are requisites
to any civilization.
The purpose of the Chaplain's Court Unit is to resolve matters of
dispute between individuals.
Staff personnel, pcs, students and Scientologists may utilize this
Court Unit to resolve their own disputes or legal affairs.
Staff members may not be sued by reason of performance of their org
duties, as this belongs to Ethics where such complaint may be made.
Any suit filed must be against the person who actually personally knew
and damaged the individual suing by an action directed personally against
the plaintiff, except for suits to remove Ethics orders.
The org, a division, department or section may only be sued to obtain
restoration of status, to revoke or alter Ethics orders or obtain service
which was denied such as auditing time to right an omission. The org or any
part of it may not be sued for financial damages or refund.
Preliminary hearings only can be given in divorce matters at this time
as these must also have state action before any such findings can be
considered legal in the eyes of the state. However, separation may be
found, both parties consenting.
Collection of debt and remedy in defaulting on obligation may be
sought from the court.
REBUTTAL DAMAGES
If a person who is sued has reason, he can, as defendant, require
damages in his rebuttal and should the suit be fallacious and found against
the plaintiff such may be awarded.
572
COSTS Costs may be recovered as part of damages, meaning costs of
court action. EXTENT OF DAMAGES
Any damages assigned by the Court must be reasonable and in keeping
with reality.
ETHICS RELATIONS
Ethics may route civil matters to the Chaplain's Court Unit.
In return in matters of perjury or the collection of damages awarded
by the Court, the Court Unit may refer the matter to Ethics.
REFUND SUITS
Suits for refund fees may not be filed as this is an Ethics matter.
LRH SUITS
Suits against LRH or the Guardian, board members, executive
secretaries or secretaries are not accepted by the Court.
WRONGFUL ETHICS ACTIONS
HCO may be sued in the Court for erroneous issue of an Ethics Order
and for no other action. Damages requested may not exceed
5 or an order apologizing or restoration of status.
BONUS ACTIONS
All bonus matters or disputes between or amongst Tech, Qual and
Treasury or their personnel may be heard by the Court Unit.
STAFF MEMBER DISPUTES
Personal disputes between staff members even when org business is
concerned may be heard by the Chaplain's Court.
FAILURE TO ABIDE
Failure to abide by a Court Finding may become an Ethics matter.
JURY
When requested and allowed by the Chaplain, a jury of three persons
may be chosen and used. The persons chosen must be agreed upon by both
litigants.
ATTORNEYS
Anyone may act as an attorney in the Court Unit.
Professional attorneys may appear before it.
No attorney is required.
PROCEDURES
All procedures for the Chaplain's Court Unit are developed by and all
magisterial appointments are made by the Chaplain in the form of
Distribution Division Sec Ads All fees are set in this manner. The Chaplain
and the Court and such Sec Ads may be over-ruled only by the Guardian or an
Assistant Guardian or, when ordered, standardized amongst orgs by the Org
Exec Sec WW.
L. RON HUBBARD
LRH:lb-r.cden Copyright Q) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
573
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MAY 1968
Remimeo FO - SO
BOARDS OF INVESTIGATION AND COMMITTEES OF EVIDENCE, TERMINATION OF
Boards of Investigation and Committees of Evidence have been known to
drag on endlessly.
One of the reasons they drag on is membership of the same person on
two or three boards makes it impossible for boards or committees to meet at
the same time.
Therefore these two policies are made:
1. A Board of Investigation or a Committee of Evidence which continues
more than a week (7 days) has its membership disbanded and assigned a
Condition of Non Existence. Those that conclude in findings fully accepted
by the convening authority in 48 Hours have a Commendation on the members
filed in their Ethics files.
2. No person may be a member on two or more Boards of Investigation or
Committees of Evidence at the same time. No person may be a member of a
Board of Investigation and a Committee of Evidence at the same time.
Any person who is found to have served after receipt of this Pot Ltr
on two or more boards or committees at the same time shall be assigned a
Condition of Liability for not knowing Ethics policy.
The full intention of this Pol Ltr is to speed justice and fact
finding.
L. RON HUBBARD Founder
LRH:js.cden Copyright (I) 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
574
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MAY 1969
Remimeo
AN ETHICS POLICY LETTER
1. All Committees of Evidence, Boards of Investigation, Courts of
Ethics and Ethics Hearings are held with the Interested Party or Parties
present while evidence is presented.
This will ensure no false reports are given. The accused can confront
the accusers or know the source of written evidence. Third parties can be
found and handled, and true justice can be brought about.
