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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 DECEMBER 1966
Issue II
Correction and Addition
Gen Non-
Remimeo
Execs SH
Org Exec Course
ADMIN KNOW-HOW
HOW TO PROGRAMME AN ORG
CORRECTIONS AND ADDITION
SEQUENCE OF PROGRAMMES
CORRECTION
The Sixth SH programme from the top on page one states, "To find
financial support for SH activities resulting in the SHSBC which also
accomplished the next above. " This does not refer to "next above" but to
two above, "To train technical and admin staffs for Commonwealth orgs." The
Saint Hill Special Briefing Course was founded (a) to train tech and admin
staffs for Commonwealth orgs and (b) was found to be the solvency factor of
Saint Hill which was being looked for.
"Next above", "To make Commonwealth orgs run on their income without
using all the bills sums owed SH or Ron as part of their operating funds"
has only partially been solved and the SHSBC was not founded to solve it
although it helped. The 7 Div system began to solve it (financial
independence of outer orgs) but only where a good Qual Div was put in first
and all area failed or overrun cases were picked up. It is notable that
Sydney and Adelaide, reported by Auckland to have put in no Qual Div even
after 2 years of urging, were low orgs on the totem pole. Others that did
get in a Qual Div and pick up their failed cases and overruns improved very
markedly. So the solution to solvent outer orgs that could run without
using SH or Ron's income lay in (a) establishing a fine Qual Div, (b)
picking up their area's "failed cases" and also repairing all overruns, (c)
training their staffs on tech and admin in the new Qual and (d) putting in
a fine Tech Div. Those that really did that are going very well. Sydney,
which butchered cases once by overrun R2-12, evidently completely neglected
the programme and remains insolvent.
ADDITION
To make a simpler statement of What is a Programme, the following is
offered:
1. The org has a problem relating to its function and survival.
2. Unless the problem is solved, the org will not do well and may even
go under.
3. The solution is actually an org activity or drill. We call this a
PROGRAMME.
4. To find and establish a programme, one conceives of a solution and
sets it up independent of org lines with its own staff and finance as a
SPECIAL PROJECT.
5. When a special project is seen to be effective or, especially,
profitable, it is then put into the org lines as worked out in the
"special project", bringing its own staff with it.
6. The usual place to carry a special project is under the Office of
LRH or the Office of the HCO Exec Sec or Office of the Org Exec Sec.
Programmes go in their appropriate departments and divisions, one to
six, not seven.
OVERHAULING A PROJECT
When a programme goes bad, gets altered to a point of unworkability or
carelessly conducted or is dropped without orders to do so, two things may
happen.