And, as per HCO Policy Letter of 24 February 1969, JUSTICE, the value
of a person is weighed against any alleged crime, even when proven.
Lt. Cmdr. Yvonne Gillham
Mission Clear Names
LRH:YG:fas.e~.cden
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 JUNE 1969
Remimeo
BOARD OF APPEAL
Upon request an Ethics Officer should allow a person to see his own
ethics file. It may do much to clean up injustice and false reports.
The ethics file may only be reviewed in the presence of the Ethics
Officer and those matters found by the person to be false or unjust noted
and handled accordingly
by the Ethics Officer.
Lt. Cmdr. Diana Hubbard
CS-1
)From data found on the
Sea Org Clear Names Mission
LRH: DH: cs.ei.cden
Copyright (~)1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
575
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1969
Remimeo
OTL Courts
of Appeal
HCO Ethics
Officers APPEAL
SO Master
at Arms
Handling of persons requesting appeal can be quick and complete in
most cases if you allow the person to say all he wishes to say in the very
beginning.
Many times the appeal is not to refute a wrong finding by a Comm Ev or
a Board of Investigation, but a protest at tile harshness or imagined
unfairness in the way the finding was presented.
This person has had much to say on the matter he is appealing for some
time. He has been, or feels he has been, wronged. No one has yet gotten
what he has communicated about it.
Now, he's found, or has been directed to the right terminal. For
goodness sake, LET HIM TALK! If he needs some prompting in the beginning,
prompt him. Don't enter a hint of an arbitrary or an additive to what he is
relaying to you. If you do, you'll end up with a guy who wants you to "do
something about" every wrong that was ever done to him.
So, let him talk until he has told you everything that has been
bugging him about the matter for goodness knows how long.
Then,
1. ACKNOWLEDGE WHAT HE HAS SAID. Let him know you understood it all.
2. ACKNOWLEDGE WHAT HE DID THAT WAS RIGHT. Regardless of what he is
appealing, what kind of a mess he got himself into, you'll find that he did
do something right!
3. Acknowledge anyone else in the matter that was also right, with his
agreement.
4. If he is satisfied, end the cycle.
Example:
1. "Thank you."
2. "Well, you were trying to do your job, weren't you!"
3. "Do you think he/she was trying to do his/her job also?" (Get his
agreement as well as the agreement of the other members of the Board.)
4. "A copy of the minutes of this meeting/interview will go into your
Ethics file. I don't think any further action need be taken on this
matter.'? (Get agreement from him on this, too.)
This will usually be the end of it. He will be satisfied that he
finally communicated what he had to say to the right terminal.
That, alone, is usually all that was needed in the first place.
Handle as above (utilizing 3rd Party Technology where needed) any
person who feels that Ron is mad or upset with him - or was earlier and it
wasn't handled terminatedly.
A broad invitation to get it handled should be issued so that those
who feel this may bring it in and be heard. No such situation should
needlessly persist.
Nikki Freedman
LRH:NF:ldm.ei.cden CS - G Communicator
Copyright (c) 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
576
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1970
Remimeo OTLs
OTL LAST COURT OF APPEAL
The requirements of a Court of Appeal are:
1. Membership of the Court consists of a Chairman of Officer rank, a
secretary and from one to three members.
2. Members must be Ethics upstate.
3. The Chairman must be familiar with Ethics procedures and must have
checked out on all Ethics policies, including those concerning third party
investigations. It is preferable for all members to have checked out on
these.
4. The Court's duties consist of correcting false reports, false
accusations and third party activities which have been detrimental to the
repute of the individual or harmful to his well being.
5. The Court may only act on written requests. Appellants are not to
present themselves to the Court until called. Written requests for a Court
of Appeal must state exactly what false report, accusation or 3rd party
activity they wish to be handled and state where and when it occurred and
who was concerned. Where the false report is in writing, a copy is to be
attached to the request for a Court of Appeal.
6. As a Court of Appeal requires time and expense a nominal fee of ?1
or
3 is to be charged. This is also to discourage frivolous or irrelevant
requests. The fee is paid in advance of the case being heard.
7. All data relevant to the case is collected and received before the
case is heard. This must be in documentary form and copies of such
documents and all pleadings and testimony must accompany the findings.
8. If an appellant is found to be giving false data to the Court in
order to clear his or her name, the case is dismissed.
9. If innocence is established beyond reasonable doubt the person may
be restored to status and an order so issued. The order must contain the
names of the Court members.
10. If innocence is not established beyond reasonable doubt, the Court
must assign:
(a) An Amends project of real extent (b) A processing programme.
11. Any Court member returning a person to full status without
following this P/L himself may be the subject of a Suppressive Person's
order for failing to protect the Org.
12. The Court proceedings must occur so as not to cause further
enturbulation on Org lines. Staff members going outside of the Org to an
OTL requesting a Court action on a condition just assigned are ignored
until they follow correct form (OTL Office shows them a copy of this Policy
Letter). Such persons are reported to the Ethics Officer of their own Org.
577
13. A Court of Appeal is not held until the person has taken normal
recourse actions available to him in his own Org. These are -
(a) Presenting the true facts to the accuser and requesting withdrawal
of the report or accusation (done via Ethics).
(b) Request for an Ethics Hearing.
(c) Request for a Committee of Evidence.
An appellant who has not sought recourse in his own Org as above must
be told what actions to take.
14. Persons in the process of a Committee of Evidence, Ethics Hearing,
or conditions assignment may not petition an OTL for Court of Appeal until
the action is concluded.
15. Where Ethics Orders have been issued against a person, the
disclosure of one proven incorrect report in the order does not permit all
of the findings to be cancelled. Each specific false report must be
individually handled and cleared or not cleared.
16. The fact of a person having not been confronted with all the
charges of a Comm Ev on which findings have been issued does not
necessarily mean the findings are false. If such a case is raised, the
Court of Appeal may only consider specific false reports raised by the
appellant and require proof of their falsity. The Court may not clear the
person solely on a technical fault of procedure in an earlier Ethics
action.
17. Senior Executives may not be carelessly summonsed or detained.
18. On conclusion of a Court action, a proposed Court of Appeal Order
is typed, all documentary evidence, pleadings and testimony are attached
and forwarded to Flag for approval of CS - 1 before they are issued or
become effective.
Lt. Brian Livingston CS-1 for L. RON HUBBARD Founder
LRH: BL:jz.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
578
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 OCTOBER 1963
Franchise CenOCon
REFUND POLICY (Cancels HCO Pol Ltrs of October 12, 1961 and February
27, 1962) REFUNDED MONIES
In a careful review of refunds and in the light of my own experience
with persons demanding refunds, and due to two recent upsets in
organizations (Australia and London) regarding refunds, the following data
may be of assistance.
In 13 years involving hundreds of thousands of hours of processing and
millions of dollars of income, in any organization where I was assuming
direct command I have always promptly and immediately caused to be refunded
every penny of the money paid by any person who was dissatisfied with his
or her processing. This has been the consistent policy I myself have worked
with.
In all that time I have only refunded about
3,500.
This is due in part to ensuring a certainty of results in any HGC and
working hard to make sure the pc gets results, regardless of the current
style or mode of processing.
This low amount of refund is also due in part to my firm policy that
persons who demand refunds may have them exactly according to the Code of a
Scientologist, but that any person demanding or accepting refunds
thereafter shall be refused as an HGC preclear and posted for the
information of field auditors.
I have only worked then with these three policies:
1. Refund at once in full any refund demanded;
2. Work hard with tech staff to ensure good results;
3. Forbid the sale of further processing to anyone receiving a refund
and make the case known to Scientologists.
It is notable that all but one refund were made to persons with
histories of insanity who had been accepted unwittingly for processing.
Recently Australia was sufficiently remiss in following the Code of a
Scientologist as to incur potential legal action. I did not understand why
and investigated. The facts resulted in my sending a cable to the
Continental Director requesting that he do the usual - Refund the money and
locate the by-passed charge. The case promptly resolved. What was shocking
to me is that he had not immediately refunded, whatever else he did. Of
course he was absent when the incident occurred, but still his first
thought on finding the matter out should have been to refund the money, not
because of threatened legal action, but because AN ORGANIZATION IS BOUND BY
THE CODE OF A SCIENTOLOGIST.
A Central Organization is as successful as it gives good technical
service.
A tough refund policy injects aberrated stable data against the
confusion of bad or poor technical service. A mild refund policy keeps
technical on its toes.
579
The world of Scientology is based on ARC and held together with ARC.
Bad technical and tough attitudes concerning the remedy of poor service
break down this world.
My own often repeated policy to my personal staff is "Give them what
they want and keep them happy." That sounds like a very indefinite policy
indeed. But it makes people face up to and handle individual confusions as
they occur, each on its own merits, it presupposes people are basically
good and it is successful.
The more thetan you have present, the less policy you need and the
better things run. Only a thetan can handle a post or a pc. All he needs is
the know-how of minds as contained in Scientology. That was all he ever
lacked. So, given that, sheer policy is poor stuff as it seeks to make a
datum stand where a being should be. That's the whole story of the GPMs. So
why not have live orgs?
Policy is only vital where agreement must exist between two or more
thetans working together. Beyond that it fails. A needful policy is "We'll
start work on time" since without it the org goes ragged. A useless policy
would be "The registrar must always smile at an applicant" for that puts a
datum where a person should be.
So there are two kinds of policies - those needed to obtain work-
together ease and those which seek to put a datum instead of a being in a
position. The less you have of the latter the better things will get. The
more reasonable the former, the more work will be done.
A refund policy is an agreement type policy. Needful. But it must be
very mild indeed or it will stand in lieu of good service.
The new policy then is:
1. Refund any fees when and as demanded whether for training or for
processing;
2. Refuse further and all future training or processing to anyone
demanding a refund as the condition of refund;
3. If (2) is not acceptable to the person demanding the refund, then
do all possible to smooth out the case or training situation;
4. Count only on high technical results in the HGC and Academy to
inhibit or reduce demands for refunds.
L. RON HUBBARD
LRH:jw.rd Copyright(~) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
580
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Gen
Non-Remimeo HCO POLICY LETTER OF 31 JULY 1966
HCO Exec Sec
Org Exec Sec
HCO Area Sec
REFUND NOTICE
It is IMPORTANT that every posted scale of fees and every rate card
bear the following notice prominently displayed at the bottom:
FEES PROMPTLY REFUNDED TO ANY DISSATISFIED STUDENT OR PRECLEAR
The full regulation of this is not varied except that no Grade VI or
VII fee will be refunded as this is the student as his own auditor and is
his own responsibility which is somewhat beyond our control in some cases.
The person requesting refund must sign a guarantee that he will not
further undertake or apply for training or processing from any org or
auditor and even if later reinstated may not ever enroll for Grades VI and
VII.
The reason for this is that our rate cards and boards attract
attention from the press and by adding this line their story goes sour on
them.
We only refund the current fee paid and orgs never refund private
auditor fees but may help recover them from private auditors.
DO NOT OMIT THIS ACTION.
Junk all rate cards that do not carry it or stamp or type it on them
while ordering new.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 1 AUGUST 1966
Remimeo
REFUND ADDITION (Adds to HCO Policy Ltr of 31 July 1966, Refund
Notice)
TIME LIMITATION
No refund may be applied for successfully after three months from the
end of the last service rendered.
This means that a refund applied for three months after the end of an
intensive's last auditing session or last day of attendance on a course may
NOT be granted.
MEMBERSHIP REFUNDS
There are no membership refunds of any kind as refund policy applies
to service and as membership holders usually have already realized
discounts.
LRH:lb-r.cden L. RON HUBBARD
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
581
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1969 Issue II
Ltd. NonRemimeo Execs Exec Sees Legal Chiefs Guardian's Offices
LEGAL STANDARD WAIVER
Before any person receives a refund, the Legal Chief in the org
concerned should get him or her to sign a waiver in this form:
I. JOE BLOW, having requested a refund of ? for services
rendered, within three months after such services have been given,
hereby agree by way of consideration, upon receipt of such refund, to waive
any further rights I may have as a Scientologist and to take no legal
action against L. Ron Hubbard, any person or Scientology organization in
respect of or arising out of any Scientology course or other service
rendered before this date, and in full understanding that I may not again
be processed or trained.
C.B.B. Parselle Legal Chief WW Jane Kember The Guardian WW (Policy
Review Section) Jim Keely Qual Sec WW Vic Ueckermann HCO Area Sec WW Ad
Council WW Rodger Wright LRH Comm WW Mary Sue Hubbard Controller WW for
L. RON HUBBARD Founder
LRH: ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
582
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead,Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1970
Issue II
Remimeo
All Orgs
All SHs (Cancellation of SP Declaration for Refund)
Cancels & amends former issue of same date & title
SCIENTOLOGY REFUNDS WRIT OF EXPULSION AND WAIVER
As part of the published Code of Reform, any parishioner requesting a
refund for Ministerial training or counselling actually received or
received in part and still available but undelivered only because of
departure of the person requesting, is hereafter issued a Writ of
Expulsion, in substitution for an SP declaration.
Handling Of
A Writ of Expulsion is handled administratively as were SP Orders when
they were issued. This is covered by HCO Pol Ltr 7 June 1965, ENTHETA
LETTERS AND THE DEAD FILE, HANDLING OF, and the addition HCO Pol Ltr of 25
Sept 1965.
Briefly, it is handled as follows:
The Ethics Officer or HCO Area Sec issues the Writ of Expulsion and
Waiver. He informs the parishioner requesting the refund of the recourse
steps, including Steps A to E. He then has him read and sign the Waiver.
His folders are filed in the Deadfile. The Writ of Expulsion is
stamped with the Entheta stamp. This is the usual "Entheta to Central Files
to Ethics Deadfiles" stamp.
Central Files handles per policy by replacing the person's file with a
Dummy stamped "Entheta" and sends the file folder to Ethics Deadfile.
Addresso types "Writ of Expulsion" on the person's plate and puts it
in the Deadfile drawer.
The Writ and any folders then go back to Ethics as before. Ethics
sends a copy of the Writ to other orgs.
Ethics makes out cards and sends to other orgs, even though they
received the Writ of Expulsion, in case the person shows up in another
area, at which point Ethics has full data on the person and acts
accordingly.
Data regarding any parishioner requesting a refund of offerings must
always be sent to Legal.
Dianetic refunds are covered in HCO Pol Ltr of 23 May 1969, DIANETIC
CONTRACT, and are handled exactly as per that Policy.
The Form
The following is the only waiver and Writ of Expulsion to be used for
any parishioner requesting and receiving a refund of his donations to
Scientology. When the waiver is signed, the Writ of Expulsion is issued in
the form as shown below.
583
TO: Those Concerned DATE:
FROM: HUBBARD COMMUNICATIONS OFFICE
SUBJECT: WRIT OF EXPULSION
(Name), parishioner, of (address), no longer being in agreement with
or willing to support the stated aims of Scientology as evidenced by a
request for Refund of his offerings made to the Church, is on this date
duly expelled from The Church of Scientology of California.
He may not receive spiritual counselling or training in any Church of
Scientology until he has performed an act of contrition and availed himself
of recourse to re-enter the Church. The first such recourse is: "FIND OUT
WHO YOU REALLY ARE."
TO: Those Concerned DATE:
FROM: HUBBARD COMMUNICATIONS OFFICE
SUBJECT: WAIVER AND WRIT OF EXPULSION
I, (name), no longer being in agreement with the stated aims of the
Church of Scientology nor considering that I can benefit from its
ministrations, request refund of offerings I have made to the Church.
I agree, by way of consideration, upon receipt of such refund, to
waive all rights I may have as a Scientologist and to take no legal actions
against L. Ron Hubbard, any person or Scientology Organization, in respect
to or arising out of any Scientology course or other service rendered
before this date and in full understanding that I may not again obtain
spiritual counselling or training from any Church of Scientology and that
this document is formal notification to me of my expulsion from The Church
of Scientology of California.
I further understand that such expulsion is not without recourse, such
recourse being initiated by an 'Act of contrition, and I am fully informed
as to what this recourse entails.
Signed
Date: Witness:
All Scientology refunds are handled per this Policy.
Mary Sue Hubbard Controller for L. RON HUBBARD
LRH:MSH:jz.ei.rd Founder
Copyright (c) 1970
by L. Ron Hubbard [Amendments were minor corrections of text
ALL RIGHTS RESERVED shown in this type sty/e. ]
584
HUBBARD COMMUNICATIONS OFFICE
(Issued from Washington) HASI LONDON POLICY LETTER OF 26 JULY 1957
To All Staff Bulletin Board
FUNDS OR FAVORS RECEIVED
Any funds or favors received from persons outside the HASI London by
any staff member by reason of his connection with HASI London or
Scientology must be reported in writing to the HCO Secretary.
This includes cash, loans, dinners, loans of vehicles, quarters,
clothing or presents.
There is no restriction in receiving such items but it shall be deemed
cause for instant dismissal if the report of such favors is not so made.
This includes all outside auditing done by a staff member for which
pay is received.
The intention of this policy is to tighten the security of the HASI as
it moves into the possible sphere of government contracts.
L. RON HUBBARD Agent for Great Britain
LRH: jd.cden Copyright (c) 1957 by L. Ron Hubbard ALL RIGHTS RESERVED
585
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 MARCH 1965
General Non-Remimeo
Post Staff Boards
HCO Sec Hat STAFF MEMBERS
Sthil Scn Staff AUDITING OUTSIDE PCS
It is expressly forbidden that executives or staff members of
Scientology Orgs (which of course include Saint Hill) audit for pay any
outside pcs while employed on staff in any organization anywhere in the
world.
To do so with orgs on proportionate pay robs your fellow staff member.
Two executives have been relieved of post in the past two years for
permitting this practice in their orgs.
If one has pcs they should be turned over to the org.
If staff works hard, pay, particularly under new promotion programmes,
is very adequate. Pay only becomes inadequate when policy is out. To keep
pay up, keep policy in.
Staff Auditors may only audit family and friends 8 hours per week
without pay. This is the original rule, to save them from demands on their
free time. This is sometimes interpreted wrongly as permission to audit 8
hours for fee. It is not so applicable. They must not receive pay for those
8 hours.
Just think what you would do in Scientology if I started working for
pay outside orgs. Things would get really upset and, as proven by the slump
all orgs take whenever I move about or take time off (it just happened
again), we need all of us on the team. When I have audited pcs for pay,
ever since there have been orgs, I have turned over every cent to the org I
was in - they were just org pcs even when they applied to me. (I haven't
offered to audit anyone for years but it would still be done that way today
if I did.)
Failure to report instances where the outside auditing policy is
violated is also reprehensible.
If you don't have enough money, do your job well enough to put all of
us in clover. That's how I do it. Try it if you need extra money. It works.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 FEBRUARY 1961
Staff B Board Do not re-mimeo OUTSIDE PCS OF STAFF MEMBERS
It would be wise to have all staff members who do 8 hours of private
auditing per week to report to HCO, the names and addresses of such PCs.
In security check the matter of private processing should also be
checked.
L. RON HUBBARD
LRH:mLcden Copyright (c) 1961, 1965 by L. Ron Hubbard ALL RIGHTS
RESERVED
586
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1965
Remimeo
EXCERPTS FROM HCO POLICY LETTER OF NOVEMBER 9, 1964 AND NOVEMBER 26,
1964 (REVISED) FOR STAFF HATS
STAFF MEMBER LOANS
All loans to staff members from any organization or outside source
must have the permission of the nearest Finance Secretary, before being
granted or received. The Finance Secretary must also at once report the
matter to Saint Hill. Exception is actual personal leases and/or Hire
Purchase or Time Payment purchases by the staff member for his or her own
use, and no monies may be borrowed by full or part time staff members from
past or present organizational students or pcs.
STAFF REGULATIONS
Any staff member accepting for training or processing any student or
pc for his personal profit or for favours during his time of employment on
staff, or any HASI student or pc for two years following will be subject to
a Committee of Evidence and possible suspension of a certificate or
certificates and awards and made to refund all fees so illegally received
to the person who paid.
REPORTING OF UNUSUAL FAVOURS
Any unusual favours received by a staff member from organizational
students or pcs must be reported to the HCO Area Sec who must at once
report the matter via HCO Continental to HCO Sec WW. This includes uses of
cars, apartments or receiving expenses as well as other favours.
L. RON HUBBARD
LRH:mb.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
587
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JANUARY 1966
Remimeo Dist Staff Students
REGULATIONS FOR AUDITING OF STAFF AND STUDENTS
In HCO Pol Ltr of 24 May 1965 Student Guide to Acceptable Behaviour,
it states under # 15, "Do not give any processing to anyone under any
circumstances without direct permission of the Course Supervisor (Emergency
Assists excepted)", and # 16, "Do not receive any processing from anyone
under any circumstances without the express permission of the Course
Supervisor" (now D of T).
In HCO Pol Ltr of I April 1960 Regulations for Staff Members and Ex-
Staff Members, # 2, "Any Staff Member of the organization may not audit any
current preclear or student unless that preclear or student has been signed
up for processing in the Hubbard Guidance Centre by the Registrar and has
been assigned the auditor by the Director of Processing" (now HGC Admin).
These policies are still in effect. Any Staff Member, student or
Interne requiring an assist or Review (unless an Emergency) must notify
their Dept Head who arranges with Qualifications Div. Dept of Review for an
assist to be given if the Dept Head deems it necessary.
The only exception is the Clearing Course Student who is handled
entirely by the Clearing Course Supervisor and may not be audited, sent to
Review, or given an assist (except in an Emergency like an Injury) by
anyone. The Clearing Course Supervisor is notified if a Clearing Course
student is having difficulty with their case at home, at work, etc and the
Clearing Course Supervisor handles it.
L. RON HUBBARD
LRH: ml. eden Copyright(~) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED