No matching fragments found in this document.
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 Chur~h of Scientology is a simple one-to help the
individual acheive 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 thefirst stage of a personal
voyage of discovery into the positive and effective religion of
Scientology.
THE BOARD OF DIRECTORS
Church of Scientology
This book belongs to
Date
?7,71
.1 he
Organization Executive
Course
AN ENCYCLOPEDIA OF SCIENTOLOGY POLICY
by
L. Ron Hubbard
FOUNDER OF DIANETICS AND SCIENTOLOGY
EXECUTIVE
DIVISION
7
The Executive's Handbook
PUBLICATIONS ORGANIZATION
Published by
the
CHURCH OF SCIENTOLOGY OF CALIFORNIA
PUBLICATIONS ORGANIZATION
2723 West Temple Street
Los Angeles
California 90026
U.S.A.
The Church of Scientology is a Non-Profit Organization.
Dianetics@ and Scientology'D are Registered Names.
Copyright@ 1970, 1971, 1972, 1973, 1974
1950,1951,1952,1953,1954,1955,1956,1957,1958,1959
1960,1961,1962,1963,1964,1965,1966,1967,1968,1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
Scientology is an Applied Religious Philosophy
No part of this book may be reproduced
without permission of the copyright owner.
First U.S. Printing 1974
Second U.S. Printing 1976
Complete Set ISBN 0-88404-033-X
Volume 7 ISBN 0-88404-032-1
OEC Volumes 0 through 7 were compiled by Ken Delderfield
with the assistance of John Sanborn and Pam Pierce.
Typesetting, proofreading and makeup were done by Rosemary Delderfield
with Ray Barton, Ad8a Staid, Pam Pierce, Antony Phillips,
Robert Stevens, Alan Smith and Guy Hedge.
The E-Meter is not intended or effective for the diagnosis,
treatment or prevention of any disease.
Dianetics and Scientology are the trademarks of L. Ron Hubbard
in respect of his published works.
Printed in the United States of America by Kingsport Press, Inc.
CONTENTS
EXECUTIVE
DIVISION 7
EVOLUTION, THEORY, PURPOSE,
FORM AND STATISTICS
Part 1
26 Feb. 1972 The Executive Division (excerpt) 1
2 Sept. 1970 First Policy 1
29 Oct. 1971 The Executive (Executive Series 1) 2
6 Feb. 1959 HCO Accounts Worldwide Vol 3- 7
25 Feb. 1959 HCO Accounts Worldwide
(Wash. D.C. issue. Same text as London 6 Feb. '59) see Vol 3- 7
18 Mar. 1959 HCO Special Projects 4
20 Mar. 1959 Reassignment of Titles, Posts and Duties for HCO London
4
28 May 1959 New HCO WW Dept Vol. 6-183
26 June 1959 HCO WW Changes Quarters and Address 5
27 June 1959 Information and Reassignments for HASI and HCO London
6
2 July 190 Change of Cable Address 7
15 July 1959 HCO Saint Hill Cable Designation 7
17 July 1959 Duties at Saint Hill-HCO WW 8
19 July 1959 Addresses for HCO Saint Hill (modifying 2 July 1959)
8
5 Aug. 1959 Telex Traffic 9
17 Aug. 1959 Home Addresses 9
22 Aug. 1959 HCO WW Projects 10
27 Aug. 1959 Financial Arrangements and Deposits 11
4 Sept. 1959 Saint Hill Projects-Bonus and Quota System 12
29 Sept. 1959 HCO WW Files (HCOB) 13
9 Oct. 1959 Project Supervisors Transferred 13
9 Oct. 1959 Quota Revision 14
13 Oct. 1959 Invoicing, Accounts-Project 12 Vol 3-179
14 Oct. 1959 Acting Executive Director 555
16 Oct. 1959 Routing of Communications to LRH and HCO WW (HCOB) 287
19 Oct. 1959 HCO Sthil Appointments 15
21 Oct. 1959 Staff Appointments HCO Saint Hill (corrects 19 Oct. 1959)
15
21 Oct. 1959 Routing of Bulletins and Policy Letters 16
24 Oct. 1959 Programming 16
27 Oct. 1959 HCO WW Appointments 17
29 Oct. 1959 Orders During Absence 555
30 Oct. 1959 HCO Sthil Staff 18
5 Nov. 1959 Minutes 18
18 Jan. 1960 Zones of Authority and Regulations of Saint Hill (HCOB)
674
19 Jan. 1960 Project Report Sheets (HCOB) 19
20 Jan. 1960 HCO WW Points of Concentration 19
11 Apr. 1960 The Purpose of HCO WW (HCOB) 20
17 May 1960 Copies of Org Board Vol. 1- 77
7 June 1960 New Staff Duties 21
9 June 1960 HCO WW Internal Comm Schedule VOL 1-198
30 June 1960 Administrative Traffic Trend 293
6 July 1960 Working Hours, Office Staff 23
29 July 1960 Office Hours 23
3 Aug. 1960 Office Hours 23
6 Oct. 1960 HCO Appointment 24
13 Sept. 1961 General Office Orders Vol. 3-357
10 Jan. 1962 Appointments 24
5 Feb. 1962 Appointments and Transfers 25
15 Feb. 1962 Appointment 25
12 Mar. 1962 Appointments & Transfers 26
14 Mar. 1962 Appointment 26
28 Feb. 1963 Deputy HCO WW Executive Secretary 27
12 Mar. 1963 Staff Personnel Allowance Saint Hill 28
24 June 1963 Review of Departments 694
2 Sept. 1963 Staff Changes 696
31 Dec. 1963 Saint Hill Reorganization 87
10 Jan. 1964 Address Changes for WW Vol 1-270
14 Jan. 1964 Future Continental Officer Status 27
14 Jan. 1964 Continental and Area HCO Finance Policies Vol. 3-161
24 Jan. 1964 Scientology Library and Research Ltd 29
26 Jan. 1964 Central Org Activities 30
20 Feb. 1964 Regulations 31
31 Mar. 1964 Scientology Organizations Communications System:
Dispatches 32
1 Apr. 1964 Saint Hill Personnel 88
6 May 1964 Reorganization 89
28 May 1964 Reorganization 91
9 June 1964 Reorganization 93
25 June 1964 Departmental Reports 96
26 June 1964 Staff Bonuses Vol 3-194
30 Sept. 1964 HCO Corporations 97
17 Nov. 1964 Bonus Vol 3-198
18 Dec. 1964 Saint Hill Org Board 98
30 Dec. 1964 Arrangements during Absence of Exec Dir & Org See 106
7 Feb. 1965 Keeping Scientology Working
(reissued 15 June 1970) Vol. 0- 35, Vol. 4- 44, Vol. 5- 43
13 Feb. 1965 1965 Saint Hill Objectives 108
20 Feb. 1965 Appointments and Programmes 109
22 Feb. 1965 Executive Director Comm Lines 558
4 Mar. 1965 HCO Secretary WW Vol. 1- 46
22 July 1965 Home Addresses see- 9
15 June 1970 Keeping Scientology Working
(reissue of 7 Feb. 1965) Vol 0- 35, Vol 4- 44, Vol 5- 43
Part 2
EXECUTIVE DIVISION 7
(See also section entitled ADVISORY COMMITTEE
AD VISOR Y CO UNCIL - EXECUTI VE CO UNCIL, pages 444-4 72.)
circa 1965 Org Board Outline 33
2 Aug. 1965 Executive Division 34
16 Dec. 1965 Organization of the Int Exec Division
Statistics of the International Executive Division 36
19 Jan. 1966 WW Division (excerpt) 38
20 Jan. 1966 Division 7-International Executive Division
Offices of the HCO Exec See and Org Exec See Described 39
21 Jan. 1966 Executive Division-Communicators (Exec See)
(With data on AdCouncils) (modifies 20 Jan. 1966) 41
22 Jan. 1966 Division Seven 46
26 Jan. 1966 Int Exec Div Relation to Saint Hill Org 46
8 Feb. 1966 Amendment to HCO Pol Ltr of 16 Dec. 1965
"Organization of the Int Exec Division
Statistics of the International Executive Division" See- 38
l Mar. 1966 The Guardian 494
1 Mar. 1966 Executive Division Organization and its Theory and Purpose
47
11 May 1966 OIC and Time Machine in Office of HCO Exec See
(adds to I Mar. 1966) see- SS
21 June 1966 Appointments- LRH Comm and Executive Secretary
and Asst Guardian and Others VoL 1-118
1 July 1966 Information Concerning the WW Time Machine 56
1 Nov. 1966 World Wide Organisation 57
17 Nov. 1966 Exec Sees & Ad Council 464
21 Nov. 1966 Ideas and Compilations Branch WW
(amends 8 Aug. 1966 & 18 July 1966) Vol 2-124
1 Sept. 1967 WW Emergency Condition (ED 473 WW 842 SH) 60
6 Sept. 1967 WW Division Reorganization 63
8 Sept. 1967 Statistics and Org Bd Copies Vol. 1-347
8 Sept. 1967 Continental Liaison Officers at WW 65
21 Sept. 1967 Alert Council see- 66
21 Sept. 1967 International Officers at WW-Alert Council
(amended & reissued 23 Oct. 1967) 66
21 Sept. 1967 International Officers at WW-Alert Council
(amended& reissued 10 Jan. 1969) see- 66
21 Sept. 1967 International Officers at WW-Alert Council
(amended & reissued 5 June 1969) see- 66
21 Sept. 1967 International Officers at WW-Alert Council
(amended & reissued 23 Sept. 1969) 67
21 Sept. 1967 WW Income Outgo 68
21 Sept. 1967 Worldwide and Saint Hill Functions Redefined 68
4 Oct. 1967 Org Exec See and Distribution Vol 1-468, Vol 6- 89
A
6 Oct. 1967 HCO Exec Sec Condition Vol 1-468
18 Oct. 1967 WW-How to Comm to WW-Continental Liaison Officers 69
18 Oct. 1967 Academy Checksheets-Supervisor Conditions Vol 4-201
19 Oct. 1967 WW 7 Divisions 71
23 Oct. 1967 International Officers at WW-Alert Council
(amended reissue of 21 Sept. 1967) see- 66
14 Nov. 1967 Dissem Division WW 72
8 Mar. 1968 Checksheets Vol. 4-202
24 Apr. 1968 Exec Council Europe 74
28 Apr. 1968 Org Exec Sec and Distribution (amends 4 Oct. 1967) 74
23 May 1968 WW and SH Recombin~d 75
15 Sept. 1968 Sea Org Vol 1-487
2 Dec. 1968 Examinations Vol 5-135
10 Jan. 1969 International Officers at WW-Alert Council
(amended reissue of 21 Sept. 1967) see- 66
20 Apr. 1969 CLO Council WW 77
5 June 1969 International Officers at WW-Alert Council
(amended reissue of 21 Sept. 1967) see- 66
23 Sept. 1969 International Officers at WW-Alert Council
(amended reissue of 21 Sept. 1967) 67
12 Feb. 1970 ECWW, Primary Duties of 78
12 Oct. 1970 HES and OES Additional Statistics 1970 YearBook
circa 1971 Org Board Outline 33
31 Aug. 1971 The EC Network Disbanded 82
31 Aug. 1971 EC Network (Additional) 84
SAINT HILL
SERVICE ORGANIZATION
4 Aug. 1960 ACC at Saint Hill 86
Saint Hill Service Organization 86
12 Jan. 1961 Authority Clarified (clarifies 11 Jan. 1961) 681
24 Mar. 1961 Training Project-Construction and Preparation 682
13 Sept. 1961 General Office Orders Vol. 3-357
5 Feb. 1962 Appointments and Transfers 25
3 Oct. 1962 Rooms, Emptying for Cleaning Vol. 4-417
12 Mar. 1963 Staff Personnel Allowance Saint Hill 28
24 May 1963 Changes in Basement Student Facilities 693
24 June 1963 Review of Departments 694
2 Sept. 1963 Staff Changes 696
31 Dec. 1963 Saint Hill Reorganization 87
25 Jan. 1964 Personnel Transfer 88
20 Feb. 1964 Regulations 31
1 Apr.- 1964 Saint Hill Personnel 88
17 Apr. 1964 Food and Cleaning Regulations for Students Vol 4-442
6 May 1964 Reorganization 89
13 May 1964 Information about Your Post 90
28 May 1964 Reorganization 91
9 June 1964 Reorganization 93
18 June 1964 New Posts 95
25 June 1964 Departmental Reports 96
30 Sept. 1964 HCO Corporations 97
18 Dec. 1964 Saint Hill Org Board 98
18 Dec. 1964 Staff Appointments see-105
30 Dec. 1964 Arrangements During Absence of Exec Dir & Org Sec 106
13 Feb. 1965 1965 Saint Hill Objectives 108
20 Feb. 1965 Appointments and Programmes 109
22 Feb. 1965 Inspections Vol 1-300
22 Feb. 1965 HCO Area Secretary, Saint Hill 112
14 Oct. 1965 College of Scientology S52
17 Mar. 1966 Promotion of Saint Hill-Auditor Issue Frequency Vol 2-
149
21 Sept. 1967 WW Income Outgo 68
21 Sept. 1967 Worldwide and Saint Hill Functions Redefined 68
23 May 1968 WW and SH Recombined 75
24 May 1968 Immigration Tip 112
vii
PATTERN OF ORGANIZATION
FORM OF THE ORG
(See also the first section of each Divisional Volume for the FORM,
PURPOSES,
IDEAL SCENES, PRODUCTS and STATISTICS of that Division. For CORPORATE
STRUCTURE see pages 533-553 of this Volume. Field structure is covered in
Volume 6, pages 236-392, under the section titles FIELD AUDITORS FRANCHISE,
CONTROL AREAS, FSM PROGRAMME, GROUPS, GUNG-HO GROUPS
and DIANETIC COUNSELING GROUPS.)
20 May 1954 Organization Chart HASI of London 113
28 Dec. 1955 The Management and Activities of Scientology Organizations
(Operational Bulletin No. 10-excerpt) 257
3 Aug. 1956 Organizational Health Chart (Staff Bulletin reissued as
HCO P/L 2 Nov. 1970, corrected & reissued 7 Nov. 1970) 114
14 Nov. 1956 Reorganization Washington Operation (HCOB) 116
20 Mar. 1957 Income Sources (HCOB) 118
1 Apr. 1957 Technical and Administrative Divisions Vol 4- 21
21 Apr. 1957 Income 118
21 Apr. 1957 HCO Office Function 119
23 Apr. 1957 HCO handles Secretarial and Reception 119
30 Apr. 1957 Post Changes 120
30 Aug. 1957 London Technical and Admin 121
4 Jan. 1958 Field Offices see-127
9 Jan. 1958 HASI "Purposes" as per Organizational Board 122
19 Mar. 1958 Transportation-Dir Admin Responsibility 124
7 Apr. 1958 Routing of Org Board Changes 124
23 Apr. 1958 Later additions to list of Purposes on Organization Board
123
21 Sept. 1958 Theory of Scientology Organizations
(HCOB reissued as HCO P/L 22 Oct. 1962) FoL 0- 31
9 Oct. 1958 Departments of FCDC 125
19 Nov. 1958 Organization Vol. 1- 76
20 Nov. 1958 Congresses-HCO Communicators, HCO Stenos 126
1 Dec. 1958 Actions to Start an HCO (HCOB) 127
13 Dec. 1958 Important Information on Policy Letters 128
30 Dec. 1958 Field Offices (revision of 4 Jan. 1958) 127
2 Jan. 1959 HCO Office Designations and Personnel Vol. 1- 19
30 Jan. 1959 HCO Continental Secretary Hat 129
27 Feb. 1959 Duty of Area Sec re Personnel 277
I Mar. 1959 Forbidden HCO Activities 129
24 Apr. 1959 Organization Posts-Two Types
(HCOB reissued as HCO P/L 22 June 1964) Vol. 0-105
30 Apr. 1959 Our Long Distance Program 130
5 May 1959 Policy on Sec EDs and Hats Vol. 0- 64
12 May 1959 Pattern of Organization-Melbourne 131
14 May 1959 HCO Administrator 132
26 May 1959 To Department Heads 280
24 June 1959 Status of HCO Offices and HCO Secs
and HCO Volunteer Secs in US Vol. 3-142
I July 1959 HCO Washington, DC 133
28 July 1959 Organization of Corporations (reissued 7 Feb. 1963)
133
5 Aug. 1959 HCO Vol Sec Material 134
26 Aug. 1959 Promotional Functions of Various Depts 135
3 Sept. 1959 S.O.P. on Handling Assoc Secs, Dept Heads and HASI Staff
137
9 Sept. 1959 Organizational Health Chart (HCOB reissue of 3 Aug. 1956)
see-114
16 Oct. 1959 Routing of Communications to LRH and HCO WW (HCOB) 287
20 Oct. 1959 HCO Order of Importance of Actions Vol. 1- 29
27 Nov. 1959 Key to the Organizational Chart of the Founding
Church of Scientology of Washington DC 138
31 Dec. 1959 Programme Director Hat 142
6 Oct. 1960 HCO Appointment 24
22 Oct. 1960 The Three Service Branches 142
28 Oct. 1960 HASI-HCO Relationship Discussed 143
31 Oct. 1960 US Appointment and Organizational Trend 486
16 Nov. 1960 New Org Programmes Vol. 4-283
8 Dec. 1960 Durban Expanded 144
viii
9 Dec. 1960 Capetown HASI to be Established 144
22 Dec. 1960 No Overtime 295
16 Jan. 1961 Help Me Put in the New Lines 145
30 Jan. 1961 Appointments 146
31 Jan. 1961 Spheres of Influence Vol 1- 35
14 Feb. 1961 The Pattern of a Central Organization (reissued 20 Dec.
1962) 147
17 Feb. 1961 HCO Continental VoL 1- 38
21 Feb. 1961 Pattern for City Offices 154
22 Feb. 1961 "Central Organizations"-My Programme to Raise Your Unit
156
22 Feb. 1961 Permanent Staff Exam-"Pattern of a Central Organization"
Vol. 5-124
12 Mar. 1961 Duties of the Assn Sec's Sec in a Central Organization
157
9 Apr. 1961 City Offices-Successful Patterns 158
28 Apr. 1961 Central Organization Minimum Staff 160
2 May 1961 Procedure on Setting Up Central Orgs or City Offices 162
11 May 1961 City Offices (addition to 2 May 196 1) 163
14 Aug. 1961 City Offices 165
24 Aug. 1961 HCO Organization~ Future Plans 164
3 Sept. 1961 HCO Vol Sec Policy Revised 166
10 Jan. 1962 Appointments 24
22 Jan. 1962 Crash Programme Vol. 4- 26
30 Jan. 1962 Technical Director and Administrator 167
12 Mar. 1962 Appointments & Transfers 26
14 Mar. 1962 Appointment 26
1 Oct. 1962 The Plan for California Vol. 6-243
8 Oct. 1962 HCO Appointments 167
12 Oct. 1962 Basic Purposes of a Scientology Organization Vol 0-368
22 Oct. 1962 Theory of Scientology Organizations
(reissue of HCOB 21 Sept. 1958) Vol. 0- 31
24 Oct. 1962 Emergency Headquarters 168
25 Oct. 1962 Appointment 168
31 Oct. 1962 Despatch Routings to/from Southern Africa 169
6 Nov. 1962 Appointment 169
5 Dec. 1962 Administrator's Hat 170
20 Dec. 1962 The Pattern of a Central Organization (reissue of 14 Feb.
1961) 147
4 Jan. 1963 Pattern of District Office 172
7 Feb. 1963 Organization of Corporations (reissue of 28 July 1959) 133
14 Feb. 1963 The Establishment of Central Orgs' Control Areas Vol 6-
301
19 Feb. 1963 Classification of Central Orgs' Control Areas VoL 6-
302
20 Feb. 1963 The Evolution of a District Office: Two Methods 176
21 Feb. 1963 The Evolution of a District Office
Two Methods (amends 20 Feb. 1963) see-178
I Mar. 1963 Individual Auditors Operating within
a Central Org Control Area Vol. 6-302
15 Mar. 1963 Org Despatch Routings to/from USA and Canada 179
18 Mar. 1963 District Office Testing 180
11 Apr. 1963 Org Despatch Routings USA/Canada (addition to 15 Mar.
1963) 179
16 Apr. 1963 HCO Executives: Current Lists 181
23 July 1963 Appointment 180
30 July 1963 Current Planning Vol 4-344
2 Aug. 1963 Public Project One Vol. 2- 93
21 Aug. 1963 Change of Organization Targets-Project 80-A Preview
Vol. 2- 95
3 Sept. 1963 Status of Auckland 180
28 Oct. 1963 HCO Zones of Jurisdiction-Western Hemisphere 182
30 Oct. 1963 Concerning City Offices see-154,158,162,163
31 Dec. 1963 Saint Hill Reorganization 87
9 Jan. 1964 Org Despatch Routings-Canada (amends 15 Mar. 1963) 184
14 Jan. 1964 Future Continental Officer Status 27
14 Jan. 1964 Continental and Area HCO Finance Policies Vol 3-161
24 Jan. 1964 Continental Director Appointment South Africa 184
24 Jan. 1964 Scientology Library and Research Ltd. 29
20 Mar. 1964 District Office & Org Control Area Policy Revised Vol 6-
303
6 May 1964 Reorganization 89
14 May 1964 HCO Continental Change 185
28 May 1964 Reorganization 91
22 June 1964 Organization Posts-Two Types
(reissue of HCOB 24 Apr. 1959) Vol 0_10S
ix
23 Sept. 1964 Policies: Dissemination and Programmes Vol 2- 41
30 Sept. 1964 HCO Corporations 97
18 Dec. 1964 Saint Hill Org Board 98
18 Dec. 1964 Staff Appointments see-105
21 Dec. 1964 Address Lists to City Offices Vol 1-281
20 Feb. 1965 Appointments and Programmes 109
22 Feb. 1965 Executive Director Comm Lines SS8
13 Mar. 1965 The Comm Member System Vol 1-204
13. Mar. 1965 The Comm Member System Vol 1-206
14 Apr. 1965 "To LRH Daily Reports" 591
1 May 1965 Organisation-The Design of the Organisation Vol. 0-250, Vol ]-
78
18 May 1965 Canadian Mailings from Toronto Only 185
7 June 1965 New Org Board Design Vol 1- 80
7 June 1965 Entheta Letters and the Dead File, Handling of Vol 1-41S
10 July 1965 Lines and Terminals-Routing 652
14 Sept. 1965 Units and Bonuses for Org Exec Secs
and HCO Exec Seca Vol 3-315
20 Nov. 1965 The Promotional Actions of an Organization Vol 0- 84
15 Dec. 1965 Additions to "The Promotional Actions
of an Organization" see Vol 0- 90
22 Jan. 1966 Division Seven 46
26 Jan. 1966 Int Exec Div Relation to Saint Hill Org 46
30 Jan. 1966 Minimum Personnel of an Org 186
6 Feb. 1966 How to Increase and Expand an Organization 188
1 Mar. 1966 Executive Division Organization and its Theory and Purpose
47
13 Mar. 1966 Orders, Precedence of Personnel, Titles of Vol 0-356
21 Oct. 1966 Six Department System 192
21 Oct. 1966 City Office System 195
21 Oct. 1966 City Office 197
21 Oct. 1966 Evening Foundations 221
1 Nov. 1966 World Wide Organisation 57
12 Dec. 1966 New Org Board Design (2) (supplements 7 June 1965) Vol 1-
81
11 Aug. 1967 Organisation-Definition of 199
6 Sept. 1967 WW Division Reorganization 63
8 Sept. 1967 Continental Liaison Officers at WW 65
21 Sept. 1967 WW Income Outgo 68
21 Sept. 1967 Worldwide and Saint Hill Functions Redefined 68
18 Oct. 1967 WW-How to Comm to WW-Continental Liaison Officers 69
19 Oct. 1967 WW 7 Divisions 71
26 Oct. 1967 The Public Divisions Vol 0-252, Vol 6- 7
14 Nov. 1967 Dissem Division WW 72
8 Feb. 1968 Sea Org Zones of Planning Vol 0-255
17 Mar. 1968 Boom Formula Vol 6-151
24 Apr. 1968 Exec Council Europe 74
9 May 1968 Sea Organization Personnel 199
22 May 1968 Amendment to HCO Pol Ltr 20 Nov. 1965
"Promotional Actions"-LRH Communicator see Vol 0- 90
15 Sept. 1968 Sea Org Vol 1-487
4 Oct. 1968 Allowed Technical Services 200
26 Oct. 1968 Executive Council (amends 21 Dec. 1966 1 & 11) 472
7 Sept. 1969 Allowed Technical Services 201
18 Nov. 1969 The Role of the Central Org (LRH ED 34 Int) 202
23 Nov. 1969 Allowed Technical Services (7 Sept. 1969 amended) 203
29 Nov. 1969 Org Services (LRH ED 43 Int) 204
15 Dec. 1969 Class of Orgs (cancels 6 Feb. 1966) 205
18 Dec. 1969 Organizational Health Chart
(HCOB reissue of 3 Aug. 1956 & 9 Sept. 1959) see- 114
28 Feb. 1970 Field Auditors (modifies 23 Nov. 1969 & LRH ED 43 Int)
see-204
20 May 1970 The Ideal Org (LRH ED 102 In t) Mgmt. Senes- 27
2 Nov. 1970 Organizational Health Chart (reissue of 3 Aug. 1956)
(corrected & reissued 7 Nov. 1970) see- 114
2 Nov. 1970 The Theory of Scientology Organizations
(reissue of HCOB 21 Sept. 1958 & P/L 22 Oct. 1962)
(corrected & reissued 7 Nov. 1970) Mgmt. Sefies-187
I I Aug. 1972 Form of Org (excerpt LRH Flag OODs) 228
12 Aug. 1972 Form of Org (excerpt LRH Flag OODS) 228
X
THE EVENING FOUNDATION
(See also PE FO UNDA TION, Volume 6, pages 174-20 Z)
I I June 1965 The Foundation 206
12 June 1965 The Foundation-Forming the Foundation 209
3 July 1965 The Foundation Data 213
12 Aug. 1965 Council and Adcomms 447
13 Aug. 1965 Foundation-Basic Course Organization 214
16 Aug. 1965 Foundation-Basic Course Organization-Correction
(correction to 13 Aug. 1965) 216
8 Sept. 1965 Distribution Division-Info Packet (See ED 88 SH) Vol 6-
143
12 Sept. 1965 Foundation Course Change 217
13 Sept. 1965 Foundation Course Hours 219
16 Sept. 1965 Foundation 220
5 Oct. 1965 Routing-Ad Comm Reports and Minutes 449
2 Nov. 1965 Foundation Central Files Officer and
Address-in-Charge Vol. 1-282, Vol 2-392
21 July 1966 Proportional Pay Plan 1966 Vol 3-318
11 Aug. 1966 Lamps and Security 220
24 Aug. 1966 Foundation Lines (note by LRH) 221
27 Sept. 1966 OIC Report Form Vol 1-343
13 Oct. 1966 HAS Course Vol. 6-207
21 Oct. 1966 Six Department System 192
21 Oct. 1966 City Office System 195
21 Oct. 1966 Evening Foundations 221
1 Nov. 1966 Advisory Council 453
5 Sept. 1968 Vital Org Activities Vol 6- 92
16 Mar. 1969 Closing or Combining Orgs (LRH ED 7 Int) 472
31 Mar. 1969 OIC Report Form Vol 1-354
10 July 1969 Org Personnel Recruitment VOL 1- 88
21 Oct. 1970 Saint Hill Foundations 222
25 Feb. 1972 AOSH Fnd Services (Base Order I A US I A EU I A UK)
224
7 July 1972 Foundation Org Command Lines 223
11 Aug. 1972 Foundation and Day Orgs Separate 225
11 Aug. 1972R Foundation Income (revised 4 Sept. 1972) 227
11 Aug. 1972 Form of Org (excerpt LRH Flag OODs) 228
12 Aug. 1972 Form of Org (excerpt LRH Flag OODs) 228
4 Sept. 1972 Foundation Income (revision of I I Aug. 1972) 227
INTERNATIONAL COUNCIL
5 June 1959 International Council see-230
10 July 1959 International Council (correction to 5 June 1959)
see-230
25 July 1959 A Suggestion for the International Council (HCOB)
see-230
28 Aug. 1959 International Council (HCOB-refers to 25 July 1959)
see-230
19 Nov. 1959 International Council (supersedes 5 June 1959)
see-230
29 Mar. 1960 International Council (supersedes all earlier
appointments) 229
5 May 1960 International Council (amendment to 29 Mar. 1960) see-230
26 Feb. 1961 International Council (cancels earlier directives)
see-230
6 Mar. 1962 International Council (cancels earlier directives)
see-230
9 May 1963 International Council (cancels earlier directives) 231
OT CENTRAL COMMITTEE
5 Feb. 1958 New Charters and Contracts 232
30 Sept. 1966 OT Regulations 232
10 Nov. 1966 OT Personnel 233
7 Dec. 1966 Office of LRH-OT Activities 235
11 Aug. 1967 OT Central Committee (cancels 10 Nov. 1966 & 7 Dec. 1966)
236
6 Sept. 1967 WW Division Reorganization 63
28 Jan. 1968 OT WW Liaison Unit-OT Cen Comm 237
30 Nov. 1968 OT Central Committee 237
BOARDS OF REVIEW AND APPEAL
20 Apr. 1969 Board of Review 238
16 June 1969 Board of Appeal 239
27 Sept. 1969 Appeal 240
7 Dec. 1969 Board of Appeal Deputy Members 241
26 Jan. 1970 OTL Last Court of Appeal 241
Xi
DEPARTMENT 19 - OFFICE OF THE EXECUTIVE DIRECTOR
MANAGEMENT AND EXECUTIVE KNOW-HOW
(See also the EXECUTIVE SERIES in The Management Series 1970-1972 Volume,
DEV-T, Volume 0, pages 119-152, and CONDITIONS, Volume 0, pages 189-249.)
Aug. 1951 An Essay on Management 243
13 Sept. 1954 Communications Plan HASI, 1954 254
28 Dec. 1955 The Management and Activities of Scientology
Organizations
(Operational Bulletin No. I O-excerpt) 257
3 Aug. 1956 Organizational Health Chart (Staff Bulletin reissued
as
HCO P/L 2 Nov. 1970, corrected & reissued 7 Nov. 1970) 114
22 Sept. 1956 Org Posts-Orders, Instructions and Papers 258
24 Sept. 1956 Organizational Indoctrination (HCOB) 259
20 Mar. 1957 Income Sources (HCOB) 118
10 Apr. 1957 Morale Note 259
2 Sept. 1957 Executives 260
2 Sept. 1957 Executives (Washington, D.C. issue) see-260
7 Oct. 1957 Technical Staff (modifies 2 Sept. 1957) 260
15 Jan. 1958 Field Office Communication (HCOB) Vol 1-220
1 Feb. 1958 Concerning Hat Folders 261
25 Feb. 1958 Routing of Communication (HCOB reissued as
HCO P/L 26 June 1963) 261
1 May 1958 Signs of Success (HCOB) 262
25 Aug. 1958 Administrative Stable Data (HCOB) 262
27 Aug. 1958 A Model Hat for an Executive (HCOB) see-268
27 Aug. 1958 Executives of Scientology Organizations
(HCOB reissued as HCO P/L 4 Nov. 1970) 263
11 Sept. 1958 Executives (Continued) (HCOB) see-268
19 Sept. 1958 A Model Hat for an Executive (HCOB) 268
21 Sept. 1958 Theory of Scientology Organizations
(HCOB reissued as HCO P/L 22 Oct. 1962) Vol. 0- 31
5 Oct. 1958 Personnel 271
17 Nov. 1958 Correction of HCO P/L of 5 October 1958 see-275
9 Dec. 1958 Staff List-Notification to Payroll 276
5 Jan. 1959 Importance and Executives (HCOB) 276
24 Jan. 1959 Scientology Axiom 58 (HCOB) 276
27 Feb. 1959 Duty of Area Sec re Personnel 277
28 Feb. 1959 Familiarization and the Exec (HCOB-excerpt) 277
2 Mar. 1959 HCO Theory of Communication (reissued 23 June 1964) Vol. 1-
186
24 Mar. 1959 Magazine-Majors and Minors (excerpt-HCOB "HAS Co-audit")
277
22 Apr. 1959 The Credo of a Good and Skilled Manager
(HCOB reissued as HCO P/L 10 Sept. 1963) 278
22 Apr. 1959 Letter from Durban, S.A. 279
24 Apr. 1959 Organization Posts-Two Types
(HCOB reissued as HCO P/L 22 June 1964) Vol 0-105
4 May 1959 How to Write a Curriculum (HCOB) Vol 4-151
4 May 1959 Administrative Stable Data (London Sec ED) see-262
5 May 1959 Policy on Sec EDs and Hats Vol. 0- 64
8 May 1959 Magazine-Majors and Minors (excerpt-HCOB "HAS Co-audit")
(reissue of HCOB 24 Mar. J 95 9) see-277
22 May 1959 Central Organizations Efficiency (reissued 7 Nov. 1962)
Vol 0- 71
26 May 1959 To Department Heads 280
26 May 1959 What an Executive Wants on his Lines (reissued 10 Apr.
1963) 281
28 July 1959 Organisation of Corporations (reissued 7 Feb. 1963)
133
10 Aug. 1959 Administration in a ScientoJogy Organisation 283
19 Aug. 1959 How to Handle Work
(HCOB reissued as HCO P/L 29 May 1963) VoL 0-122
3 Sept. 1959 S.O.P. on Handling Assoc Secs, Dept Heads and HASI Staff
137
12 Sept. 1959 Programming (HCOB reissued as HCO P/L 23 Oct. 1969)
284
21 Sept. 1959 Programming (HCOB-addition to 12 Sept. 1959) 286
29 Sept. 1959 Survey of a Central Org (HCOB) 286
16 Oct. 1959 Routing of Communications to LRH and HCO WW (HCOB) 287
18 Oct. 1959 Putting New Personnel on the Job and Taking over when
People Quit or are Transferred (reissued 9 Sept. 1964) 287
29 Oct. 1959 Service (amended& reissued 19 Mar. 1968) Vol 0-281
3 Dec. 1959 Scientology Staff Member Code 289
7 Dec. 1959 Former SthiJ Staff 290
7 Dec. 1959 Scientology Cleanup Vol 1-363
28 Dec. 1959 Personnel Departure Requirement 290
29 Feb. 1960 Organization Secretary Hat 291
19 Mar. 1960 Org Board 292
Xii
1 Apr. 1960 Regulations for Staff Members and Ex-Staff Members Vol 4-
610
30 June 1960 Administrative Traffic Trend 293
18 Nov. 1960 Executive Time Salvage and Conferences Curtailed 294
22 Dec. 1960 No Overtime 295
14 Feb. 1961 The Pattern of a Central Organization (reissued 20 Dec.
1962) 147
9 Apr. 1961 City Offices-Successful Patterns 158
11 Apr. 1961 How to do a Staff Job Vol 0- 73
25 Apr. 1961 Assn See Duties 296
28 Apr. 1961 Central Organization Minimum Staff 160
26 May 1961 A Message to the Executive Secretaries and All Org Staff
Quality Counts (reissued 21 June 1967) VoL 0- 45, Vol 4- 2S
29 May 1961 Quality and Admin in Central Orgs VoL 0- 46
7 Oct. 1961 Friday Cables Vol 1-223
17 Jan. 1962 Responsibility Again (reissued 7 June 1967) Vol 4-546,
Vol 5-357
4 May 1962 Solutions 296
22 Oct. 1962 Theory of Scientology Organizations
(reissue of HCOB 21 Sept. 1958) Vol 0- 31
30 Oct. 1962 Executives of Scientology Organizations
(reissue of HCOB 27 Aug. 1958) see-263
7 Nov. 1962 Central Organizations Efficiency (reissue of 22 May 1959)
VoL 0- 71
21 Nov. 1962 Completed Staff Work (C.S.W.)-How to Get Approval of
Actions and Projects (reissue of 4 Sept. 1959) Vol 0-123
5 Dec. 1962 Administrator's Hat 170
20 Mar. 1963 Self-Determinism in Central Organizations 297
23 Mar. 1963 Policies in Force 297
25 Mar. 1963 A Model Hat for an Executive (reissue of HCOB 19 Sept.
1958) see-268
10 Apr. 1963 What an Executive Wants on his Lines (reissue of 26 May
1959) 281
2 May 1963 How to do a Staff Job (reissue of 11 Apr. 196 1) see Vol 0- 73
29 May 1963 How to Handle Work (reissue of HCOB 19 Aug. 1959) Vol 0-122
26 June 1963 Routing of Communication (reissue of HCOB 25 Feb. 1958)
261
19 July 1963 Administrative Stable Data
(reissue of London See ED 4 May 1959) see-262
26 July 1963 Continental Director Hat Write-up 298
10 Sept. 1963 The Credo of a Good and Skilled Manager
(reissue of HCOB 22 Apr. 1959) 278
27 Dec. 1963 The "Magic" of Good Management 299
9 June 1964 Reorganization 93
9 Sept. 1964 Putting New Personnel on the Job and Taking over when
People Quit or are Transferred (reissue of 18 Oct. 1959) 287
17 Nov. 1964 Offline and Offpolicy-Your Full In Basket Vol 0-125
18 Dec. 1964 Administrative Traffic Trend (reissue of 30 June 1960)
see-293
21 Jan. 1965 Vital Data on Promotion (revised 5 Apr. 1965) Vol. 2-
4
31 Jan. 1965 Dev-T (adds to 17 Nov. 1964) Vol 0-131
7 Feb. 1965 Keeping Scientology Working
(reissued 15 June 1970) Vol. 0- 35, Vol 4- 44, Vol 5- 43
8 Feb. 1965 Dev-T Analysis Vol 0-134
13 Feb. 1965 Politics Vol 0- 29
14 Feb. 1965 Safeguarding Technology
(reissued 7 June 1967) Vol. 0- 40, Vol. 4- 49, Vol 5- 48
22 Feb. 1965 Executive Director Comm Lines 558
22 Feb. 1965 Inspections VOL 1-300
28 Feb. 1965 Deliver Vol 2- SO, VOL 4- .51
5 Mar. 1965 Policy: Source of Vol. 0-336
13 Mar. 1965 The Comm Member System Vol 1-204
13 Mar. 1965 The Comm Member System Vol. 1-206
13 Mar. 1965 The Structure of Organization-What is Policy? Vol 0-
338
29 Mar. 1965 The Fast Flow System Vol. 0-291, Vol. 1-326, Vol. 5- 78
29 Mar. 1965 Routing Despatches Vol 0-110
2 Apr. 1965 Administration Outside Scientology Vol. 1-372
5 Apr. 1965 Vital Data on Promotion (revision of 21 Jan. 1965) Vol 2-
4
23 Apr. 1965 Problems Vol. 0-293
1 May 1965 Order Board and Time Machine Vol. 0-296, Vol 1-301
12 June 1965 The Foundation-Forming the Foundation 209
1 July 1965 Hats, The Reason for VoL 0- 66
10 July 1965 Lines and Terminals-Routing 652
19 July 1965 Policy, How to Handle People who Quote Policy
Vol 0-301
7 Aug. 1965 Suppressive Persons, Main Characteristics of Vol 1-
428
13 Aug. 1965 Foundation-Basic Course Organization 214
16 Sept. 1965 Weekly Secretarial Personnel Report 303
13 Oct. 1965 Dev-T Data-Executive Responsibility Vol 0-136
21 Jan. 1966 Executive Division-Communicators (Exec See)
(With data on AdCouncils) (modifies 20 Jan. 1966) 41
Xiii
I Feb. 1966 Danger Conditions-Inspections by Executive Secretaries,
How to do Them 305
13 Feb. 1966 See ED OK (Continued)-Pol Ltr Changes and Origins 659
23 Feb. 1966 Appointments and Promotions Vol 0-215, Vol 1-101
28 Feb. 1966 Danger Condition Data-Why Organizations Stay Small 308
3 Mar. 1966 Attacks on Scientology-Sex and Organizations 313
29 Apr. 1966 Policy Check outs and E-Meter Vol S-252
I July 1966 Information Concerning the WW Time Machine 56
20 Oct. 1966 Admin Know-How -Executive and Governing Body
Errors and Answers 314
31 Oct. 1966 Admin Know-How 11 - Actions, Executive, for Handling
Disastrous Occurrences 317
31 Oct. 1966 Admin Know-How - Job Endangerment Chits
(amended & reissued 5 Mar. 1968) 320
3 Nov. 1966 Admin Know-How - Leadership 322
6 Nov. 1966 Admin Know-How - Statistic Interpretative-Statistic Analysis
422
10 Nov. 1966 Admin Know-How - Good vs Bad Management 324
I I Nov. 1966 Staff Responsibility for the Organization as a Whole
425
16 Nov. 1966 Admin Know-How - Executive Facilities-Facility
Differential 326
17 Nov. 1966 Admin Know-How - Intervention 331
4 Dec. 1966 Admin Know-How - Expansion-Theory of Policy 334
24 Dec. 1966 Admin Know-How - How to Programme an Org
Saint Hill Programmes 339
24 Dec. 1966 Admin Know-How - How to Programme an Org-Corrections
and Addition- Sequence of Programmes Correction 344
26 Dec. 1966 Admin Know-How - PTS Sections, Personnel and Execs 346
12 Feb. 1967 Admin Know-How - The Responsibilities of Leaders 349
22 Mar. 1967 Personnel Requirement 359
22 Mar. 1967 Admin Know-How - Alter-is and Degraded Beings (HCOB)
361
5 May 1967 Important Executive Action see-360
7 June 1967 Safeguarding Technology
(reissue of 14 Feb. 1965) Vol. 0- 40, Vol 4- 49, Vol 5- 48
7 June 1967 Responsibility Again (reissue of 17Jan. 1962) Vol 4-546,
Vol 5-357
21 June 1967 A Message to the Executive Secretaries and All Org Staff
Quality Counts (reissue of 26 May 196 1) Vol. 0- 45, Vol 4- 25
24 July 1967 Fixed Public Consumption of Product 426
11 Aug. 1967 Organisation-Definition of 199
15 Aug. 1967 Important Executive Action (amends 5 May 1967) 360
19 Aug. 1967 The Supreme Test (HCOB) 362
12 Sept. 1967 Post, Handling of Vol 0- 74
1 Oct. 1967 Admin Know-How - Uses of Orgs 363
16 Oct. 1967 Admin Know-How No. 16 - Suppressives, and the
Administrator
How to Detect SPs as an Administrator 364
18 Oct. 1967 Policy and HCOB Alterations-High Crime Vol 1-471
19 Oct. 1967 #2 in Exec See Hats Folder-HCO Exec See Duties
Org Exec See Duties 366
20 Oct. 1967 Admin Know-How - Conditions, How to Assign 430
5 Jan. 1968 Dev-T Series, Part of-Overfilled In Basket-Bad News Vol 0-
137
5 Jan. 1968 Conditions Orders-Executive Ethics Vol 0-194
6 Feb. 1968 Organization-The Flaw Vol 0-292, Vol 1-327, Vol 5- 79
8 Feb. 1968 Admin Know-How No. 18 - Statistic Rationalization 433
22 Feb. 1968 Ethics and Admin-Slow Admin 368
5 Mar. 1968 Admin Know-How - Job Endangerment Chits
(amendment & reissue of 31 Oct. 1966) 320
13 Mar. 1968 Statistics Vol 5- 7S
19 Mar. 1968 Service (amended reissue of 29 Oct. 1959) Vol 0-281
28 Apr. 1968 Standard Executive Actions 369
4 May 1968 Handling Situations 370
23 May 1968 WW and SH Recombined 75
30 May 1968 Admin Know-How No. 20 - Administration 369
1 July 1968 Warning Signs (LRH ED 10 Irit reissued as HCO P/L 21 Mar. 1970)
see-390
30 Sept. 1968 Executives-Training and Case Level VOL 1-119
4 Oct. 1968 Ethics Presence 371
25 Oct. 1968 Admin Know-How 434
21 Nov. 1968 Senior Policy Vol. 0-277, Vol. 4- 92, Vol 5- 49
7 Mar. 1969 Organisation VOL 0-287
7 Apr. 1969 Org Reduction or Eradication Vol. 1-493
20 Apr. 1969 Dumbness Vol. 1-495
30 Apr. 1969 Orders and Responsibility Vol 0-298
13 May 1969 Raise Your Gross Income! 372
20 Aug. 1969 Programming (reissue of HCOB 12 Sept. 1959) see-284
14 Sept. 1969 Admin Know-How No. 22 - The Key Ingredients 374
20 Sept. 1969 Stability Vol 0- 4
4 Oct. 1969 Organizational Enturbulence Vol 0- 5
7 Oct. 1969 Fundamentals of Administration No. 2 379
10 Oct. 1969 Downstat Causes 435
23 Oct. 1969 Programming (reissue of HCOB 12 Sept. 1959) 284
27 Oct. 1969 Admin Know-How No. 23 - Dev T 381
10 Nov. 1969 Gross Promotional Errors 383
18 Nov. 1969 The Role of the Central Org (LRH ED 34 Int) 202
15 Dec. 1969 Orders, Query of Vol 0-299
19 Dec. 1969 Executive Duties (cancels P/L 19 July 1963 &
London See ED 4 May 1959) 384
5 Feb. 1970 Statistics, Management by 436
9 Feb. 1970 Statistical Judgment 437
3 Mar. 1970 How to Write an Ed or Order 386
21 Mar. 1970 Warning Signs 390
11 Apr. 1970 Third Dynamic Tech Mgmt. Sefies- 1
21 Apr. 1970 The "Magic" of Good Management (reissue of 27 Dec. 1963)
see-299
8 May 1970 Admin Know-How No. 24 - Distraction and Noise 388
15 June 1970 Keeping Scientology Working
(reissue of 7 Feb. 1965) Vol. 0- 35, Vol. 4- 44, Vol S- 43
20 July 1970 Cases and Morale of Staff Vol 5-234
16 Aug. 1970 Statistic Mismanagement 438
4 Nov. 1970 Executives of Scientology Organizations
(reissue of HCOB 27 Aug. 1958) 263
28 Mar. 1971 Debug (excerpt LRH Flag OODs) 404
5 Apr. 1971 Service (excerpt LRH Flag OODs) 382
27 May 1971 Service 391
28 May 1971 Service and Work Load 392
22 July 1971 Admin Know-How No. 25 - CLOs OTLs and Flag 394
28 July 1971 Admin Know-How No. 26 (cancels 19 Dec. 1969) 400
19 Aug. 1971 Programs, Use of-How to Save Useless Work 403
31 Aug. 1971 The EC Network Disbanded 82
31 Aug. 1971 EC Network (Additional) 84
25 Oct. 1971 Comm Routing-How to Tie Up a Whole Org and Produce Nothing
405
26 Jan. 1972 Admin Know-How No. 29 - Not Dones, Half Dones & Backlogs
407
9 Apr. 1972 Correct Danger Condition Handling (cancels 7 Feb. 1970) 409
14 Apr. 1972 Hatting 412
3 May 1972 Ethics and Executives (Executive Series 12) Mgmt. Sefies-317
12 Aug. 1972 Bill and Drill (excerpt LRH Flag OODs) 404
1 Sept. 1973 Admin Know-How No. 30 413
15 Oct. 1973 Admin Know-How No. 31 - Administrative Skill 416
STATISTIC INTERPRETATION
STATISTICAL MANAGEMENT
(A study of this section should include CONDITIONS, Volume 0, pages 189-
249.
See also 0.1 C., Volume 1, pages 317-360.)
11 Aug. 1960 Organization Information Centre Vol. 1-317
17 Feb. 1961 State of Emergency VOL ]- 39
29 Mar. 1965 The Fast Flow System - "Shows WHY of OIC" - LRH Vol. 1-
326
11 May 1965 Ethics Officer Hat Vol. 1-406
16 May 1965 Indicators of Orgs Vol. 0-169, Vol 1-408
1 Sept. 1965 Ethics Protection VoL 0- 173, Vol 1-433
12 Oct. 1965 Advisory Committees 450
26 Oct. 1965 Low Statistics VoL 1-145
16 Dec. 1965 Organization of the Int Exec Division
Statistics of the International Executive Division 36
21 Jan. 1966 Executive Division-Communicators (Exec Sec)
(With data on AdCouncils) (modifies 20 Jan. 1966) 41
1 Feb. 1966 Statistics, Actions to Take-Statistic Changes 417
23 Feb. 1966 Appointments and Promotions VoL 0-215, VOL 1-101
6 Mar. 1966 Rewards and Penalties
How to Handle Personnel and Ethics Matters 419
6 Mar. 1966 Statistic Graphs, How to Figure the Scale Vol 1-338
4 June 1966 Board of Investigation Vol 1-569
31 Oct. 1966 Boards of Investigation (adds to 4 June 1966) Vol I-
S70
6 Nov. 1966 Admin Know-How - Statistic Interpretative-Statistic Analysis
422
6 Nov. 1966 Statistic Interpretation-Estate Statistic Vol 1-30S
I I Nov. 1966 Staff Responsibility for the Organization as a Whole
425
21 Dec. 1966 Advisory Council 466
XV
5 May 1967 Important Executive Action see-360
21 June 1967 A Message to the Executive Secretaries and all Org Staff
Quality Counts (reissue of 26 May 196 1) Vol 0- 45, Vol 4- 25
24 July 1967 Fixed Public Consumption of Product 426
15 Aug. 1967 Important Executive Action (amends 5 May 1967) 360
15 Aug. 1967 Discipline-SPs and Admin-How Statistics Crash 428
8 Sept. 1967 Statistics and Org Bd Copies Vol 1-347
12 Oct. 1967 Charges Vol 3- 88
20 Oct. 1967 Admin Know-How - Conditions, How to Assign 430
8 Feb. 1968 Admin Know-How No. 18 - Statistic Rationalization 433
13 Mar. 1968 Statistics Vol S- 7S
25 Oct. 1968 Admin Know-How 434
10 Oct. 1969 Downstat Causes 435
5 Feb. 1970 Statistics, Management by 436
9 Feb. 1970 Statistical Judgment 437
16 Aug. 1970 Statistic Mismanagement 438
3 Oct. 1970 Stat Interpretation 440
5 May 1971 Reading Statistics 443
8 Feb. 1972 Targeting of Divisional Statistics and Quotas
(Executive Series 7) Mgmt. Series-304
ADVISORY COMMITTEE
ADVISORY COUNCIL - EXECUTIVE COUNCIL
(A study of this section should include the sections in Volume 3 entitled
FINANCIAL MANAGEMENT - FINANCIAL PLANNING, pages 26-81,
PRICES, ESTABLISHMENT OF, pages 82-90, PRICE ENGRAM, pages 91-136, and
the preceding section in this Volume, STATISTICAL MANAGEMENT pages 417-
443.)
8 Apr. 1957 Advisory Committee 444
9 Apr. 1957 Grievances 444
8 May 1957 Advisory Council 444
15 May 1957 Advisory Council-Composition of, Modified 445
27 May 1957 Appointments of the Ad Council 445
2 July 1957 Financial Reports, Washington, D.C. 445
8 Au& 1957 Power of Veto 446
28 Nov. 1957 Power of Veto (London reissue of 8 Aug. 1957) see-446
9 Oct. 1958 Departments of FCDC 125
5 Nov. 1959 Minutes 18
27 Nov. 1959 Advisory Council Purpose (excerpt) 446
11 Aug. 1960 Organization Information Centre Vol. 1-317
9 Sept. 1964 Purpose of Adcomm 446
2 Aug. 1965 Executive Division 34
12 Aug. 1965 Council and Adcomms 447
30 Sept. 1965 Statistics for Divisions (excerpt) 448
5 Oct. 1965 Routing-Ad Comm Reports and Minutes 449
12 Oct. 1965 Advisory Committees 450
18 Nov. 1965 Appointment of Personnel Vol 1-100
26 Nov. 1965 Financial Planning Vol 3- 48
26 Nov. 1965 Financial Planning (excerpt) 452
9 Jan. 1966 OIC Section SH Vol. 1-335
11 Jan. 1966 AdCouncil and AdComms Orders, Issue of 451
14 Jan. 1966 Hiring Personnel-Line for see Vol 3- S7
20 Jan. 1966 Division 7-International Executive Division
Offices of the HCO Exec Sec and Org Exec Sec Described 39
21 Jan. 1966 Executive Division-Communicators (Exec Sec)
(With data on AdCouncils) (modifies 20 Jan. 1966) 41
30 Jan. 1966 LRH Communicator Area Reports to WW 600
3 Feb. 1966 Sec EDs-Definition and Purpose
Cross Divisional Orders 657
13 Feb. 1966 Sec ED OK (Continued)-Pol Ltr Changes and Origins 659
23 Feb. 1966 Appointments and Promotions Vol 0-215, Vol 1-101
13 Mar. 1966 Orders, Precedence of Personnel, Titles of Vol. 0-356
2 Aug. 1966 Graph Change-Ad Council Statistic Vol. 1-342, Vol. 3- 25
20 Oct. 1966 Admin Know-How
Executive and Governing Body Errors and Answers 314
21 Oct. 1966 Six Department System 192
31 Oct. 1966 Admin Know-How 11
Actions, Executive, for Handling Disastrous Occurrences 317
1 Nov. 1966 World Wide Organisation 57
1 Nov. 1966 Advisory Council 453
xvi
2 Nov. 1966 Ad Council Appointments 459
17 Nov. 1966 Exec Sees & Ad Council 464
17 Nov. 1966 Admin Know-How - Intervention 331
15 Dec. 1966 Financial Planning Vol 3- 61
21 Dec. 1966 Advisory Council (cancels I Nov. 1966 11, 2 Nov. 1966 &
17 Nov. 1966; modifies I Nov. 1966 1) 466
21 Dec. 1966 Executive Council 469
24 July 1967 Fixed Public Consumption of Product 426
6 Sept. 1967 WW Division Reorganization 63
18 Oct. 1967 WW-How to Comm to WW-Continental Liaison Officers 69
19 Oct. 1967 WW 7 Divisions 1 71
28 Mar. 1968 Essence of Financial Planning (Flag Order 588, ED 1006
Int) 471
22 May 1968 Hiring Personnel-Line for (amends 14 Jan. 1966) Vol 1- 85,
VoL 3- 57
2 July 1968 Office of LRH WW Reorganization
(amends 22 Feb. 1967 & 6 Sept. 1967) 622
26 Oct. 1968 Exec Councils and Financial Planning (LRH ED 32 Int)
471
26 Oct. 1968 Executive Council (amends 21 Dec. 1966 1 & 11) 472
16 Mar. 1969 Closing or Combining Orgs (LRH ED 7 Int) 472
20 Apr. 1969 CLO Council WW 77
12 Feb. 1970 ECWW, Primary Duties of 78
20 Nov. 1970 Committee Meetings (excerpt LRH Flag OODs) 452
Jan. 101 Financial Planning (LRH quote) 452
31 Aug. 1971 The EC Network Disbanded 82
31 Aug. 1971 EC Network (Additional) 84
25 Oct. 1971 Comm Routing-How to Tie Up a Whole Org and Produce
Nothing 405
CONFERENCE HAT
4 Sept. 1959 Completed Staff Work (C.S.W.)-How to Get Approval
of Actions and Projects (reissued 21 Nov. 1962) Vol 0-123
1 July 1965 Hats, The Reason for Vol 0- 66
20 Oct. 1966 Adinin Know-How
Executive and Governing Body Errors and Answers 314
24 Jan. 1970 Divisional Officers Conference and Aides Conference
(excerpt LRH Flag OODs) 474
9 Apr. 1970 Conference Hats 473
10 Apr. 1970 Conference Planning Officer 474
17 June 1970 Conference Actions (Flag Order 2478) 475
25 Oct. 1971 Comm Routing-How to Tie Up a Whole Org and Produce Nothing
405
PROGRAMMING AND PROJECT ENGINEERING
(A study of this section should include the section in Volume 0 entitled
PROGRAMMING AN ORGANIZATION- PLANNING AND TARGETS, pages 303-335.)
17 Nov. 1958 Project Engineering 477
17 Nov. 1958 Project Engineers-Three Types 480
17 Nov. 1958 HCO Project Engineer: "Have You Lived Before?" 481
DEPARTMENT 20 - OFFICE OF THE CONTROLLER
OFFICE OF THE GUARDIAN
(Policy Letters which give data belongingsolely to the GUARDIAN'S OFFICE
will be found in the hats and training materials of the Guardian s Office.)
15 Aug. 1960 Dept of Govt Affairs 483
22 Aug. 1960 Dept of Govt Relations 485
30 Aug. 1960 Special Zone Dept 486
31 Oct. 1960 US Appointment and Organizational Trend 486
13 Mar. 1961 Department of Official Affairs 487
13 Mar. 1961 Department of Official Affairs 489
13 Feb. 1965 Politics Vol. 0- 29
5 Apr. 1965 Legal and Promotion 489
15 Jan. 1966 Office of the Treasurer Vol 3- 59
15 Feb. 1966 Attacks on Scientology 490
18 Feb. 1966 Attacks on Scientology (Continued) 491
1 Mar. 1966 The Guardian 494
1 Mar. 1966 Executive Division Organization and its Theory and Purpose
47
3 Mar. 1966 Attacks on Scientology-Sex and Organizations 313
21 June 1966 Appointments- LRH Comm and Executive Secretary
and Asst Guardian and Others Vol. 1-118
26 Dec. 1966 Admin Know-How - PTS Sections, Personnel and Execs 346
21 Sept. 1967 Office of Treasurer WW 500
26 Sept. 1967 Guardian and LRH Comm Division of Duties 617
23 Nov. 1967 Public Attacks-Legal Point 530
14 Jan. 1968 Legal Section 531
21 Jan. 1968 Chartered Accountants Vol 3-3,53
18 Nov. 1968 Guardian's Orders 500
8 Dec. 1968 Assistant Guardian for Finance 501
5 Jan. 1969 Staff Status Two 503
21 Jan. 1969 Controller 503
1 Sept. 1969 Counter-Espionage 504
16 Oct. 1969 Finance Course-Vital Action Vol. 3- 25
20 May 1970 Guardian Public Relationships 525
25 Mar. 1971 Guardian Office 506
GUARDIAN PRO - PRESS POLICIES
(See also the PR SERIES, Volume 6, pages 393-445.)
29 Aug. 1957 Government Project Stable Data (HCOB) 507
20 Dec. 1957 Clarification of Public Relations Post 507
14 May 1960 Clippings Book 508
13 Mar. 1961 Department of Official Affairs 487
1 Jan. 1963 Objective Three-Celebrities 509
14 Aug. 1963 Scientology Five-Press Policies 510
25 May 1964 Press Relations see-51.5
I I Oct. 1965 Press Relations (reissue of 25 May 1964) 515
15 Feb. 1966 Attacks on Scientology 490
18 Feb. 1966 Attacks on Scientology (Continued) 491
2 Oct. 1966 Public Promotion 516
28 Oct. 1968 Press Releases 516
31 Jan. 1969 PRO-Broadsheets 517
3 Feb. 1969 Public Image 521
5 Feb. 1969 PRO Actions 523
12 Feb. 1969 Religion Vol. 5-288, Vol. 6-119
23 Nov. 1969 Individuals vs Groups Vol. 6-114
20 May 1970 Guardian Public Relationships 525
LEGAL
9 Nov. 1956 Activities of Legal Dept (HCOB) 526
8 June 1957 Valuable Documents, Handling of 526
15 Nov. 1958 Legal Aid-HCO Vol 1- 16
15 Nov. 1958 Outstanding Copyrights and Marks Vol 15, Vol 2-172
4 June 1959 Instructions to Attorney or Solicitors 527
20 Dec. 1960 Duplicates of Contracts, Releases and Promissory Notes
527
14 Mar. 1962 Appointment 26
30 Aug. 1962 General Form of Release Contract Vol. 2-263
29 Oct. 1962 Religion 528
20 Nov. 1962 Instructions to Attorney or Solicitors (reissued from 4
June 1959) see-527
31 Dec. 1964 Use of Dianetics, Scientology, Applied Philosophy Vol. ]-
4S, Vol. 2- 49
5 Apr. 1965 Legal and Promotion 489
16 Dec. 1965 Copyright: U.S.A. Vol. 2-173
3 Feb. 1966 The Legal Officer-Purpose (excerpt) 529
3 Feb. 1966 Legal, Tax, Accountant and Solicitor, Mail and Legal
Officer Vol. 3-202
12 Mar. 1966 Board Minutes 553
12 July 1966 Legal Aspects of Success Material Publications Vol. 2-
121, Vol 6-139
11 Oct. 1966 Legal, Tax, Accountant and Solicitor Mail Incoming
and Out-going (amends 3 Feb. 1966) Vol. 1-181, Vol 3-203
26 Dec. 1966 Admin Know-How - PTS Sections, Personnel and Execs 346
25 June 1967 Scientology Orgs-Tax and Balance Sheets Vol 3- 63
23 Nov. 1967 Financial Lines and Legal Lines 529
23 Nov. 1967 Public Attacks-Legal Point 530
14 Jan. 1968 Legal Section 531
25 Feb. 1968 Legal Statistic 531
13 May 1968 Race Relations Bill 532
10 Aug. 1968 Legal and Dissemination 533
3 Feb. 1969 Legal-Standard Waiver Vol 1-582
23 May 1969 Parent or Guardian Assent Forms Vol 2-289
18 Nov. 1969 Dianetics-Right to Audit Vol 5-201
18 Nov. 1969 Dianetics-Right to Teach Vol 5-202
8 Apr. 1970 Legal-Incorporation of Missions in the U.S. Modified Vol 6-
293
Xviii
CORPORATE STRUCTURE
20 June 1959 HASI Ltd 533
21 June 1959 HCO Ltd see-538
27 June 1959 HASI Ltd 534
28 June 1959 Use and Handling of HASI Ltd Share Funds 536
8 July 1959 HASI Ltd 535
15 July 1959 HASI Ltd (corrects 20 June 1959) see-533
19 July 1959 New Corp-New Broom 538
28 July 1959 Organization of Corporations (reissued 7 Feb. 1963)
133
19 Nov. 1959 HCO Ltd (supersedes 21 June 1959) see-S38
29 Mar. 1960 HCO Ltd (supersedes 19 Nov. 1959) 538
26 Apr. 1960 HASI Ltd Procedure 539
5 July 1960 HASI Ltd 539
18 July 1960 Information on HASI Ltd and HCO Ltd Status (HCOB)
540
18 Aug. 1960 Dept of Govt Affairs-Shares Instructions 541
6 Mar. 1961 HCO Ltd (amends 29 Mar. 1960) 542
14 Mar. 1962 Appointment 26
26 Sept. 1962 Hubbard Scientology Research Foundation 542
5 July 1963 Sales of Lifetime Memberships or Shares 543
31 Dec. 1963 Saint Hill Reorganization 87
31 Jan. 1964 Corporation Co-ordinator 543
6 May 1964 Reorganization 89
30 Sept. 1964 HCO Corporations 97
6 Nov. 1964 Corporate Status 544
6 Nov. 1964 Corporate Structures Western Hemisphere 548
12 Dec. 1964 Correction-Corporate Structures Western Hemisphere
(modifies 6 Nov. 1964) 550
31 Dec. 1964 Use of Dianetics, Scientology, Applied Philosophy Vol. 1-
45, Vol. 2- 49
20 Feb. 1965 Appointments and Programmes 109
22 Mar. 1965 Current Promotion and Org Programme Summary VoL 3-128
27 Apr. 1965 HASI Ltd Shares 551
21 Sept. 1965 Corporate Names-Group Names 551
14 Oct. 1965 College of Scientology 552
12 Mar. 1966 Board Minutes 553
15 Mar. 1966 Corporate Address 552
3 May 1966 Reserve Fund VoZ 3-169
6 Sept. 1967 WW Division Reorganization 63
15 May 1968 Reserve Fund (reissue & amendment to 3 May 1966) Vol 3-
175
DEPARTMENT 21 - OFFICE OF LRH
LRH
Author - Executive Director - Founder - Individual
Aug. 1951 An Essay on Management 243
6 Nov. 1957 Duties of the Executive Director of the HASI (FC) (Org Info
Sheet) 554
14 Oct. 1959 Acting Executive Director 555
16 Oct. 1959 Routing of Communications to LRH and HCO WW (HCOB) 287
29 Oct. 1959 Orders During Absence 555
17 Sept. 1960 South African Trip 556
31 Jan. 1961 Spheres of Influence Vol ]- 35
5 Oct. 1961 Repairs and Cleaning of my Office 688
18 Dec. 1961 HCO Standing Orders Vol 1- 42
2 Aug. 1962 Accounts Information 557
13 Mar. 1963 Amnesty 557
20 Mar. 1963 Self-Determinism in Central Organizations 297
31 Dec. 1963 Saint Hill Reorganization 87
20 Feb. 1964 Regulations 31
2 Mar. 1964 Contracts and Services Vol 3-192
20 Mar. 1964 Technical Reports Vol 4- 39
30 Dec. 1964 Arrangements During Absence of Exec Dir & Org See 106
22 Feb. 1965 Executive Director Comm Lines 558
1 Mar. 1965 General Amnesty 573
6 Mar. 1965 Amnesty Policy Vol. 1-369
7 Apr. 1965 Amnesty-Cancelled Certs-Justice Comments Vol. 1-387
8 May 1965 Cancellation of Assorted Directives 651
20 Aug. 1965 General Amnesty Vol 1-431
7 Nov. 1965 Autographed Copies of Books by LRH Vol 2-204
26 Nov. 1965 Financial Planning Vol 3- 48
XiX
21 Dec. 1965 LRH Financial Relationships to Orgs 574
4 Jan. 1966 LRH Relationships to Orgs 576
11 Jan. 1966 AdCouncil and AdComms Orders, Issue of 451
14 Feb. 1966 Doctor Title Abolished Vol 2-119
1 Mar. 1966 Executive Division Organization and its Theory and Purpose
47
13 Mar. 1966 Amnesty Vol. 4-478
1 Sept. 1966R Founder (revised 8 May 1973) 579
21 Dec. 1966 Office of LRH Supplies 580
25 June 1967 Scientology Orgs-Tax and Balance Sheets Vol. 3- 63
8 May 1973 Founder(l Sept. 1966revised) 579
LRH COMMUNICATOR
(Policies on the handling of the SO #1 line
will be found in the hats to which they apply.)
9 Mar. 1953 Outline of the Activities of the HCO Office of L. Ron Hubbard
(memorandum reissued as HCOB of 24 Jan. 1958) 581
11 Dec. 1956 Tape Color Code 583
21 Apr. 1957 HCO Office Function 119
Apr. 1957 Staff Meeting 582
9 May 1957 Bulletin Boards & Information Boards 583
9 May 1957 Staff Meeting see-582
24 Oct. 1957 Routing of Confidential Material 584
6 Nov. 1957 Duties of the Executive Director of the HASI (FC)
(Org Info Sheet) 554
24 Jan. 1958 Outline of the Activities of the HCO Office of L. Ron Hubbard
(HCOB reissue of 9 Mar. 1953) 581
25 Feb. 1958 Routing of Communication
(HCOB reissued as HCO P/L 26 June 1963) 261
28 May 1958 Incoming Calls for LRH see-584
26 Sept. 1958 Org Changes-Field Offices 584
1 Mar. 1959 Forbidden HCO Activities 129
24 Mar. 1959 Incoming Calls for LRH 584
14 May 1959 Hubbard Communications Office Vol. ]- 23
21 May 1959 Dispatch Symbol 585
5 Aug. 1959 Stable Data for Communicators 586
15 Sept. 1959 Space Changes Require OK 668
23 Sept. 1959 Carrying out Instructions (HCOB) 588
16 Oct. 1959 Routing of Communications to LRH and HCO WW (HCOB) 287
21 Oct. 1959 Additional Message Designation (HCOB) Vol. 1-223
27 Nov. 1959 Hubbard Communications Office (Office of LRH)-Purpose
(excerpt) 585
11 Apr. 1960 The Purpose of HCO WW (HCOB) 20
9 June 1960 Security of Seals 633
18 Nov. 1960 Staff Transfers or Dismissals Vol. 1-143
4 Jan. 1961 Urgent Mimeo Change 634
16 Jan. 1961 Help Me Put in the New Lines 145
18 Dec. 1961 HCO Standing Orders Vol. 1- 42
18 Apr. 1962 Furniture & Quarters 669
20 Feb. 1964 Regulations 31
22 Feb. 1965 Executive Director Comm Lines 558
13 Mar. 1965 The Structure of Organization-What is Policy? VOL 0-
338
1 Apr. 1965 HCO Communicator has Programme Checking Hat 589
14 Apr. 1965 "To LRH Daily Reports" 591
29 Apr. 1965 Mimeo Distribution Changes-Sec ED Distribution 649
29 Apr. 1965 Petition Vol. 0-164, Vol 1-393
26 May 1965 Petitions (adds to 29 Apr. 1965) VoL 0- 165, VoL 1-394
10 July 1965 Lines and Terminals- Routing 652
12 July 1965 Correction to "To LRH Daily Reports"-HCO PL 14 April AD 15
596
2 Aug. 1965 Executive Division 34
4 Sept. 1965 LRH Daily Reports Cancelled 596
17 Sept. 1965 Executive Letter Unit 597
5 Oct. 1965 Routing-Ad Comm Reports and Minutes 449
26 Oct. 1965 Low Statistics Vol 1-145
2 Nov. 1965 For Fast Line See EDs and Admin Orders Vol 1-255
7 Dec. 1965 Tape Colour Flash Code Vol 2-225
21 Dec. 1965 LRH Financial Relationships to Orgs .574
27 Dec. 1965 LRH Communicator 598
4 Jan. 1966 Staff Meeting see-582
4 Jan. 1966 Sec EDs and HCO Exec Ltrs 599
4 Jan. 1966 LRH Relationships to Orgs 576
19 Jan. 1966 LRH Communicator Orders 600
XX
20 Jan. 1966 Division 7-International Executive Division
Offices of the HCO Exec See and Org Exec See Described 39
21 Jan. 1966 Executive Division-Communicators (Exec See)
(With data on AdCouncils) (modifies 20 Jan. 1966) 41
30 Jan. 1966 LRH Communicator Area Reports to WW 600
31 Jan. 1966 Compilations Section, Department 21,
Office of LRH (reissued 8 Aug. 1966) Vol. 2-113
1 Feb. 1966 Danger Conditions-Inspections by Executive Secretaries,
How to do Them 305
14 Feb. 1966 Doctor Title Abolished Vol. 2-119
28 Feb. 1966 Danger Condition Data-Why Organizations Stay Small 308
1 Mar. 1966 Executive Division Organization and its Theory and Purpose
47
6 Mar. 1966 Rewards and Penalties-How to Handle Personnel and Ethics
Matters 419
13 Mar. 1966 Orders, Precedence of Personnel, Titles of Vol. 0-356
17 Mar. 1966 LRH Comm Log 603
1 May 1966 Statistics of Office of LRH 608
7 May 1966 LRH Communicator, Issue Authority of 660
8 May 1966 LRH Communicator, No Other Hats 609
9 May 1966 Estate Section reverts to Office of LRH (adds to I Mar. 1966)
610
21 June 1966 Appointments-LRH Comm and Executive Secretary
and Asst Guardian and Others Vol 1-118
18 July 1966 Office of LRH (modifies I Mar. 1966) 611
8 Aug. 1966 Compilations Section, Department 2 1, Office of LRH
(reissue of 31 Jan. 1966) Vol 2-113
9 Aug. 1966 Use of Telex Machine Vol. 1-228
10 Aug. 1966 SECEDs, Executive Director & Guardian (amends 7 May 1965)
661
12 Oct. 1966 OIC Graphs-Clearing and OT Course-Div IV Statistics,
LRH Comm Statistic Vol. 1-344, Vol 4- 9
1 Nov. 1966 World Wide Organisation 57
16 Nov. 1966 Saint Hill Cleaning 705
16 Nov. 1966 Admin Know-How - Executive Facilities-Facility
Differential 326
17 Nov, 1966 Admin Know-How - Intervention 331
16 Dec. 1966 Office of LRH-LRH Personal Office Organization
(modifies 18 July 1966) 613
21 Dec. 1966 Office of LRH Supplies 580
22 Feb. 1967 Office of LRH-LRH Personal Office Organization
(cancels 18 July 1966 & 16 Dec. 1966; modifies I Mar. 1966) 614
22 Feb. 1967 LRH Property, Building and Plans Branch 616
6 Sept. 1967 WW Division Reorganization 63
26 Sept. 1967 Guardian and LRH Comm Division of Duties 617
16 Mar. 1968 Post Changes Vol 1-146
10 May 1968 LRH Comms-Functions 618
22 May 1968 LRH Communicator Promotional Action Vol 0- 90
31 May 1968 LRH Comm Log (modifies 17 Mar. 1966) 619
2 July 1968 WW Tech-Admin Ratio Clarification 621
2 July 1968 Office of LRH WW Reorganization
(amends 22 Feb. 1967 & 6 Sept. 1967) 622
26 Sept. 1968 LRH Communicator (LRH ED 22 Int) 622
30 Sept. 1968 Executives-Training and Case Level Vol. 1-119
5 Jan. 1969 Staff Status Two 503
26 Jan. 1969 Compliance Reports 623
12 Feb. 1969 Religion VoL 5-288, Vol 6-119
20 Apr. 1969 CLO Council WW 77
13 May 1969 How to Submit a Proposed Policy Letter Vol 0-364
13 June 1969 Summary of Policy on Executive Directives, Admin and
Advice Letters, and Executive Letters Vol 1-263
30 Sept. 1969 Orders of the Day Vol 0-118
28 Oct. 1969 LRH Comm Hat 625
4 Nov. 1969 Compliance vs Discussion Vol 0-302
15 Dec. 1969 Orders, Query of Voi 0-299
27 Jan. 1970 Tech: Admin Ratio and LRH Comm Assignment-Central
and Area Orgs (cancels 28 Oct. 1969; modifies 8 May 1966) Vol 1-
108
29 Jan. 1970 Existing Full Time LRH Comm Assignments see Vol 1-109
12 Feb. 1970 LRH Comm and HCO ES Responsibility for Lines 626
12 Feb. 1970 ECWW, Primary Duties of 78
11 Feb. 1971 Policy Knowledge Function (cancels 26 Sept. 1967) 625
Xxi
ISSUE AUTHORITY
Keeper of the Seals & Signature - Ethics Authority
3 0 Apr. 1957 Issue Authority for Mimeo (HCOB) 627
18 May 1957 Policy on Signatures in Publications 627
23 May 1957 Responsibility for Issue 627
1 June 1957 Who Can Order Printing 628
17 Sept. 1958 Who Can Order Printing (replaces I June 1957) 628
31 Oct. 1958 Use of Mimeo Restricted 628
15 Nov. 1958 The Substance and First Duty of HCO VoL 1- 13
15 Nov. 1958 Legal Aid-HCO Vol 1- 16
15 Nov. 1958 Outstanding Copyrights and Marks VOL 1- 15, Vol 2-172
22 Nov. 1958 Owner of Materials-The Legal View Vol 1- 17
24 Nov. 1958 Magazine Policy Vol 2-127
23 Dec. 1958 Quality of Presentation 629
20 Jan. 1959 When in Doubt about Copyrighting Vol 1- 15, Vol 2-172
4 Feb. 1959 Colour Scheme for Bulletins, Policy Letters, etc 629
24 Feb. 1959 Letter Designations on HCO Bulletins (HCOB) Vol. 1-234
5 May 1959 Policy on See EDs and Hats Vol 0- 64
8 May 1959 Policy on Signatures in Publications
(reissue of 18 May 1957) VoL 2- 82, see-627
22 May 1959 Policy Letter and Bulletin Distribution Code
(cancels HCOB 24 Feb. 1959) VoL 1-236
29 May 1959 Technology 630
4 June 1959 Validity of See EDs 630
21 June 1959 Signatures on Bulletins, Policy Ltrs and See EDs 631
25 June 1959 "CenOCon" (modifies 22 May 1959) Vol 1-237
26 June 1959 Dissemination Secretary Hat Vol 2- 22
3 July 1959 Copyright 631
4 July 1959 Actions for HCO Secretaries faced with Illegal Usage 632
7 Sept. 1959 Policy Letter and Bulletin Distribution Code
(addition to 22 May 1959) Vol 1-237
23 Oct. 1959 See ED Authorization 633
10 May 1960 Bulletin Distribution (addition to 22 May 1959) VoL 1-237
9 June 1960 Security of Seals 633
3 Nov. 1960 Promotional Letters VoL 2-370
4 Jan. 1961 Urgent Mimeo Change 634
4 Feb. 1961 Types of Letters Established Vol 1-244
23 Feb. 1961 Directives from a Board Member (addition to 4 Feb. 1961)
Vol 1-247
5 June 1961 Continental Issues 634
7 June 1961 Orders 635
2 Nov. 1961 Training Quality (reissued 3 Mar. 1967) 635
9 July 1962 Mimeo and Magazine Distribution, Sthil Course Vol 4-411
21 Nov. 1962 Re-issue of Materials 636
1 Apr. 1964 New Mimeo Line-HCO Executive Letter (adds to 4 Feb. 1961)
Vol 1-250
12 June 1964 HAS and HQS Training Materials 636
2 July 1964 Bulletin & Policy Letter Distribution see Vol 1-260
12 Aug. 1964 Policy on Technical Information 637
17 Aug. 1964 Technical Info for Continental Mags 637
23 Sept. 1964 Policies: Dissemination and Programmes Vol 2- 41
8 Oct. 1964 Artistic Presentation VoL 2- 99
31 Dec. 1964 Use of Dianeties, Scientology, Applied Philosophy Vol.
45, Vol 2- 49
10 Feb. 1965 Ad and Book Policies Vol 2-101
22 Feb. 1965 Executive Director Comm Lines 558
4 Mar. 1965 Technical and Policy Distribution 638
5 Mar. 1965 Policy: Source of VoL 0-336
27 Mar. 1965 Confused Presentation Denies Service (Exec Ltr)
643
31 Mar. 1965 Justice Policy Letters-Corrections 644
16 Apr. 1965 Handling the Public Individual Vol. 0- 78, Vol 2- 56
17 Apr. 1965 Additional Mag Policy VoL 2-135
18 Apr. 1965 Contests and Prizes Vol. 0- 56
22 Apr. 1965 Booklets, Handouts, Mailing Pieces 647
26 Apr. 1965 See ED Issue 648
29 Apr. 1965 Mimeo Distribution Changes-Sec ED Distribution
649
7 May 1965 Cancellation-Mimeo Distribution Changes (See ED
Distribution) 650
8 May 1965 Cancellation of Assorted Directives 651
8 May 1965 Flash Colours and Designations VoL 0-346, VoL 1-252
13 May 1965 Sale of Bulletins & Tapes Forbidden Vol. 2-224
26 May 1965 Courts of Ethics Vol 1-567
2 June 1965 Writing of an Ethics Order Vol. 1-413
10july 1965 Lines and Terminals- Routing 652
22 July 1965 Dissemination Materials to Saint Hill Vol 2-186
20 Aug. 1965 Appointment of Xerox Officer Vol 1-265
30 Aug. 1965 Art (HCOB) Vol 2-110
13 Sept. 1965 Issue Authority Required for Mimeo 653
24 Sept. 1965 Ads and Info Packets Vol 6-144
29 Oct. 1965 Ethics Authority Section-Office of LRH 654
18 Nov. 1965 Appointment of Personnel VOL 1-100
16 Dec. 1965 Copyright: U.S.A. Vol 2-173
11 Jan. 1966 AdCouncil and AdComms Orders, Issue of 451
21 Jan. 1966 Executive Division-Communicators (Exec See)
(With data on AdCouncils) (modifies 20 Jan. 1966) 41
25 Jan. 1966 Distribution of Mimeo Issues 655
30 Jan. 1966 LRH Communicator Area Reports to WW 600
3 Feb. 1966 See ED Change in Issue and Use 656
3 Feb. 1966 See EDs-Definition and Purpose-Cross Divisional Orders 657
13 Feb. 1966 See ED OK (Continued)-Pol Ltr Changes and Origins 659
13 Feb. 1966 Personnel Control Officer VOL 1- 96
14 Feb. 1966 Doctor Title Abolished Vol 2-119
13 Mar. 1966 Orders, Precedence of Personnel, Titles of Vol 0-356
7 May 1966 LRH Communicator, Issue Authority of 660
9 May 1966 Publication Copies to WW Vol 2-205
10 An& 1966 SECEDs, Executive Director & Guardian (amends 7 May 1965)
661
15 Aug. 1966 Information Packets Vol 2-122, Vol 6-14.5
15 Aug. 1966 Ethics Orders Vol 1-448
6 Sept. 1966 Renaming of SECEDs (ED I Int) Vol 0-361
20 Oct. 1966 Signatures of Pol Ltrs 661
14 Nov. 1966 How to Submit a Proposed Policy Letter see Vol 0-364
16 Nov. 1966 Saint Hill Cleaning 705
21 Nov. 1966 Ideas and Compilations Branch WW
(amends 8 Aug. 1966 & 18 July 1966) Vol 2-124
7 Dec. 1966 Magazines Permitted All Orgs Vol. 2-139
3 Mar. 1967 Training Quality (reissue of 2 Nov. 196 1) Vol. 4-
134, Vol 5-129
16 Mar. 1968 Post Changes Vol. 1-146
9 May 1968 Executive Directive from L. Ron Hubbard Vol 0-363
10 May 1968 LRH Comms-Functions 618
29 June 1968 Enrollment in Suppressive Groups Vol. 1-484, Vol. 2-284
5 Jan. 1969 Staff Status Two 503
15 Feb. 1969 Ron's Journal '68- Relevant HCOBs & Pol Ltrs
for Public Reference 662
14 Apr. 1969 Bulletin and Policy Letter Distribution
(2 July 1964 revised, cancels 25 Jan. 1966) Vol 0-36S, Vol 1-260
20 Apr. 1969 CLO Council WW 77
13 May 1969 How to Submit a Proposed Policy Letter
(14 Nov. 1966 revised) Vol 0-364
13 June 1969 Summary of Policy on Executive Directives, Admin and
Advice Letters, and Executive Letters Vol 1-263
30 Sept. 1969 Orders of the Day Vol 0-118
3 Dec. 1969 Issue Authority for Translations of Dianetics
and Scientology Materials 663
3 Mar. 1970 How to Write an Ed or Order 386
13 Aug. 1970 The Missing Ingredient (PR Series 2) Vol 6-396
13 Aug. 1970 Wrong Publics (PR Series 3) Vol 6-399
24 Sept. 1970 Issues-Types of 664
25 Oct. 1971 Comm Routing-How to Tie Up a Whole Org and Produce Nothing
40S
2 Mar. 1973 Issue Authority Lines & Procedures (modifies 22 Apr. 1965)
666
2 Mar. 1973R Issue Authority-Other Products (revised 20 June 1973)
667
20 June 1973 Issue Authority-Other Products (revision of 2 Mar. 1973)
667
ALLOCATION OF QUARTERS
PLANNING SPACE
15 Sept. 1959 Space Changes Require OK 668
19 Dec. 1960 Spacial Reorganization 668
18 Apr. 1962 Furniture & Quarters 669
25 July 1966 Allocation of Quarters-Arrangement of Desks
and Equipment (adds to 22 Oct. 1962) 669
27 July 1966 Moving 670
5 Nov. 1968 Planning Space 670
23 Sept. 1970 Quarters, Policy Regarding-Historical 671
xxiii
SAINT HILL
Household and Estate
9 Sept. 1959 Kitchen Traffic (HCOB) 676
18 Jan. 1960 Zones of Authority and Regulations of Saint Hill (HCOB)
674
19 Feb. 1960 Vehicles (HCOB) 677
14 Apr. 1960 Flowers (HCOB) 678
21 Apr. 1960 Domestic Arrangements Changes (HCOB) 678
8 Aug. 1960 Persons Living In 679
11 Oct. 1960 Tea Breaks 679
20 Oct. 1960 Staff Regulations 680
11 Jan. 1961 Authority 680
12 Jan. 1961 Authority Clarified (clarifies I I Jan. 196 1 681
16 Jan. 1961 New Road 681
24 Mar. 1961 Training Project-Construction,and Preparation 682
26 Mar. 1961 Animals Forbidden in House 684
1 May 1961 Staff Recreation Room 684
3 May 1961 Dining Room for Staff 684
29 May 1961 Security of House 685
27 June 1961 Re-assignments 685
29 June 1961 Acknowledgement 686
19 July 1961 Car Parking and Driving 686
21 Sept. 1961 Laundry 687
5 Oct. 1961 Repairs and Cleaning of my Office 688
18 Feb. 1962 Fish and Game 689
2 Aug. 1962 New Work Arrangements-Outside Staff 689
3 Oct. 1962 Rooms, Emptying for Cleaning Vol 4-417
6 Oct. 1962 Car Washing Vol 1-295
8 Nov. 1962 Outside Staff Duties, Assignment of 690
15 Nov. 1962 Car Parking 691
5 Dec. 1962 Trips to Town 691
12 Mar. 1963 Staff Personnel Allowance Saint Hill 28
2 Apr. 1963 Construction Information 692
24 May 1963 Changes in Basement Student Facilities 693
24 June 1963 Review of Departments 694
28June 1963 Part Time Driving Post 695
2 Sept. 1963 Staff Changes 696
7 Oct. 1963 Doors 697
31 Dec. 1963 Saint Hill Reorganization 87
3 Feb. 1964 Saint Hill Children 698
3 Feb. 1964 Transport 698
2 Apr. 1964 Use of Recreation Facilities, 1964 699
10 Apr. 1964 Domestic Staff 699
17 Apr. 1964 Food and Cleaning Regulations for Students VoL 4-
442
13 May 1964 Information about Your Post 90
28 May 1964 Reorganization 91
18 June 1964 New Posts 95
15 Nov. 1964 Transport Arrangements Vol 1-293
15 Nov. 1964 Traffic Regulations Saint Hill 700
18 Dec. 1964 Saint Hill Org Board 98
30 Dec. 1964 Arrangements During Absence of Exec Dir & Org See 106
22 Feb. 1965 Inspections Vol 1-300
5 May 1965 Grounds 702
18 June 1965 Grounds Regulations-Staff and Students 702
9 Sept. 1965 Flowers, Care of 703
14 Sept. 1965 New Car Park 704
12 Nov. 1965 Paint, Odourless 704
14 Jan. 1966 Horses, Animals 705
9 May 1966 Estate Section reverts to Office of LRH (adds to I Mar. 1966)
610
11 Aug. 1966 Lamps and Security 220
6 Nov. 1966 Statistic Interpretation-Estate Statistic Vol 1-305
16 Nov. 1966 Saint Hill Cleaning 705
Note: The materials in this volume are listed mainly in order of
appearance. Additionally, some policies are listed in more than one section
(with page numbers in italics), as they deal with more than one area of
operation. Key relevant policies from other OEC Volumes are also listed,
with volume and page numbers in italics. A complete date order index
appears in the back of the book, starting on page 706.
Xxiv
THE EXECUTIVE DIVISION
Upon the Executive Division depends the management and co-ordination of
the entire org. Without leaders who know and effectively apply LRH policy
and technology, the whole org will rapidly diminish to a state of total
confusion.
The Executive Division, under the guidance of LRH, sets the direction
and pace of the org. The alignment of actions and intentions, co-ordinated
as a whole, brings about the continued prosperity and well-being of the org
and its staff.
The Quality of performance of this division directs the course of the
org and determines its future progress.
Org conditions are set wholly from within. It is up to the executive to
program, target and push through production and establishment to create and
maintain the org.
It takes time to make an exec.
It takes study of policy and duplication of Ron's intention and strict
application of all his technology.
It takes hard work.
But given the willingness and desire to bring about a better world, the
Executive Division can unite the org into the team that's needed to get the
job done.
HCO Policy Letter 26 February 1972.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 SEPTEMBER 1970
Remirneo All Staff PRO Course Checksheet Franchise
FIRST POLICY
The first policy of a Scientology Org, laid down on about 8 or 10 March
1950, is:
MAINTAIN FRIENDLY RELATIONS WITH
THE ENVIRONMENT AND THE PUBLIC.
L. RON HUBBARD
Founder
LRH:rr.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1971
Issue 11
Remirneo
All Executive Hats
Executive Sefies I
THE EXECUTIVE
(Note: Those personnel in orgs who are titled as
executives are: The Board Members, the Commanding
Officer or Executive Director or head of the org, the
HCO Executive Secretary, the Org Executive Secre
tary, the Public Executive Secretary, the heads of
divisions and the heads of departments. In very large
orgs the title is extended to heads of large sections.
To these listed persons especially this data on
Executives applies.)
Before one can adequately perform the duties of an executive in an
organization one would have to know what an executive is.
EXECUTIVE: One who holds a position of administrative or managerial
responsibility in an organization.
To give one some idea of the power associated with the word, Daniel
Webster, in 1826, defined it as "The officer, whether king, president or
other chief magistrate, who superintends the execution of the laws; the
person who administers the government, executive power or authority in
government. Men most desirous of places in the executive gift, will not
expect to be gratified, except by their support of the executive. John
Quincy"
Executive is used in distinction from legislative and judicial. The body
that deliberates and enacts laws is legislative; the body that judges or
applies the laws to particular cases is judicial; the body or person who
carries the laws into effect or superintends the enforcement of them is
executive, according to its 19th Century governmental meaning according to
Webster.
The word comes from the Latin "Ex(s)eqd-1 (past participle
ex(s)ecFltus), execute, follow to the end: ex-, completely + seqTi, to
follow." In other words, he follows things to the end and GETS SOMETHING
DONE.
Taking up the definition part by part we can achieve a considerable
understanding of the nature and beingness of an executive.
"One who holds a position. - ." A position is a place or location. It is
social standing or status; rank. It is a post of employment; job. The sense
of this is that an executive is a STABLE TERMINAL for his staff and
assistants. He is not continuously elsewhere or missing. He actually holds
his position, social standing, status, rank and performs his duties from
that position. He is known and visible and in one way or another reachable
or himself reaches those areas which need to be handled.
11 ... of administrative. . ." in the definition would refer to his
actions in administering his area. Administer means "to have charge of;
direct; manage". It is taken from the Latin administrdre, to be an aid to:
ad-, to + ministrdre, to serve. From minister, servant. By this we see that
he has charge of, directs, manages and SERVES his area.
or managerial. . ." refers to management, which is the act, manner
or practice
2
of managing, handling or controlling something. Skill in managing,
executive ability, which means that the activity is HANDLED or CONTROLLED
by the executive.
I I
... responsibility. . ." means the state, quality or fact of being
responsible, and responsible means legally or ethically accountable for the
care or welfare of another. Involving personal accountability or ability to
act without guidance or superior authority. Being the source or cause of
something. Capable of making moral or rational decisions on one's own and
therefore answerable for one's behavior. Able to be trusted or depended
upon; reliable. Based upon or characterized by good judgment or sound
thinking. This means essentially that an executive DOES NOT WAIT FOR ORDERS
TO ACT. He is the one who, guided by policy, acts on his own initiative to
handle and supervise his area and others and does not himself require
supervision.
" - . in an organization." An organization means the act of organizing
or the process of being organized. The state or manner of being organized:
"a high degree of organization". Something that has been organized or made
into an ordered whole. A number of persons or groups having specific
responsibilities and united for some purpose or work. Thus an organization
is an activity or area that is being organized or has been organized or
made into an "ordered whole".
Thus from the words and definitions taken from the language itself and
the tradition of the culture, we can see what an executive is, what he does
and what he eventually has-an organization.
It is very interesting that one can examine the above definition and
subdefinitions and analyze an executive's general competence. Where any of
these things are missing in his character or duty or general conduct, there
is very likely to be a flaw in the activity he has under his authority. One
could go over these items one by one, for himself or for another, and he
would see at once what had to be improved and what was satisfactory in his
or others' executive beingness.
In order to competently achieve the beingness of an executive, one would
have to have the technology of how to organize and would have to have as
well a concept of the ideal scene of an organization in order to compare it
to any existing scene and would have to be familiar with the technology
required in that specific organization by which it produces the products
necessary for its survival.
In that every organization has value only to the degree it produces, one
can see that an executive should be able to achieve production long before
his organization is perfected and to be able to perfect the organization
while producing. Otherwise the organization would not be sufficiently
viable to survive and his status as an executive would cease.
Good executives are very valuable and the value consists of their
ability to obtain production and form the necessary and adequate
organization in order to do so. There are no stellar executives who do not
meet every piece and part of the above definitions.
L. RON HUBBARD
Founder
LRH:Idm.nt.bh Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The full Executive Series can be found in the "Management Series",
pages 293-331.]
3
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 18 MARCH 1959
Dist HCO London only
The following are HCO special projects upon which we will be working-
they take precedence over routine duties:
I . HAS Co-audit
2. Saint Hill
3. Set-up of outlying HCOs WW
4. Straightening out Book and Tape Inventories WW
5. Getting corporate status established WW
6. HPA-ACC London.
LRH:mp.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 20 MARCH 1959
REASSIGNMENT OF TITLES, POSTS AND DUTIES FOR HCO LONDON
Effective Monday 23 March AD9
The following titles, posts and duties are assigned herewith to London.
This is not a complete list of duties. It is a complete list of titles and
posts.
HCO Executive Secretary Worldwide Rhona Swinburne
HCO Executive Communicator Worldwide Peter Hemery
HCO Communicator London
HCO Administrator WW Roddy Stock
HCO Dissemination Secretary WW
HCO Bulletins WW
HCO Editorial WW
HCO Printing UK Joan Jelinek
HCO Advertising & PR UK
HCO Franchise Services WW
HCO Book Section In Charge UK
HCO Continental Secretary UK Norma Webb
HCO Area Secretary London
HCO Tapes WW Gladys Wichelow
HCO Certainty Make-up
HCO MSS
HCO PABs Jill McGrady
HCO Invoice
HCO Book Invoice
HCO Book Administrator Peter Stumbke
HCO Shipping Clerk
Secretarial to the Executive Director
HCO Steno
HCO Mimeograph Mariuska Parreho
HCO Tape Transcription
HCO Files
LRH Dictation Rhona Swinburne
LRH Personal Secretary
LRH:mp.rd L. RON HUBBARD
4
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 26 JUNE 1959
CenOCon
IMPORTANT
HCO WW CHANGES QUARTERS AND ADDRESS
This spring, with my own money, I bought Saint Hill, the former luxury
estate of the Maharajah of Jaipur. It is complete with 55 acres of
beautiful grounds and gardens, a swimming pool, a ball room, a cinema,
uncounted bedrooms, eleven baths, a 21/2 acre fishing lake, another fish
pond, a huge conservatory, glasshouses, a billiard room and numerous other
items.
This will be used as a residence abroad and by HCO WW as the
communication centre of Scientology.
I am installing a commercial agricultural enterprise to make HCO WW
independent of other finance in the distant future.
Six rooms will be used as offices meanwhile, but within a couple of
years HCO WW will build its own buildings on the estate.
Therefore all communications meant for me should hereafter be sent to
HCO Saint Hill Saint Hill Manor East Grinstead, Sussex,
U.K.
The cable address is not firmed at this writing but will possibly be HCO
Saint Hill
Telex.
I am putting in, effective July 9, Teletype equipment (Telex) in HCO
Saint Hill and London. Later these go in to all HCOs in Central Orgs.
In this beautiful setting, HCO WW can be more able to cope with all
Scientology concerns world wide rather than the running of the London
office.
Messages sent first to London will be forwarded to HCO Saint Hill, but
the routing will slow them down. Send everything intended for me or HCO WW
to HCO Saint Hill now.
L. RON HUBBARD
LRH:mp.rd Copyright@ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
5
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 27 JUNE 1959
CenOCon
INFORMATION AND REASSIGNMENTS FOR HASI AND HCO LONDON
On July 10, HCO WW moves to Saint Hill officially.
The actual personnel coming to Saint Hill are:
Peter Hemery as Executive Communicator HCO WW Norma Webb as HCO See WW
and HCO See Continental UK.
Joan Jelinek as HCO Dissemination Sec WW, acting also as HCO
Dissemination See Cont UK will remain in London for some time, but this
department of HCO will also move to Saint Hill eventually.
The HCO Tape section will move entirely to HCO Saint Hill, including
machines and Tape Library.
This leaves an Area Office in London as follows:
HCO Area Sec London, Valerie Obin. HCO Area Communicator London, Pat
Stedham.
All mail and cables received from abroad by HCO Area London should be
forwarded unopened and, in case of cables, unreceived, by Area London to
HCO Saint Hill.
Office space to be used by Area London shall be the reception office to
my office and no other. Sec'l ED will movo into Assoc See's office and will
act also as See'l to the Assoc Sec.
All files should be sent, complete, to Saint Hill. The Val Doe safe
should also be sent to Saint Hill. Also the Gestetner, tapes, tape machines
and all furniture now in the HCO Annex.
The person responsible for this move to Saint Hill and all arrangements
is Peter Hemery.
The move should be fully complete by July 10.
Personnel of HCO not named are transferred to HASI for further
appointment by the Asst Assoc Sec with the advices of Roddy Stock.
Roddy Stock, needful to keep London smoothed out and to get the area
office going, will remain in London for a time and, still HCO Administrator
WW, will occupy the physical office of the Association Secretary. The
entire L shaped room on the first floor of 35/37 Fitzroy will be vacated.
Eventually, when 7 Fitzroy will be given up (a few months yet) the
Academy and PE Fnd will move to 35/37 and will occupy the lst floor L room
and the present room of the D of P and the present room where CF is. The D
of P and testing will move to the office across hall from reception.
Accounts will move upstairs to lst floor and occupy the same room with
additional registrars. CF will go to present Address Room. All address
equipment and books will come to Saint Hill. It will be found, when this is
done, we will have adequate space.
LRH:mp.rd L. RON HUB13ARD
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
6
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 2 JULY 1959
CenOCon
CHANGE OF CABLE ADDRESS
As from 10th July 1959, when HCO WW moves down to Saint Hill, cables and
inland telegrams should be addressed as follows:
To HCO WW at Saint Hilk
Cables from overseas: "SIENTOLOGY EAST GRINSTEAD TELEX"
Inland telegrams: "SIENTOLOGY EAST GRINSTEAD TELEX"
To HCO London:
Cables from overseas: "SIENTOLOGY LONDON"
Inland telegrams: "SIENTOLOGY LONDON TELEX"
If these instructions are followed exactly, all cables and inland
telegrams will be delivered promptly by Telex direct wire.
NOTES:
It is not necessary to add the word TELEX when sending overseas cables
to London, but it is necessary to add the word TELEX when sending overseas
cables to Saint Hill.
To ensure the delivery of inland telegrams both to Saint Hill and
London, add the word TELEX. In this case it is not charged for.
In the case of cables from overseas to Saint Hill, the indicator TELEX
is essential and is charged for as one word. If the word TELEX is omitted,
the cable will of course be delivered, but may be delayed through not being
delivered by TELEX direct wire
facilities.
Peter Hemery
HCO Communicator WW
PH: rd for
[Modified by HCO P/L 19 July 1959, on page 8.1 L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
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.
Peter Hemery
HCO Communicator WW
PH:ps.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
7
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO WW POLICY LETTER OF 17 JULY 1959
DUTIES AT SAINT HILL. HCO WW.
HCO WW was officially inaugurated on July 10th 1959 at Saint Hill Manor,
East Grinstead. Its staff consists of the following, whose duties are as
stated:
HCO SECRETARY WW - Norma Webb
This will be the handling of all non-routine lines and also personnel.
HCO EXECUTIVE COMMUNICATOR WW - Peter Hemery
Creating and running all fixed lines. Requirement of local physical
establishment, placing and designation of furniture, allocation of rooms,
etc.
LRH PERSONAL BUSINESS SECRETARY - Mrs Ruby Shorney
Procurement of quarters and local personnel (under requirements of Miss
Norma Webb), LRH personal invoicing.
LRH TRANSCRIPTION - Mrs Thrupp
HCO Purchasing for and design of offices (as required by Mr Peter
Hemery).
Saint Hill Switchboard Operator; HCO Filing Clerk; HCO Routing and
errands; Saint Hill mailing - Mavis Leach.
HCO Communicator's Steno, Fixed Lines, HCO addressive mimeoing; HCO
Invoicing - Binnie Barry.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JULY 1959
CenOCon
ADDRESSES FOR HCO SAINT HILL
(Modifying HCO Policy Letter of 2 July 1959)
The cable and telegram address for HCO WW at Saint Hill is "SIENTOLOGY
EAST GRINSTEAD TELEX".
The teletypewriter address ("answer back") is "HCO STHIL EGSTD".
The Telex Number is = 8876.
The International Telex Number is: "8876 London".
The telephone number of HCO WW at Saint Hill is East Grinstead 4786-but
please cable, don't telephone.
PH:brb.oden Peter Hemery
Copyright@ 1959 HCO Communicator WW
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 AUGUST 1959
TELEX TRAFFIC
All HCO WW Staff are invited to read the Telex traffic at least once a
day, more if possible.
The originals of Telex messages both sent and received are always placed
in the basket by the Telex machine.
In this way, all staff can become acquainted with what is going on, and
will gain by becoming interested in the overall picture.
Peter Hemery
HCO Communicator WW
PH:brb.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 AUGUST 1959
Ceno
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 HCO Secretaries, Association Secretaries
(Organization Secretaries), Department Heads and anyone else considered
important enough by an HCO Secretary.
It is the responsibility of HCO Secretaries in each organization (or the
Association 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.
PH:brb.cden Peter Hemery
Copyright @ 1959 HCO Communicator WW
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: An updated version of this P/L, issued 22 July 1965, appears in
Volume 1, page 54. It
changed the second paragraph to read, "Important personnel includes
Executive Secretaries and
Divisional Secretaries."]
9
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO WW POLICY LETTER OF 22 AUGUST 1959
Distribution: All Staff
HCO WW PROJECTS
At this moment I am handling twelve separate projects at Saint Hill in
addition to other hats.
I need and want help on these projects. Therefore, I have listed and
assigned them and will give each a work output and financial collection
quota.
If the persons who assist me in these projects can handle the flaps, the
routine and the financial handling and collections involved we can do our
work and prosper and canset up and finance further research and facilities.
I want you to tighten up the lines in these zones, get snap into the
actions to be taken and help me handle these important spheres of my
responsibilities.
Each project, except Numbers Eleven and Twelve, are independent to a
large extent and should be handled with decision and accuracy.
We cannot at this stage afford quantities of office staff and
Communicators. Therefore each must do his own work with minimal assistance,
remembering that the rest of staff is either handling a project or his own
hats.
(Note-Projects are not necessarily in order of importance.)
Saint Hill Project No. One: TECHNICAL. The acquisition and compilation of
technical data on Scientology from reports, assessments and bulletins. The
vetting of all technical papers and letters. The review of all D of P and
Student reports. This project is supervised by Kaye Thomson.
Saint Hill Project No. Two: Is to give communication and service to and
receive the 10% weekly income from HCO Franchise Holders. This project is
supervised by Norma Webb.
Saint Hill Project No. Three: This is to prepare and sell new books and new
tapes to the World in general to be bought directly from HCO. This project
is supervised by Mrs. Thrupp.
Saint Hill Project No. Four: Consists of research and commercial activity
in the field of plant growth and receives data from the research and income
from the commercial activity. This project is supervised by Mr. Hall.
Saint Hill Project No. Five: Consists of the general sale of books, tapes
and E-Meters to HCO Offices, Central Organisations, Franchise Holders and
the general public World Wide, and the collection and banking of all such
sums whether from the sale of books by HCO WW Book Section or by the sale
of books by other HCOs. This project is supervised by Peter Stumbke.
Saint Hill Project No. Six: Corporate organisation, and continuance. This
project consists of supervision of legalities and sale of shares and
transfers called Hubbard Communications Office Ltd when formed. This
project is to be supervised by Mr. West.
Saint Hill Project No. Seven: Magazine preparation, printing and economy of
costs, and printing of all leaflets, etc. This project is supervised by
Miss Binnie Barrie.
Saint Hill Project No. Eight: Collection of Accounts owed HCO from past
transactions. This project is supervised by Mary Sue Hubbard.
10
Saint Hill Project No. Nine: Care of all HCO offices, ensuring that they
function properly, that they receive their 5% income from Central Orgs, get
out their magazines, provide inspection services, submit proper reports to
HCO WW and that all special sums or surpluses are transferred to HCO WW
Acct and to ensure that such offices have adequate personnel. This project
is supervised by Peter Hemery.
Saint Hill Project No. Ten: Economy Saint Hill Manor. To ensure that the
services, salaries, purchases and expenses of Saint Hill Manor are kept
within bounds of income from various sources. To reduce these wherever
possible. To see that the budget is balanced. This project is supervised by
Martin Leslie.
Saint Hill Project No. Eleven: Central Organisations. This is a vitally
important project seeing to it that Central Orgs receive proper service,
supervision, hats and organisation and making sure their 1 0Yos arrive and
are banked to HCO WW weekly. This project is supervised by Roddy Stock.
Saint Hill Project No. Twelve: Accounting and Banking. The invoicing,
accounting and banking of all projects separately is to be done in a manner
prescribed. Books are separately invoiced on a second machine but all other
invoicing is to be done on one other machine. All disbursements shall be
done on a disbursement machine plus cheques. All invoices are to be
numbered by projects on the invoice and all disbursements shall be so
numbered. The assistance of chartered accountants shall be rendered. This
project is supervised by Ruby Shorney in close consultation with Mary Sue
Hubbard, Treasurer.
Each of these projects is in addition to other duties performed by the
individual but it is expected that the individual appointed will be
responsible in particular for these projects. These are not "Hats", they
are zones of supervision and finance.
LRH:iet.rd L. RON HUBBARD
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO WW POLICY LETTER OF 27 AUGUST 1959
FINANCIAL ARRANGEMENTS AND DEPOSITS
Deposit LRH 109o's to my personal account at National Provincial Bank in
London.
Deposit HASI London HCO cheques (10%s 5%s) to HCO Acet in Nat. Prov.
Bank in London. Deposit ACC collections in HCO Acct also.
Deposits of US dollar cheques, HCO Franchises, to HCO WW Acet in
Barclays Bank in East Grinstead.
Deposits of all overseas sterling area 10% f, cheques, LA and FCDC 10%
cheques to Barclays Bank East Grinstead Scientology Research and
Investigation Fund.
All Book monies to be deposited to a new Acct (Mrs. Shorney to open
this), called "HCO Book Acet", at Barclays Bank in East Grinstead.
Pay as follows:
All HCO London salaries and the HASI London bankers orders from HCO Acct
at National Provincial Bank in London. Pay entirely separate Mariuska and
Valerie, their pay to be same as London office. Valerie is to be
responsible for collection and deposit of the 10% and 8% weekly and its
proper deposit. Put Valerie on as signatory "By Authority of L. Ron
Hubbard".
Pay all Saint Hill payroll and bills from Barclays Accts, East
Grinstead.
LRH:brb.rd L. RON HUBBARD
11
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 SEPTEMBER 1959
Sthil
SAINT HILL PROJECTS
BONUS AND QUOTA SYSTEM
All Saint Hill Projects have a quota. At this writing, Sept 5, 1959 this
quota system is established only in part. Several projects do not have a
quota set as yet for lack of data. As soon as possible each one of these
will have a quota.
The meaning of the quota and bonus system is as follows: whenever a
quota is exceeded even slightly a bonus results for the Project Supervisor
and a bonus about one tenth that size is paid to general office and
domestic help. This means that if the quotas on the ten projects which are
most important were reached then a full bonus would result for each non-
supervisor on the staff.
The exact size of the bonus is not yet established and will not be until
I can work out some of the economics involved. But the system is effective
as of Sept 1, 1959. Probably a second pay cheque in the month.
The quotas so far established are as follows:
Project One: New Books to be collected as to materials by Kaye Thomson and
written by myself: f 7 15 per month.
Project Two: HCO Franchise Holders - Norma Webb: f 500 per week and one
airmailing to each Franchise Holder.
Project Three: Being redeveloped. Unassigned.
Project Four: Mr. Hall - Plant Growth Activity: Two completed experiments
per month. Quota not established for production.
Project Five: Books and Tape Sales - Peter Stumbke: f 220 per week banked.
Project Six: Corporate Activity and Share Sales - Mr. Jack West. Quota not
yet assigned.
Project Seven: Magazine Preparation and Leaflets: Two issues per month.
Shares quota with Peter Stumbke.
Project Eight: Collection of Past Accounts - Mrs. Hubbard: f 210 per week.
Project Nine: Care of other and this HCO Offices - Peter Hemery. Quota not
yet assigned.
Project Ten: Purchase Order System Economy Sthil - Martin Leslie. Quota not
assigned but would be for not exceeding a gross amount in expenses.
Project Eleven: Central Organizations Supervision - Mr. Roddy Stock: Quota
f 500 per week.
Project Twelve: Accounting and Banking - Mrs. Shorney. Quota not assigned.
L. RON HUBBARD
12
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO WW BULLETIN OF 29 SEPTEMBER 1959
STHIL
HCO WW FILES
Each Project Supervisor is responsible for the files and records of the
project.
When a file clerk becomes available, the file clerk will do the filing
for each project under the direction of the Project Supervisor.
The HCO Communicator is responsible for providing space, file cabinets
and materials, and remains broadly responsible for seeing that HCO WW files
and records are kept in an orderly condition.
The HCO Communicator is also responsible for incorporating the old HCO
files
into the new system as a long term project.
Peter Hemery
HCO Communicator WW
for
PH:iet.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 OCTOBER 1959
STHIL
All HCO Secs
PROJECT SUPERVISORS TRANSFERRED
Mary Sue Hubbard (Past Debts) transferred to Project No 2 (Franchise
Holders). Norma Webb (Franchise Holders) transferred to Project No 9 (HCO
Offices). Peter Hemery (HCO Offices) transferred to Project No 8 (Past
Debts). Revised List of Project Supervisors at HCO Saint Hill:
Project No 1: Technical and New Books - Kaye Thomson
Project No 2: Franchise Holders - Mary Sue Hubbard
Project No 3: Blank
Project No 4: Plants Saint Hill - Mr. Hall
Project No 5: Book Sales - Peter Stumbke
Project No 6: Incorporation Activities - Mr. West
Project No 7: Magazines - Binnie Barry
Project No 8: Past Debts - Peter Hemery
Project No 9: HCO Offices - Norma Webb
Project No 10: Economy Saint Hill - Martin Leslie
Project No 11: Central Orgs - Roddy Stock
Project No 12: Accounting - Mrs. Shorney
LRH:ph.rd
Copyright @ 1959 L. RON HUBBARD
by L. Ron Hubbard Executive Director
ALL RIGHTS RESERVED
13
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 OCTOBER 1959
STHIL
QUOTA REVISION
(Effective date: First Friday in October)
Project No. 1: Technical and New Books
One new book in MS completed form, ready for delivery to printer.
Project No. 2.* Franchise Holders
;C200 a week for a month's consecutive weeks.
Project No. 3: Unassigned
Project No. 4: Plants Saint Hill
Two completed experiments.
E200 a week for a month's consecutive weeks in market produce.
Project No. 5: Book Sales
Z200 a week banked from mail order sales for a month's consecutive
weeks.
Project No. 6: Incorporation Activities
One news story per week published.
Project No. 7: Magazines
Three magazines per month completed for printer.
Project No. 8: Past Due Accounts
L 100 per week for a month's consecutive weeks.
Project No. 9: HCO Offices
f 40 per week for a month's consecutive weeks.
Project No. 10: Economy Saint Hill
E 120 per month all food items.
Project No. 11: Central Orgs
E200 per week banked at East Grinstead for a month's consecutive weeks.
ProjectNo. 12: Accounting
All reports on Saint Hill submitted each week, all monies banked, all
bills
corrected for payment.
L. RON HUBBARD
LRH: ph.rd Executive Director
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
14
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 OCTOBER 1959
All HCO Offices
Assoc Sees
& sthil
HCO STHIL APPOINTMENTS
(Cancelling all earlier Appointment Letters HCO WW)
The following posts are now permanently held at HCO WW:
Deputy Executive Director - Mary Sue Hubbard
HCO See WW - Norma Webb
HCO Executive Communicator WW - Peter Hernery
HCO Dissemination Secretary WW - Dinah Day
HCO Steno - Jennifer Sturges
The following Project Supervisors are appointed herewith:
Project One - Technical and New Books: Kaye Thomson
Project Two - Franchise Holders: Mary Sue Hubbard
Project Three - Unassigned
Project Four - Plants, Sthil: Mr. Hall
Project Five - Book Sales and Shipping: Dinah Day
Project Six - Incorporation Activities: Peter Hemery
Project Seven - Magazines, PAB Magazine: Dinah Day
Project Eight - Past Debts: Norma Webb
Project Nine - HCO Offices: Norma Webb
Project Ten - Economy Sthil: Martin Leslie
Project Eleven - Central Orgs: Norma Webb
Project Twelve - Accounting: Mary Sue Hubbard
LRH:dd.rd
Copyright @ 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1959
Sthil
HCOOffices
STAFF APPOINTMENTS HCO SAINT HILL
(Corrects Policy Letter of 19 October 1959)
Add to Permanent Staff Appointments HCO Saint Hill:
HCO Technical Secretary WW - Kaye Thomson.
Add to Staff List:
Book Administrator - Peter Stumbke.
LRH:js.rd
Copyright (D 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
is
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1959
sthil
ROUTTNG OF BULLETINS AND POLICY LETTERS
A Project Supervisor must see all Bulletins and Policy Letters going to
his people first. Then the Project Supervisor must send it on for L. Ron
Hubbard's acceptance
before it can be sent.
L. RON HUBBARD
LRH:js.we.rd Executive Director
Copyright@ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER WW OF 24 OCTOBER 1959
Sthil
PROGRAMMING
All Project Supervisors are creating programmes and are thus
endeavouring to bring order into Central Organizations and the Field.
In order to really achieve our goals it will be necessary for all
Project Supervisors to keep a hat folder containing only the bulletins and
policies which they themselves have created and are busy bringing into
effect.
Each week the HCO Sec will cheek up and see whether you have achieved
what you set out to achieve. Once this has been done, your bulletin will be
transferred into your Staff Hat or Technical Hat or whichever hat it should
go into.
The purpose of this is to take responsibility for our actions. All our
policies and directives have been constructive in the past, and the only
mistake we have really made and paid for has been not seeing that people
carry them out.
By taking responsibility we are going to have quick, efficient and
effective communication lines. By taking no responsibility we are going to
be ineffective and also we will be wasting paper, time and money.
All programming data are to be kept in a green folder.
NW.js.rd HCO Secretary WW
Copyright @ 1959 Norma Webb
by L. Ron Hubbard
ALL RIGHTS RESERVED
16
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1959
HCO Offices
Sthil
HCO WW APPOINTMENTS
Cancels Earlier Directives
Effective 2 pm October 29, 1959
The following personnel are appointed to HCO WW Sthil Permanent Staff:
Deputy Executive Director - Mary Sue Hubbard
HCO Secretary WW - Norma Webb
HCO Technical Secretary WW - Kaye Thomson
HCO Executive Communicator WW - Peter Hemery
HCO Dissemination Secretary WW - Dinah Day
HCO Steno WW - Jennifer Sturgess
HCO Assistant Communicator - Mavis Leach
The following project supervisors are appointed herewith:
Project One:
Research and New Books - Kaye Thomson
Project Two:
Franchise Holders - Norma Webb
Project Three:
Unassigned
Project Four:
Plants Saint Hill - Mr. Hall
Project Five:
Book Sales - Dinah Day
Project Six:
Incorporation Activities - Peter Hemery
Project Seven:
Magazine Make-up and Printing - Dinah Day
Project Eight:
Past Debts - Mary Sue Hubbard
Project Nine:
HCO Offices - Norma Webb
Project Ten:
Economy Saint Hill - Martin Leslie
Project Eleven:
Central Orgs - Mary Sue Hubbard
Project Twelve:
Accounting Saint Hill - New Accountant
L. RON HUBBARD
LRH:js.rd Copyright@ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
17
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER 1959
CenO
HCO STHIL STAFF
I
Part time permanent staff appointment: Joan Jelinek as HCO Editorial
Secretary WW.
The post of HCO Dissemination Secretary is vacated at this time.
Dinah Day is appointed herewith HCO Leading Steno WW.
Saint Hill Project 10 is transferred to Mr. Cookson as Project
Supervisor.
L. RON HUBBARD
LRH:js.pm.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 NOVEMBER 1959
Cen0con
MINUTES
Project 11 Supervisor has the right to pass Advisory Council or Advisory
Committee Meeting Minutes and Staff Meeting Minutes when he is in full
agreement with Minutes passed and when signed "By Authority of L. Ron
Hubbard".
If Project I I Supervisor vetoes any Minutes passed, he must get the
initials of L. Ron Hubbard or the Deputy Executive Director's initials.
MARY SUE HUBBARD for L. RON HUBBARD
LRH:js.aap Copyright@ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
is
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Sthil HCO BULLETIN OF 19 JANUARY 1960
PROJECT REPORT SHEETS
Project Supervisors are not now required to send in weekly Income and
Disburse-
ment Sheets.
Peter Hemery
HCO Secretary WW
for
LRH:js.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JANUARY 1960
Sthil
HCO Secs
Assn Secs HCO WW POINTS OF CONCENTRATION
A great deal of varied traffic passes through the channels of HCO WW. It
will help to know the various importances currently given to HCO WW
Activities.
HIGHEST PRIORITY
1. Copying and Distributing to HCOs and Central Orgs the Washington
January 1960
Congress tapes and HCS tapes. Central Orgs should give Congresses on
these. This was the kick-off on the most important programme
Scientology ever had and is being received with tremendous enthusiasm
everywhere.
The nine hours of HCS tapes January 1960 are the most important course
tapes ever issued and should be played to HGCs, staff clearing courses
and new HCS/B.Scn Courses.
HCO WW is losing no time getting these out. They will be 71/2/sec speed
tapes suitable for auditorium use.
5th and 6th London and Melbourne ACC tapes can be released generally.
2. Weeding out Franchise holders that show no promise of becoming
industrious centres. Encourage all so weeded to become Lifetime
Members. Franchise holders doing heavy traffic and heavy remittances to
be made into centres.
3. Collection of HCO WW percentages from Central Orgs, Franchise Holders
and HCOs and catching up any backlogs.
Additional important actions at HCO WW are:
(a) Thursday Weekly Bulletins (b) PAB Magazine
(c) Central Org Magazine Material
(d) Receipt and handling of technical matters and HCO and Central Org
reports (e) Internal good Order.
Other projects and actions are to be continued but are not of any high
priority and can be neglected if they threaten to slow the above points.
LRH:js.aap
Copyright@ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
19
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF I I APRIL 1960
Sthil
THE PURPOSE OF HCO WW
The purpose of the office staff of HCO WW is to forward my outgoing Comm
lines as a first fast priority and to cope with incoming lines so that they
do not jam my outflow.
First priority then is to see that my hand-written or transcribed
material goes out, no matter what emergency may be coming in.
I have usually handled situations before they become emergencies,
providing my outflow lines and directions at the other end are followed.
The full outflow line starts with supplies of paper, ink, pens, clean
records, tapes and functioning equipment and papers at my desk.
This line then goes to typing, mail, or mimeograph. There it is got in
distributable form and is expedited out.
Part of the line is its receipt point. In the case of orders and
instructions to a distant place, HCO WW is to make certain they are
followed without flash-backs.
In the case of books or articles, these are cared for here as to
proofing and accuracy and are then followed through to make sure they
arrive.
The secondary purpose of the office is handling inflow. This inflow of
letters, book orders, problems, is coped with by HCO WW to prevent their
stopping the outflow line. This does not mean the inflow lines are not
important. They are.
Mrs. Hubbard's outflow lines are important, but usually require only
telexing or mailing.
This office exists to aid and speed a writer's outflow lines. It has no
other basic purpose. I am responsible for about one million dollars a year
of income around the world. On monetary value only, my outgoing line, the
line that keeps this income created, is worthwhile forwarding.
This outflow line services the interests of an estimated two million
people. Therefore, for humanitarian reasons, it has some importance.
You may or may not be interested in the ultimate goals toward which I
work, but they are good goals and if anything gets accomplished in certain
human spheres, it may be on this line.
Therefore, I sincerely request your attention on post and your
cooperation on these comments:
1. Forward my outflow line;
2. Cope with the inflow line and don't let it stop my writing lines.
Handle the problems and despatches, the income and the books as they
come in with minimum recourse to me.
I'm sorry if this is blunt. However, that's the way it is.
L. RON HUBBARD
LRH:js.rd
20
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1960
Sthil
NEW STAFF DUTIES
As I have noticed far too much traffic being given to Mrs. Hubbard, and
as non-essential traffic appears in my lines, the following changes are
made to distribute the work load.
Peter Cowell will remain in charge of franchises but will assist Mrs.
Hubbard on all income matters, invoicing and billing and handle all Mrs.
Hubbard's miscellaneous letters ("Dear Mary Sue") and all coordination of
her lines and reports and placing her correspondence in folders.
Jean Farrer, under the immediate supervision of Peter Cowell, will
handle all Org financial reports which must be corrected as they come in
and notated for correctness before being sent to Mrs. Hubbard.
Jean Farrer will also do invoicing and will compute and make out
organization bills under the direction of Peter Cowell.
Robin Harper will continue to handle all technical reports but will
folder these reports and copies of her comments and answers for my daily
review via Peter Hemery. Additionally, all technical letters and all
letters to myself will be referred to her for action in coordination with
Mrs. Thrupp as they apply to local business.
Peter Hemery will coordinate all my correspondence including that from
Robin before it reaches my trays. He will also assist with disbursement.
Peter Hemery will assemble a legal file, with all filings, on every
office of whatever kind we have including London, giving all papers,
authorities and registrations with all governments.
Mavis Leach will do all mail routing, pick up, telex and cable work.
Pat, the new junior, will do all enveloping, packeting of mail, keep the
mail log and do all switchboard work, under Mavis' supervision.
It will be seen that there are two principal lines involved in our
office with two smaller volume lines. An understanding of this principle
will assist office work.
The two main lines are income and disbursement. Mrs. Hubbard is
responsible for the income lines. Therefore Peter Cowell should orient
these lines and Jean Farrer should do the actual invoicing and compiling of
reports and bills. All correspondence concerning income or Mrs. Hubbard and
all despatches for her should be routed to Peter Cowell, except as he may
direct. No despatches, reports or letters go direct to Mrs. Hubbard. These
reach Mrs. Hubbard, if they do, from Peter Cowell's basket in folder form.
In short IF IT IS INCOME IT IS MEANT FOR MRS. HUBBARD. IF ANYTHING IS SENT
TO MRS. HUBBARD, even local despatches, IT IS ROUTED TO PETER COWELL. The
only way Mrs. Hubbard receives despatches, reports, calls is via her
assistant Peter Cowell. Peter Cowell may direct certain things, such as
invoicing matters, are received from the mail direct to Jean Farrer. But
Jean Fairer routes them only to Peter Cowell, or to Book Admin, never to
Mrs. Hubbard.
On all disbursement matters, bills, letters, pay, bills sheets, bank
statements, etc, etc, the routing is not to me but to Peter Hemery always
for his orientation or handling
21
and then only to me. He may as he sees fit route some of these to Robin
Harper for handling etc, but these are again returned to Peter Hemery
before they come to me. All Mrs. Shorney's disbursement vouchers, cheques,
cheque requests, etc, are sent to Peter Hemery if intended for me.
All technical reports, profiles, letters, intended for me are routed to
Robin Harper who cares for them and routes them to me only through Peter
Hemery. She also assists Peter Hemery with any legal correspondence or Org
despatches as he may see fit.
All organizational letters, despatches, reports from HCO or Central Org
offices not having to do with income, including all those marked
"personal", "confidential" or however, go to Peter Hemery for his handling
and at his discretion for forwarding to me or answering by Robin Harper.
Here we have two lines, each one covered by three persons. The income
line, compiling of bills, invoicing, etc, is covered by Mrs. Hubbard
assisted by Peter Cowell and Jean Farrer. The disbursement line, handling
all bills, etc is also covered by three persons, myself, Peter Hemery and
Robin Harper.
Matters pertaining to hat write-ups for Central Orgs, promotional
suggestions, franchises, their files and income, all personal contact work
done normally by Mrs. Hubbard are also handled by her lines.
Matters pertaining to technical research, security, legal and Org
management are also handled on my lines and by myself, Peter Hemery and
Robin Harper.
But since my lines are heaviest in traffic and also have transcription,
to my lines we add Jennifer Sturgess, Mrs. Thrupp and Mrs. Mennie for any
matters or work assigned to them by Peter Hemery. They come now under the
direct work assignment of Peter Hemery and Robin Harper.
Mrs. Shorney continues her usual duties since both income and
disbursement go more or less through her hands.
The book invoicing and book shipment are two additional lines. They are
handled without change as before.
It is my complete intention that Peter Hemery handle, without referral
to me, almost all my traffic on whatever line. I am falling behind in
writing and must get out a book.
It is also my full intention that Peter Cowell handle almost all Mrs.
Hubbard's traffic without referral, to free her to write up the departments
of Central Organizations, a task, which, undone, is creating trouble with
income and other matters in our activities in England and abroad.
It is costing factually, fifty percent of our dissemination and
thousands of pounds a month across the world for Mrs. Hubbard and myself to
handle traffic and leave other tasks undone. We have been skimping on our
real jobs and can use a lot of assistance.
The work of Jennifer Sturgess, Mavis, Book Admin and any junior or book
clerk remains more or less unchanged except as may be stated above.
L. RON HUBBARD
22
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East
Grinstead, Sussex
HCO POLICY LETTER OF 6 JULY 1960
Sthil
WORKING HOURS, OFFICE STAFF
The difficulty experienced in coming to work by some office staff causes
the following change of working hours:
Monday to Friday - 9.00 a.m. to 5.30 p.m.
Saturday - 9.00 a.m. to 12.00 p.m.
LRH:js.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 JULY 1960
Sthil
OFFICE HOURS
Effective immediately, the hours worked by full-time office staff
members are changed as follows:
Monday to Friday 9.30 a.m. to 5.30 p.m.
Saturdays 9.30 a.m. to 12.30 p.m.
All full-time office staff are expected to work on Saturday mornings.
Peter Hemery
HCO Secretary WW
for
PH:iet.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East
Grinstead, Sussex
HCO POLICY LETTER OF 3 AUGUST 1960 Sthil
OFFICE HOURS
The policy on office hours for full-time office staff is amended as
follows:
Normally, the hours worked by full-time office staff will be as follows:
Monday to Friday - 9.30 am to 5.30 pm
Saturdays - 9.30 am to 12.30 pm
Staff members may however take every other Saturday morning off, always
provided that half the staff is on duty to keep the office operative.
Staff who use their own transport are permitted to work from 9 am to 5
pm provided that they do start at 9 am punctually.
Issued by: Peter Hemery
HCO Secretary WW
for
LRH:js.rd L. RON HUBBARD
23
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1960
Central Orgs
HCOs
HCO APPOINTMENT
Valerie Obin is appointed herewith HCO Executive Secretary for England,
Scotland, Wales, Ireland and Northern Ireland.
She is to give her main attention to wide promotion and to legal matters
outside HASI. She is to appoint an HCO Secretary, London, whose duties
shall consist primarily of security checks and hat checks and keeping HASI
communications running and whose duties shall be contributory to HASI.
LRH:js.rd L, RON HUBBARD
Copyright @ 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JANUARY 1962
CenOCon
APPOINTMENTS
Robin Hancocks is herewith appointed HCO Continental Secretary for
Europe and the UK, and for USA, in addition to his post as HCO Franchise
Secretary WW. The Continental HCOs of UK and USA are thus in effect moved
to Saint Hill.
Eleanore Turner is confirmed as HCO Area Secretary in Washington, DC.
Joan de Veulle is confirmed as HCO Secretary UK, which includes HCO Area
Sec London.
Ken Salmen is confirmed as HCO Area Secretary in Los Angeles.
A City Office will be set up in San Diego, California, under Ray Kemp as
Org Sec, as soon as financial and other arrangements have been made, and a
suitable HCO Area Sec nominated and installed. The new City Office will
work in close co-operation with HCO Los Angeles and HCO WW.
LRH:sf.rd L. RON HUBBARD
Copyright @ 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
24
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1962
Sthil
info all Orgs
Ds of P
and Book Admins
3 copies to each Org APPOINTMENTS AND TRANSFERS
Edgar Watson is transferred herewith to Book Administrator HCO WW, in
charge of book and meter supply, sales and distribution. This is a part
time appointment.
It is most important that book stocks are squared away and made
abundant, that meters stay in steady supply and are of excellent quality,
and that books shipped to orgs in the past are paid for and that the book
income line in addition to and as well as the meter line, is built up over
the world.
Additional duties to consist of staff auditing and relief instructing.
He will at all times be assisted by a shipping clerk.
Mary Long is hereby appointed personal secretary to Mary Sue Hubbard and
Course Administrator.
As personal secretary to Mrs. Hubbard, she will handle Mrs. Hubbard's
incoming despatch and mail line, filter it and care for it as directed.
As Course Administrator, she will answer mail from applicants, find
quarters for students and assist the Course Supervisor and Instructors. Her
office will be in the ground floor typing room.
Fred Hare, on arrival, is appointed Temporary Director of Accounts under
training.
Philip Quirino, as of 19 February 1962, is appointed Staff Auditor and
Acting
Technical Secretary HCO WW.
LRH:sf.rd
Copyright @ 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 FEBRUARY 1962
Central Orgs
Franchise
APPOINTMENT
Edgar Watson is herewith appointed HCO Technical Materiel Secretary WW.
This post includes Book Administration WW as well as the testing and
supply of E-Meters, and the administration of all matters pertaining
thereto.
LRH:jw.rd
Copyright @ 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
25
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MARCH 1962
All orgs
APPOINTMENTS & TRANSFERS
(Amends previous directives)
Robin Hancocks is relieved of duty as HCO WW Franchise Secretary and HCO
Continental Secretary, US and UK, in order to obtain classification in the
Briefing Course. This is part of a Classification Programme for Saint Hill
personnel. He will not be returned to these posts but to Instruction after
training.
Fred Hare is temporarily appointed to Franchise Secretary and HCO
Continental Secretary, UK. There will be some shift of Saint Hill personnel
amongst such posts from time to time to permit Classification training of
all qualified auditors on HCO WW Saint Hill Staff. So write the post not
the person.
Eleanore Turner is re-appointed herewith HCO Continental Secretary, US,
in addition to HCO Senior Area Secretary, Washington, DC, and is commended
for her excellent work in Washington, DC.
The following summarizes these and other recent changes in HCO
Personnel.
HCO WW: Accounts (Income): Fred Hare.
Temp HCO Franchise Secretary WW: Fred Hare.
Temp HCO Continental Secretary UK: Fred Hare.
HCO Technical Materiel Secretary WW: Edgar Watson.
HCO Book Administrator WW: Edgar Watson.
HCO DC: HCO Continental Secretary US: Eleanore Turner.
HCO Senior Area Secretary US: Eleanore Turner.
HCO Melbourne.- HCO Area Secretary: Cathy Gogerly.
LRH:jw.rd L. RON HUBBARD
Copyright @ 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 MARCH 1962
Sthil
All Orgs
APPOINTMENT
H. Parkhouse is appointed herewith to the office of Treasurer for HASI
Inc and its division HCO.
This is an additional duty of executive status.
He is to care for all tax matters and accountings and filings at HCO WW,
HASI and HCO London and all other organizations.
This step is preliminary to transfer of properties to HCO Ltd and HASI
Ltd, which transfer cannot take place by Arizona law until HASI Ltd London
is declared non-profit by Inland Revenue.
LRH:jw.rd L. RON HUBBARD
Copyright @ 1962 Trustee for Transfer HASI Inc
by L. Ron Hubbard
ALL RIGHTS RESERVED
26
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Sthil HCO POLICY LETTER OF 28 FEBRUARY 1963
CenOCon
DEPUTY HCO WW EXECUTIVE SECRETARY
Robin Hancocks is appointed Deputy HCO WW Executive Secretary.
In the absence of or unavailability of the HCO WW Executive Secretary,
the Deputy HCO WW Executive Secretary has full authority to act in his
place.
LRH:dr.rd
Copyright @ 1963 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Only to:
HCO Continental HCO POLICY LETTER OF 14 JANUARY 1964
Secretaries
HCO Executive
Secretaries
Assn/O Secretaries
It
(No fuller distribution)
FUTURE CONTINENTAL OFFICER STATUS
The HCO Continental Secretary and the Continental Director of all areas
shall, after I st September 1964, and until specifically then informed
otherwise, be the senior HCO Area See and senior Assn/Org See of the
Continental Area.
Unless advised to the contrary on or about Ist September 1964, these
offices shall not exist as offices separate from the persons of the senior
HCO Area See and senior Assn/Org See of the continent's Central
Organization. The title will however be retained.
Until I st September 1964 present status will remain unchanged barring
emergencies.
The entire reason for this action is financial.
The offices of HCO Continental See and Continental Director exist mainly
to increase Scientology activity and income in a Continental Area and where
this is not the whole concentration of such officers, as witnessed by the
balance sheets, the supernumerary status of a separate HCO Continental
Secretary or Continental Director cannot be afforded by that Continental
Area.
In Continental Areas which are booming the increased activity demands
the separate character of these highest Continental offices. But where
income is not increasing, the offices become too great a burden financially
on a Continental Area.
Between now and Ist September 1964 all org balance sheets will be
carefully watched for increase and in those areas where the increase
warrants it the separate status will be retained and where the area has not
greatly increased the officers now holding the posts will revert to the
senior HCO Area See and senior Assn/Org See of the area or the posts will
be otherwise filled.
This is not intended as a criticism of current activity but only a calm
forecast of the reality of the situation.
As I can, by administrative actions alone in any Central Org, as its
Assn/Org See, boom its income, I expect my leading officers in any
continent to be able to do
likewise in all orgs under their control.
LRH:jw.rd
Copyright @ 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
27
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MARCH 1963
Saint Hill staff only
STAFF PERSONNEL ALLOWANCE
SAINT HILL
The following is published as the allowed staff for Saint Hill:
Office
HCO Secretary WW
HCO Franchise Secretary WW
HCO Technical Materiel Secretary, plus one helper
Accounts, Disbursement
Accounts, Income
Accounts, Ledger (part time)
Treasurer (part time)
One full time HCO Communicator/Mail/Telex (plus one part time possibly
to help with PAB mailings, etc)
Mimeo-two full time (part time can help with "bulges")
(Mimeo also helps with correspondence, filing, etc.)
Materiel and Purchasing (part time).
Domestic
One full time cleaner, one part time (for offices)
Laundress (part time)
Cook
Nanny or home help for children
Tutor for children
Outside
Head Gardener: two assistants. Maintenance man: one assistant. Estate
Bricklayer: one assistant. Driver and vehicles.
Course
Course Secretary
Course Administrator (also Secretary Mary Sue Hubbard)
Theory Supervisor
Practical Supervisor
Auditing Supervisor
L. RON HUBBARD
LRH.jw.rd Copyright@ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
28
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JANUARY 1964
Sthil
SCIENTOLOGY LIBRARY AND RESEARCH LTD
EFFECTIVE ON RECEIPT
Anton James and Roger Biddell are appointed herewith Scientology Library
and Research personnel, under the direction of Reg Sharpe, Research
Secretary and Technical Director.
They are to accomplish between them the following actions:
I . Data Collection, Rapid Assembly, storage and safeguarding of all
Scientology technical materials, a copy of each book, all tapes,
transcriptions of tapes, manuscripts, articles, HCO Bulletins, notes,
notebooks of students that have been published on
ACCs, papers and any other material of whatever kind that gives Scientology
technical data.
This material is to be so stored as to be available for cataloguing and
so as to be of immediate use as needed.
Great care should be taken to preserve it against dust, moisture,
damage, accidental loss by "lending".
The purpose here is to create a master library for research and
compilation
purposes only, not for lending or other use.
Insofar as possible original materials will be incorporated such as hand-
written manuscripts, original copies of tapes (masters), etc.
Adequate space must be provided regardless of what other materials have
to be stored outside the Manor. Adequate shelving and cabinets have a high
priority.
TAPE COPYING
They are to care for Tape copying, all tape equipment, microphones,
recorders, etc, allotted to SLR.
All needful tape copies are to be made promptly for shipment to proper
authorised destinations.
The care and preservation of equipment is their full responsibility.
COMPILATIONS WORK
Immediate Crash Programme value is to be given to them on any
compilation of new publications.
They will give all possible assistance to Mary Sue Hubbard on the
assembly or construction of materials for early publication.
The construction or lettering of charts, assembly of dummies for paste-
up, collection of pictures or photostats for use shall receive their most
instant attention and amongst all their activities this has the highest
priority.
After such compilation, the work is passed to Joan Jelmek for make-up
and design and thence to Edgar for printing.
Scientology Library and Research has the purpose of collecting,
safeguarding and
preserving all Scientology materials, and while safeguarding the originals
compiling from such new work and preparing it for direct dissemination as
on tapes or designing and printing as in the case of written work.
It is a full intention that SLR shall provide a flood of new
publications and compilations to assist the dissemination of Scientology.
LRH:jw.vmm.rd
Copyright (a) 1964 L. RON HUBBARD
by L. Ron.Hubbard
ALL RIGHTS RESERVED
29
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1964
sthil
HCO (WW) LTD
CENTRAL ORG ACTIVITIES
It should be the primary concern of HCO (WW) Ltd to increase the
dissemination, activities and income of all organizations on a crash
programme basis.
This should be done by:
1. Stressing recent policy letters on Org functions.
2. Compilation of "The Association/Organization Secretary's Org
Rudiments" from recent policy letters.
3. Reissue of org ruds of the HCO Area See rewritten.
4. Adjustment of personnel in ailing orgs.
5. Hammering the Continental Directors to take interest in other
orgs and proportionalizing their pay as so much of it from each org
at that org's units, i.e. 25 units from each org at that org's pay
scale, regardless of the 100%.
6. Demanding long range advance notice by HCOs to the field of
coming functions and no more of this 30 day notice of a tape play.
Get a year's schedule of special events ahead and published and then
boomed 90 days in advance of each one.
7. Make a lowered income week subject of a cable to Cont Director.
8. Change the post of Tech Dir to Organization Case Supervisor for
HGC and Academy with the purposes given to SHSBC Case Supervisor and
abolish post of Technical Director. Specify the appointment must be
given only to a person who has himself a fine record of case results
from his or her own auditing. The person does not do anything but
see that every student and every HGC pc gets his case cracked
thoroughly with resultant high reality on Scientology. Regulation:
No student must be classified or raised in Classification whose case
has not been cracked and who has not gotten better in his
classification level. Any classification application must have the
statement on it that the applicant's case has been markedly improved
and that the person knows it, signed by the Organization Case
Supervisor, before HCO may issue a Classification or a higher
classification. Only in the case of Class One is a field auditor's
statement to this effect acceptable but even then it must be signed
by the training auditor as "Case unmistakably improved and applicant
is fully aware of it."
The Technical Council then heads up the Tech Division. The Case
Supervisor is part of it.
9. A lowering state of book sales is to be a point of indication of
a failing org and must be watched.
10. Failure of an org to grow or failure of a Continental Area to
develop new offices is considered as an adequate reason for
personnel shifts.
It is the duty of HCO (WW) Ltd to boom Central Orgs and offices, using
standard alert means for doing so as well as the above.
L. RON HUBBARD
LRH:jw.rd Copyright Q 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
30
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 FEBRUARY 1964
Sthil Instructors Students
HCO(WW)LTD
HCO (STHIL) LTD
SCIENTOLOGY LIBRARY & RESEARCH, LTD
REGULATIONS
GENERAL
1. Anyone receiving orders from the Executive Director shall consider
that the orders are directed to himself or herself personally and unless
otherwise directed may not delegate the execution of the Executive
Director's orders. All orders, therefore, are conceived to be personally
directed for personal execution by the recipient unless the order itself
states it may or should be delegated.
2. Flagrant disregard of the Executive Director's policies or orders can
result in the convening of a Committee of Evidence on that person. The
person receiving the order is held responsible for its execution.
3. If there is question concerning an assignment the procedure is to
carry out the order or begin its execution before querying or requesting
alteration.
4. Absence from post for illness or any other reason including
processing must become the subject of a report to the Executive Director
regardless of the action of the person in charge of that activity.
5. The head of a corporation unit has the power to engage or dismiss
personnel or excuse them from post. All such actions, however, must be
the subject of a routine despatch to the Executive Director.
Intervention will only occur in instances of under-staffing, over-
staffing or apparent injustice.
6. The orders of a corporation supervisor or head of department to his
own personnel are final. Appeal may be made to the Executive Director
only in matters of design, reduction of wage or dismissal.
7. The Executive Director has the right to intervene in matters of
design, technology, finance, promotion and efficiency and may do so in
any area or corporation that is not being effective or solvent. It is
otherwise the intention of the Executive Director not to interfere
beyond broad policy or planning with corporations or departments.
8. Anyone found to be attempting to reduce the effectiveness of the
policies or instructions of the Executive Director or a corporation head
or department head by knowingly contrary advices or interpretations
which tend to render the policies or instructions null and void or
appear unwise may become subject to a Committee of Evidence.
9. The Convening Authority of all Committees of Evidence for this area
is the Executive Director, and he may do so on the application of the
corporation manager or on his own cognizance.
COURSE
1. No Course student may be used for giving assists to any Saint Hill
staff of any corporation or members of the public.
31
2. No student may be used to give ARC Break Assessments or assists on
another student who is not his or her assigned preclear. Any auditing
received by a student must be from that student's assigned auditor.
Exception, instructors or qualified Saint Hill staff members may audit
students.
3. No student may be audited above his classification level.
Classification Policies are in full force on course. The only persons
who may be audited above their formally assigned Class level are
Founding Scientologists and these may only be audited up to Class IV
with the reservation that the processes must fit the case.
4. Two levels of processing may not be combined, i.e., Class 0 process
run with Class III commands.
5. Students are to be moved forward through units in accordance with
their cheek sheets only and no opinion is to be interjected to prevent
such progress that is contrary to check sheet evidence. In short, if a
student's cheek sheets call for his progressing forward no instructor
may by opinion only restrain his being moved up.
6. A student may not be retrogressed in units. If a student has attained
X2 for example he or she may not be returned to W or Xl. Additional
special check sheets may however be given a student in any unit which
must be completed before progressing to the next unit or division
thereof.
7. No student may be instructed contrary to existing technology or
advised to do anything except standard technology.
8. No student may be accepted on course unless they personally desired
to be here.
LRH:jw.rd L. RON HUBBARD
Copyright (D 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MARCH 1964
CenOCon
SCIENTOLOGY ORGANIZATIONS COMMUNICATIONS SYSTEM:
DISPATCHES
(Adds to HCO Policy Letter of Dec 13, 1962)
Add to the paragraph on Colour Flash System for Dispatches and Letters:
Grey Paper - All internal dispatches between personnel of HCO (St. Hill)
Ltd.
Violet Paper - All dispatches between personnel of Scientology Library and
Research Ltd, and all dispatches to other Orgs' personnel from S.L.R. Ltd.
LRH:gl.rd L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
32
L. Ron Hubbard
FOUNDER 1965
Mary Sue Hubbard
TBF GUARDUN WW HCO
HC6 EXEC SEC
I
ECie
)MCE)TIVE HOO DIVL51ON I HCO DISSEMINATION DIVISION 2
DIVISION 7 1 1
1 HCO AREA SECRETARY HCO DISSEMINATION SECRETARY
DIVISION 7 SEC. I I
HCO A SEC. SEC. HCO DISSEMUIATION SEC.
SEC.
I REA
I I I I
S07JRCE IDUSTENCE CONDITIONS RECOGNITION COMMUNICATION PERCEPTION
ORIENTATION UNDERSTANDING ENLIGHTENMENT
Department 21 Deparonutt 20 Deparment 19 Department I
Department 2 De,,E.t 3 Departuntut 4 Depactment 5 Departaxont 6
OFFICEOFLRH OFTICEOFHCO OFFICEOF DEPARTMENT OF DEPARTMENT Of
DEPARTMENT OF DEPARTMENT OF DEPARTMENT OF DEPART74ENT OF
EXEC SEC ORG EXEC SEC ROUTING, COMAIIH C&T[ONS
INSPECTIONS & PROMOTION PUBLICAnONS REGISTRATION
APPEARANCES & REPORTS
PERSONNEL
Offim of LRH Office of HCO Office Of Ons Director of
Director of Director of
C~ordinatcr am See Exce S. Dinmo, of Director of Dimct.,
of Nonnotio. Pblitio.s Registration
C.,di.atc, C~crdlnator Routing, Connouniontions
Inspections &
Off. Of Appearances A, Reports
On, Nuonnel
Gutu,luu,
L. Ron Hubbard
FOUNDER 1971
Mary Sue Hubbard
CONTROILER
TBE GUARDIAN WW HCO
HCb EXEC SEC
HCO DIVISION I
I
HCO AREA SECRETARY
EXECITITVE I HCO DISSEMINATION DIVISION 2
DIVISION 7 HCO AREA SEC. SEC. I
I HCO DISSEMINATION SECRETARY
DIVISION 7 SEC. I HCO DISSEMINAITION SEC. SEC.
RECOGNITION COMMUNICATION PERCEPTION
Deputtocut I D,jxuructnt 2 Depantroont 3
SOURCE IOCISTENCE CONDITIONS ORIENTATIONUNDERSTANDING ENLIGHTENMENT
De'"nunt 21 Deprumeta 20 Dp,, t 19 DEPARTMENT OF DEPARTMENT
Of DEPARTMENT OF Department 4 Depultn'ut 5 Dcront t 6
ROUTING & COMWkZIC&T[ONS ~SPECTTONS
OFFICE OF ME OFFICE OF THE OFFICE OF THE PERSONNEL REPORTS
DEPARTMENT OF DEPARTMENT OF DEPAR~ENC OF
CONTROLLER COISIMA14DING PROMOTION PUBLICATIONS
REGISTRATION
OFFICER
.1 Di=tor of Director of Director of
OfflmofLRH Office of the OFFICE OF THE Routing &
Ccurconi.tio., Inspections
Cocc.n.i.1c, G.,ditu EKECUDVE peexonnel Repom Di.to, or
Dincow, of Director or
I)IREC`fOR Promotion Publicuti RcAi,tmti.n
Officcofthe
Product Offim,
/ On, E.. Se.
Officeofthe
Ownizingoufficer
/ HCO Exec Sm
Offi.ofthe
PR&Co.,tonp,we
Office,
/ Nblic E Sm I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 AUGUST AD 15
Gen Non Remitneo
EXECUTIVE DIVISION
The Executive Division is Division 7.
The LRH Communicator is in charge of the Division.
It consists of three departments,
The first department is the Office of LRH Department 21. It is in the
charge of the LRH Personal Secretary.
The second department is the Office of the HCO Executive Secretary,
Department 20. It is in the charge of the HCO Exec See Coordinator.
The third department is the Office of the Organization Executive
Secretary, Department 19. It is in the charge of the Org Exec See
Coordinator.
THE OFFICE OF LRH
PURPOSE
The purpose of the Office of LRH is:
"To direct, authorize and organize Scientology and its organizations and
to ensure the forward progress of all."
All orders, rules, regulations, policies and routes are designed to
forward only this purpose and so no order, rule, regulation, policy or
route may be issued or followed that denies this basic purpose.
The principal sections are the Council Section, LRH Personal Concerns
Section, Design and Planning Section, Files Section, Authority to Issue
Section, Signature Section, Construction Section, and the Household
Section.
This office and these sections are represented in every Scientology
organization.
In this office are held the Council meetings consisting of LRH, usually
by proxy, the HCO Exec See and the Org Exec Sec.
The Council advises actions based on the reports of the Divisional
Adcomms which council actions, when not already covered by blanket policy,
must be referred to LRH in person via his Area Communicator before such
minutes are valid. LRH as Executive Director may however issue orders not
passed upon by the Council or contrary to their vote, as the org council is
itself advisory and is an assistant in an advisory capacity to the Board of
Directors at Saint Hill.
Through this office and its activities, the Executive Director directs
and controls each organization in accordance with the above purpose.
In very small orgs these functions, aside from the Council Section, are
taken over by the HCO Area See as LRH Communicator.
34
THE OFFICE OF THE HCO EXEC SEC
The primary purpose of the Office of the HCO Exec Sec is:
"To help Ron keep HCO and the organization there and make them and the
policies, technology and service of Scientology well known."
As all orders, rules, regulations, policies and routes for this office
exist to further this purpose, no order, rule, regulation, policy or route
may be made or used to interfere with this purpose.
In the person of the HCO Executive Secretary, this office controls the
two divisions of HCO, and controls the routing and handling of despatches
and persons throughout the org and HCO, and all personnel of HCO and the
Org,
THE HCO PORTION
The first two divisions of the entire organization are the HCO
Divisions. This is known as the HCO Portion of the organization.
THE OFFICE OF THE ORG EXEC SEC
The Office of the Organization Executive Secretary has as its purpose:
"To help Ron keep the organization solvent and producing and to make
Scientology well known everywhere."
As all orders, rules, regulations, policies and routes exist to further
this purpose, no rule, order, regulation or policy may be made or used to
interfere with this purpose.
I This Office in the person of the Org Exec Sec, directs and controls the
four divisions of the Org.
The primary action of the Org Portion of the entire organization is to
handle whatever is routed and so produce results, and in its 6th Division
Distribution, as well as the other three, to make Scientology broadly known
and well thought of everywhere by changing personal and social conditions.
It will be noted that the keynotes of the Executive Division are:
I Authorization and broad direction lies with the Office of LRH.
2. Existence of the entire organization lies with the Office of the HCO
Exec See.
3. The Conditions of people and society are handled and changed by the
Office of the Org Exec Sec.
L. RON HUBBARD
LRH:mh.rd Copyright (K) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
35
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 DECEMBER 1965
Gen Non
Reminieo
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
36
(b) The LRH Communicator Advisor WW
(c) Office of LRH production activities and staffs, (Cine, 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 SecWW
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.
37
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 Eds. 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.
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.
LRH:emp.rd L. RON HUBBARD
Copyright @ 1965 [Note: The last sentence in "Advisory Sections" has been
by L. Ron Hubbard amended from "Heads of units or 'In Charge' " to
"Heads of
ALL RIGHTS RESERVED units are 'In Charge' - per HCO P/L 8 February
1966.1
WW DIVISION
The original composition of the WW Division was the realization that for
lack of a central operating or governing body in operation all of these
various orgs were more or less adrift. They couldn't in actual fact
function without particularly good coordination from a central org. So the
WW Division was formed.
[Excerpted from HCO P/L 31 January 1966, Compilations Section, Department
21, Office of LRH (A Conference held at Saint Hill by LRH on 19 January
1966), Volume 2, page 113.1
38
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JANUARY 1966
Issue 11
Remimeo
DIVISION 7
INTERNATIONAL EXECUTIVE DIVISION
OFFICES OF THE HCO EXEC SEC AND
ORG EXEC SEC DESCRIBED
The organization of this division is modified as follows:
L. RON HUBBARD
Executive Director
Div 7 Secretary
I
Div / Communicat�r
I
SOURCE EXISTENCE CONDITIONS
Office of LRH Office of the HCO Exec Office of the Org Exec
See See
LRH Communicator Personal See to the HCO Personal See to the Org
LRH Personal Aide Exec See Exec See
Co-ordinator of the HCO Area Advisor Org Div Advisor
Office of LRH HCO Dissem Advisor Tech Div Advisor
Keeper of Tech Qual Div Advisor
AdCouncil Dist Div Advisor
Compilations Section
LRH Ethics Authority
Design & Planning Section
Photo Section
This chart serves for all orgs.
The posts are filled completely only in WW and are to be filled as orgs
expand.
DIV 7 SECRETARY
This new post is the Secretary who cares for the personnel,
communications and administration and quarters of the Executive Division.
The Division Seven Secretary is called just that as any other title is
in conflict with the offices of the division.
This secretary holds an Executive Division AdComm. This is junior to the
AdCouncil and is on a par with other division AdComms.
The rank of this secretary is the same as all other division secretaries
and in privilege is just below that of the HCO Area See, who is the first
secretary of the organization in privilege and precedence.
The Div 7 See never issues orders to other divisions and has no
authority to do so.
39
CO-ORDINATORS
The 3 offices of the Executive Division are headed by Co-ordinators
rather than directors as in other divisions.
They have the rank and privileges of directors of departments.
Co-ordinators manage the activities and personnel of the office. The
Executive Secretaries have first authority in their own offices of course.
In Chain of Command the Exec See forwards all office administrative
matters for his or her office through the Co-ordinator. Administrative
matters means personnel arrangements, supervision and duties of personnel
in that office and execution of tasks assigned.
The Exce Secretaries do not forward HCO and org affairs through the Co-
ordinators or the Div 7 Secretary but through Advisors.
ADVISORS
The Executive Secretaries have one advisor for each of his or her
divisions who operate as liaison officers.
An Advisor has the rank of Officer.
In administrative matters related to the office only the Advisor is
under the orders of the Co-ordinator of the office.
An Advisor may only sign letters as "for the HCO Exec Secretary" or "for
the Org Exec Secretary" and may not sign any communication or letter with
only his own name. To do so would create a by-pass of the Exec See and
unmock the office.
The Advisor receives and handles all materials relating to the division
type he is appointed to.
The Advisor advises the Exec See, not the Division he is in liaison with
and issues no orders with his own authority and uses only the authority of
the Exec See even in conversation or letters. He must be given express
orders to issue by the Exec See even though he in fact writes them.
An Advisor is really an aide to the Exec See for the Division he is
appointed to advise upon.
An Advisor should implement the orders of the Exec See and the Advisory
Council and only as those orders apply to his type of division.
The Advisor is there to lighten the Exec See's burden in all possible
ways as they relate to the area of responsibility for which the Advisor is
named.
The Exec See usually seeks the advice of an Advisor before handling a
situation in that Advisor's type of division but isjn no way bound to take
it, whereas the Advisor is bound to issue and get executed any orders
expressly given by the Exec See.
GENERAL STAFF MEMBERS
Other posts in the Executive Division are held by general staff members.
The Office of LRH is covered in another Policy Letter.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard (Modified and extended by HCO P/L 21 January 1966
ALL RIGHTS RESERVED on page 4 1.1
40
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 JANUARY 1966
Remimeo
EXECUTIVE DIVISION I
(Modifies and extends the HCO Policy Letter
of 20 January 1966 concerning the
Executive Div Organization Chart)
COMMUNICATORS (EXEC SEC)
(With data on AdCouncils)
The title Advisory where used as a helper to an Exec See is changed to
"(HCO or Org) Exec See Communicator for (division represented)".
This title has the rank and privileges of a Secretary in his own org and
in a junior org to the one appointed, the privileges of an Executive
Secretary.
The purpose of the post is:
TO COMMUNICATE FOR THE EXECUTIVE SECRETARY AND HELP WITH THAT OFFICIAL'S
PURPOSE BY COMMUNICATING ON ~MATTERS AND/OR HANDLING THEM RELATING TO THE
TYPE OF DIVISION REPRESENTED AND TO BE. RESPONSIBLE TO THE EXECUTIVE
SECRETARY FOR THAT TYPE OF DIVISION AND TO BE RESPONSIBLE TO THE EXECUTIVE
SECRETARY FOR THAT GROSS DIVISIONAL STATISTIC.
Only in the International Division or in an org having 250 staff members
or more would this post be filled.
01C
The Exec See Communicator for a type of division receives copies of the
graph or graphs relating to the type of division he or she communicates
with as soon as they are made up for the week by OIC. Graphs of the other
divisions may be furnished by OIC option.
For exanple at WW, copies of the HCO Area Graph for each org would be
copied and sent to the Exec See Communicator for HCO Area Divisions.
DESPATCHES
All despatches received in the International Exec Div to the Executive
Secretary for a type of division are routed to the Exec See Communicator
for that type of Division; and in an org having 250 or more staff members
with no junior orgs, all despatches from the Secretary of a division are
sent to the Executive Secretary's Communicator for that division.
All despatches from a type of division or a division are answered by the
Communicator and signed by or for the Communicator's Exec See at the Exec
See's option.
TITLES
Full Title Short Title
HCO Executive Secretary's Communicator ES Comm HCO (place by telex code)
for HCO (place)
HCO Executive Secretary's Communicator ES Comm Dissem (place by telex code)
for Dissemination (place)
Organization Executive Secretary ES Comm Org (place by telex code)
Communicator for Organization
(place in full)
41
Organization Executive Secretary ES Comm Tech (place by telex code)
Communicator for Technical
(place in full)
Organization Executive Secretary's ES Comm Qual (place by telex code)
Communicator for Qualifications
(place in full)
Organization Executive Secretary's ES Comm Dist (place by telex code)
Communicator for Distribution
(place in full)
Example:
Richard Roe, Organization Executive Secretary, Communicator for
Organizations (Oakland)
Dick, ES Comm Org (0k)
ADVISORY COUNCIL ROLE
A Communicator has no Advisory Council seat. In the prolonged absence of
an Executive Secretary the first Divisional Secretary acts as,the deputy of
the Exce Sec absent in the Advisory Council. The HCO Area Sec is the first
deputy for the HCO Exec Sec and the Org Sec is the first deputy for the Org
Exce Sec in the event of prolonged absence. The ES Communicators do not act
as deputies.
At an Advisory Council meeting the ES Communicators attend but are
seated together at a distance from the Executive Secretaries and may not
speak or comment unless directly called upon for a report or for
assistance. No ES Communicator may act as the secretary for the meetings to
take its notes and minutes-this task must be done by the Division 7
Secretary. The LRH Communicator is also present, seated away from the ES
Communicators and nearest the table of the Exce Sees, but has no voice in
the meeting except when called upon for policy letters or Sec Eds.
The full original graphs are sent directly to the AdCouncil by OIC.
In an erg with 250 or more staff members and no junior erg the AdCouncil
takes up each graph on its own and may call for a report from the
Communicator representing that division and may even call up the Secretary
of the Division for information by sending the Communicator for the
Secretary.
At WW, the AdCouncil is furnished with all graphs of all orgs and with
the WW combined graphs for all orgs for each type of division. The
Executive Secretaries' inspection is of the WW combined graph. This is
noted as up or down. Then the ES Communicator for that type of Division is
called upon to note any affluences, danger or no reports from individual
orgs and to explain what he or she has told or heard from the Executive
Secretary in the outer erg concerning the state of the graph. It should be
noted that a combined WW graph that is good may contain an erg that is
doing badly in that type of division and vice versa.
The AdCouncil (WW or Area) then corrects or enforces the Communicator
actions for each org for that type of division.
The LRH Communicator is given the wording of the appropriate See Ed, for
OK and issue.
As Keeper of the Seals and Signature, the LRH Communicator may then
order the Sec Ed issued IF NOT CONTRARY TO POLICY. If the order seems
contrary to policy the LRH Communicator must despatch the Office of LRH WW
by fastest means for authority to issue the See Ed or refuse it, giving the
pertinent data.
At WW, the prime concern of the Advisory Council is the competence of
Executive Secretaries of other orgs in keeping their divisions going well.
In area orgs the concern of the Advisory Council is the competence of
Divisional Secretaries in keeping their Divisions going well.
ALL actions are taken only on statistics. No rumour or opinion may be
accepted as a reason for the assignment of conditions to anyone or
anything. The statistics are up or down and to what degree or trend over a
longer period decides it.
42
The LRH Communicator may not issue See Eds contrary to the condition of
the statistic.
Misdemeanors and crimes are the subject of Ethics, not the Advisory
Council.
If a danger condition is assigned, then of course the formula of that
condition must be followed.
See Eds contrary to condition formulas must be refused.
ES Communicators may not request or advise the issue of See Eds to the
LRH Communicator. ES Communicators may suggest See Eds to the Exec See of
his or her own office or bring them already written to the Advisory Council
meeting but may not offer them unless asked.
ES Communicators may be ordered to write up See Ed paragraphs on their
own type of division before the Advisory Council and place them with the
papers before the Executive Secretaries.
An ES Communicator is judged, like the Division's Secretary, by the
graph of the gross divisional statistic of that division, except at WW
where the combined graph of a type of division is the graph of the ES
Communicator.
Any condition may be assigned to a Communicator himself but only on the
basis of the graphs as in the paragraph above.
If the Advisory Council or an ES Communicator proposes a Danger
Condition which is not visible in the statistics of that portion or if an
Emergency is assigned to a portion in affluence, the LRH Communicator must
cable or report to the LRH Communicator WW at once whether the condition
was assigned or not. Proposal is sufficient.
CONDUCT OF ES COMMUNICATORS IN AREA ORGS
An ES Communicator may in his own org (not WW) work with the secretary
of his type of division giving advice based on policy, See Eds and orders,
but he may not order the secretary's personnel or handle the secretary's
own despatch line unless a danger condition is assigned that division.
By approaching his Exec See, an ES Communicator may insist on a dang(,~r
condition or an emergency but only on the statistic and on nothing else. If
the statistic is bad and if the ES Communicator is doing the Secretary's
work on by-pass of the Secretary a danger condition must be assigned by the
Exec See on the ES Communicator's request.
A Secretary may file a job endangerment Ethics report on an ES
Communicator who requests, or an Exec See who assigns, emergency or danger
condition not shown in statistics.
DIVISION SEVENS
The Seventh Division and the Division 7 Secretary is cared for by the
HCO Exec See Communicator. At WW the Seventh Divisions of all orgs are
under the HCO Exec See Communicator WW who communicates to the HCO Exec
Sees of the orgs about them.
CONDUCT OF AN ES COMMUNICATOR WW
An ES Communicator WW in the Int Exec Division, having no org, may not
work with the secretary of his type of Division at Saint Hill as above or
with the secretaries of other orgs as this is a by-pass.
When visiting other orgs an ES Communicator WW may not give orders to a
secretary but only to the Exec See of that org comparable to his post and
only on the subject of Iiis type of division.
These orders are given in writing and a copy is always sent to the ES
Communicator's own Exec See WW by swift means such as airmail or cable when
urgent.
43
ES Communicators WW away from the Int Exec Division and in another erg
may not telephone their Executive Secretary but must cable, and may cable
from outside the erg at WW expense if the situation warrants it.
Travel and living expenses of an ES Communicator WW are paid by the erg
to be visited or the travel only apportioned to several orgs if on the same
continent, as such visits would result in greater income for the org.
visited which would not be recompensed by administrative 10%s. Further,
currency exchange laws make this an easier procedure.
An ES Communicator WW may not accept fees or costly gifts but may accept
tokens of appreciation or souvenirs. All such must be reported to the HCO
Exec See WW on the ES Communicator WW's return and a list of what was
expended upon the ES Communicator WW by the orga visited (excepting only
casual lunches or treats) must be given to the Treasurer, WW.
ES Communicators WW may appear at and address congresses and gatherings
but if so a reasonable lecture fee is paid to the Int Org Division for it.
ABSENT ES COMMUNICATORS WW
An absent ES Communicator WW has his post covered for him at WW by a
Deputy ES Communicator WW temporarily posted for a term of his absence if
prolonged to more than 3 days.
INTENTION
It is the intention of this policy letter to prevent the lines of an
Exec See from j . amming as Scientology expands. Therefore it is a prime
concern of an ES Communicator to care for all routine traffic of his org's
division to the Exec See or at WW for all such divisions in the world.
An ES Communicator must not habitually bring a body or talk with his
Exec See and should depart at once after he has received verbal orders as
any Exec See time he consumes is contrary to the reason for his post.
CONFERENCES
An Exec See may have in his or her ES Communicators for a conference or
employ his or her ES Communicators in any fashion on Scientology business.
But an Exec See conference with ES Communicator has no force of orders
outside the province of that Exec Sec. The Advisory Council alone may issue
orders of a valid nature binding on the org in general. Conferences may not
be substituted for Advisory Council meetings.
If a conference is held it should be to determine what to do about a
situation, not to act as a legal body.
None of this applies when a danger condition exists in an Exec Sec's
divisions. Then orders may be issued in conference.
In a conference with ES Communicators there is no voting or minutes.
ETHICS
An ES Communicator is a valid Executive Hearing Officer.
He or she has no other Ethics rights beyond it being a crime to stop one
proceeding on his or her duty.
BY-PASS
When an ES Communicator in an area issues orders to his or her type of
division it is not a by-pass of his Exec See.
This is because he is acting in the name of the Exec Sec.
BUT IF AN ES COMM WW communicates with any secretary it is a by-pass of
the Exec Sec of that org and will bring on a danger condition in that org.
44
An Exec Sec by-passing his or her own ES Communicator into the division
of that ES Communicator without informing the ES Communicator is a by-pass.
A WW ES Communicator issuing or taking despatches directly from anyone but
an Exec Sec of another org is a by-pass and will raise havoc. A WW ES
Communicator of a division type does not communicate with secretaries of
that division type. It is a by-pass of Exec Sees of those orgs.
AUTHORITY OF AN ES COMMUNICATOR
An ES Communicator has no authority not derived from the Exec Sec or
that of a staff member of his rank.
If an ES Communicator issues orders to another org's Secretary, this is
a by-pass and will bring about a danger condition as it by-passes the Exec
See of that other org.
If an ES Comm HCO or ES Comm Dissern issues orders to an ES Communicator
on the org side or vice versa this is a by-pass of both Exec Sees and will
cause trouble. Such an order is unusual anyway and is seldom needed, but if
done at all, it must be via the ES Communicator's own Exec See to the other
Exec See to the other Deputy.
ES Communicators can of course advise one another in an Executive
Division but their advice is not binding on another ES Communicator and
need not be acted upon.
SUBVERSION
If ES Communicators use thei r authority to subvert an Exec Sec or if
they combine to remove an Exec See, it is a High Crime.
SUPPRESSION
An ES Communicator who gives bad news continually to his Exec See or
seeks to arouse his Exec Sec's wrath against other staff members or orgs or
divisions commits a Suppressive Act,
The temper of an Exec See is in the keeping of his or her ES
Communicators (where they exist) and the effectiveness of an org can be
severely damaged and its staff harmed by those who seek to arouse the
rancour of an Exec Sec against others.
This does not mean that bad news should be withheld from an Exec Sec. It
means it should be presented with no trimmings or trappings or opinions. If
it is bad news and requires urgent action, an Exec Sec's people should just
lay it in writing silently before the Exec Sec.
If a secretary is to be chewed on, the secretary should be brought to
the Exec Sec. It should not be done by message via an ES Communicator.
. An ES Communicator must not convey an Exec Sec's orders with
embellishments or with a description of any misernotion on the part of the
Exec Sec.
As an ES Communicator's authority and dignity is that of his or her Exec
Sec's it behoves an ES Communicator to safeguard his or her Exec Sec's
reputation by all means short of false reports.
An ES Communicator may not testify against his or her Exec See in a
Committee of Evidence or at a Hearing.
An Exec Sec may testify against an ES-Communicaton
CONTINENTAL ORG
A Continental Org when large enough to have junior orgs, puts in a
Continental Exec Div patterned on WW for that Continent and its ES
Communicators are used like one in WW, its senior.
Now maybe the Exec See of a very big org or WW can breathe.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
45
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 JANUARY 1966
Rernimeo
DIVISION SEVEN
For administrative purposes and to better balance the org, Division
Seven is considered part of HCO.
Division Seven is in the Divisions of the HCO Exec Sec.
The person in charge of it is the "Division Seven Secretary".
At worldwide (Int Exec Div) all Division Sevens in all orgs come under
the HCO Executive Secretary Communicator for HCO WW as part of the
divisions he or she is responsible for.
The HCO Exec See Communicator for HCO WW must not communicate directly
with Division 7 Secretaries in orgs as that would by-pass the HCO Exec Secs
of those orgs but addresses all Communications relative to Division 7 to
the HCO Exec Sec of
that org.
LRH:ml.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1966
St Hill
only
INT EXEC DIV RELATION
TO SAINT HILL ORG
The International Executive Division WW is just another Saint Hill
Division.
There are eight Divisions at Saint Hill. The difference is that it has 2
Executive Divisions, one Division 7 for the world, one for the Saint Hill
Org.
The International Executive Division has no duplicated "Ethics Officer".
It uses Saint Hill's.
It is unduly complex to have two whole organizations at Saint Hill.
There is only one. It has two Division Sevens-one Div 7 WW, one Div 7 SH.
The Advisory Sections to the world in Div 7 WW look like divisions but
they serve Saint Hill as well and someday we will have Advisory Sections in
Div 7 SH
also for Saint Hill only.
LRH:ml.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
46
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MARCH 1966
Remimeo Issue 11
Executive Division
EXECUTIVE DIVISION ORGANIZATION
AND ITS THEORY AND PURPOSE
There are 8 divisions posted in every organization. There are 9 posted
in a Continental org. There are two Executive Divisions, the International
Executive Division and the Area Executive Division for every org. This is
true for the org where the Int Exec Div is located and for every other org
even though it is not physically located there. In addition there are the
normal 7 divisions of the Area organization.
There are Nine in a Continental Org-the Int Exec Div, the Continental
Exec Division and the normal 7 Divisions of the area org.
The full org board of the International Executive Division must be
posted in every organization as well as the area board. Hence each org has
8 Divisions. This is done by mounting an additional board, one division
wide, preferably to the left of the area org board.
In a Continental Org, the Continental Exec Division is added making 3
boards, one for Int, one for Cont and seven for the area org, the
Continental also comes under HCO making 4 divisions in a Continental HCO.
There is no difference in the pattern of the WW or a Continental or an
Area Executive Division except numbers of staff in it. All posts that
appear in the Int Executive Division will also eventually appear in the
Continental Exec Division and an Area Executive Division as orgs grow and
numbers of staff increase.
Below is the pattern of an Executive Division. Smaller orgs have only a
very small number of personnel and very few of the posts filled.
THE EXECUTIVE DIVISION
The Executive Director
The Guardian
The HCO Exec See
The Org Exec See
Division 7 Secretary
Div 7 See's See
Div 7 Div 7 Communicator
AdComm Co-ordinator Office of LRH
Co-ordinator Office of HCO Exec Sec
Co-ordinator Office of Org Exec Sec
OFFICE OF LRH
LRE Communicator
LRH Comm See
Exec Div Mimeo Unit
Keeper of the Seals and, Signature
Personal Policy Files
Office of See Ed Files
LRH
LRH Personal See
LRH Personal Files
LRH Personal Possessions
LRH Personal Val Doe
LRH Personal Finance
LRH Transcription
LRH Comm Files
Project File
47
The Guardian Communicator
Guardian Comm See
Guardian Policy Bureau
Guardian Extreme Conditions Bureau
Danger Branch Bureau
Affluence Branch
ES Personnel Files
Candidate Files
Test Files
Guardian Long Range Promotion Bureau
Promotion Projects
Successful Promotions Branch
Successful Promotions Files
Unsuccessful Promotions
Guardian Information Bureau
Planetary Branch
Org Branch
The Guardian Personal See
Guardian Personal Matters
Possessions
Travel
Guardian Personal Files
Personal Guardian Personal Finance
Office of Guardian Transcription
the Guardian Personal Val Doc
Guardian
Archives Librarian
Original Tapes
Original Publications
Original Books
Original Magazines
Original Handwritten Papers
Original Letters & Despatches
Historical Data of the Org & Scn
Artifacts
Master Mimeo Files
The Guardian Reference Librarian
Books Files
Magazines Files
Mimeo Files
Policy Letters
See Eds
HCO Bs
Hat Files
Visio-Audio Files
Photographic Files
Cine Files
Educational Aids File
Tape Files
Transcription Library
Despatch Files
The Guardian Message Centre Officer
The Guardian Reception
The Guardian Comm Clerks
The Guardian Comm Systems
The Guardian Couriers
The Guardian Public Ltrs
Co-ordinator Office of LRH
Service Section
Personnel Section
Appearances Section
Comm System & Station Section
Courier Section
48
OFFICE OF THE HCO EXEC SEC
HCO Exec See's See
ES Comm for Div 7
Offices of LRH Bureau
Liaisons
Offices of HCO Exec Sees Bureau
Liaisons
Offices of Org Exec Sees Bureau
Liaisons
ES Comm for HCO Bureau
Routing Appearances and Personnel Branch
Communications Branch
Inspection and Reports Branch
Design & Planning Liaison
Ethics Authority Liaison
01C
Exec Div Time Machine
Legal Branch
Corporations
Suits
Legal Liaison
Legal Files
Legal Clerks
Tech & Pol Materials
Assembly Branch
ES Comm for Dissern Bureau
Promotions Branch
Liaisons
Publications Branch
Liaisons
Registration Branch
Liaisons
Dissem Materials Assembly Branch
Visio-Audio Aids Branch
Film Production
Tape Recording
Photographers
Co-ordinator of the Office of HCO Exec See
HCO Exec See Personal Matters See
Files Section
Communications Section
Personnel
Personal Secretaries
Clerks
Travel Section
OFFICE OF THE ORG EXEC SEC
ES Comm for Org Divs Bureau
Income Branch
Liaisons
Disbursement Branch
Liaisons
Assets Records and Materiel Branch
Liaisons
Treasurer's Office
Accountants
Clerks
Finance Records
Balance Sheet Files
Non-Current Records
49
ES Comm for Tech Bureau
Tech Services Branch
Liaisons
Training Branch
Liaisons
Student Reports
Processing Branch
Liaisons
Auditor's Reports
Check Sheet Branch
Check Sheet Library
Standard Process Branch
Process Library
ES Comm for Qual Bureau
Examinations Branch
Liaisons
Exam Records Files
Review Branch
Liaisons
Certs and Awards Branch
Liaisons
Standard Review Process and Check Sheet Files
Org Training Branch
Staff Status Materials
ES Comm for Dist Bureau
Field Activities Branch
Congress Planning Past Programme Files
Congress Drill Files
Sen Group See WW
Ad Planning
Mail List Accumulation
Clearing Branch
FSM Liaison
Franchise Liaison
Selectee Files Liaison
Promotional Literature
Compilation
Promotional Programmes Files
Success Branch
Success Data Liaison
Success Answers Liaison
Foundations Liaison
OT Operations
Civil Populations Liaison
Chaplain WW
Court Liaison
Justices Liaison
Co-ordinator of the Office of the Org Exec See
OES Personal See
OES Personal Matters
Communications Section
Personnel Section
Travel Section
Exec Div Finance Unit
The Executive Division for purposes of Admin and AdComm comes under HCO
and is part of the HCO portion of the org and the Division 7 See reports to
the HCO Exec See as his immediate superior.
DIV 7 SECRETARY
The Division 7 Secretary heads the Executive Division for purposes of
personnel, AdComm, and Admin and is the administrative senior to all other
persons in the
50
division excepting only the Exec Dir, the Guardian, HCO Exec Sec and Org
Exec Sec. As such, the Div 7 Sec directs Comm arrangements, is responsible
for staff being on post, for pay, leave, Ethics matters regarding Div 7
staff, Personnel reports and supervision, for supplies, equipment, quarters
and their state of cleanliness in liaison with the Org Div of the org to
which the Exec Div is attached and in all these matters is the senior to
all other persons in the Division except the Exec Dir, the Guardian, the
HCO Exec Sec and the Org Exec Sec. But even these are dependent on the Div
7 See for matters of pay, transport, expenses, etc. The Div 7 Sec handles
his duties through the Office Co-ordinators.
OFFICE OF LRH
This office may include only the personnel listed on the chart
regardless of the size of the Exec Div but numerous aids, personal
secretaries and clerks may be added. No other functions may be placed in
this office than those listed.
The LRH Comm is usually the Co-ordinator of this office until it grows
too large.
The Guardian acts to safeguard all of Scientology and under the
Executive Director is the senior executive of all organizations and is
senior to all other executives. There is only one Guardian and this post is
at WW and part of the Int Exec Div. But the post may exist in very large
orgs as Assistant Guardian, subject to the direct orders of the Guardian in
the Int Exec Div. The name of the Guardian under the title Guardian is also
carried on every area Org Board in the Area Exec Div, using the name of the
Guardian in the Int Exec Div. Where an Assistant Guardian exists in the
local org by appointment of the Guardian, both the post Asst Guardian and
the Int Exec Div Guardian and the Asst Guardian's (for the Area) and the
Guardian's name are carried.
The Guardian has 5 activities:
Policy
Danger
Affluence
Long Range Promotion
Information
The vital original libraries of Scientology come under the Guardian.
The LRH Personal Secretary is in this Department.
THE OFFICE OF THE HCO EXEC SEC
The personnel of this office are as listed on the chart.
THE OFFICE OF THE ORG EXEC SEC
This office contains those functions listed on the chart.
Where a function exists in the Exec Div for the Exec Div (i.e. finance)
it comes under the Office Bureau and Branch most closely related to it. If
this rule is followed you will see that the Exec Division, particularly WW,
can operate with ease.
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.
51
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.
CONTINENTAL
A Continental Exec Division is formed at such time as there is reason to
warrant it. Otherwise no Continental Officers exist.
When a Continental Exec Division exists, then Area orgs report by cable
or telex to their Continental org which then sends the data by cable to WW.
The Area org where the Continental is located sends their data by despatch
to Continental which includes it in their cables to WW.
A Continental Exec Division must however have been established by Int
Sec Ed approved by the Guardian before this routing applies and a full list
of what orgs are covered by the Continental must accompany it.
ZONAL ORGS
If and when a Continental has under it more than five orgs, where
established by See Ed approved by the Guardian, one of these may become a
Zone Org.
A Zone Executive Division is then established with specific orgs under
it and the OIC report routing is from Area to Zone to Continental to
International at Worldwide.
A Zone Exec Division is organized like any other and has a composite
statistic made up of the area orgs under it. The Area org attached to the
Zonal org then has 10 divisions.
SUB-ZONE ORGS
If a Zonal Org gets more than five orgs under it one of these is
designated a Sub-Zonal Org, taking under it excess orgs.
A Sub-Zonal Exec Division is established and the Area org where it
exists displays I I Divisions.
OVERALLPATTERN
The principle that no Exec Division of any kind may exist without being
part of an org is held firm. Only an Office of LRH may on occasion exist
independent of an Area Org or the Exec Division but may be even so only a
secondary Office of LRH.
The reason for this is that a senior executive division's decisions
would become as unreal as a government's or War Ministry if it had no
actual org close against it whose problems were not familiar to it. This is
a clear unalterable policy.
There may be no Executive Divisions of any designation floating free of
52
purposeful and remunerative area divisions housed in the same buildings or
grounds.
An Exec Division like Int or Cent must have an org alongside it to
provide its services and costs.
It is remunerative for an area org to.have a senior executive division
with it as it thereby attracts more income. If a Continental Exec
Division's area org is not doing as well as other orgs on that continent
(unless it has just started up), well then it follows that it must be a
very bad Continental Exec Division indeed and serves as a sure indicator of
inattentive Exec Sees and where the condition is chronic the senior Exec
Div to it should change at least one of its Exec Sees.
The principle that the orgs in an area should financially support their
Continental Exec Division is also a shaky one for a bad senior Exec
Division has as its first cry "He-e-elp ni-e-e", and isn't (a) taking
advantage of its seniority to attract income to its area org and (b) isn't
productive and is more suppressive than helpful.
It is worth real income to an area org to be designated a Continental
(or Zone or Sub-Zonal) much more WW. For the seniority of courses and
processing are of course arranged for students and pes to move to it after
service in their area.
All you have to notice in interpreting statistics is that the
Continental's Area org does worse than other orgs of that Continent to know
that it's time for a very thorough investigation of the four Exec Sees
there. This would hold true for Zone and Sub-Zonal Exec Divs also.
Similarly, an Office of LRH or the Guardian's Office may not be
independent of an actual working org. Nor any other part of an Exec
Division.
Probably the most destructive institution ever invented was a government
governing a business it was not a close part of. Unfamiliar government or
unfamiliar ownership is possible only when all the actual decisions are
still made from actual current experience with the business or activity
being governed or owned. So long as Continental has an org to learn from
close to it, then its orders to a distant org will be real and effective.
You will see in "International City" the principle reversed in order to
check the whole idea of government-put the everyday government always
unfamiliar with the country and it gets too unreal to be effective in its
country and can content itself with tea parties with other nations instead
of wars. Nationalism is the underlying cause of war.
You will note in our own case that the Executive Director's decisions
and planning are based on data obtained from running orgs and from being
close to the SH org while it was forming and running.
WW, being part of an org, knows the problems of a duplicate org even
though 12,000 miles away, as it has handled the same problems. Where any
differences exist WW has an Area AdCouncil to advise it.
Where traffic gets heavy, then Continental Exec Divisions, with the
experience of their own area org, can handle orgs on that continent and
when this gets unreal because of volume, Zone and Sub-Zonal Exec Divisions
can take it up.
Therefore Exec Divisions of any kind are always attached to real,
functioning profitable orgs and pay their way by attracting more business
to their area org than they cost the area org.
The WW I O%s pay no real part of the expenses of the WW division or even
its cable traffic. These are paid by the org that is also at WW because it
makes many times more in income than WW costs it simply because WW is
there. Aside from attracting the public the presence of the Int Exec Div in
the Area org compels a higher standard of administration and service and
close senior authority to quickly handle area problems and defend the area
org.
Any time you hear an Area org groaning over admin expenses of an extra
Exec Div then you know right away that either:
(a) the Area org is handled suppressively or
53
(b) the senior exec division is suppressive in that it spends more
than it produces for the area and reduces income.
The I 017os are in actual fact not admin expenses. These I O%s began to
be reported and spent that way to satisfy income tax people. They were
originally a royalty paid LRH to reimburse his own costs of development and
expenses of position. They should at least reimburse LRH research costs.
They were LRH income but were denied him by income tax authorities who
invalidated corporate status because LRH was being reimbursed. So LRH an
individual had to turn them over to admin costs in supervisory orgs to
protect orgs, but leaving him unpaid for his contribution.
So no person should start a 5% for Continental 10% for WW etc.
THE 10% GOES ALWAYS TO WW. Regardless of how many echelons of Exec Divs
there are.
It is worth more money to a properly run area org to have an additional
Exec Division, providing, of course, the added Exec Div is spending within
reason and less than the added Exec Div costs it. For that gets students
and pes fed to it from lower orgs for higher services.
The facts on this are overwhelmingly convincing. Negative proof also
exists for where an area org objected (Capetown 1963) and couldn't make
more because it was for a while Continental, the head of the org portion
was later, on other grounds, found to be a suppressive. In another instance
(DC 1966) where the DC area org was doing worse than other US orgs despite
being the Continental Org it was found that an Org Exec See removed in 1965
with only small resulting org improvement was found to be still "very
friendly with all staff' and had the current Org Exec See living with him
but on Ethics review (1966) was found to be a suppressive who had involved
and continued to involve staff in sex parties!
Thus note it has to be pretty bad for an area org to lose out because it
has an additional Exec Division.
These additional Exec Divisions look like an awful lot of supervision
but I have found over the years that Man's organizations don't expand when
starved at the top. Man simply requires that much good supervision to be
effective. And in an org which handles life itself, the randomity is too
great unless one handles cases and problems on a well organized group basis
with adequate pyramided supervision.
It doesn't look this way if you see how much I supervised by myself for
15 years. But this is not pertinent as I was not then driving orgs toward
heavy expansion. Further it is taking at this writing more than a hundred
well qualified people to take care of the hats I am shedding, all of which
I handled by myself.
You will note that an Executive Division now, with LRH okay of AdCouncil
See Eds and Personnel Officer and LRH Comm okay needed for all AdCouncil
See Eds on personnel appointments and with the organization of the Guardian
and her office, I have taken myself totally off org and Exec Division lines
and fixed it so an Exec Division anywhere can run without my being there
and without any successor necessary as Executive Director. I think this is
the first time in history this has ever been done or that any plan existed
to make it possible. Only successors to a founder have ever gotten
subsequent organizations in trouble. For the successor is not the founder
and the hat then can't be filled as it is no longer a founder hat.
You see, in doing my job of research I eventually was able to end that
function by completing it. Codification of the original research done is
possible but the original research was completed.
Further the whole structure of organization has been scouted down and
while it can evolve, its principles exist as complete as necessary.
So in these two fields we have the LRH hat completed.
On other things I have done my job as an administrator and case
supervisor and all that. But these are not founder actions.
So as the duties (to discover the answers to the mind and to discover
the
54
principles of and organize their application) of the founder end and as
50,000 years did not furnish anyone to do these exact tasks completely it
is unlikely the next will. Aside from personal considerations, a factor in
our organizing and pertinent to understanding an Executive Division, I set
it up this way so I could complete writing up tech and organizations.
Any other hat I wear is capable of delegation.
Thus the Executive Division exists as the composite Executive Director
without filling the post of Executive Director.
An Exec Div of any designation (WW, Cont, Zone, Sub-Zone, Area) then can
function as an evolving administrative organism without the liability of
the "civil war" that often results from problems of succession of the top
post. It is interesting that all forms of government except absolute
monarchy developed because none could or did solve the problem of
succession. So to continue our orgs,and their work I had to solve this one
or leave Mankind in the lurch at some point in the future when, if I left,
succession resulted in collapse of orgs.
Processing and training we know is best done as a team action and gets
dispersed and squirrels as an individual effort. So we turned "individual
practitioner" into a Field Staff Member like a field agent to feed pcs and
students in to'an organization where they could be given standard service.
This made stable orgs necessary in order to keep service standard and not
dispersed by the perils of confronting the mad and gibbering and the pe
requiring "individual and unusual solutions" and the cave-in of tech
because of economic needs of the lone practitioner.
The Exec Division answers these problems. It is there to get tech in and
keep it in, get policy followed and not used to stop growth, keep the group
solvent and functioning and the admin and org pattern correct.
If it doesn't do these things then it isn't doing its job.
If it does do its job it is worth its weight in case gains for the whole
world.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: Under the Inspections and Reports Branch in the Office of the HCO
Exec See, OIC and Exec Div Time Machine have been added per HCO P/L I I May
1966.)
[See also HCO P/L 9 May 1966, Estate Section Reverts to Office of LRH, page
6 10, HCO P/L 18 July 1966, LRH Personal Office Organization, page 611, HCO
P/L 16 December 1966, LRH Personal Office Organization, page 613, and HCO
P/L 22 February 1967, LRH Personal Office Organization, page 614, for
modifications to the chart for the Office of LRHJ
55
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
To WW Personnel HCO POLICY LETTER OF I JULY 1966
info other Orgs and Cont Divs
INFORMATION CONCERNING THE WW TIME MACHINE
This information is of use to and should be known by all Executives in
the International Executive Division. It is a write-up of a long existing
practice in the International Executive Division.
EXECUTIVE USE
I . You can notice on the Org Board that WW has its own time machine to
which you send any orders as per the I May 1965 Pol Ltr, Order Board and
Time Machine. You are expected to:
(a) Have and use an order board (b) Issue your orders in writing
(c) Send the carbons to the WW Time Machine in the Inspections and
Reports Branch.
2. The WW Time Machine is for WW okders. Don't send your carbons to the
Saint Hill Time Machine-or your compliances to orders either.
3. The Time Machine exists to help relieve your admin, to provide a
record of your orders so as to achieve better compliance and to help you
complete your cycles of actions. In turn, when you issue your orders in
writing and send the carbons to the time machine, it helps hold the org
there so that it can expand.
4~ There are 2 WW time machines: one for orders to outer orgs and one
for orders to Saint Hill.
5. The outer org time machine is a stalk of four baskets. Each basket
marks a week of time. Your order is placed in the top basket and each
week it is moved down a basket. After it has been in the bottom basket a
week, it falls off the time machine and is returned to you with or
without a compliance as the case may be. A month is usually the time
factor allowed for a compliance to be received back from outer orgs.
0. The time machine for the Saint Hill environ consists of five baskets,
allowing a week to be given for compliance. It is run exactly as per the
1 May policy. Any non-compliances are chitted as per the policy. (A copy
of the order is sent to the person's Ethics file.)
7. Chits are not issued by the time machine clerk on outer org personnel
for non-compliance to time machined orders. As above, chits are issued
on Saint Hill personnel for non-complinace.
8. If you have the same order going to several orgs, you can send the
time machine clerk one copy only, marking on it its distribution. He
will make a folder for filing the compliances or responses, marking them
in a log by orgs. The entire folder is then returned to you at the end
of a month's duration.
JUNIORS'USE
Juniors are expected to know and use the same Policy Letter of I May,
1965.
If you don't have a copy of this Policy Letter, immediately demand one.
It is completely in force with the exception that in WW you send your
compliance to the WW time machine in the Inspection and Reports Branch.
Let's keep our jobs running smoothly by following these policies. That
way we will get more work done.
L. RON HUBBARD
LRH:lb-r.rd
Copyright @ 1966 (Note: HCO P/L I May 1965, Order Board and Time Machine,
by L. Ron Hubbard referred to above can be found in Volume 0, page
296, and
ALL RIGHTS RESERVED Volume 1, page 301.]
56
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I NOVEMBER 1966
Issue I
Rernimeo
WORLD WIDE ORGANISATION
(Cancels all Policy Letters and sections of Policy Letters relating to
Executive Secretary Communicators and Tables concerning the organisation of
the Executive Division except those organising the Office of LRH.)
(All those persons now styled or titled Executive Secretary Communicators
are changed as of date of receipt to the following posts and policies.)
DIVISIONAL ORGANISERS
World Wide and Continental Executive Divisions (as they expand) are to
have on staff and as assistants to the Advisory Council (WW or Continental)
executives to be termed DIVISIONAL ORGANISERS (DIVISION TYPE) (LOCATION).
This means that each type of division is represented (Worldwide or
Continental as they may appear necessary) by a DIVISIONAL ORGANISER.
The purpose of a Divisional Organiser is as follows:
To help LRH organise and maintain and supply the division represented
(type) in the sphere designated (locales) with all needful data, policy,
tech, programmes, examinations, plans, courses and activities of every kind
needful to the success of that type of division and to organise and raise
in efficiency that type of division in the locales for which the Divisional
Organiser is responsible.
TITLES
This means there are seven different titles of Divisional Organisers:
7. Divisional Organiser, Executive
1 . Divisional Organiser, HCO
2. Divisional Organiser, Dissern
3. Divisional Organiser, Treasury
4. Divisional Organiser, Tech
5. Divisional Organiser, Qual
6. Divisional Organiser, Distribution
The title is followed by "WW" for Worldwide or the Continental
abbreviation for Continental Orgs or, if Area Orgs grow sufficiently large,
for Area designation.
AUTHORITY
The Divisional Organiser may issue orders, via his Advisory Council, to
any division of his type in his sphere of authority.
Independent orders may not be issued without Advisory Council approval.
And all Advisory Council orders require LRH Communicator authority.
. SENIORITY
A Divisional Organiser is senior to any Secretary in his division but
not to an Executive Secretary. He holds the nominal rank of secretary.
MATERIALS AND SUPPLIES AND PROGRAMMES
It must be at once visible that what a division needs most are its
materials, supplies and programmes.
A Division type needs its policy letters and cheek lists of them, its
applicable orders and directives, the data it employs in useable form.
57
Different types of divisions need different things. Tech needs its
courses laid out in full, its processes, its regulations, etc. Qual needs
its examinations and Review materials and its Certs and Awards.
Distribution needs its Info Packets, its FSM sign-ups and programmes, its
Congress programmes and dates, etc.
Each type of division needs its know-how and each has certain
requirements.
The Divisional Organiser not only assembles and supplies all this or
sees it is supplied, he or she makes sure it is properly used or exhibited.
STATISTICS
The statistic of a Divisional Organiser is the combined gross Divisional
Statistic of his or her type of division in his or her sphere of authority.
AD COUNCIL
The Divisional Organiser is a full voting member of the Worldwide or
Continental Advisory Council to which he belongs.
He or she has one vote regardless of the number of divisions represented
or the number of types he or she represents.
He or she may not, however, vote by proxy if absent.
PERSONAL PRESENCE
The Divisional Organiser may call on his or her type of division
personally to organise, reorganise, inspect or supply it. But if so, all
expenses must be borne by the org using his or her services and no fees
may be given him or her personally. In the event of several orgs being
called on expenses are shared by them as they appear actually. All such
expenses must be reported to the governing org or any additional fees paid
to the governing org.
AUTHORITY
If any org is found to be short or deficient in one of its divisions
in knowledge,
1 skill, materials, supplies or programmes, it is the Divisional
Organiser that is held responsible by the Ad Council of the governing
body.
And after his own efforts are made, if a division in any org in his
sphere is lacking in knowledge, skill, supplies, material or programmes
the Divisional Organiser holds the Secretary of that specific division
responsible and may require, through orders of his Ad Council, appropriate
action, Hearing or Comm EY on that Secretary.
But where a Divisional Organiser demands Ethics action it must be
through the Ad Council of the Executive Division to which he belongs. And
the order must assign a Danger Condition as well to the Executive
Secretary immediately over the offending secretary in that org.
SIZE OF ORG
While supplies and programmes are gauged by the size of the org and
its class, this
policy also applies to Six Department Orgs and Six Section Orgs. N
CORRESPONDENCE
So long as correspondence between a Divisional Organiser and the head of
that type of division (Dept or Section in 6 Dept or 6 Sect Orgs) does not
order but only recommends and as long as such recommendations are not
contrary to policy or his Ad Council directives, the Ad Council need not
pass on the correspondence of a Divisional Organiser but may review it on
request at any time.
SIN
The only real sin of a Divisional Organiser is to have a down combined
statistic or a low statistic for his division type in an org.
58
COSTS
Materials sent any division in an org must be paid for by that org.
If large unpaid bills for divisional materials exist in an org, the
supplies may not be shut off but the Ad Council of that org may be reviewed
for the possibility of new chief executive personnel.
An org may be requested to order materials but if it pleads insolvency
or inability to so order in reasonable or needed amounts the matter of its
finances must be reviewed closely for any inactivity or discrepancy or
irregularity. In such a case the Divisional Organiser must obtain an order
for a Board on the org's finances from his own Ad Council.
DIRECTIVES
Directives requested by a Divisional Organiser for a specific division
or general type of division, must be submitted, already written, to his Ad
Council for approval before issue and must be passed by a majority vote of
the, Ad Council.
Such orders may be amended or disapproved by his own Ad Council.
Care should be taken not to issue general orders for actions already in
progress in some orgs. Such should be issued only to orgs where the orders
have not been complied with or who are not complying.
BOARDS OF INVESTIGATION
A Divisional Organiser in need of data may request from his Ad Council a
Board to be convened on his type of division in a specific org, but if so,
the order to be passed must be written, complete with appointments by the
Divisional Organiser before submission.
URGENT DIRECTIVES
A Divisional Organiser requiring an Urgent Directive may obtain one by
getting the signatures of a majority of the members of his Ad Council and
its Chairman. But if this is done, or if any Urgent Directive is granted by
his Ad Council in session or is passed by the Ad Council at any time, the
three steps of HCO Pol Ltr 31 Oct 1966 Issue 1 must be followed.
STAFF
A Divisional Organiser must collect or appropriate any "special
sections" or personnel junior to him in the Executive Division org who are
compiling or paralleling his activities so that no special units in
Worldwide or Continental Executive Divisions exist outside the appropriate
Divisional Organiser.
Staff for a Divisional Organiser will be considered excessive if its
combined pay (his included) amounts to more than 40% of the total income of
the governing org for the materials of that division type actually received
by the governing org.
Therefore it is of importance that the Divisional Organiser (a) makes
his division type in each org increase the income of its org, (b) that his
materials furnished are successful and used and (c) that the materials are
paid for by the org to which they are furnished. (This one clause is
effective on 1 Feb, 1967 only.)
L. RON HUBBARD
Founder
LIZHJp.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO P/L 21 December 1966, Advisory Council, page 466, which
modifies the authority of the Divisional Organisers.]
59
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE
ED 473 WW 842 SH I September 1967
Reissue and Amendment
of ED 469 WW 833 SH
WW EMERGENCY CONDITION
I . A general condition of EMERGENCY BY TREND is assigned WW on a basis
of leveling or dropping composite outer org graphs. All WW personnel is
included. The condition is assigned by trend and although Day orgs are
losing business to Foundations this is no reason Day orgs should be
permitted to level off and then collapse. Don't rationalize statistics.
2. Also WW must review its graphs for false reports and must in the
future send them through to me weekly so earlier action can be taken.
3. If the outer org stats do not remarkably improve fast the feeder line
for SH will fall off bringing about a decline of SH.
4. The Guardian WW stat is good and shows improved money handling. But
with this has also come a general decline of promotion, leveling graphs
and utter stagnation in outer orgs which if neglected will see a collapse
of one or more orgs and a depression at SH.
5. The outer orgs probably improved their cash-bills ratios by SAVING
money on promotion and essential services. The only way to do it (get
cash-bills straight) is TO MAKE MORE MONEY.
6. Now, these things (leveling graphs) are usually traced to non-
compliance.
7. In this case the programmes on which there have been non-compliances
are:
(1) The recruitment at flat out speed of org execs and getting them
through the Org Exec Course and back home. Somebody is sitting on
this one with a "We are looking over stats . . . ." and other delay
excuses. This course MUST get populated FAST and the programme GOING.
This omission all by itself accounts for leveling'graphs as the
programme was already stalled for a year and forgotten when I caught
the ball a few months ago. But I bet nobody is really pushing that
ball except me. So GET SOME STAFF ON IT AND GET THE EXEC COURSE FULL.
I also bet somebody put a stop on the line by charging orgs a fee for
it or saying to existing execs in outer orgs-"We are training your
replacement so send us some people so we can kick you out." GET THE
STOPS OFF THIS PROGRAMME. SPEND MONEY ON IT. PUT WW STAFF ON IT.
(2) Each org to put out its own magazine. I'll bet they don't or
we're not furnishing the copy or they are sending only to some choice
list instead of their total CF or they are economizing or they are
turning out trash with locally written (not LRH) articles. They MUST
get into swing with quality AND ON POLICY local magazines and WW
better really start SHOVING HARD on this one.
8. The whole fault is WW is not forcing outer orgs to get in new people
and forcing them to service everyone in CFs.
9. Orgs do this badly. They sit and sink while servicing walk-in public.
They have to be forced to widen their areas of contact. As I did this
almost single-handedly for years, it is a hat that WW has not picked up,
FORCE OUTER ORGS TO EXPAND.
60
10. SA promotion effectiveness is a screaming disgrace. They've gone
utterly stagnant while remaining solvent.
11. It also means local tech is out in outer orgs and the areas are full
of ARC Breaks not caught. In such a case I always order orgs to pick up
and smooth out AT ANY ORG EXPENSE every ARC Broken pc they can find in
their files or areas as A SPECIAL PROGRAMME. They put in an ARC Break
Registrar who liaisons with Accounts and with Review and with CF
searching for ARC Broken pcs and students. A special genned in full time
auditor is put in Review and AT NO CHARGE to pcs is kept busy on ARC
Breaks only WITH IT BEING AN ETHICS OFFENSE TO USE HIM OR THE ARC BREAK
REGISTRAR FOR ANY OTHER STUDENT, PC OR DUTY. And you clean up the whole
field from years and years back. This ARC Break Auditor cures the ARC
Breaks with Level III tech and sends the person to the usual registrar
when done. THIS is his stable datum: IF YOUR PC IS NOT SMILING AND HAPPY
AT THE END OF SESSION YOU ARE NOT AUDITING.
12. The ARC Break Registrar has a special dual stat-how many ARC Broken
pes have been found, in files, etc, how many contacted. The ARC Br
Auditor has a special dual stat-how many ARC Breaks (not pcs) found, how
many handled.
13. Now you put TWO special staff members on (1) above to get the Org
Exec Programme UNSTOPPED and at a howling avalanche in on SH and back
home FAST. And you put a special WW staff member on (2) to get the ARC
Br Programme in in in fast and correctly with all tech watched and the
special stats as above coming in weekly appended to other stats. THESE
WW PEOPLE MUST HAVE NO OTHER DUTIES.
14. Locally, in WW, you get ETHICS in on local WW staff and hold a
hearing on a quiver of an eyelash. Remove all who have full in baskets
and all who develop DEV T. Appoint an ETHICS OFFICER WW and a DIR COMM
WW and make them work on WW and then when that's smooth get to work on
Ethics and Comm Procedure and Swiftness in outer orgs.
15. WW is essentially a PRODUCTION activity. You are supposed to get out
the materials and hats for the outer orgs, supposed to keep them
expanding, getting their staffs trained, keep them promoting and getting
their mag materials to them. They are not getting the hat and tech
materials they ask for obviously.
16. These outer orgs (as per current WW graphs) are NOT making
Scientologists. They are making PCs. They have degenerated into a bunch
of clinics. Therefore their Academies are bad, the courses not
constantly scheduled and too long. They are trying to make duplicates of
the Saint Hill Course not teach fast, minimum essentials courses. They
haven't got their Dianetics courses in. Their instructors aren't on
schedule. A lot of "opinion" is entering the training line. Ethics isn't
held in on students. SO you have to groove their Academies in from top
to bottom and SHORTEN and SPEED ACADEMY COURSES. One month for
Dianetics, 2 weeks in a level up to IV or 10 weeks in all to complete O-
IV. Adapt the old 50 Course booklets to a new Home Instruction Course.
17. Don't keep answering letters from org staffs in outer orgs as a sole
WW activity. Use the comm lines to find what they need and get it
produced and to them. Get over to CAUSE on production. GET TO THEM WHAT
THEY NEED.
18. Study their org boards and get in a system of getting frequent copies
by sending them a blank which contains posts. The big blueprint machine
in the basement is there to do only that and I'll bet you have not sent
out one photostat blank to any org so they can write in the names. It
takes two big sheets lengthwise joined on edge with all posts in. You
have to do a full SH Org Board Master of posts and Depts and Sections
only. Then copy it and mail it (in 2 sheets) to each org EVERY QUARTER
and post them in WW when they come back. This programme belongs to the
Div Org for HCO and I'll bet the current WW post holder has never heard
of it!
61
19. My view is you are losing your purpose, letting key lines drop and
get forgotten and are in the business of answering up when somebody
writes you, "Dear Pete-How are things at SH . . ." and replying, "Dear
Joe, Things are okay at SH. We had a fine day today with all the
flowers.. ." And THAT'S NOT YOUR JOB.
You were organized to take over my hats and I never wrote a "Dear Joe"
in my life. I produced the written down wherewithal to teach and process
and organize and got it into action in the outer orgs and kept them
promoting and expanding. The technical creation part I've done. Your job
is EASY. All you have to do is copy it, mail it and get it applied.
"Dear Joe" despatches are your social life so do it at home.
21. If WW graphs remain level as they are and SH graphs climb, SH is
going to run out of public suddenly. And THAT WILL BE ON YOUR HEAD.
22. You are in Emergency. That means NO WW staff gets normal pay or
bonuses but subtracted pay.
23. You'll be out of Emergency when the WW graphs start climbing all
across the boards.
24. Too much attention on accounts, too little attention on promotion,
too tolerant of lousy tech and slack ethics, ignoring the need of making
new Execs in order to expand and completely ignoring ARC Breaks, all in
the outer orgs.
25. You are interiorized into a successful SH but the prosperity there is
threatened by level graphs in outer orgs. So WW has not been doing its
job, whatever else it has been doing.
26. If I have to follow this up, Danger Condition is the next step and
it's right around the comer. You're in a REAL EMERGENCY. A delay in your
graphs to me is the only reason it was not declared earlier, so it has
now gone pretty far.
27. Get the above into RIGHT NOW CRASH PROGRAMMES with special staff.
I'll be watching. Stop letting SH down!
L. RON HUBBARD
Founder
..........
. 1, .. il-~ ' 0'
R A rc4
- c~: :"\ rg 'A . V :
' ' 0 .. ' ' .. -4,11
. *t . *
IF
62
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 SEPTEMBER 1967
Remimeo
WW DIVISION REORGANIZATION
(Cancels all Earlier Organization Charts
of WW Division)
Board of Directors: This is composed of the HCO Exec See WW, the Org Exec
See WW, the LRH Comm WW.
Executive Council: Same as the Board of Directors.
Advisoty Council: This is composed of all Divisional Executives, Liaison
Executives,
& LRH Personal Aide in the WW Division. It advises the Executive Council
and is run like all other Ad Councils as covered by Policy. It is headed by
the LRH Personal Aide as chairman and its chairman is no longer elected.
OFFICE OF LRH
This office handles the affairs of LRH and has the signature and seals
of the org.
It is headed by the Office Manager of the Office of LRH WW.
It contains the Office of the LRH Communicator WW.
It contains the Office of the Guardian WW.
It contains the LRH Personal Secretary and LRH Personal Aide.
These sections are organized as per earlier Pol Ltrs.
It also contains the Div 7 Sec WW whose duties are detailed in earlier
Pol Ltrs.
OFFICE OF THE HCO EXEC SEC
This office is headed by the HCO Exec See WW.
It contains one Divisional Organizer for Divisions 7, 1 & 2 for each
Continental Office in the world. The person is called the "HCO Continental
Liaison Officer for (name of Continental Office) at WW". This one person is
liaison for each and every Div 7, 1 & 2 in that Continental sphere.
It compiles all needful divisional materials for every org in the world
under a Materiel Executive.
The office contains as well the Communicator WW and the Ethics Officer
WW.
This office is in charge of pushing through Special Programmes such as
getting org execs up.
It also contains all WW addresses and files and The Auditor staff.
It also has the worldwide Personnel and Ethics Files.
The HCO Exec Sec WW is personally and directly responsible for all
personnel and activities in this office.
63
The office also contains the necessary clerks, etc for its functioning.
THE OFFICE OF THE ORG EXEC SEC WW
This office is headed by the Org Exec Sec WW.
It contains one Divisional Organizer for Divisions 3, 4, 5, 6 for every
Continental Office in the world. This person is called the "Organization
Continental Liaison Officer for (name of Continental Office) at WW".
This office runs the Org Exec Course.
It also contains the OT Central Committee.
The Office contains as well the Treasurer WW.
It also contains the clerks, etc necessary for the operation of the
office.
This is the total extent of the WW Division 7.
Earlier policy on, say, the Office of the Guardian, the Office of the
LRH Comm, the LRH Pers Sec all apply.
Every org and every Exec Council in the world is subject to the WW Div
and it is responsible for the smooth running of every org in the world.
I forbear to lay down endless policy for the conduct of HCO Exec Sec WW
and the Org Exec Sec WW or their Continental Liaison Officers.
All I will say is that its executives must complete the Org Exec Course
to be more than temporary, and that its key policy is: "The Supreme Test of
a thetan is to make things go right."
And I expect they will make things go right in every org in every
Continental Area in the world and do it well and do it NOW.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
(See also HCO P/L 2 July 1968, Office of LR11 WW Reorganization, page 622,
which modifies the Office of LRH given above.)
64
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 SEPTEMBER 1967
Issue 11
Remimeo
CONTINENTAL LIAISON
OFFICERS AT WW
The authority of the Continental Liaison Officer at WW, for HCOs or the
Org portions is JUNIOR to the Executive Secretaries of any org. Only the
HCO Exec See WW and the Org Exec See WW are senior to the Exec Secretaries
of orgs.
The Continental Liaison Officer is not there to issue orders to orgs. He
is at the service of orgs. HCO Continental Liaison is the WW Comm point for
the HCO Exec Sees in every org in the Continental zone. The Org Continental
Liaison is the WW Comm point for the Org Exec Sees for every org in the,
Continental Zone.
They are essentially representatives.
They are there to get the stats of each org up by providing SERVICE from
WW.
They are far too far away to give orders with any reality. But they can
HELP.
STATISTICS
The statistic of each Continental Liaison Officer is the same as the
Continental Exec See (HCO or Org) of the Continent he represents. It is a
combined stat for his portion of those orgs.
His NAME appears on the WW Division statistic.
He should be from the Zone he represents insofar as possible.
The Continental Liaison pair at WW are not the Continental Exec Sees.
The WW HCO Exec See and WW Org Exec See should pass any orders via and
obtain any data on any continent via the Continental Liaison Office AND IN
NO OTHER WAY.
HCO and Org Exec Sees in orgs should not address the HCO and Org Exec
Sees WW but their own HCO or Org Continental Liaison Officer at WW and
order him to bring up this or that at WW.
Local lack of books, supplies, meters, bulletins, pol ltrs should be
pointed out to the Cent Liaison WW.
Absence of policy, down stats, etc, should be pointed out to the Exec
Sees of an org by the Continental Liaison Officers at WW IN ORDER TO GET
STATSUP.
Continental Liaison Officers are only in the business of getting stats
up in each org and portion they represent and finding out for the Exec Sees
WW why the stats aren't up.
Find the data, find the outness, for the Exec Sees WW is a primary duty
of Continental Liaison Officers at WW. For instance, find out why NY can't
keep execs long enough to train them, find why Miami is almost non-
existent. Really find out why and give the data to the WW Exec Sees.
GET THE STATS UP. AND HELP THE OUTER ORGS.
LRH:jp.rd
Copyright @ 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
65
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1967
(Amended and reissued 23 Oct 1967)
Remirneo
INTERNATIONAL OFFICERS AT WW
ALERT COUNCIL
The post of INTERNATIONAL COMMUNICATIONS OFFICER is formed with the
duties of ensuring all Seri comms flow within WW and in all orgs and on all
lines. It is under the HCO See WW in the Dept of Comm.
The post of INTERNATIONAL ETHICS OFFICER is formed with the duties of
maintaining WW Personnel files of all org personnel over the world and
getting in Ethics in all orgs and ensuring appointments of only Ethics free
personnel in orgs. His okay is required from an Ethics standpoint in all
post assignments in Scn orgs: over the world hereafter. It is under the HCO
See WW in the Dept of I & R.
The post of INT ADMIN OFFICER is formed. He holds the Admin. pattern of
the org in position in every org and makes certain that execs know and
follow Policy Letters as to the form of the org, body flow lines and
functions of posts and to org spatial arrangements and sees that all the
data taught, on the Org Exec Course, is applied and that Scn Executives and
staffs are trained in it and use it. He also sees that policy is not used
to stop proper flows or halt expansion. He also sees to the correctness and
issue of hats in all orgs and does what is needful to make all Policy
Letters available and in useful form. It is under the Dissam Sec WW, Dept
5.
The above three posts are under the HCO Exec See WW. The post of
INTERNATIONAL SPECIAL PROGRAMMES EXECUTION OFFICER is formed under the HCO
Exec See WW to collect, watch, record progress and push already originated
special programmes such as junior staff to be trained on Org Exec Course,
Cash Bills ratio to be improved, Qual Divs to be established, etc, and to
propose programmes of long range improvement. Since lack of attention to
execution of long range planning is what brought WW to Danger, a primary
job of the post is to find and list and follow through all such authorized
programmes for any org or division as most troubles in the past stemmed
from dropping one of these key programmes, the rest of WW being
concentrated on current affairs and using extraordinary solutions. It is
under the Dissem See WW Dept 6.
The post of INTERNATIONAL PROMOTION OFFICER is formed under the Org Exec
See WW. It is to push standard promotion in all orgs, the sale of books to
public, FSM activities, Congresses and general division six actions with
the purpose of expanding Scientology numbers by pressing on with proven
methods of reach and seeing that no org neglects them. It is under the
Dissem See WW Dept 4.
The post of INTERNATIONAL TECHNICAL OFFICER is formed with the duties of
keeping standard tech in and only standard tech practised over the world.
It is under the Tech See WW Dept 10.
The post of INTERNATIONAL DECLARATIONS OFFICER is formed under the Org
Exec See WW to watch all declarations procedures to ensure their
correctness and to take action on all incorrect declares to correct them
and to implement policy relating to examinations of processing results, the
only persons amongst Scientologists who have given trouble having been
misdeclares. It is under the Qual See WW Dept 13.
The International Treasurer WW is under the Guardian WW Dept 21.
The eight soft points of Scn orgs which require constant alertness and
attention are Comm, Ethics, Admin Pattern, Tech, Declares, Special
Programmes Execution, Public Expansion and Finance. The last point is
covered by the TREASURER in the Guardian's Office.
These are the principal hats I have to wear in management which if
neglected bring about Danger conditions in all other lines and activi ties.
These eight posts work in close liaison and must meet weekly as the
"Alert Council WW".
66
This Council has advisory powers and is to draw up weekly for the LRH
Comm WW, the Guardian WW and the HCO and Org Exec Sees WW an Alert Bulletin
org by org giving a prediction of good expansion or trouble or contraction
based on their respective fields of Comm, Ethics, Admin Pattern, Tech,
Programmes Execution, Public Expansion and Money with recommendations for
any action in each org or generally. They are then to execute the action as
individual officers when it is approved or as modified unanimously by the
executives to whom it is sent. The guiding rule of these officers and the
Alert Council is contained in The Supreme Test HCO B of 19 August 1967 and
each officer on these eight posts should draw up a paper on exactly how
that bulletin is to be brought about by his specialized post over the world
of Scn and send to me when appointed.
LRH:jp.rd
Copyright @ 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
[Note: The 23 Oct revision added the sentences shown in this type style. it
was again revised on jo San 1969 by the OES WW, saying, "The post of
International Promotion Officer is formed under the Public Activities See
WW." A further revision on 5 June 1969 by the OES WW changed this to
"formed under the Public Exec See WW" and also changed "general division
six actions" to "general Public Division actions" and placed the post
"under the Public Activities See WW Dept 19". Dept 21 was also changed to
read Dept 27, reflecting the 9 Division Org Board, and the last of the
eight soft points was given as covered by the Treasury Chief instead of
Treasurer. The conflicting data of the International Promotion Officer
being apparently under two different sections of the Org Board originated
in the 23 Oct '67 revision when additional Org Board placement data was
added, it apparently being missed that this post was already shown as under
the Org Exec See WW when the addition of being under the Dissem See WW Dept
4 was added. This was corrected in the 5 June 1969 revision where "It is
under the Dissern See WW Dept 4" was changed to "It is under the Public
Activities See WW Dept 19."1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1967
Remimeo (Amended and reissued 23 Oct 1967)
(Amended and reissued 5 June 1969)
(Amended and reissued 23 Sep 1969)
INTERNATIONAL OFFICERS AT WW.
ALERT COUNCIL
The paragraph concerning International Promotion Officer is amended and
reissued as follows:
"The post of INTERNATIONAL PROMOTION OFFICER is formed under the Public
Exec See WW. It is to push standard promotion in all orgs, the sale of
books to public, FSM activities, Congresses and general public division
actions with the purpose of expanding Scientology numbers by pressing on
with proven methods of reach and seeing that no org neglects them. It is
under the Public Planning See WW, Dept 18."
Tom Morgan - Public Exec See WW
David Dunlop - Deputy Qual See WW
Ros Vesper - HCO Area See WW
Ad Council WW
Anne Tampion - HCO Exec See WW
Allan Ferguson - Org Exec See WW
Tom Morgan - Public Exec See WW
Rodger Wright - LRH Comm WW
Leif Windle - Policy Review Section WW
LRH:TM:ei.rd Jane Kember - The Guardian WW
Copyright@ 1967, 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
67
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1967
Remimeo
WW INCOME OUTGO
WW shall now open its own bank accounts independent of SH and operate
its own accounting unit, pay its own salaries and bills all in the Treasury
Office as a new section containing income, disbursement and Dept 9
functions. It is to owe SH for all assets, stocks, equipment and pay SH
rent. Its income consists of gross quantity book sales, meters, tapes, 10
percent and such income as it may develop.
It may borrow money from SH to replace stocks but it must record such as
a debt.
It pays its own salaries and bills. It may charge SH for the Auditor, WW
owns the International Address Files but not SH CF. Its stats must be
rearranged to reflect its volume of production and solvency.
It must become independently solvent and self supporting as a division.
It may charge admin costs of Advanced Courses but must deposit all Advanced
Course fees less admin costs in a reserve account as neither it nor SH owns
these fees.
Its income and debts are included in the International Balance Sheet.
It must use care in its personnel and production costs and must manage
well to increase its 10 percents and the gross volume of books, meters,
tape sales over the world.
A full valuation of stocks and equipment must be taken and listed as a
debt to SIL
It starts its independent cycle on I November 1967.
LRH:jp.rd L. RON HUBBARD
Copyright @ 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1967
Remimeo
WORLDWIDE AND SAINT HILL FUNCTIONS REDEFINED
The Worldwide Division at Saint Hill shall hereafter function as a
service centre to all and shall contain HCO and Org representatives for
every Continental Area and for use by every org's Exec Secs in expediting
service, students, pcs and material and personnel for their orgs. The WW
Exec Secs are there to make service to and production for all orgs real and
effective. Saint Hill's technical training and skill are the real hope of
Scientology for so long as it does its job well in training auditors and
processing pes and training executives Scientology and all orgs will
prosper.
Therefore the most highly skilled executives and auditors and
supervisors in the world are to be used in the Saint Hill Org rather than
the WW Division with the single exception of the WW Office of LRH.
The WW Division emphasis is on production of material for international
use by all orgs and service to those orgs and expediting matters for those
orgs with orgs with Saint Hill.
So long as the WW Division produces material and looks after service and
Saint Hill sets an example of technical perfection international
Scientology will prosper.
LRH:jp.kd
Copyright @) 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
68
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 OCTOBER 1967
Issue II
Remimeo
WW - HOW TO COMM TO WW
CONTINENTAL LIAISON OFFICERS
Any organisation in the world can Comm to WW to get service, materiel,
clarification and resolve problems.
Each Continental Area appoints 2 Continental Liaison Officers for a
period of six months who then serve at WW. Transport is at the expense of
the Continental Area. Living expenses and pay are at the expense of WW
while the representative is there.
One of these represents the HCO side of the orgs on the Continent, the
other represents the Org side.
Ordinarily a new Cent Liaison is sent every 3 months, HCO, then Org, to
leave someone at WW to groove in the newcomer.
At times of personnel scarcity there may be only one representative
representing both HCO and Org sides.
At WW the Cont Liaison Officer may be refused seating in the Ad Council
if it be proven he is there really for personal service or it has been
arranged as a part time favour to a student or if the representative fails
to get a clearance from the Int Ethics Officer at WW. A representative can
also be seated and then dismissed if new evidence turns up on the basis of
personal service as the real reason or bad Ethics record. But a
representative may only be returned to his Cont area with full reasons why-
he or she cannot be punished at WW and enjoys personal immunity from arrest
as do any ambassadors. No WW threat of punishment can be used to silence or
coerce a Cent Liaison Officer as he is actually an ambassador. His own Cont
Exec Council can however discipline him while at WW for alter-is or
inaction or Comm jams or relay failures or being insufficiently causative
or for high crimes but for no other reasons. A Cent Liaison Officer has
total freedom of speech at WW in Ad Council but he may not circulate
statements to his Cont area he has not voiced in or committed to writing to
the Ad Council. His voting record becomes part of his org personnel file.
The Cent Liaison Officer can go to the HCO or Org side of WW (whichever
he represents) for help or service or redress for his area and do all
possible to expedite matters and raise stats for any of his continental
orgs.
The Cont Liaison Officer is junior to Exec Sees in his Cont zone and has
to take their orders. He cannot give orders to them. He can relay to them
orders from the Exec Council WW but not from Secretaries WW or below.
The Cent Liaison Officer's stats are the combined stats of the orgs on
his side of the org.
The Cont Liaison Officer may not vote not to follow policy or HCOBs but
may vote to amend policy (not tech) meanwhile the old policy remaining in
full force, it being a high crime to vote not to follow policy or HCOBs or
to order they be ignored or altered. Policy amendment has its own routing
as per another Pol Ltr which is not changed.
Cont LOs who have made good with high stats may be invited to serve as
WW personnel at the expiry of their term.
HOW TO COMM TO WW
An HCO Exec See in City X Africa Cont Zone wishes to get a stat
corrected at WW.
She writes the Director I & R WW via the HCO Cent Liaison Officer of her
Continental Area.
69
It is on blue paper (for an ES)
via HCO Continental Liaison Officer Africa at WW
DIR I & R WW
from HCO Exec See X
Please correct etc.
The HCO Cent Liaison Officer for Africa at WW should log this despatch
and send it on to Dir 1 & R WW.
The Dir I & R WW handles it by orders to his departmental officers and
so marks the desp as done when done and routes it back to the Cent LO
Africa at WW who marks it done in his log and sends it back to the HCO ES X
Africa.
If the log column for done remains blank, the Cont LO chases it up and
gets it answered and returns it to the HCO ES X Africa.
If HCO ES X Africa gets no answer in due course she sends the whole
matter to the INTERNATIONAL COMM OFFICER AT WW as a complaint, the Int Comm
Officer WW now performing the old HCO See function of chasing up comm
malfunctions.
If an Ethics matter results the Int Comm Officer WW refers it to the Int
Ethics Officer WW for action.
REVERSE FLOW
Any order to an org from the Exec Council WW or a WW Secretary MUST go
via the HCO or Org Cent Liaison Officer at WW to the ES or See in the org
concerned.
All Exec Council or WW See orders to area orgs must go to the ES in the
org concerned or via the ES. And also always via the Cont Liaison Officer
at WW.
CONTINENTAL EXEC COUNCILS
At this time of issue only those Cent Exec Councils which exist in full
independent of other post fact are included in the routing.
In this case (where a full Cont Div 7 exists) all comms are routed
additionally, up and down the line to the Cont EC.
This is then the pattern for the above case:
via HCO Cont'l Exec See Africa via HCO Cont'l LO Af at WW To Dir I &
R WW.
The same routing is followed on return.
However if the Int Comm Officer at WW finds this routing to be stale
dating or failing to relay at once, she petitions the Ad Council WW via her
own Alert Council to disband that Cont Div 7 for the time being. If passed
the EC WW may issue an order doing so.
The evidence must be overwhelming that the Cent Div 7 is not operating
productively for the Cent Div 7 to be disbanded.
If this happens, then Comm is direct from those Cont'l orgs to WW as per
the above first instance.
The reason for this clause is that some (US & ANZO) Cont'l Div 7s have
not been effective in handling their areas before this date. Continental
activity must be great enough to afford a full Cont'l Div 7 not a part time
additional duty one for Continental Div 7s to function well.
The Continental Liaison Officer need not wait to be told what to do by
his Continental orgs to expedite service or improve them. He can and is
expected to initiate improvements and to expedite service to the orgs or
side of orgs he represents even when not asked.
70
The motto regarding Comm to WW is DON'T NATTER ABOUT WHAT IS GOING ON-
GET YOUR CONT LO TO ACT.
DESPATCHES
to and from INT OFFICERS
If an HCO Exec See or an Org Exec See in an org has reason to comm to an
International Officer (for Ethics, Special Programmes, Comm, etc) at WW the
routing is always through their Cent LO at WW.
Replies and origins from Int Officers at WW to Exec Sees in orgs go via
the Cont'l Liaison Officer of that zone and side of org.
INT COMM OFFICER ENFORCES
IN ANY AND ALL CASES WHERE THESE COMM LINES BECOME TANGLED OR THIS POL
LTR IS NOT BEING FOLLOWED THE INT COMM OFFICER AT WW MUST ATTACH A COPY OF
THIS POL LTR TO A DESPATCH THAT IS MISROUTED WITH THE APPLICABLE PARTS
CIRCLED IN RED TO THE OFFENDING OR UNINFORMED ORIGINATOR.
LRH:jp.rd L. RON HUBBARD
Copyright@ 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 OCTOBER 1967
Remimeo
WW 7 DIVISIONS
The WW organisation pattern is the same as any other org's. The
International Officers are placed in the divisions to which they most
closely relate and have only int duties with no erg additional duties, i.e.
there is a WW Ethics Officer and also an Int Ethics Officer. But there is
no WW Spec Progs Ex Officer only an Int Spec Officer as it is not an
ordinary erg post. All WW Officers and staff are senior to Continental
staff.
The Ad Council WW is composed of the 7 WW Secretaries and 10 Continental
representatives. The Alert Council meets as do other WW Councils in Dept 21
WW. All comms from orgs to WW Executives are sent via the Cont Liaison and
returned so.
The stats of WW are dual being the local stats as a production unit and
the old WW stats.
The Materiel Secretary post name is changed to Dissern See WW.
Cent Liaison Officers may serve only for six months and may not serve
twice.
While at WW a Cent Liaison may be trained or processed only in the
evening on his own time.
The Ad Council WW may refuse to accept any or may dismiss any Cent
Liaison if it be proven he is only there for personal service or if his
Ethics file shows any signs of suppressiveness. The Int Ethics Officer WW
must pass on a Cent Liaison before he is seated in the Ad Council.
LRH:jp.rd L. RON HUBBARD
Copyright (D 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
71
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 NOVEMBER 1967
Ltd Non-Remimeo HCO Exec See WW Org Exec See WW Dissem Hats WW
DISSEM DIVISION WW
Due to the production nature of Dissem WW, the following is issued as
its structure in reference to Sections and Units as slightly different than
those of Central Organizations:
DEPARTMENT OF PROMOTION
Director of Promotion
PROMOTIONAL ACTIONS PLANNING SECTION
Promotional Actions Planning In-charge
Promotional Actions Liaison
Successful Promotions Liaison
Approval from Exec Council Liaison
PROMOTIONAL DESIGN SECTION
Promotional Design In-charge
Data Collection Clerk
Cost Planning Clerk
Design Dummy & Specifications Clerk
Promotional Materials Files Clerk
COMPILATION SECTION
Compilation Officer
EDITING AND WRITING UNIT
Editing & Writing In-charge
Writer
PAB Editor
Area Magazine Editor
Continental Magazine Editor
Transcription Typist
PHOTOGRAPH UNIT
Photographer
Photographic Assistant
Darkroom Assistant
Photostat Assistant
MAKE-UP UNIT
Make-up In-charge
Make-up Typists
Typographer
Artists
Layout Artist
POLICY & TECHNICAL MATERIALS ASSEMBLY UNIT
Policy & Technical Materials Assembly In-charge
Policy Assembly Clerk
Bulletin Assembly Clerk
72
Hat Assembly Clerk
Checksheet Assembly Clerk
Org Board & Forms Assembly Clerk
PROOFREADER UNIT
Proofreader
AUDIO AND VISUAL AIDS SECTION
Audio and Visual Aids Officer
FILM UNIT
Film Producer & Director
Script Writer
Set Design & Production
Cameraman
Film Editor
Sound Editor
TAPE UNIT
Tape In-charge
Tape Editor
Tape Copier
Tape Machine Technician
EDUCATIONAL AIDS UNIT
Educational Aids Clerk
TELEVISION AND RADIO PROGRAMME UNIT
Television & Radio Programmer
THE AUDITOR SECTION
Auditor Editor
Auditor Asst Editor
Auditor News Officer
Chief Continental Correspondents
Area Correspondents
Auditor Typists
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
73
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 APRIL 1968
SH Day & Fdn Issue I
Lon Day & Fdn
Paris
Denmark
Scotland
EXEC COUNCIL EUROPE
Exec Council World Wide must constitute at once an Exec Council Europe
(ECEU).
Exec Council Europe will have under it the following Orgs:
SH Foundation
Paris
London
Denmark
Scotland
Saint Hill Day Org is directly under ECWW.
SH Foundation Weekend and Evening under ECEU.
Exec Council EU are attached to SH Foundation for expenses and base.
Execs of ECEU are selected by ECWW.
European Franchise money and org 10% don't go to WW as WW isn't working
for them. This money goes to ECEU.
ECEU and not the AO, is responsible for Scotland.
LRH:jc.rd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
[Cancelled by HCO P/L 23 April 1970, SH-UK-ANZO-EU Relationships, in the
1970 Year Book, which sets up and gives the lines of EC UK-ANZO and EC EUJ
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 APRIL 1968
(Amends HCO Pol Ltr of 4 Oct 1967
Issue II)
Remimeo I
ORG EXEC SEC AND DISTRIBUTION
The Org Exec Sec of any Org which does not have a full time Public
Executive Secretary who has that post only and whose Public Divisions are
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 Public Divisions effectively operating in all
departments is a withhold of processing and salvation from the human race.
L. RON HUBBARD
LRH.jc.rd Founder
Copyright @ 1968
by L. Ron Hubbard [Note: The amended P/L 4 October 1967 is in
ALL RIGHTS RESERVED Volume 6, page 89.1
74
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 MAY 1968
WW and SH
IMPORTANT
WW AND SH RECOMBINED
(Deadline 15 June 1968)
Although their statistics are drawn as before, WW, for all finance
purposes, is recombined with SH and the Pol Ltr setting up WW as a separate
finance unit is cancelled.
If World Wide does its work well, handling outer orgs, SH will have
students and PCs.
SH has been developing reserves during a down income period. WW has been
reducing promotional actions for lack of funds (while overstaffing).
The original finance pattern of WW was successful in that SH paid its
bills and costs. SH has begun to slump periodically since WW separated from
it financially.
All org functions and actions of WW remain. Its org board remains.
However, the full Tech Admin Ratio of SH including WW MUST be held to 3
persons Admin to I person Tech. This applies to SH/WW only and MUST be in
full effect on 15 June 68.
The org boards must be balanced to obtain this ratio.
A Tech person, by actual definition, does or supervises tech. To wit: An
auditor, supervisor, Dir Tr, Dir Pr, Tech See, Qual See, or Examiner.
There must be one of these at least for every 3 persons holding Admin
posts.
Lack of training on the Dianetics and Solo Course, Spring of '68 showed
too few supervisors to the number of students as the cause of bad training
results.
Fast flow has not eradicated personal instruction.
To get more people on Admin you need only add tech personnel. You don't
starve down Admin, you fatten up Tech.
IF THE 3 to I RATIO IS VIOLATED IT IS A COMM EV OFFENSE.
All WW income is invoiced on the regular SH invoice lines. A separate
box system is used to separate out the invoices for statistics each week.
Graphs are then made.
Book income, as it has been subsidized always by orgs, may not be held
separate and book supplies procurement may not be held down to book income.
Books are the first line of promotion.
CROSS ORDERING
Where an executive responsible for an area issues an order into an area
where juniors are issuing contrary or confused orders, programmes cannot
exist or be executed.
Also seniors with an unreality on the problems of juniors can paralyze
them with floods of orders.
75
Therefore, combining WW and SH should be watched that SH does not get
paralyzed by too much WW ordering and reversely WW does not order
programmes into a lot of cross orders.
SUMMARY
The direction of progress is toward simplicity.
This Pol Ltr is ordered to reduce the complexities into which WW has
fallen in trying to solve its own finance and to utilize the resources of
SH more widely.
Obviously the income of SH depends on outer orgs getting in new people,
training and processing them well and sending them on to SH.
WW only exists to make this action smooth and increase its volume by the
use of functional procurement of new people by outer orgs and seeing that
the tech given them in outer orgs is STANDARD.
The SH Frid only exists to keep the EG area non-enturbulated and prevent
a local no-auditing situation from occurring.
SH exists to furnish excellent auditors to the outer orgs and well
audited pcs to the AO.
If these relationships are understood then the wheels will turn.
If these relationships are NOT understood then all manner of complexity
results.
The AO exists to make OTs and support the Sea Org so that the planet can
be brought under control and a safe environment provided in which the
planet's 4th Dynamic can be cleared. The Sea Org discipline keeps the lines
channeled so that outer orgs, SH and WW can do their jobs.
This is all so remarkably simple that one wonders at the odd games that
get played along the command lines between SO and WW, WW and SH/Outer Orgs.
All we want is an operation that delivers standard tech properly done
and stays solvent while it does it.,
Therefore we are making the WW and SH relationship on finance more
compact so that the wheels turn better.
L. RON HUBBARD
Founder
LRH:js.rd Copyright@ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
76
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 20 APRIL 1969
Staff Hats Issue IV
CLO Hats
Staff Boards CLO COUNCIL WW
The CLO Council WW is established as a body composed of all properly
appointed CLOs at WW.
Its primary function is to serve as an examining body on complaints
referred to it concerning orders and directions issued on or against
Continental and/or Area Orgs.
It convenes only when such a complaint is received and no more than once
in one day.
A complaint may be originated by a CLO, or the CLO may be ordered by his
Cont Exec Council to raise it.
The Council normally meets with all CLOs present. In case of temporary
absence due to business, sickness, etc, it may legally convene with no less
than four-fifths of its full complement.
The Council may only veto an order or directive already issued.
It may not issue orders, plan or advise. It handles only after the fact
of issue.
The Council must elect its Chairman, Secretary and own Ethics Officer,
and follow Roberts Rules of Order if no other procedure is proposed and
agreed upon by the Council.
The Chairman does not ordinarily vote but may have a casting vote.
No veto of any order or directive is valid unless unanimously agreed
upon by all members of the Council.
A veto is issued as an Executive Directive and is issued through LRH
Comm WW, the Chairman attesting that the directive is okay and not against
policy.
No order may be given the Council to meet or not meet.
The members are duty bound to meet when called upon to do so by a CLO
who has legitimate business for the Council.
Members may be disciplined only by their Cont Exec Councils for failure
to protect and further the best interests of the Continental Zone or for
stopping a legal and valid order. The Council's Ethics Officer may be
required by the Chairman to discipline a member for non-attendance,
disinterest, discourtesy or other breach of this policy or the Council's
own rules of order.
. Minutes and records of voting must be kept by the Secretary. A copy of
each minute is forwarded to the Guardian WW, and filed by Policy Safeguard
Bureau.
No LRH order may ever be over-ridden by the Council. -
No Controller order may ever be over-ridden by the Council.
No Guardian order may ever be over-ridden by the Council.
Any veto issued must be quite specific as to what is vetoed and why,
naming the originator and the seconder of the motion.
A CLO whomishes an order or condition cancelled may bring it up with
ECWW direct before calling for a meeting of the Council, and attempt to
handle it directly.
In any event, ECWW should be informed by the CLO that he intends to
bring it before the Council for veto.
As issue of an order unfavourable to an org or continent is based on no
or incorrect data, the CLO who brings a matter before the Council must base
his case on facts not opinions, and the Chairman must take care that
decisions are based on
existing complete facts.
Existing Policy on CLOs is not otherwise changed.
Aides Council
LRH: ei.rd Sea Organization
Copyright Q 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
77
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 FEBRUARY 1970
Issue 11
Remimeo
All Exec See
Hats URGENT and L44PORTANT
All WW Hats
TO WW
ECWW, PRIMARY DUTIES OF
Reviewing actions of the past year and a half, the important points of
concentration for WW are basically PERSONNEL.
LRH Comm WW
He must give first priority to three things:
(a) Keeping the LRH Comm network manned and operating, as the inter-
org network of world comm.
(b) Ensuring rapid distribution of orders, Executive Directives,
HCOBs, Policy Letters, materials for HGC ind student training.
(c) Compliance herewith.
In (a) maintaining the LRH Comm network over the world he must at once
detect any failure of an org to answer up, report or comply and handle the
matter rapidly and without fail. In making this come about, he may request
help from the Sea Org if he cannot quickly effect the matter himself.
On (b) he must ensure without fail that Eds, general HCOBs and Pol Ltrs
get into the hands of every staff member in the world rapidly without
backlog.
Any LRH Comm or HCO ES in any org must assist these actions to take
place.
Other communications or orders from WW may travel on these lines, be
logged and locally followed up by the LRH Comm if the Communication is
directed to LRH Comms.
A fourth and important action of LRH Comm WW is to see that TAPES by LRH
are played in orgs wherever possible and also with excellent quality.
A fifth duty is to see that An actual Office of LRH exists in orgs, that
busts and photos are displayed and that SOURCE is maintained in orgs.
The LRH Comm WW should see to it that the LRH Comm network is USED, that
orders and actions are logged and that all LRH Comms are well trained and
aware of their duties.
It will be seen at once that this is primarily a PERSONNEL matter.
ALL other matters than the above are secondary to the above and are
given attention only when the above are fully handled.
HCO Exec See WW
The primary duties of the HCO Exec See WW are:
I . International Personnel
2. International Ethics files
3. All org statistics
If these three actions are given precedence over all others, EC WW will
be able to do its job as proper, experienced, trained personnel will be on
post.
If these are not available and up to date and accurate then EC WW cannot
do its job at all.
A fourth action is to establish and maintain in action and urgency,
fully operating HCOs over the world in every org.
A fifth action is to appoint, remove, supervise and maintain competent
high stat HCO Exec Sees in every org.
If the HCO ES maintains the international personnel and ethics files and
works out accurate means to augment their completeness, accuracy and up-to-
dateness, personnel can be wisely chosen for Exec Sec posts in orgs.
Full complete statistics of orgs, each carrying the name of the person
responsible, are received, plotted and posted for WW use. The HCO ES does a
GDS analysis of each org each week and furnishes copies to orgs and SO
Captains.
All org personnel and their posts and news of any new personnel or
transfer or internal appointment and a record of training of each are
received and filed by the HCO ES.
Close liaison with the Guardian's Office is maintained on personnel and
any EC appointment requires Guardian clearance to become permanent.
Any of the above actions are primary points of attention of the HCO ES.
All other actions on International lines are secondary.
The HCO ES WW is depended upon to maintain the WW org form and WW Ethics
and personnel to prevent incompetence, infiltration or upsets on WW staff.
If the HCO ES WW performs the above duties well and efficiently little
can go wrong in Sen orgs and what is built will stay built.
The Org Exec Sec WW
The OES WW has definite primary duties which must never be neglected.
These are:
(a) Effective OES and Tech Execs on post in every org.
(b) Auditing in high volume in all orgs.
(c) Training in volume of public students.
(d) Training in volume of staff students.
(e) Wide staff auditing.
(f) Financial high income and solvency in WW and all other Scn orgs
with excellent cash-bills and mounting reserves.
(g) The effective delivery of high quality auditing and training.
(h) The repair of any and all cases incompetently handled.
(i) Getting new personnel in orgs trained up rapidly.
The OES WW is responsible for the good performance, training and conduct
of every OES in the world and that one is on post in each org.
If the OES WW accomplishes the above important points as his first order
of action, orgs will expand and tech delivery to the public will expand the
influence of orgs. Any other actions are secondary.
Public Exec Sec WW
The PES WW has certain primary and definite duties which are his primary
concern:
(i) Effective well trained PESs on post in every org.
(ii) Floods of new names being produced by every PES in the
world.
(iii) The standard prom actions of the Public Divisions
continued in action without dispersal.
(iv) The appearance of orgs and staffs.
(v) The exertion of PRO Area Control around WW and each org.
79
The PES WW is responsible for having an active and effective well
trained PES working industriously and productively in each org and is
responsible for their production, effectiveness and conduct.
All other duties and actions are secondary to the above, which if done,
will stabilize and expand orgs.
Other Duties
It is fully understood that other duties are performed by these
Executive Secretaries and that these are also of importance. Division 2
actions, for instance, are seen to by the HCO ES. But it should be obvious
that if the primary duties listed above are not alertly handled then no
other actions become possible.
Senior Exec Sec
The senior Executive Secretary at WW is the HCO Exec See.
The HCO ES is held fully responsible for any errors or neglect by the
other Exec Sees.
The HCO ES calls and conducts all meetings of EC WW and establishes
their order of business.
Anyone addressing "EC WW" is in fact addressing the HCO ES WW.
Should WW fail in any respect, it is the HCO ES who is held responsible.
Collective Actions
EC WW has various collective actions. Some of these are:
One: Appointment of personnel to EC posts in Continental or other orgs
or their removal, which must be by unanimous vote of EC WW after inspection
of Ethics, graphs and personnel records. These posts are kept filled by EC
WW on the basis of stats. A letter of such appointment must be written to
each appointee.
Two: Financial Planning for WW to maintain complete solvency and
accumulate reserves.
Three: Any ED being issued by any WW ES requires unanimous agreement by
EC WW and is signed (originating ES) (by and for Executive Council WW).
Four: Analysis of GDSes.
Five: Assignment of conditions to orgs. (But no lower than Non-E.)
Six: - Broad general planning for WW and orgs.
EC WW Comm Lines
EC WW orders travel on LRH Comm comm lines and are logged by the LRH
Comm WW and by LRH Comms or HCO ESes in orgs. Compliance is obtained on
this network.
This PL changes no other PL except the handling of WW orders by LRH
Comms. It emphasizes the relative importance of ES actions at WW.
If those items listed under their duties and collective actions are
given high priority, then EC WW is fulfilling its purpose and if they are
not EC WW has no reason for being.
Personnel
It will be seen and should be fully understood that EC WW's first and
foremost concern is Personnel.
Systems of observation to build up current information on personnel in
orgs, compared to their own stats, recording their level of training in
ethics, tech and admin are vital to WW's operation.
80
The training and readying of future personnel is of the most vital
interest to EC WW.
If EC WW regarded itself as a mammoth personnel office and concerned
itself mainly with (x) identifying top stat people in orgs and appointing
them to key posts, (y) training existing personnel up and (z) recruiting
new personnel into orgs, the operation of EC WW and its Exec Sees would be
tremendously successful.
Naturally, to observe and get reports one has to have an operating comm
network.
ECs in Continental orgs actually only aid and abet this action.
Despatches
If WW seeks to handle every small situation in orgs and issue orders
about them over long distance comm lines, it will fail as these situations
occur only because of poor personnel at the other end of the line.
Thus endlessly answering despatches as an Exec See at WW as one's only
action will wind things up badly. Despatches are acked and situations
handled, of course. But it is far from a full time duty. Despatches are a
means of OBSERVATION. What the Exec See wants from them is data.
What WW is interested in is data about PERSONNEL, about their Ethics,
about their training and progress in training, and basically, their
performance on post, as these relate to stats.
Despatches give data, progress, situations and compliances.
Musical Chairs
One avoids musical chairs in an org. But one doesn't permit destructive
or non-compliant persons in key posts.
Loyalty
Staff members who stick with it through thick and thin count for much
and this factor is a large one. They should not be mauled around.
Freeloaders
Training in upper orgs for staff members in lower orgs should be okayed
by EC WW first and an undated note for the expense to the lower org should
be made out and signed. Accurate Freeloader lists should be made and kept
and the offender considered dead so far as org staff is concerned as
experience shows they are often wildly out ethics otherwise.
Volume
Recruiting and training staff in volume is always a safe activity and
things go bad only when one doesn't.
If WW performs its personnel functions well, it will succeed.
L. RON HUBBARD
Founder
LRH:jz.ei.rd Copyright (D 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
81
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 AUGUST 1971
Remimeo
THE EC NETWORK DISBANDED
(The WHY OF GI Crashes)
A situation existed for four years whereby the EXECUTIVE COUNCIL WW` had
several International Stat crashes which then had to be picked up by the
Sea Org.
The Sea Org Continental Liaison Office network has taken over these
functions of management under its Management Bureau.
The first major crash was the 1968 stat crash which long remained
unexplained.
Information has now come to light on how this EC network put itself out
of business several times.
Operating on a wrong statistic (Gross Income) the EC network developed a
system, originated or at least perpetuated by an Allan Ferguson then OES WW
of daily hammering orgs for GI and getting the GI up by "all possible
means". The Continental ECs borrowed this system. It was and is an off
policy action.
In the very early 1960s it was already observed from the conduct of the
Melbourne org that one could always sell out an area and that done without
delivery or with flubby delivery resulted in a collapse of stats. It was
well known then that you cannot continue to sell without full and quality
delivery of what was sold.
Pushing only "Gl" does not build an org that can deliver. It is easy to
push only "GI". It does not take many people. Its situations are simple and
easy to solve up to a point.
The WW and Continental EC network, pushing only GI, dispensed with an
HCO and let HCOs collapse in orgs. HCOs were not there to build an org so
delivery ceased. The org went idle and collapsed. Service was undelivered
or of poor quality and ARC Broke the field.
It is a situation similar to the broad economic world of booms and
depressions. Each boom was followed by a depression.
Back of this is non-delivery. Lots of stock sold but no product.
Delivery or production can also be pushed with no GI and with no money
to reward or pay the expense of delivery, a crash also occurs.
In 1928 and 1929 the world markets pushed only shares, stocks and money,
no delivery. Black Friday in 1929 crashed the whole world of trade and
began a long depression.
Production however did exist thereafter without money and the crash was
continued.
When either money or production get out of balance one has trouble. All
production and no money is as bad as all money and no production.
This also answers the world mystery of booms and depressions which,
unsolved, drove the whole field of economics into a mad subject.
The fault in the EC network (which I left in 1966) has been under study
since the 1968 collapse of stats.
It apparently is the same as the old Melbourne org cycle of heavy sales
but poor or no delivery.
Usually it takes several months or longer for one of these collapses to
iron out. That was because, each time, as the stats fell, even more frantic
demands for GI would
82
be issued from the EC network. One after another orgs would cut their lines
to WW and eventually no one would pay any attention and a tiny org would
begin to grow back, delivering as it could.
This cycle occurred in '67, '68 and now again in the US in 1971 up to
July when Flag abruptly disbanded the functioning EC US.
This was done to prevent the old cycle of oversell and non-delivery from
smashing stats too hard to recover.
The Continental Liaison Office was quickly strengthened.
A new Org Condition, C/O, Exec Director Stat devised as PAID COMPLETIONS
ACCOMPANIED BY AN ACCEPTABLE SUCCESS STORY (HCO PL 29 Aug 7 1) was issued.
LRH ED 151, 152 and 153 and HCO Bs 30 Aug 71 Issue I & Issue Il were
quickly issued to set up a daily demand line from CLOs to Orgs for that
stat. A Qual Sec Course (Mini Qual) and Tech Establishment Officer Course
were begun. Word Clearing Tech, an auditing drills course and other
material were rapidly formulated and released.
The urgency was to get the orgs delivering rapidly what they had sold
while they still were financially able to do so.
Production demands were balanced with GI by "Paid Completions" and
quality was bolstered by a requirement of a success story.
Training was given comparable or greater completion value to Tech to
keep the orgs more heavily on training than processing.
These measures were designed to catch the boom before more and failing
GI demands without delivery wrecked the network.
Any such situation is complicated by false reports or cut lines and is
difficult to assess. The Data Series and many observation missions and a
record of past experiences however indicate that this was the cause of the
WW network failure which until now had been something of a mystery.
At fault really is the retention of GI as the only stat used to assign
orgs their conditions.
The main dangers of a shift to delivery is that GI may be placed in ill
repute and that orgs, suddenly shifted in target, will not believe they can
deliver in such volume. They can, rather easily, as already proven by at
least one org in the current shift.
Spotted and caught in time almost any situation can be handled unless
actions occur or continue which worsen it.
Orgs run on policy which deliver what they sell in the same volume and
in high quality, which maintain a good HCO to expand facilities, which
recruit, hat and train their staffs cannot do otherwise than succeed.
It is when there is more attention on income than on production and
delivery that an org or,network gets into trouble. And reversely, when more
attention is given to production than sales, a downtrend can also occur as
the organization is put out of balance.
Well paid delivery in high quality is the correct answer. Only then can
a boom continue. Frankly it has never occurred to me that such a fact could
be missed.
This is good will and also your integrity.
There are no short cuts to honest prosperity.
We have the greatest possible tech when properly studied and applied.
Why not deliver it?
LRH:nt.rd L. RON HUBBARD
Copyright@ 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
83
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 AUGUST 1971
Remimeo Additional
EC NETWORK
(The WHY of GI Crashes)
(Reference Data Series Policy Letters)
Since writing the original policy letter the Data Series has been
completed and more data is now to hand concerning former EXECUTIVE COUNCIL
Worldwide actions and the failures of other governing bodies.
This therefore is a VERY important subject as it concerns the success or
failure of governing bodies in general.
A much broader WHY of failure has been found.
THE REAL WHY OF ANY GOVERNING BODY FAILURE WHEN IT IS SINCERELY TRYING
BUT FAILING IS THAT IT IS OPERATING ON WRONG WHYS.
This, on review, was the true underlying failure of every sincerely
active governing body or EXECUTIVE.
There can be other whys. There can be no governing body at all. It can
be corrupt. It can be only self interested. And (as in the case of France,
Poland, Austria and Czechoslovakia in the late 1930s) (and probably England
in the 60s) it can be infiltrated and subverted.
But all governing bodies of Scientology organizations have been sincere
and they have tried hard. This included EC WW.
And the basic and only reason for failure was that they gave orders
which did not match the situation into which the order was sent.
They had no real data collection unit and depended on reports.
They had no direct observation.
Therefore their estimates of the situation were faulty.
There was no valid system of data analysis or logic known to man and
they would have erred anyway.
Thus they are totally exonerated of any evil intent or even, by human
standards, incompetence.
Acting on isolated reports or opinions, without a system of evaluation,
they issued orders based on wrong WHYs.
Thus, this can go wrong with ANY executive, any governing body of
anything.
Their constant demand for GI without any real demand that service be
given was itself a wrong HANDLING because it was based on a wrong WHY.
Orgs exchange service for money. When they have nothing to exchange for
the income, the income goes down because nothing is being delivered to earn
the money. This was the right WHY of GI decline. All the nagging in the
world would not have increased GI after delivery backlogged or was faulty.
But this is just a wrong why. There were other wrong whys as well.
84
Thus, to succeed, any
EXECUTIVE
LOCAL GOVERNING BODY
CONTINENTAL BODY
INTERNATIONAL BODY must
I. Collect Data.
2. Observe.
3. Evaluate and find RIGHT WHYS.
4. Issue correct orders.
5. Enforce compliance.
Additionally it must
A. ENFORCE EXCHANGE.
B. ESTABLISH.
The keynotes of success are OBSERVE, EVALUATE, ORDER, SUPERVISE.
From studies of this subject additional data emerged:
(a) Those organizations which are on policy are overwhelmingly more
successful than those that are not. The validity of this is so great that
any lack of success can be assumed as coming from a general off-policy
scene.
(b) Fast, continuous work is needful at any level to continue success.
It need not be frantic. It must be orderly. But it is continuous and it is
rapid.
(c) Surveys of what's wanted and considered valuable are vital to
any expansion.
(d) Exchange of something for something cannot occur only within a body
or group but must take place with a different type of group (like org with
public, not org with org) for any "GF' to be realized.
(c) Continued "GF' depends on the quality, predictability, valuedness
and volume of service given for it.
(f) That the primary failure of any group is a failure to establish
(meaning
training, org boarding, posting, hatting, lines followed and policy and
tech known and practised).
WW SUCCESS
Given and knowing and using this data WW or any of its Continental ECs
could very easily succeed with the same personnel.
The data in this P/L would have to be fully utilized for success to
occur.
There was, therefore, nothing whatever wrong with the ECWW-Continental
EC
PA TTERN.
This is very good to know. The pattern, like the pattern of the org
board, is all right.
It is just that management bodies as well as Executives, to be
successful MUST
OPERATE AND ACT ONLY ON CORRECT AND EVALUATED WHYs. Otherwise they court
disaster.
It has taken a couple of years to finally uncover this data.
1 trust it will prove valuable.
LRH:ne.rd L. RON HUBBARD
Copyright@ 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
85
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 AUGUST 1960
Sthil
ACC AT SAINT HILL
The 7th London ACC will be coming down to Saint Hill for the next six
weeks.
There will be quite a few persons in it.
They will use the Monkey Room. They arrive by bus at 9.30 and leave at
5.
They will have % of an hour for lunch from 12.45 to 1.30. They bring
their own lunches. We furnish tea and coffee.
They are restricted to front terrace, park and lake. Pleasure Gardens
and other areas are out of bounds to them.
They will use terrace door into office and thus into Monkey Room.
The house except for Monkey Room area is completely out of bounds to
them.
Be pleasant to them but don't let them interrupt your work. If they do,
please tell Dr. Halpern in the Monkey Room area.
They will want to know about all kinds of things. It's ok to talk to
them. But remember that they are going back to all parts of the world and
will take whatever you say as gospel truth. So make sure it is or
Scientology might be upset.
You will find them to be good people. You'll also find them underfoot a
bit. So make the best of it.
Thank You -
LRH:js.rd L. RON HUBBARD
SAINT HILL SERVICE ORGANIZATION
Saint Hill Manor was acquired by Ron in Spring flocked to Saint
Hill for Power Processing.
1959. It is a grand building nestling on the side of the
hill and is surrounded by some 57 acres of its own The advent of
Power Processing heralded a com
beautiful grounds comprising parkland, meadows, pletely new, higher
level of training at Saint Hill-the
woods, shrubberies, swimming pool and tennis courts. Class VII
Internship. Class VI graduates, recommended
In addition, there is a lake covering an area of 21/z for higher
training, were invited to sign a contract with
acres. The whole is set in the delightful County of an Organization
and become Class VII Auditors.
Sussex, renowned for its lush green grass downs and With the
growth of Power Processing and Intern
the Ashdown Forest. training, even more space was required and so great
Ron wanted a quiet place where he could carry on was the demand
that temporary wooden buildings had
to be exected and work started on a more permanent
with his researches, and from which HCO WW could building now known as
the Castle, because of its
handle the worl d-wide concerns of Scientology. He design and appearance.
needed time for this research, but didn't want to deny
Scientologists his personal instruction and, as has On Sth
September, 1965, L. Ron Hubbard
always been his custom, he wanted to make known his announced the end
of researches on the state of Clear
discoveries as soon as they had been unearthed. He and invited applicants
for the Clearing Course.
would need his research data close at hand. He would On 24th
October, 1965, L. Ron Hubbard
need his staff to take off his shoulders a large chunk of announced
another new Saint Hill Course-the Solo
the administrative work. He had already taught one Audit Course-the non-
professional route to Clear, for
ACC at Saint Hill-so it was possible to have students Scientologists who
are not trained to Saint Hill Special
there, and the idea of a continuous course was Briefing Course
requirements, but who wish to
feasible. become Clear.
In April, 1961, the doors of the Manor were The O.T. Course
was introduced by L. Ron
opened to admit the Saint Hill Special Briefing Course. Hubbard on 10th
August, 1966. The final route to
This marked the beginning of Saint Hill as a Service O.T. had begun at
last! Nearly 50 Clears had been
Orgairization. Originally, the function of Saint Rill was checked out
by this time, and each Clear was delighted
to provide service and books to other Scientology to receive his or
her invitation to emol.
organizations throughout the world. This was later to The Solo,
Clearing and O.T. Courses were later
be done in the World Wide Organization of Scien- transferred to the
Advanced Organizations.
tology. The Saint Hill Organization became the
Hubbard College of Scientology and specialized in
delivering high level technical training and, later, In addition
to issues under subject headings in all
processing. volumes, Policy written specifically for Saint Hill can
In April, 196S, a new Grade of processing-Power be found in the
following pages: 86 to 112 and 674
Processing-became available in the newly formed to 705, and in the
special Saint Hill sections in
Saint Hill Hubbard Guidance Centre. Scientologists Volumes 3 and 4.
86
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 DECEMBER 1963
Sthil
SAINT HILL REORGANIZATION
(Effective January 1, 1964)
The activities at Saint Hill are being re-grouped under three corporate
headings.
HCO (WORLD WIDE) LTD, with Peter Hemery as the Organization Supervisor
for all Scientology Organizations around the World and locally will include
reception, Mimeo, Communications, Telex, Accounts, Addresses, Central Files
and Franchise. People in these departments remain under Peter Hemery's
direction and past functions are as usual.
HCO (ST. HILL) LTD, has been organized to care for the Course, house,
grounds, domestic staff, construction, materiel and all personnel. Edgar
Watson is appointed Saint Hill Administrator and is in direct charge of
these activities and personnel. He retains his supervisory post of Book
Administrator.
All construction, maintenance and repair is placed under Ollie Weller,
who under Edgar Watson is in charge of all construction, maintenance,
repair and personnel and materiel used in construction and maintenance.
Proper organization boards will be posted as soon as the name of the
third company, a research corporation, has been passed by the Registrar of
Companies.
I remain as executive director of each of these companies.
Re-organization is mainly because of expanding activities and increased
staff and an effort to make executive hats wearable.
On the completion of the new building most of the activities of HCO (WW)
Ltd, except accounts, will be moved into the basement.
Edgar Watson will have his desk for the moment in the ground floor
executive office.
The actua ' I function on post of each staff member other than those
named above
remains unaltered. Only their seniors and admin channels are changed.
L. RON HUBBARD
LRH:dr.rd Copyright Q 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
97
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JANUARY 1964
Issue 11
Sthil
HCO (STHIL) LTD
PERSONNEL TRANSFER
EFFECTIVE ONRECRIPT
Ltd. Valerie Obin is transferred full time to the Enrollment Division of
HCO (Sthil)
She is to perform all needful duties under the direction of the Director
of Department but is to act temporarily as Letter Registrar.
In the post of Letter Registrar her attention is invited to the many
policy letters on the subject and the need for volume.
Programme No. 2, writing all former graduates offering a L150 retread,
should occupy her first attention.
No other personnel is allocated to the Department of Enrollment at this
time. At such time as progress has been made, new personnel will be added.
LRH:jw.aap.rd L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I APRIL 1964
Sthil Only
SAINT HILL PERSONNEL
All persons employed at Saint Hill, for personnel purposes, except
officers of corporations, come under the Saint Hill Administrator.
HCO (St Hill) Ltd provides this service for HCO (WW) Ltd and SLR Ltd.
This means that acquisition of new personnel and dismissal of personnel
comes under the Saint Hill Administrator.
Personnel actions by HCO (WW) Ltd and SLR Ltd must be referred to the
Saint Hill Administrator.
The Saint Hill Administrator may take independent action on any
personnel in the interests of efficiency or finance.
As a matter of principle, a corporation officer or department head has
authority over the personnel within his own corporation or department. This
includes some power of decision in the matter of hiring and dismissal.
The Saint Hill Administrator should therefore work in close co-operation
with other corporation officers and with department heads in personnel.
matters,
If any disagreement arises on executive level on the question of
personnel, the matter in question must be kept in abeyance until it can be
referred to the Board.
LRH:gl.rd
Copyright (D 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
88
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MAY 1964
Sthil Staff only
REORGANIZATION
(Effective Monday, I I May 1964.
Appointments herein begin as of that date.)
Our shift to a new pattern of organization last autumn has not proven
successful.
We are therefore reverting to the original pattern and using only HCO WW
Ltd, to re-establish our lines and positions as they existed in September
1963. We will maintain the bank accounts of the two new corporations but
otherwise de-activate them.
All personnel reverts to employment under HCO (WW) Ltd.
"The Auditor" as a publication is being detached and handled on a part
time basis as an additional duty by Fred Hare. The title Director of
Auditors may be retained. Fred Hare is returned to his post as Case
Supervisor with my thanks for his work in getting new promotion in.
John Lawrence is returned to his post as head of the Income Section and
Director of Accounts with part time duties as staff auditor and as
assigned, with my thanks for all he has done as Case Supervisor.
Edgar Watson is appointed HCO Area Secretary Saint Hill. He may keep his
former title although the title HCO Area Secretary is a better title. His
duties are those done by HCO Area in a Central Org, hat checking, bulletin
and policy checking, hat issue and standard org rudiments for Saint Hill as
an organization. All personnel including instructors and domestic staff are
included in having hats and check outs. His additional duties are Books,
always supervised in Central Orgs by HCO Area, and purchasing and
personnel, the duties of the Director of Materiel in a Central
Organization.
The Franchise idea, accounting for considerable income, will be retained
at this time and Membership abandoned.
Joe Breeden retains Franchise Secretary. He is additionally appointed in
charge of student procurement, central files, address and letter
registration, with the title of Director of Promotion and Registration as
in a Central Org. John McMaster is appointed Letter Registrar under Joe
Breeden. Only one other person, the typist, is permitted to this
department. Mary Long continues as Course Registrar.
Certification is to remain with Central Orgs. We will not take it on.
Until transferred to Course Instruction, Roger Biddell will continue on
tapes but will also assist in the Book Department.
All other appointments remain as they were as of September 1963.
This places strong personnel in the key places where they are needed. It
brings us back to a successful pattern of operation and adds the
ingredients we have lacked which have made Central Organizations endure
succesfully, the HCO Area Sec, whose actions and functions have been
lacking at Saint Hill, and a Department of Promotion and Registration.
LRH:gl.aap L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
89
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1964
St Hill only
INFORMATION ABOUT YOUR POST
All Saint Hill Staff, including technical, office, domestic, maintenance
and construction personnel, are required to write, briefly, but completely,
an account of their present duties, i.e., exactly what they are doing on
their posts at this time.
Where a Staff-member is occupying more than one post, a separate write-
up is to be given for each post.
Each write-up is to be headed with the post's title; then the PURPOSE of
the post is to be given, followed by the DUTIES of the post-to be numbered
separately.
These write-ups are to be completed within 7 days of receipt of this
Policy Letter, and handed to HCO Area Secretary St Hill with any HCO
Bulletins, HCO Policy Letters, etc., which have any direct or indirect
bearing upon the posts you have written up.
L. RON HUBBARD
LRH:jw.rd Copyright Q 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
90
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 MAY 1964
Sthil Staff Only
REORGANIZATION
(This functional structure bears no relation to and does not alter
existing corporate status.)
On Sunday, 31 May 1964 the following organization goes into full effect
at Saint Hill.
There are FIVE Production Departments at Saint Hill. Only these five
directly produce income. All other activities are service units to these
five. Therefore they are designated UNITS. Full attention must therefore be
given to Production Departments. Solvency depends upon maximum effort by
Production Departments and minimum wastage by any Department or unit.
The production departments are:
I . Department One. Production of basic Scientology materials, writings
and policies. These functions are mainly done by myself. I receive
assistance from Mrs. Hubbard and assembly and recording assistance by
Reg Sharpe. This unit is the basic unit responsible for eventual income.
2. The Course Department. This, under the Course Supervisor, is
responsible for about one third of the income received at Saint Hill. It
consists of its technical and administrative staff, including the Course
Secretary, Registrar and Letter Registrar.
3. The Book Department. This is responsible for another third of the
income at Saint Hill, and is far more important to economics at Saint
Hill than has been realized.
4. The Organization Department is responsible for handling International
Organizations around the world, not Saint Hill, and obtains another near-
third of the income of Saint Hill by way of organization ten percents,
etc.
S. The Franchise Department. This unit receives a relatively small but
respectable annual sum by way of Franchise I O%s from field auditors.
There have been other designated units in the past at Saint Hill. These
are no longer so designated but are transferred to the direct control of
the Organization Secretary. They include Accounts, construction,
maintenance, purchase, office cleaning, etc but not administration or
domestic staff.
Domestic staff is considered a Unit of Department One, under my personal
secretary. It includes the butler, cook, housekeepers, nanny, driver, and
the outside grounds staff which in turn is headed by the head gardener.
I remain in general charge of Saint Hill and International Scientology,
as Executive Director.
The following appointments are therefore made:
Mary Sue Hubbard, ORGANIZATION SECRETARY, in general charge of
everything that goes on at Saint Hill and all departments, including
Department One. This is the equivalent post to a Central Organization's
Association or Organization Secretary. All departments and personnel are
answerable to her for their conduct of duties and the general solvency of
their departments. She may hire or dismiss personnel, increase or decrease
wages, sign on all accounts and act to improve conditions without further
consultation with the board or the Executive Director.
Herbie Parkhouse, COURSE SUPERVISOR retaining post also as Case
Supervisor. He is to increase enrollments and keep students progressing
steadily through the course to early completion, safeguard technical
practice and in general look over all those matters relating to course
income and conduct. His primary duty is to maintain a fully enrolled course
while graduating well-trained auditors rapidly,
91
Peter Hemery, INTERNATIONAL ORGANIZATION SUPERVISOR. He is to do
everything possible to increase the efficiency, technical proficiency and
income of Central Organizations and offices throughout the world and to
collect all monies owed by them to Saint Hill and to act to prevent
emergencies in them or to handle existing emergencies in them,
Edgar Watson, PUBLICATIONS DEPARTMENT MANAGER, and materiel and
personnel procurement Assistant to the Organization Secretary. Taken from
the Book Department, his absence caused a falling off of a third of the
income from Saint Hill, a fact not disclosed until recently. He is swiftly
transferred back in belated recognition of the importance of this
department to Saint Hill solvency and is removed from other posts. The Book
Department is to get into publication all new course books, handling all
printing and manufactures and increase meter sales. He is to achieve the
full potential of this department. He retains purchase and personnel
procurement as an assistant to the Organization Secretary.
Joe Breeden, DIRECTOR OF PROMOTION AND ADMINISTRATION and FRANCHISE
SECRETARY. Having the smallest income department, he is to extend his
actions into any and all Promotion and any and all Administration that
achieves promotion or otherwise. Under him then come all other
administrative functions including mimeo, filing, typing, reception and all
other such personnel except Accounts, since these are all in essence
promotional activities. All typing for all other departments is done by
this department where they cannot do it themselves. Administrative
personnel, even when working in other departments, comes under the
Department of Promotion and Administration.
John Lawrence is appointed Accounts Assistant to the Organization
Secretary and is in charge through the Organization Secretary of accounts
personnel and financial matters.
Fred Hare is appointed as the Editor of the Auditor which is under the
Department of Promotion and Administration and retains the courtesy title
of Director of Auditors. This is in addition to course duties as assigned.
Reg Sharpe in addition to duties in Department One retains post as
Course Secretary.
Mary Long retains post as Course Administrator and Registrar.
All other technical personnel retain post as currently assigned.
All Administrative Personnel, reception, typists, file clerks, now come
under the Department of Promotion and Administration. They remain on post
as previously assigned unless transferred by the Director of Promotion and
Administration. The main change is that Central Files personnel come under
general administration on a pool basis and that any administrative
personnel may be employed for promotion purposes and that all typing is
done in this department which cannot be done by other departments.
Irene Thrupp remains as personal secretary to myself and as such is in
charge of all domestic staff including gardens, housekeeping, driving,
nursery, etc, which is assigned to Department One.
There are no changes in invoicing by companies or disbursement or the
purchase order system.
The reason behind these changes is future efficiency. The organization
made huge sums in 1963 and spent them all, producing emergencies in 1964.
Without threatening anyone'sjob but by using greater efficiency and
emphasizing production, not spending, the condition will easily be righted,
providing we all make more and spend less, We are far from insolvent. But I
intend we shall be even further away by autumn. Produce more. Spend less.
And make this reorganization work by doing your job.
L. RON HUBBARD
LRH.jw.rd Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
92
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JUNE 1964
sthil
SAINT HILL STAFF ONLY
REORGANIZATION
You see the new organization chart in the front office. You should study
it.
The basic steps are being taken to make it an efficient reality.
What we expect from staff members at Saint Hill are:
1. Do your job efficiently and well.
2. Handle and preserve your materials and supplies.
3. Work to produce income or help its production.
4. Co-operate to save on expenses.
5. Take your orders only as given on the chart. Don't accept orders
from anyone and everyone for that adds confusion and wastes time and
material.
6. Work only at your own job. Don't do somebody else's.
7. Clear designs and plans with the Organization Secretary or
myself. Don't plunge in just because somebody else says so. Clear it
with the Organization Secretary or myself and if okayed, work like
blazes on it.
8. Realize we are essentially a production team, not a company or
commercial enterprise. What we produce is very plain on the
organization chart. Production is either direct or in serving a
production unit.
9. Realize that there are only a very few ways to get in trouble.
These are-
(a) Not doing your job;
(b) Wasting resources.
(c) Overworking Mrs. Hubbard or myself by making us do your job.
(d) Upsetting people so they can't do their jobs or upsetting the
children.
Within that framework your job is as safe as the Rock of Gibralter.
Our aims are:
I . Increase income.
2. Decrease outgo.
3. Get everybody to know and do his job with initiative and
intelligence.
4. Have a good team that doesn't require a brigade of military
police to keep it going.
Our theory is that each one of you, as an individual, works for Mrs.
Hubbard and myself. This is different than company or military
organization. Those are essentially caste systems.
The way we're doing this is you work for us. It's always really been
that way, so let's make it a fact. You don't work for X who works for us.
You work for us.
Certain production activities are singled out and spotlighted. As each
of these
93
succeed, so succeeds Saint Hill. As any one of these fail to produce, so we
fail.
It's a terribly simple organization. It will work as you will see.
Mrs. Hubbard and I put in about 10 hours of work a day on different
activities than management. She is getting together books to print and sell
and I am handling by myself a research line which is successfully
completing what one large foundation (The Ford Foundation) spent 15 million
a year on for a decade and which their thousands of top-line scientists
failed to do and eventually gave up. And I'm doing it all by myself mostly
unaided.
This work requires quiet so we have an additional working day that
begins sometime after 9 PM and ends around 7 AM seven days a week.
You are probably unaware of this work except in its finished form. You
see students, book income, growing organizations. But what produces all
this? Research projects and written materials. So right there we have a
strenuous career. We then get a few hours sleep and around 2 or 3 PM get to
our desks to handle management, administration, etc. We have dinner about
seven, spend a bit of time with the children and get back at it. This is
our day, then. It's one five hour and one ten hour working day out of the
24, seven days a week.
You might ask why we work this hard. Well, nobody else can do our jobs
arid we are working against a set time table that even so falls behind. We
have almost made our schedule now and just a year and a half'more should
see our basic jobs done. Then we can resume more reasonable working hours
and have a vacation.
So you see successful management must be one that lets us do our jobs
too. If we were only managing things, it would be very easy. That we must
also work makes it harder to handle an organization. You see, if we didn't
do our own jobs there would be nothing to organize.
Therefore, a really good staff member to us is somebody who does his job
well and lets us do ours. We haven't any time for somebody who has to be
policed before he or she will work, and we are particularly annoyed by
somebody who tries to "get away with it" and thinks we will never find out,
for we always find out and we always eventually act and open the outbound
door.
If you understand these things, you will understand Saint Hill.
We would not be reorganizing now if the organization had not dropped
production and started spending f400 a week more than it was making. That
could lead to an emergency. We don't want emergencies. The organization is
still solvent but at that rate would soon go broke.
Hence, current reorganization.
One could probably think of other ways to handle this, far more ideal,
but we've tried many and have come back to this for only this system works.
And this is what we're doing.
So what we want is very simple. Do your job so well we can get on with
ours and we'll be a very happy team.
We value your help and we are glad you are with us.
L. RON HUBBARD
LRH:jw.rd Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
94
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JUNE 1964
Sthil Staff
NEW POSTS
What has formerly been called Reception is re-designated COMMUNICATIONS
OFFICER. The post has outgrown what is commonly held to be reception
responsibility.
The Communication Officer is responsible for relaying anything or anyone
that is received at or sent by Saint Hill.
Phone and other duties continue.
Failure to report receipts of goods to the Communication Officer or
failure to give the office courtesy and co-operation will result in a
report to the Organization Secretary.
A log is kept by the Communication Officer in which all communications,
received goods and happenings are entered.
In emergencies such as fire or accident inform the Communication Officer
in the Front Office at once.
MAIL CHANGE
No more mail will be delivered to desks effective 22 June 1964.
Instead such mail and despatches will be sorted into the Comm Centre
Baskets in the Front Office and will be picked up daily by the staff
members themselves.
Procedure for Office Personnel: Do your work into your Out Basket as
usual. Then take your outbasket contents to the Front Office yourself and
sort it into the various other baskets or outgoing mail. Pick up whatever
is in your basket and take it back to your place of work.
Try to get your despatches and letters all sorted into the Comm Centre
before 5.30 pm daily.
For material required get the chits into the appropriate Front Office
baskets by noon.
Exceptions: The despatches of the Executive Director will be taken to
his office by the International Organization Supervisor and the outgo
picked up by him. The despatches of the Organization Secretary will be
picked up and delivered by the Org Sec's Sec. This measure is made not for
convenience but to expedite purchase requests and cheques which might hold
up other personnel.
TEA
Tea for office workers will hereafter be handled in all its arrangements
by the Housekeeper or the Assistant Housekeeper, effective 29 June 1964.
One or another office worker below executive rank may be detailed to
assist in this on a rotational basis by the Housekeeper.
ACCOUNTS ASSISTANT TO THE ORGANIZATION SECRETARY
There will no longer be Income and Disbursement posts as separate
personnel. Both these posts will be, held by one person with the title
Accounts Assistant to the Organization Secretary, effective at once.
ACCOUNTS FILES ADMINISTRATOR
The post of Accounts Files Administrator is created.
This staff member will help the Accounts Assistant with Files and in
other ways as contained in the Administrative Directive of the post,
effective at once.
L. RON HUBBARD
LRH:jw.aap Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
95
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JUNE 1964
Saint Hill Only
DEPARTMENTAL REPORTS
(Effective for the week of July 6, 1964)
The heads of Production Departments are expected to include in any other
weekly reports required the following specific data.
International Organization Supervisor.
I . The total Income of all organizations.
2. The income of the lowest organization.
3. The exact total of 10% received by us in the week.
4. Any significant increase directly traceable to the actions of
the International Organization Supervisor, or any explanation for
lack of increase.
5. The total disbursement on behalf of this department (to which
need not be added its general share for service).
The Course Supervisor.
1. Of his own personal knowledge and count, the number of actual
applications on hand, in which no actually enrolled students or
withdrawn applications are included.
2. Number of graduates in the week.
3. The exact amount of course income for that week.
4. Any significant rise of income due directly to the actions of
the Course Supervisor or any explanation for lack of increase.
5. The Disbursements for the week on the behalf of the department
(not including any general share in costs).
The Publications Manager.
I . The number of book or products buyers who bought during the week.
2. The exact amount of income from purchases for the week.
3. Any significant rise in buyers or income due directly to the
actions of the Publications Department Manager, or any explanation
for lack of increase.
4. The Disbursement for the department for the week (not including
its share of general service).
The Franchise Secretary.
I . The total of Franchise Income for the week.
2. The lowest Franchise payment received.
3. Any significant increase in Franchise Income due directly to the
actions of the Franchise Secretary, or any explanation for lack of
increase.
4. The Disbursement for the department for the week (not including
its share of general service).
These reports need only be added to the forms of existing reports.
All summarizing reports required by the Organization Secretary remain
unchanged.
The usual or routine reports required by the Organization Secretary,
with the above appended, are forwarded to the Organization Secretary as
required.
To these reports is appended the Organization Secretary's report as
follows:
Organization Secretary's Report.
I . Total income for the week.
2. Total Bank Balances for the week (without adjustment).
3. Approximation (rough) of all amounts owed by the Organization.
These reports are then forwarded to me as Executive Director, arriving
not later than the Tuesday following the Thursday which closed the week.
The ordinary time then for department heads to make out such reports
would be Friday and the Organization Secretary's report Monday, all
concerning the week that ended at 2.00 p.m. Thursday.
LRH:jw.rd
Copyright @ 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED 96
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 SEPTEMBER 1964
Saint Hill
only
HCO CORPORATIONS
For staff information there are FIVE HCO Corporations.
They are:
HCO (M Ltd
This is the corporation that manages international organizations. It has
the magazines we publish and handles the international communication lines.
Linda Nussbaum has just replaced Peter Hemery as Secretary of this
corporation. All Photography and its accounts come under this corporation,
also. Use its letterhead for these.
HCO (St Hill) Ltd
This is the corporation that runs the course, handles the internal
activities of Saint Hill. All student activities and letters concerning the
course, quarters, domestic accounts go under this corporation. Only its
letterhead is used for these activities. Edgar Watson is the Secretary of
this corporation.
SCIENTOL 0 G Y LIBRAR Y AND RESEAR CH L TD
This is the corporation that sells books, compiles research materials
and makes tapes and also Cine films. Reg Sharpe is the Secretary of this
corporation. All book letters use this letterhead.
THE ABOVE ARE THE ACTIVE CORPORATIONS WHICH HAVE THEIR HEADQUARTERS AT
SAINT HILL.
There are two other HCOs. They are:
HUBBARD COMMUNICATIONS OFFICE LTD
This was a public corporation formed in order to handle the
communications of another corporation, HUBBARD ASSOCIATION OF
SCIENTOLOGISTS LTD. This corporation ran the garage at Hickstead but as
that is closed and as the corporation it was formed to serve, HASI LTD, is
inactive, this corporation is dormant. However all garage (Hickstead)
letters and bills are written on its letterhead. BUT ITS LETTERHEAD MAY NOT
BE USED FOR ANYTHING ELSE.
HUBBARD COMMUNICATIONS OFFICE
This was the original HCO, a private unincorporated business which was
taken from London when we came to Saint Hill. It became the HUBBARD
ASSOCIATION OF SCIENTOLOGISTS INC World Wide Division. This HASI was an
American company. HASI INC still owns all the property and equipment as it
has never been transferred by formal board action. But this company is
dormant and its letterhead should never be used.
It is illegal for the name of one company to be used in the transaction
of the business of another. So care should be taken that this does not
happen. Just remember that ONLY THE FIRST THREE COMPANIES ABOVE ARE ACTIVE.
LRH:jw.aap
Copyright@ 19 64 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[For further data on Corporation Structure, seepages 533 to 553 in this
Volume.]
97
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 DECEMBER 1964 General Non-Remimeo
Sthil
SAINT HILL ORG BOARD
Effective January 1, 1965, the Org Board at Saint Hill will be composed
of the following purposes.
This policy letter is a companion to the actual posted Org Board in the
Comm Centre.
NOTES FOR CHART
CHAIRMAN BOARD OF DIRECTORS OF HASI, INC
1. Convenes and conducts Board Meetings. Signs on all bank accounts
worldwide. Directs basic planning and promotion. Suggests policy to the
board. Sees that corporate structures worldwide are properly composed and
registered.
SECRETARY BOARD OF DIRECTORS OF HASI, INC
2. Prepares and keeps all minutes and records of board activities. Gives
notice of meetings. Retains originals of all valuable corporate documents
and furnishes copies. Signs on all bank accounts worldwide. Has prepared
all documents of registration and reports to Registrars of Companies.
Serves as Deputy Chairman in absence of Chairman.
TREASURER BOARD OF DIRECTORS OF HASI, INC
3. Oversees all financial records and reports of the company and all
branches. Retains the financial, bank account and report files, including
tax and non-profit status documents. Enforces financial policy within the
company and all branches.
EXECUTIVE DIRECTOR
4. Oversees all HCO Secretaries, Organization Secretaries and Association
Secretaries and all managers. Appoints all Executive Personnel in all
organizations and these may be removed only by the Executive Director or
with his concurrence.
CONTINENTAL DIRECTORS
5. Oversee Continental groups of organizations and act as designated board
officers although not board members.
NATIONAL ASSOCIATION SECRETARIES
NATIONAL ORGANIZATION SECRETARIES
6. Manage Individual Organizations of Scientology throughout the world.
CONTINENTAL HCO EXECUTIVE SECRETARIES
7. Oversee Continental groups of HCO Offices.
ORGANIZATION HCO AREA SECRETARIES
8. Handle the Communications, technology and awards of single
organizations around the world.
1ST DEPUTY EXECUTIVE DIRECTOR
9. Acts as Executive Director in the absence of the Executive Director.
98
2ND DEPUTY DIRECTOR
10. Acts as Executive Director in the absence of the Executive Director and
Ist
Deputy Executive Director.
ORGANIZATION SECRETARY
11. Manages Saint Hill in all its activities. Handles Financial Management
for all
accounts of Saint Hill. Hires and dismisses all Saint Hill personnel.
Regulates all
technology and awards for Saint Hill. Originates or passes upon all
promotion for Saint
Hill activities. Sees that income is greater than outgo at Saint Hill and
in all its
departments.
I ST DEPUTY ORGANIZATION SECRETARY
12. Acts as Organization Secretary in the absence of the Organization
Secretary.
2ND DEPUTY ORGANIZATION SECRETARY
13. Acts as Organization Secretary in the absence of the Organization
Secretary and
Ist Deputy Organization Secretary.
SAINT HILL ADVISORY COUNCIL
14. Advises the Org See concerning promotion and execution of promotion in
all
Saint Hill activities. May originate minutes but they have no force without
Org See
approval.
SAINT HILL STAFF MEETING
15. Convenes from time to time for general discussion, advices and
recommendations.
CHAIRMAN SAINT HILL STAFF MEETING
16. Chairman calls, convenes and presides at meeting.
SECRETARY SAINT HILL STAFF MEETING
17. Records minutes and forwards them when signed by Chairman, to the Org
See.
- CHAIRMAN SAINT HILL ADVISORY COUNCIL
18. Convenes meetings weekly and presides.
I ST DEPUTY CHAIRMAN SAINT HILL ADVISORY COUNCIL
19. Convenes meetings and presides in absence of Chairman.
SECRETARY SAINT HILL ADVISORY COUNCIL
20. Records minutes, has them signed by Chairman and submits them to Org
Sec.
1 ST DEPUTY SECRETARY SAINT HILL ADVISORY COUNCIL
21. Records minutes, has them signed by Chairman and submits them to Org
Sec in
absence of Secretary.
HCO BOARD OF REVIEW SAINT HILL COURSE
22. Passes on qualifications of Saint Hill Students before graduation or
classification.
LEGAL
23. Handles Committees of Evidence Internationally and at Saint Hill.
Handles all
matters of copyrights and trade marks registrations in various countries.
Handles all
book contracts.
99
ACCOUNTS UNIT FOR SAINT HILL
24. Manages the Accounts. Handles all financial records, income,
disbursement and reports for the Org See and maintains all accounts files
and the Purchase Order System. Purchases for Saint Hill.
ASSISTANT TO THE ORG SEC FOR ACCOUNTS
25. Manages the Accounts Unit and is in full charge of its personnel.
SAINT HILL CONSTRUCTION UNIT
26. Handles all construction, maintenance and repair at Saint Hill except
roads and
grounds. Receives, safeguards, uses or stores all construction equipment
and materials.
IN CHARGE SAINT HILL CONSTRUCTION UNIT
27. Is in general charge of construction and maintenance.
ESTATE BRICKLAYER SAINT HILL CONSTRUCTION UNIT
28. Handles all brick and masonry work at Saint Hill.
GROUNDS UNIT
29. Handles all grounds keeping, trees, lawns, paths, roads, gardens,
fences, streams and lake at Saint Hill and keeps them safeguarded, clean,
policed and of good appearance.
HEAD GARDENER GROUNDS UNIT
30. In charge of grounds, paths and all traffic and is in charge of all
grounds personnel, equipment, tools and supplies. Takes care of the
swimming bath. Cleans the outer buildings. Looks after all boilers at Saint
Hill.
ORGANIZATION SECRETARY'S SECRETARY
31. Looks after the despatches and communication equipment of the Org See.
Transcribes needed transcription.
COMMUNICATIONS UNIT
32. Handles all Communications at Saint Hill. Does check outs of technical
and policy matters on staff. Acts as a watch during business hours. Has in
its keeping all Communication equipment and materials at Saint Hill and
sees that it is properly used, clean and in good repair.
COMMUNICATIONS OFFICER COMMUNICATIONS UNIT
33. Is in charge of the Communications Unit, its functions, its personnel,
equipment
and material. Handles all staff, transport and routing and all hired
domestic transport.
I ST DEPUTY COMMUNICATIONS OFFICER COMMUNICATIONS UNIT
34. Acts as Communications Officer in the absence of the Communications
Officer.
2ND DEPUTY COMMUNICATIONS OFFICER COMMUNICATIONS UNIT
35. Acts as Communications Officer in the absence of the Communications
Officer and I st Deputy Communications Officer.
RECEPTION
36. Handles all body traffic routing, telex, telephone, and log book. Keeps
a careful record of everything received by or leaving the organization.
100
MIMEOGRAPH
37. Handles all mimeographing, mimeograph equipment and supplies and all
mimeo routine and master files.
CENTRAL FILES
38. Receives and files all Scientologist and student correspondence for
filing and files. Furnishes materials for departments and Registrars.
ADDRESS
39. Keeps up to date the Scientologist Address files, cuts plates and has
charge of all Address equipment and Address area, furnishes addresses or
addressed envelopes or tapes for all departments. Furnishes card files of
names for departments.
INVOICING
40. Invoices all incoming monies, safeguards it during and after receipt
and until taken over by the Accounts Unit for which Invoicing acts as an
extension in this regard.
MAIL & SHIPPING
41. Envelopes and mails all mail or sees that it is mailed. Handles the
Franking Machine and is responsible to Accounts for the franking record and
stamps. Wraps materials to be shipped by other departments than the Books
Section.
VALUABLE DOCUMENTS
42. The Communications Officer.
TYPISTS POOL
43. Does any required typing for the Communications Unit or organization
members who have no other typing service.
DOMESTIC UNIT
44. Looks after Saint Hill domestic matters and family. Takes care of the
Manor itself and those living in it.
BUTLER
45. In general charge of domestic staff. Hires and dismisses domestic
personnel. Looks after the security of the Manor, its doors, windows,
locks. Has charge of all furnishing and decoration. Supervises all food
preparation and serving. Serves as Valet. Cares for all interior electrical
supplies. Handles and sees to the repair of all domestic appliances and
cooking fuel. Conserves heat and electricity. Has charge of all menus.
HOUSEKEEPER
46. Looks after the Manor, its supplies and cleanliness. Buys all food and
handles domestic accounts. Safeguards supplies and safeguards against
damage and breakage. Keeps consumable supplies under lock and issues as
needed.
GOVERNESS
47. Cares for the children, their clothing, quarters, serves their meals,
washes their dishes. Looks after their dining room and toys and pets and
recovers or safeguards toys left outside, playground items and children's
vehicles. Looks after the children while swimming.
TUTOR
48. Teaches the children or coaches them in their studies.
101
COOK
49. Cooks for the family and living-in staff. Has charge of all equipment,
dishes and the Kitchen. Designates required supplies.
CHAUFFEUR
50. Looks after the personal and company vehicles. Has charge of all
automotive tools and repairs. Cleans and keeps in order the garage area and
everything in it.
CLEANERS
5 1. Keep domestic quarters, offices and outbuildings in good order.
LAUNDRESS
52. Washes all domestic laundry. Looks after the laundry room and its
machines.
PRODUCTION DEPARTMENT
53. "Production Department" means that subdivision of the organization
which directly produces income. The Course Department produces student
income. The Publications Department produces book, tape and Congress
Income. The International Organization Department produces 10%
administration and royalty income from all organizations. The Franchise
Department produces income from Franchise Ms. The whole of Saint Hill
Income comes from these four sources. Therefore these departments, their
equip ment, supplies and personnel are favoured.
THE COURSE DEPARTMENT
54. The Course Department procures, trains and graduates students of
Scientology.
COURSE SUPERVISOR
55. The Course Supervisor oversees all Course Department activities and is
directly responsible for pioducing course income, the training of students
and graduating auditors at a high level of technology and good will.
I ST DEPUTY COURSE SUPERVISOR
56. Acts as Course Supervisor in the absence of the Course Supervisor.
THEORY SUPERVISOR
57, Handles all Theory Instruction of the course and acts as Auditing
Supervisor.
THEORY INSTRUCTOR
58. Assists the Theory Supervisor, acts as Auditing Supervisor. Handles all
Theory Administration.
PRACTICAL SUPERVISOR
59. Handles all Practical Instruction, acts as Auditing Supervisor.
PRACTICAL INSTRUCTOR
60. Assists the Practical Supervisor, handles all Practical Administration
and acts as Auditing Supervisor.
CASE SUPERVISOR
61. Supervises the cases of all students on the course.
COURSE REGISTRAR
62. Acts as Registrar and Letter Registrar for the course. Is responsible
for procuring new students and the income level of the department.
102
COURSE SECRETARY
63. Handles all students in general as individuals acting as Dean of
Students. Handles lecture and TV and film arrangements and programmes.
Handles graduate students after their departure in matters of information,
training and practice fights and activities in any actions not covered by
Franchise.
FACULTY MEETING
64. The weekly meeting of all instructors, held on Friday, where course
reports are made and questions answered. Reviews the general state of the
course with an eye to any needed improvements. Sends report to Org Sec.
CHAIRMAN FACULTY MEETING
65. Calls and conducts the meeting. Signs its report.
1 ST DEPUTY CHAIRMAN FACULTY MEETING
66. Acts as Chairman in absence of Chairman.
SECRETARY FACULTY MEETING
67. Keeps minutes and prepares report for signature. Forwards it to Org See
when signed by Chairman.
THE PUBLICATIONS DEPARTMENT
68. Handles all publishing activities, book, tape, meter and insignia
sales. Composes and edits the PAB, The Auditor and Certainty. Prepares all
manuscripts for printing. Records and copies tapes. Handles all film and TV
activities. Has charge of all printing, recording and electronic equipment,
materials and supplies. Is fully responsible for achieving a good income
for Saint Hill from dissemination materials and widely disseminating
Scientology.
THE DIRECTOR OF PUBLICATIONS
69. Manages all publishing and dissemination activities. Handles all
departmental personnel.
IST DEPUTY DIRECTOR OF PUBLICATIONS
70. Acts as director in the absence of the director.
THE BOOK SECTION
71. Stocks inventories and keeps in supply all books, tapes, records, film,
items and insignia and fills all orders rapidly. Notifies the.. Director of
all dwindling or over-stocked materials promptly.
BOOKS-IN-CHARGE
72. Manages the Book Section. Is accountable for all orders, stocks and
shipments.
SHIPPING CLERK
73. Does the actual filling of all orders and their dispatch.
THE EDUCATIONAL AIDS SECTION
74. Manufactures and stocks all visual and aural educational aids such as
tapes, films, records, charts, animated graphs or structures.
EDUCATIONAL AIDS IN CHARGE
75. Supervises or manufactures the arranging, making and stocking of all
educational aids.
103
THE PUBLISHING SECTION
76. Prepares all manuscripts, and make-ups, and arranges printing of books,
magazines, folders, flyers and brochures.
EDITORIAL-IN-CHARGE THE PUBLISHING SECTION
77. Supervises or handles all make-up, proofs, proofing and final
publication of all
items published. Sees to it that publishing schedules for magazines and
books are met.
EDUCATIONAL AIDS ADVISOR
78. Advises on all educational aids materials to be manufactured, tapes,
films, TV materials, charts, animated aids.
COURSE PROGRAMMES DIRECTOR
79. Arranges all TV programmes, tape plays, live lectures and all social
programmes of Course.
BASIC COURSE SUPERVISOR (PE, HAS, HQS)
80. Handles all courses for the public or staff given at Saint Hill such as
PE, HAS, HQS, and appoints and has control.of their instructors.
STAFF CO-AUDIT
81. Supervises any and all auditing amongst staff members at Saint Hill.
BASIC COURSE INSTRUCTOR
82. Instructs lower level courses.
STAFF STAFF AUDITOR
83. Audits staff members when called upon to do so by the Org Sec. Handles
Auditing Emergency Assists on staff.
CHILDREN'S INSTRUCTOR
84. Instructs Saint Hill children in Scientology.
THE INTERNATIONAL ORGANIZATION DEPARTMENT
85. Handles all International Organizations, increases their efficiency and
activity. Collects their 10% administration and royalty payments. Handles
all organization traffic.
INTERNATIONAL ORGANIZATION SUPERVISOR
K Directs and handles the International Organization Department. Receives
all cabled reports and keeps close watch on states of organizations.
Supervises all Organization and Association Secretaries and their
communications.
HCO SEC WORLD WIDE
87. Is in direct charge of all Continental and Area HCO Secretaries around
the world.
HCO DISSEMINATION SEC WW
88. Supervises contents of all national magazines and handles International
Dissemination.
THE FRANCHISE DEPARTMENT
89. Handles all franchise holders and field auditor matters and traffic and
supervises their activities. Collects all 10% royalties from franchise
holders. Awards and withdraws franchises. Conducts Franchise programmes.
Handles all memberships and certifications.
104
FRANCHISE SECRETARY WW
90. Conducts the Franchise Department.
MEMBERSHIP SECRETARY
9 1. Handles all matters relating to any and all Scientology memberships
everywhere.
CERTIFICATIONS AND CLASSIFICATION
92. Handles all Certifications and Classifications at Saint Hill and
anything relating to them Internationally.
STANDING ORDER# I LETTERS
93. Letters from Scientologists and the public addressed to LRH are
answered and forwarded to LRH for signature.
GENERAL LETTERS
94. Public letters from any source or kind which do not specifically belong
to any unit or department are answered.
STAFF PHOTOGRAPHERS
95. Take and handle photographs for publications.
PROOF-READING
96. Proofreads stencils, Bulletins, Policy Letters, Executive Letters for
Mimeograph.
L. RON HUBBARD
LRH:jw.cden Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: HCO P/L 18 December 1964, Issue 11, listed the personnel
appointments existing or made as of I January 1965, in the format of the
above issue.)
I
105
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 DECEMBER 1964
Sthil Staff
ARRANGEMENTS DURING ABSENCE OF EXEC DIR & ORG SEC
The following arrangements are effective during Mrs. Hubbard's and my
temporary absence.
EXECUTIVE DIRECTOR
1. As a board member and 2nd Deputy Executive Director, Marilynn
Routsong takes over as Executive Director, in charge of all International
matters and is in specific charge of the house, domestic staff and
children, and performs the general duties of Executive Director. Her office
will be the Director of Publications Office in the courtyard.
ORGANIZATION SECRETARY
2. As Ist Deputy Organization Secretary, Herbie Parkhouse takes over as
Organization Secretary, in full charge of all units, departments and
personnel and is fully responsible for carrying out the organization's
programmes and promotion and its solvency. His office is in the Hall where
it is currently located. His letters and despatches are handled by the Org
Sec's See who remains also as Mary Long's secretary, Marigold Brierly.
COURSE SUPERVISOR
3. The Course Department comes under the direct charge of the Deputy
Course Supervisor, Jenny Edmonds, who becomes Course Supervisor for this
period. Her office remains as the Theory Office.
ACCOUNTS
CHEQUES AND PURCHASE ORDERS
4. The Accounts Unit reports, purchase orders and cheques go to the Org
Sec, Herbie Parkhouse. All purchase orders and cheques require the joint
signature of Marilynn Routsong and Herbie Parkhouse.
REPORTS
5. All normal reports from Departments go to the Org See as usual,
weekly income, etc, and are submitted in turn by the Org Sec to the
Executive Director and are returned to the Org Sec for filing.
CONSTRUCTION
6. The Construction to be done during the above period includes the Ist
floor and old Org See office redecoration, Direct arrangements for this are
in the charge of Mrs. Thrupp, direct supervision is in the charge of Ken
Urquhart as butler, but general supervision remains, of course, with the
Org Sec. Contractors for painting and rug handling are being arranged for.
In event carpentry is not carried out on schedule, full authority to
contract it and remedy the situation lies with Herbie Parkhouse. The main
point is to get it done on schedule. The bricklayer may be employed on
paths, pointing or roads.
CF & ADDRESS
8. A new personnel to be employed is a Mail Clerk as an assistant to
Phil Quirino in charge of CF and Address. This person is to handle all
incoming and outgoing mail, a mail log, franking, stuffing and packaging
items for shipment completely separate from Book Shipping. Books will
continue to wrap and ship books, tapes, meters but will cease to handle any
other wrapping. The area across from the
106
basement lift door will be.utilized as the Comm Unit Mail and Shipping
Room. The new Mail Clerk will assist Phil Quirino otherwise, when not
directly employed with mail. All stuffing of magazines will then be done by
Address.
RECEPTION
9. A new receptionist will be put in charge of body reception,
telephone, telex despatches and invoicing. The Comm Officer, John McMaster,
is responsible for getting this individual and placing on duty.
10. The post of children's nanny is not to be left empty during the
above period or during our absence.
EVENING COURSE INSTRUCTOR
11. An evening course instructor is to be found at half pay or an
existing instructor placed on duty afternoons and evenings but not mornings
to care for student programmes.
ACTIONS IN PROGRESS
12. Existing situations are to be cared for on a routine basis. Water
company, Hickstead Garage, sale of Minibus and old Jaguar, completion of
Canteen, getting new books out, are the important local ones. On the
International (Exec Dir) front, there is the neating up of corporate
structures (no immediate action needed); the Melbourne Enquiry (final
pronouncement in Feb may bring in Press but as both Attorney General of
Victoria and the Enquiry board both refused point blank to let me appear
and testify in my own defence, Press can be steered off; policy on this is
no international press, which I have stopped so far and require to continue
stopped); the FDA mess (quite ably handled by Marilynn and not likely to
pop); South African filing of HASI, Inc (very remissly not filed); filing
ANZO as HASI, Arizona (Cont Dir so ordered); shifting bank accounts back to
HASI, Inc National & Provincial Fitzroy (already in progress with bank
manager). No other matters now existing are important.
GROUNDS
13. The Grounds Unit should db any tree work and clear up the rhodie
tangle near the terrace bird house, cut up the down oak, finish the dog
run, finish the creek dam, stop the lake leaks, and repair mowers. They are
now allowed heating oil for the gardener's shed only, not greenhouse.
HOUSE CARE
14. Marilynn Routsong and her daughter Kay are to live in during the
above period, with a room on the second floor (top).
15. The children are not to be left without a nanny. The nanny and the
children are in the general charge of Mrs. Foster.
16. The house and personal effects are in the direct charge of Ken
Urquhart who is also responsible to see that redecoration takes place
without damage and on schedule. The house and domestic staff in general are
under the charge of Marilynn Routsong.
17. My cars are to be cared for but not used.
ORG BOARD CHECK OUTS
18. The Organization Board is posted and the Comm Officer is expected to
check all staff members out on it as soon as his new personnel is on duty.
Aside from the above there are no changes in organization function or
staff members' duties. The organization runs on as before, Internationally
and locally.
I can easily be reached quickly in case of emergency. Point is: Don't
have any.
LRH:jw.rd L. RON HUBBARD
Copyright Q 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
107
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1965
Sthil Staff
1965 SAINT HILL OBJECTIVES
This is the Saint Hill Programme for the remainder of 1965.
1 . Bring the Saint Hill Org up to a high level of efficiency.
2. Get in the programme contained in 1964 HCO Policy Letters in all
orgs.
3. Have every Saint Hill Executive and Scientology staff member qualify
for a Hubbard Administrator's Certificate, the check sheet for which is
being prepared. (Org Board, Policy Letters, functions, etc.)
4. Bring all Saint Hill staff cases up to clear or above.
The concentration in this programme is to get "our own house in order"
as an org and as individuals.
We have made it all the way in having available Scientology technology.
I have for 14 years said "Scientology will go as far as it works". And
"When we have it down technically is time enough to begin heavy
dissemination and expansion".
We now "have it down" technically.
The first sound move in any expansion is to secure the ground you're
standing on. So, taking things at a reasonable speed, we will devote 1965
to the accomplishment of a tip-top org at Saint Hill with every staff
member well versed in the org and its functions and in excellent shape case-
wise.
If we work at it steadily we will also keep the other orgs going in 1965
and get our dissemination programme in just by doing our jobs. Then when
we're in top form we can begin to concentrate on them very heavily in 1966.
1 think we can accomplish these objectives for 1965 rather easily if we
work at them steadily through the remainder of this year.
L. RON HUBBARD
LRH:jw.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
108
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 FEBRUARY 1965
General Non-Rernimeo
Sthil
Post Org Staff Boards
APPOINTMENTS AND PROGRAMMES
As matters ran fairly well in my absence in January and February, and as
I must devote time to compilation of technology for our dissemination
programme, the Saint Hill Organizational structure is confirmed as follows
by minutes of the Board of Directors:
I will continue as Chairman of the Board of Directors of the Hubbard
Association of Scientologists International, the company which operates all
Scientology organizations over the world and Saint Hill.
Mary Sue Hubbard will continue as a director on the Board and Secretary
of the Company.
Marilynn Routsong will continue as a director on the Board and Treasurer
of the company, and is appointed Acting Executive Director of HASI and all
its organizations, including Saint Hill.
Herbie Parkhouse is appointed Acting Organization Secretary, Saint Hill.
The existing organizational appointments in organizations over the world
continue as of this date.
The Saint Hill Org Board is otherwise mainly unaffected except as
follows:
Mary Sue Hubbard is appointed Staff Training Officer.
Mary Sue Hubbard is appointed my personal assistant for the assembly of
technical data and new courses under the title of Director of Technology.
Reg Sharpe is appointed a personal assistant as Director of Compilation
including all educational aids, dictionaries and encyclopaedias and films.
Both the last two appointments are non-organizational and are not part
of org comm lines or command lines, being connected with my personal
activities in research and being under my direction only.
Anton James is appointed acting head of the Saint Hill Book Department
as Acting Supervisor of Publications, a change of title for the post,
replacing Marilynn Routsong.
The changes at Board level are due to International programmes set for
1965-1966. The basic needs are:
(a) To provide new simplified books on already developed but not
entirely released technology;
(b) To provide educational aids such as films for all drills and
processes for all orgs to hold a standard of excellent technical
training and application;
(c) To get existing org patterns and programmes into full
effectiveness;
109
(d) To clear, as feasible, the majority of staff members
internationally before 1967.
(e) To achieve higher levels of beingness for all Scientology
executive personnel before 1967.
These objectives are an easy gradient to more ambitious projects
envisioned for 1967 and 1968.
It is easy to see then that the balance of 1965 and all of 1966 are
being devoted to consolidating our position, making Saint Hill and other
orgs efficient and effective, making each org more stable and affluent,
getting our materials into highly comprehensible and easily disseminated
condition, getting our 1964 book-membership programme understood and going
well and making each one of us better informed and effective on
organizational activities and getting all our cases in order. This gives us
a solid base from which to advance.
It is easily seen then, that organizational appointments at Saint Hill
have been made to facilitate (a) and (b) above, and that all organizational
appointments or transfers in other orgs in 1965 and 1966 will be influenced
by the degree they carry on their own tasks or facilitate the execution and
attainments of (a) to (e) above. All barriers erected to the above
programmes such as avoidable org troubles, the precipitation of distracting
attacks, demands on my time exterior to carrying out my part of the above,
down income, wide policy departures and Dev-T will be somewhat ruthlessly
handled, as nothing can be permitted to assume greater importance than our
basic objectives for 1965-1966, as given above, in order to advance
securely into our 1967-196-8 programmes when these are fully agreed upon
and released.
OUR FUTURE
All our actions are influenced to a remarkable degree by the state of world
affairs.
A cautious estimate of the governmental situation as of this date is
that, unless something intervenes, World War III is less than five years
away, but may occur within three years. Thus we are not operating with all
the time margin we could hope for. We have been lucky so far. We have all
held things together long enough to achieve our technology while there was
still peace.
I hardly need remind anyone that we are the only organization that knows
where it's going and have a chance to do something. Even our enemies give
us that. Others have neither answers not hope. And all our really rough
spots are behind us.
We were rather pinned down so long as our technology was incomplete, but
now this and the time consumed in technical changes has ended.
We have the most formidable array of answers ever assembled. And our
technology is now not only developed but is tested and sound. We have not
only the new but also the old. And it will also serve.
To make a minor point, in Arizona as early as 1954 we proved that we had
the answer to the effects of atomic fission, amongst other things, and made
burns caused by radioactive materials vanish using some of our most
elementary processing, the touch assist, capable of being taught to anyone
in minutes. Our aims and abilities are infinitely broader than that but
this alone, as small a part as it is, would justify our forward rush and
the need to be bigger, do better and to j:each more in the face of
threatened catastrophe.
The big thing now is to do our personal best, each of us, to lay aside
our personal penchants and petty animosities, and as beings, as
Scientologists, and as organizations get very effective, fast. There's an
awful lot depending on us.
110
Therefore I ask you to accept your tasks, the necessary policies and
command lines as appointed and do your best.
We can't expect perfection until all of us are perfect. We're making do
with what we have and we're progressing. famously despite the many faults
we would all like to correct. The thing is, we are winning, we have enough
time if we're quick to use what we have, and any future this race has is
riding on our backs. It's very humanlike to vilify and misunderstand. We
can take that, too. And it doesn't excuse us one bit from not doing our
jobs.
Scientology is the only game where everybody wins. And we are winning.
We are already well advanced upon our way as the accelerating progress
of the past two years indicates.
In January 1963 1 took measure of how much time we had before any axe
fell. I saw I had to complete all research before 1965 and somehow did so,
completing the basic technology for OT, at the end of March 1964.
In April of 1964 1 then began eight months of administrative
reorganization, promotion and programming for all orgs.
By October of 1964 1 had also completed fully workable technology for
levels 0 to IV, up to clear.
By early December 1964 we had agreed internationally upon the world wide
dissemination (book-membership) programme and 5 of 9 orgs'achieved their
highest weeks for the year in the usually deadest month, confirming the
correctness of our planning.
On February 17, 1965, 1 had found the technology for and established
Level VII.
On February 19, 1965, we decided the strongest need was for publications
clearly and comprehensibly setting forth our technology and a final summary
of that technology and the making of educational aids to communicate it and
maintain standards.
Therefore we are well advanced upon our way. Our opposition has
remarkably lost heart. We are responding well in organizations to our needs
and the demands of the situation.
If we are now very active in executing just the programme (a) to (e)
above by January 1, 1967, and if each of us, including myself, does his
assigned tasks industriously, we will have made it all the way.
And in time.
If we all work hard.
L. RON HUBBARD
LRH:jw.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
ill
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1965
Limited Non-Remimeo Issue II
Sthil Staff
HCO AREA SECRETARY, SAINT HILL
The title "Communication Officer" is herewith changed to HCO AREA
SECRETARY SAINT HILL.
The HCO Area Secretary Saint Hill is also a department head under, as
such, the Org See.
The duties of the HCO Area Secretary Saint Hill include heading the
Communications Unit. This contains all comm functions of the org, such as
Mimeograph, Central Files and Address, Mail and Mailing, the Comm Centre,
the Comm System, Telephone, Reception, Telex, everyone's desk Comm Station
or Basket and the normal functions of hat checks, bulletin and policy
checks, nominal supervision of the staff coaudit, the receipt and despatch
of all goods, the arrival, departure and absence of personnel, the keeping
of the log book and any other record books and whatever other functions may
be assigned to this unit and the HCO Area Secretary heading it.
All personnel of the Communications Unit are under the direct
supervision of the HCO Area Secretary, Saint Hill.
The HCO Area Secretary Saint Hill is assisted by an HCO Communicator,
and HCO Steno, Address-in-Charge and other personnel as available within
the framework of traffic volume and economics.
The hat still retains, outside the above, a certain authority of its own
and can remove the Org See and carry on the Org Sec duties in periods of
emergency.
The HCO Area Secretary Saint Hill accompanies the Organization Secretary
on that Friday inspection and keeps the Inspection Record and makes his own
inspection.
LRH:jw.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
Enclosure in HCO POLICY LETTER OF 24 MAY 1968
Advance Reg Packs
Staff Hats IMMIGRATION TIP
The new book covers, particularly the one with the Inquisitor ("Have You
Lived Before This Life?") and the boy looking out the window ("Self
Analysis"-hardback edition) operate as a sort of open-the-gate at
Immigration and Customs if placed in plain sight in baggage or carried and
shown.
If all one's papers are in order, one is not likely to be stopped if he
has these books and, if detained, shows the covers to the Inspectors or
officials.
This probably applies to any Immigration service.
One should describe himself as a student of philosophy and can use the
word "Scientology" in describing it. One should hold up the book covers to
them while
saying this.
L. RON HUBBARD
LRH:js,rd Founder
Copyright@ 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
112
ORGANIZATION CHART BOARD OF DIRECTORS
HASI of LONDON
May 20, 1954 HASI - U.S.
Treasurer's Committee of Administration
Cashier, London Management, London
...................
TRAINING CLINIC
Director of Training Director of Processing
Assistant for Instructors Recept LILAud~il rs
u
Administration & Admin
Students Preclears
Janitor Service Janitor Service
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A
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R
I
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H
T
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E
R
V
E
D
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBERJ 970
Remimeo All Hats
This Organizational Health Chart was
first issued to all HASI London Staff
on August 3rd, 1956.
Corrected and Reissued 7 Nov'70
ORGANIZATIONAL HEALTH CHART
This is an anatomical chart of a live organism, the HASI, London.
In a human being, we know the man lives if his heart still beats. To
further our examination of his health we determine if he breathes. We look
then to his color, his stomach, his organs, his glands.
An organization is no less a living organism, but we have never had a
diagnostic health chart for one.
If one were a doctor to organizations, how would he tell if it were
alive or not. Not by motion, since people in an underground are in motion
but they are not an organization. What is the pulse, what is the breath, of
the organism called an organization?
To determine the health of an organization is important. On that health
in our case depends a crusade, a very important game, the furtherance of
our work and the future of millions. Also on that health depends our jobs,
our continued association with friends, the smoothness of our own days.
Therefore that health is important to us. But what determines it? There
could be a thousand /thousand different things that might be the heart,
while really there is only one. And only if we diagnose ill-health in the
organization can we cure it.
One of us, doing perhaps a job not connected with the pulse, wonders
what is wrong-we are not, in our job, able to get on. Is it our job that is
wrong or is there another factor gone awry?
This list of importances tells us what the heart is, the breath and all
the rest in order. If anything on this list goes wrong, it and the items
above it must be examined in turn. This is diagnosis. Repair consists of
setting the functions back to order and each in turn after it, since when
an organism's highest functions fail, the remainder begin to enter
difficulties.
This then is a diagnostic chart and a chart to effect the cure. The
organization books amplify the functions. This list gives each function its
proper importance to the rest, not perhaps in social caste, but certainly
in health.
Organization on an action level of the HASI London, consists of the
following activities, given in order of importance:
1. Books on Dianetics and Scientology in circulation (by sale to
group courses, lot sales to auditors and bookstores).
2. Secure receipt and invoicing of mail, keeping it in a closed
channel, handling it with accuracy and speed; dividing that mail
into the three categoriesorders, students and preclears and general,
invoicing the first, logging and giving to Registrar the second and
distributing then the third. Without accurate and responsible
channeling, handling this comm line, there would be no need to set
down another point since there would be no HASI.
114
3. Responding same day by the Registrar to all such inquiries by personal
letter, not a canned letter.
4. Interviewing and booking all eligible applicants for training and
processing with regard to internal schedules only when it does not
inconvenience applicants. (Internal service is a problem we must
continually solve, but it is our problem, not the publie's.)
5. Filling all book orders and other cash orders promptly (same day) and
giving good service and satisfaction on lost orders, etc. Acknowledging
by card order has been sent.
6. Placing as many books as possible in the PE Course's hands.
7. Selling as many memberships as possible. Associates in particular.
8. Answering general enquiries by routine letter.
9. Bringing as many people as possible into PE Course (providing quarters
as needed is our problem) and then selling these the Advanced Course.
10. Processing preclears with fullest possible gains, with good attention
to precise keeping of appointments. No waiting.
11. Writing pcs we have processed by Registrar after one week, three
weeks, three months as routine.
12. Keeping accurate and full files on every potential preclear and until
signed up; and putting all pcs into file as potential students; and
using file to develop prospects. (Registrar.)
13. Training students to high level of reality and result (the facilities
and number of instructors is our problem, not the public's.)
14. Staying in good A-R-C with field auditors. Getting out magazines and
mailings on time.
15. Handling general business affairs of HASI. Membership cards,
addresses, certificates.
16. Keeping straight with government and Inland Revenue offices. And
keeping in good order at the bank.
17. Keeping bad stories out of newspapers and squashing scandal.
18. Answering general correspondence.
19. Giving social affairs for staff.
Note again that the above are given carefully in order of importance.
LRH:re.rr.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note. This chart, first issued as a paper to London Org staff on 3 Aug
'56, was reissued as a bulletin on 9 Sept 1959, adding the phrases, "The
magazine issued to whole general list at least once every montW', at the
beginning of point 1, and "Keeping an address and CF-system up to date so
newer people can be reached too by mailings", at the end of point S.
It was issued again (without change) as HCO B 18 Dee 1969.
The 2 Nov 1970 Policy Letter was a copy of the original 3 Aug '56 issue
(i.e. it did not include the above two additional phrases) and added the
paragraph underneath the date.
The 7 Nov 1970 correction deleted Org Series 12 from the heading.)
115
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
HCO BULLETIN OF 14 NOVEMBER 1956
Washington Staff
REORGANIZATION WASHINGTON OPERATION
I have been in Washington long enough, now, to appreciate the situation,
and to have some understanding of what is right and what is wrong about the
operation. Accordingly, the following measures are directed, not
necessarily on a completely permanent basis:
Richard Steves is transferred, at their request, to the Organizations of
America office at 1621 Connecticut Avenue, N.W., where his duties will
consist of directing the Committee for Washington with the intent to make
it successful and make it pay!
Fernando Estrada is posted as temporary Director of Training at the
Academy, with the additional duty of Maintenance of the building at 1812.
Ken Barrett is transferred to the newly-created post of publishing and
book store promotion and servicing with instructions to make that
particular business remunerative both in terms of itself and to feed
persons into the communication lines of the organization which, be it
remarked, are totally separate from this book store-publishing activity. As
an additional duty, Barrett will assume all contact and direction with
field auditors, not only as making them his agents to place things into
book stores as he may desire, but so as to encourage and increase their
business and activity. As an additional duty, he has the instruction of the
School of Life, which is to re-open immediately after the end of the ACC.
Donna Tranin is in charge of the HCO OFFICE, and my general
communication lines, and as an additional duty, is in charge of maintenance
at 18 10.
All personnel and direction at the HGC, except for routine shifts of
auditors, will remain the same, without change of communication lines or
activities. The Director of Processing remains in charge of maintenance at
2315-15th Street, N.W.
The Distribution Center, Inc., which has assumed the staff and functions
of the Silver Spring Business Service, reverts at once to the same status,
functions, activities and communication lines, as these existed on October
10, 1956, with the exception that Marilynn Routsong has been replaced by
Maxine Lawrence, who is expected to remain on post at Distribution Center.
Mary Sue Hubbard, having resumed the post of Superintendent at the
Academy, and as assisted by Lois Stein, continues any and all duties
hitherto performed by Steves and Crandell, and is further assisted by the
appointment of Fernando Estrada to Maintenance, which, however, is under
her indirect control. It is pointed out that the Academy, during her close
direction of it in 1955, at its opening, was and remained popular, solvent,
and in good working condition.
Alonzo Freeman remains as janitor for 1812, under the immediate
direction of the Director of Training, who is under the direction of the
Superintendent of the Academy, Mary Sue Hubbard.
Upon her completion of the ACC, Marilynn Routsong is to assist Ken
Barrett in the handling of books, publications, book stores, and field
auditors. She is to have more specific charge of field auditors, groups,
and is to assist Ken Barrett secretarially. It is noted that she is not now
to perform any function of the Distribution Center, Inc. that she earlier
performed, but still operates in that sphere of action, as does Ken
Barrett. Routine handling of groups, as done earlier by the SSBS, is still
to be done by the Distribution Center, Inc., at Silver Spring. Marilynn's
handling of groups from 1812 has another function and aspect, connected
with dissemination of materials along the book store-publications
communication line.
116
John Fudge is to be transferred from the HGC to the Academy, where a
trained and experienced Scientologist is a vital necessity, and where he
will take charge of files, the Academy message center, and reception.
The placement and allocation of space to personnel is as follows:
Distribution Center, Inc., unchanged from the situation of October 10,
1956. Hubbard Guidance Center, unchanged. The Academy, Director of Training
and all instructors to rear room second floor; files, reception and message
center to center room, second floor; Superintendent, Academy secretary,
Account, and Attorney, to front room, second floor. Publishing and any
business machinery to front room first floor-all the foregoing at 1812-19th
Street, N.W. HCO to first floor, 1810-19th Street, N.W.
Policy: That Scientologists only will be used in the organization. That
HGC auditors be fed, as rapidly as possible, through Indoctrination Course.
That procurement be stepped up by all units, HGC, Distribution Center, and
Academy.
General: Situation report is that the organization is to remain in
Washington, D.C. for a very long time to come, since the probabilities of
atomic war are rendered so remote by various activities that no real danger
is to be apprehended. The acquirement of a radiation refugee center
elsewhere than in Washington has little or no bearing on the activities of
the Founding Church, and is undertaken, in the main, as a promotion stunt.
The only thing which could force any removal would be general fear on the
part of the public of an imminent bombing of Washington, thus deterring
them from attending at the classes or coming in for processing, but this is
quite remote and, if it arises, it will be taken care of at that time, by
establishing an additional center at the radiation refugee unit. However,
this is not contemplated at this time. Various political reasons make it
mandatory for the Church to be in Washington, D.C., and the atomic scare
which is permeating government will not affect, and indeed may even assist,
our activities, in that other workers may become more easily available to
us, within the city.
As will be seen by the above plan, all communication lines of the
organization remain intact and as they were throughout the summer and early
fall of 1956, and any changes which have been made since October 15 in the
communication lines are, after careful study, reverted to a status quo for
those lines as they were. The shifting of the lines was done to establish
their flows and importances, and it has been duly noted where the operation
broke down when lines were shifted. The only unit to which this does not
apply is the Academy, which is the only unit which has not done
superlatively well with its communications during the past year. Even so,
conditions at the Academy were improving up to October 15, and were
probably mainly affected by the increased traffic of mail incident to my
arrival, and by the rather confused scramble occasioned by the
reconstruction of the building at the Academy and the opening of the
building next door.
We are settling this operation in for a long haul, which we know will be
a successful one. The immediate steps which are to be taken are now in the
form of confirming the communication lines which existed, and smoothly
adding to those lines the HCO traffic and the new publishing-book store
lines, which, it should be noted, are both completely new and additive to
the organization's activities. The main action which is to be taken is the
teaching of personnel in general the complete organizational pattern which
exists, familiarizing them with who is on what job, and why. An
organization is a group of associated communication lines and terminals,
united with a common purpose. It exists so as to assist the doingness of
people in accomplishing that purpose. The doingness of the people is not
supplanted in any way whatsoever by the existence of communication lines
and terminals, but their lack can impede that doingness. Thus, we must
demonstrate their existence, so as to facilitate the activities of the
individual staff member.
All the above changes and positionings are effective Monday, November
19, 1956, except as otherwise specifically noted.
L. RON HUBBARD
117
NOT HCO, POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
HCO BULLETIN OF 20 MARCH 1957
ALLSTAFF
RON
INCOME SOURCES
This is given as vital staff information.
The sources of income of the Founding Church are as follows:
I ) Processing at the Hubbard Guidance Center (Preclears). 2) Training
at the Academy (Students). 3) Book sales at 1812 Reception and the HGC.
4) The sale of tests to the field. 5) The sale of crosses, badges and
emblems. 6) Ministerial Certificates of ordination. 7) Vocational
Counseling at the HGC. 8) Collection of notes. 9) Refresher Courses.
10) PE-Advance Courses when given.
11) Possible government contracts.
12) Possible courses in handling people.
The most potent promotion factors are as follows:
1) Books by L. Ron Hubbard.
2) Ads for books or counseling.
3) Congresses.
4) Procurement Letters (see Organizational Health Chart)
5) Satisfied preclears.
6) Satisfied, able students.
7) Good staff interrelationships (as it affects word of mouth in
the public).
8) Clean quarters.
9) Quick positive administration handling (as it improves staff and
public
ARC).
10) The staff member's knowledge of his subject and the lines and
terminals of his own efficiency on the job.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HASI POLICY LETTER OF 21 APRIL 1957
INCOME
The horrible truth about HASI income is that it comes from
1. The Outflow of the Registrar and CF auditors;
2. The expert handling of people by the Registrar and from her comm
lines;
3, Sale of books, memberships and tapes;
4. Good ARC with the world;
5. Good Service in training and processing.
Thought you'd like to know -
RON
118
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 21 APRIL1957
c.c. Association Sec
HCO Washington
Bulletin Board
Director of Admin, London
Reception, London
Treasurer, Washington
The HCO office function is expanded to include the following:
I Memberships:
To be done by HCO Clerk in addition to HCO'filing and other work. 2.
Association Secretary:
Keeping in view that HCO is primarily my own office supported by the
Association for the benefit the Association derives from having my office
on its
premises, a benefit measurable in pounds, the office now shall include in
its activities all secretarial and stenographic activities for the
Association Secretary.
For this purpose and to expand it to care for this new added activity,
and memberships, the HCO now has allocated to it an HCO Clerk.
This does not bring HCO under the HASI for various reasons. Amongst them
is the fact that the Association as an individual is co-registered with
myself as proprietor of the HCO and I am therefore extending the courtesy
of facilities to him which he will then use.
I also solicit the assistance of the Association Secretary in
supervising the HCO office for me and in keeping my private office as a bit
of a showpiece and for my own exclusive use.
The Association Secretary's attention is called to the HCO Bulletin
outlining the functions of this office.
A sign saying "Secretarial, Association Secretary", very small, may be
placed Linder Hubbard Communications Office now on door.
The proper running of the office under its proper directives is then
wholly under the supervision of Dr. Parkhouse in my absence.
LRH:rs.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 23 APRIL 1957
c.c. Association Sec
HCO Washington
Bulletin Board
Director of Admin, London
Reception, London
Treasurer, Washington
HCO is now handling Secretarial and Reception for the Association
Secretary as well as memberships.
This replaces HCO Policy Letter of April 2 1, as issued recently.
L. RON HUBBARD
LRH:rs.rd
119
THE FOUNDING CHURCH OF SCIENTOLOGY
1812 19th Street N.W., Washington, D.C.
FOUNDING CHURCH POLICY LETTER OF 30 APRIL 1957
POST CHANGES
RICHARD F. STEVES to Organization Secretary from Director of Training.
No
unit change. Office change to Room 1, 1810. Admin
istrativ , e and legal, procurement functions plus field,
groups and policy enforcement.
L. RON HUBBARD, JR to Instructor & Examiner in charge HCO Board of
Review
from Technical Director, Founding Church. No unit
change. He is complimented on conduct of technical end
of post. New income envisaged from new post for
Founding Church.
FERNANDO ESTRADA to temporary Director of Training from Staff Auditor. No
change in units.
MAXINE LAWRENCE to Registrar in charge of Dept of Registrar, includes
Central Files. Units changed to 5.0. No quarters furnished.
(May pay for quarters if retained.)
CAROLYNN BROWN to in charge Central Files. No change in units.
MARY HARVEY transferred from 2315 to 1810. No change of pay, May 6.
JOHN FUDGE to Academy Instructor and part time Academy Admin
istrator. No change in units. (Same job as Technical
Administrator.)
KEN BARRETT to Personnel Efficiency Course full time. Part time
publishing. No change in units. Hours 2:00 to 10:00 p.m.
RALPH OJEDA dismissed for failure to keep 1810 clean or speed Main
tenance. No weeks pay or further quarters.
DON JENSEN appointed to Maintenance at 2.0 units plus quarters.
LEIGH RICHMOND assigned to attend Night HCA course beginning Wednes
day, May 1. $250 course fee will be gradually deducted.
JULIA LEWIS to staff Auditor from Dept of Testing, which Dept is
closed. No change in units. Effective May 6.
SMOKEY BRAND confirmed as Director of Processing. No change in units.
He is complimented on conduct of post. Smokey Brand to
appoint leading auditor who is also to be in charge of
testing as well as audit regularly.
TECHNICAL COUNCIL composed of Director of Training, Director of
Processing
and Registrar assigned to replace Technical Director.
RUDYSAVAGE cautioned about small amount done by Construction &
Repair and invited to speed up Indoctrination Room at
once.
120
RECOMMENDATION to Advisory Committee to close 2315 and move clinic to
1810 temporarily to save maid service and utilities. To
reopen when traffic demands. Effective May 6, if
favorably looked upon.
DIRECTOR OF ADMINISTRATION (Mary Sue Hubbard) to replace night receptionist
at 1812. May be filled by part time additional duty
from present staff for added pay.
A.D. HOOKS directed to use all pressure on delinquent note collection.
HCO Secretary so inform him this is basic duty.
KEN SALMEN to Staff Auditor from Central Files. No unit change.
DIRECTOR OF ADMINISTRATION directed to put day Receptionist at 1812 and a
clerk in Central Files.
HCO SECRETARY and LRH, JR directed to correct Organization board and put
red flags on to include above changes.
Changes undertaken after consultation with Director of Administration &
Technical Director and a month's study of Organization's communication
lines.
L. RON HUBBARD
President, Founding Church
HASI POLICY LETTER OF 30 AUGUST 1957
I have sent John Fudge, D.Scn, to London primarily to increase Academy
efficiency and to relieve Jack Parkhouse so Jack can set up Australia and
South Africa. Jack will be back on post as Assn Secretary in December when
Fudge will return to the us.
I am looking to John Fudge to hold together and improve HASI
Administration while he is in London. He has a very high idea of efficiency
of which I completely approve.
I have sent L. Ron Hubbard, Jr (Nibs) to London to:
I . Improve technical performance in teaching and training and staff
in general.
2. Give the October Congress.
There is no criticism contained in this upgrading of technical skill in
England. Nibs has at his fingertips all the invaluable data of the 18th ACC
and I am taking this opportunity to send that technology to England.
Nibs will not so much hold classes as brief staff personnel while they
perform their jobs. This is different than halting everything to learn
more.
In October Nibs will return to the US. In December Fudge will return to
Washington. I want to hear from them how well they were treated by those in
London and to hear them report that the British Auditor is again the best
in the world.
Sometime this Fall I will see for myself how good we can get.
For your stable data, look at these:
Nibs - Technical
Fudge - Administration.
Got it?
My Best,
LRH:bt.rd
8/30/57 RON
121
HUBBARD COMMUNICATIONS OFFICE LONDON
9.1.58
HASI "PURPOSES" as per Organizational Board
HASP To disseminate Scientology. To advance and protect its membership. To
hold the lines and data of Scientology clean and clear. To educate and
process people toward the goal of a civilized age on earth second to none.
To survive on all dynamics.
L. Ron Hubbard: To develop and disseminate Scientology. To support and
assist Scientologists. To write better books. To act as a court of appeals
in all organizational disputes. To form and to make official policies and
orders affecting the HASI.
ASSOCIATION SECRETARY. To execute policies and orders. To co-ordinate
organizational activities. To care for legal and public concerns of the
organization.
TREASURER: To carry on Scientology. To be certain the organization remains
solvent.
ACCOUNTANT: To expedite, handle and police the financial items from the
moment they enter the organizational comm lines to the moment they depart.
ADVISORY COMMITTEE: To advise the executives of the organization as to the
needed changes and policies. To act as a meeting ground of department
heads. To assemble and report the statistics of finance and action to the
Association Secretary. To advance ideas for promotion and improvement.
STAFF MEETING: To gather agreement and permit staff origination upon
matters relating to personnel and duties. To report on performance of
duties. To suggest promotional, maintenance and organizational changes to
HASI executives.
TECHNICAL DIRECTOR: To ensure good training and processing, good service
and ARC inside and outside the organization.
HUBBARD GUIDANCE CENTRE. To do more for people's health and ability than
has ever before been possible, and to give the best auditing possible. To
help people.
PEFOUNDATION. To make abetter worker of the worker, abetter executive of
the executive, a better homo sap on all dynamics.
ACADEMY OF SCIENTOLOGY: To train the best auditors in the world. To coach
outside and staff auditors for employment in the clinic.
ACADEMY ADMINISTRATOR: To handle the comm lines and supplies of the
Academy.
DAY COMM COURSE: To give people a reality on Scientology and to teach the
comm formula by Dummy Auditing.
HCO: To be the office of LRH. To handle and expedite the comm lines of LRH.
To prepare or handle the preparation of all manuscripts and other to-be-
published materials of Scientology. To keep, use and care for LRH's office
equipment. To assist the organizations of Scientology and their people. To
set a good example of efficiency to organizations.
HCO BOARD OF REVIEW To review and stamp every certificate of any level or
task, and every field certificate "Validated for Advanced Processes HCO
Board of Review 1957" after their passing a proper examination on 5 levels
of Indoc and CCH.
122
DIRECTOR ADMINISTRATION. To ensure good and accurate communication inside
the organization, handle business and administrative affairs. To ensure
good working quarters and conditions for, and good work from,
organizational personnel.
DEPARTMENT OF REGISTRATION & PROCUREMENT To communicate what we have to
offer to those who care to be better and to help and to respond effectively
when they reply.
SECRETARIAL UNIT. To expedite the communications of the organization.
SHIPPING CLERK.- To swiftly and competently furnish the public with the
materials
of Scientology. I
SENIOR INSTRUCTOR: To create a competent auditor with a good grasp of the
theory and practice of Scientology.
MAINTENANCE: To maintain suitable quarters, clean and in repair, for the
organization.
MEMBERSHIPS: To identify and ensure the accurate service of the membership.
rs.rd
9.1.58
Later additions to list of PURPOSES on Organization Board
STATISTICS: To maintain accurate and continuous visual records of the
activities of the HASI for the use of the executives and board of directors
in planning future activities and analyzing past and current activity. To
help the growth of the HASI along orderly lines by maintaining an
historical record of that growth.
LEGAL DEPARTMENT.- To make legal the actions of the organizations of
Dianetics and Scientology.
PERSONNEL: To maintain at all times a complete and accurate record of past
and present employees of the organization.
CONGRESSES: To create better and better Congresses. To bring about through
Congresses good dissemination of Scientology.
TECHNICAL COUNCIL: Same as Technical Director.
UPPER INDOC INSTRUCTOR (COURSE): To attain ability to handle bodies,
objects and intentions fully.
HAA (CLEARING) COURSE: To train HPA students to clear and to clear HPA
students. To make the best cleared auditors in the world.
RECEPTION: To create and maintain good communication and service amongst
staff, students and public.
PUBLIC RELATIONS.- To maintain and increase good public relations of
Dianetics and Scientology.
BOOK PROMOTION, ADVERTISING & SALES: To monitor and improve sales of
Scientology books. To advertise and promote new ways of placing books in
the hands of the public.
"CERTAINTY": To disseminate widely. To see that wide distribution is
maintained. To sell services.
HCO
23.4.58
123
FOUNDING CHURCH POLICY LETTER OF 19 MARCH 1958
TRANSPORTATION
DIR ADMIN RESPONSIBILITY
Director of Admin shall hereafter be personally responsible for the
condition of all transportation, its use and allocation. He shall also be
responsible for servicing and repairs.
He shall also allocate parking space.
L. RON HUBBARD
LRH: bt.rd
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 7 APRIL 1958
(Issued at Washington)
All staff
Field Offices
ROUTING OF ORG BOARD CHANGES
A slight modification in the routing of Organization Board changes: To
date, our procedure has been that Personnel dispatches HCO. The only change
now is that the dispatch goes from:
Personnel to Assoc Sec (Org Sec)
Assoc Sec (Org Sec) to LRH
LRH to HCO See for posting.
In offices where I am not present, the dispatch goes from Personnel to
Assoc Sec, to HCO See.
L. RON HUBBARD
LRH:md.rd Copyright @ 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
124
THE FOUNDING CHURCH OF SCIENTOLOGY
1812 19th Street N.W., Washington, D.C.
FOUNDING CHURCH POLICY LETTER OF 9 OCTOBER 1958
DEPARTMENTS OF FCDC
Effective October 20, 1958 the departments of the Founding Church of
Scientology of Washington, D.C., shall be as follows:
The Academy of Scientology
The Hubbard Guidance Center
The Department of Procurement
The Department of Materiel
The Department of Business
The Trustees of the Founding Church of Scientology, Washington, D.C.,
are, and will continue to be, President, Secretary, Treasurer.
The Executives of the Founding Church of Scientology, Washington, D.C.,
shall be:
Executive Director
Administrative Assistant to the Board (supplanting the post of "Org
Sec")
Director of Training
Director of Processing
Director of Procurement
Director of Materiel
Director of Business
The Advisory Council shall be composed of the following executives only,
or their authorized deputies:
Director of Training
Director of Processing
Director of Procurement
Director of Materiel
Director of Business
The Technical Division shall no longer have a Technical Director but
shall be governed by a Technical Council which shall consist of the
Director of Processing and the Director of Training.
The Administrative Division shall no longer be governed by a Director of
Administration but shall be governed by an Administrative Council which
shall be composed of the Director of Procurement, the Director of Materiel
and the Director of Business.
The three departments of the Administrative Division shall be the Dept
of Procurement, the Dept of Materiel and the Dept of Business.
The Dept of Procurement shall be headed by the Director of Procurement
who
125
must not be the Registrar. The Dept of Materiel shall be headed by the
Director of Materiel. The Dept of Business shall be headed by the Director
of Business.
These changes do not particularly affect the performance on post of any
staff member but are made necessary by the difficulties of grouping various
functions.
The organization is being readied to handle a new influx of students and
results of other promotional activities.
Staff meeting mandate of September 23, 1958 required, "That no less than
10% of the Salary Sum be spent for dissemination personnel and that a
dissemination personnel is to spend at least 70% of his time in
dissemination." This required that all dissemination personnel be grouped
under one department necessitating the above changes.
It will be noted that the changes more affect the chain of command than
they affect individual post activity on the whole.
To this policy letter is added the requirements of meeting of the
Advisory Council, the Technical Council and the Administrative Council.
Each must hold a meeting once per week and its report must be forwarded up
the chain of command to the next stage within 48 hours and must be held at
least 3 days previous to the meeting of any Council or board above it.
Executives may not absent themselves from the meetings of the Technical
Council, Administrative Council or Advisory Council but may substitute a
deputy from his or her department only for attendance at the meeting with
the distinct understanding that the deputy has the full authority and vote
at the meeting of the
executive.
L. RON HUBBARD
Executive Director
Founding Church of Scientology
LRH:md.ei.rd of Washington, D.C.
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 20 NOVEMBER 1958
Full Distribution
CONGRESSES
All Congresses and ACCs are now operated completely and totally by HCO
in whatever state or country as a service to any and all Scientology
organizations in the world,
HCO COMMUNICATORS
HCO STENOS
All HCO Clerks are now to be known as HCO Communicators.
All HCO Stenos are now to hold a second hat as Secretarial to Executive
Director of the local organization.
LRH:mp.rd L. RON HUBBARD
[Excerpted from HCO P/L of 20 Nov 1958. The remainder of the P/L concerned
HCO personnel appointments. -Ed.]
126
NOT HCO POLICY LETTER
,ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO BULLETIN OF I DECEMBER 1958
ACTIONS TO START AN HCO
1. An Area Association to be enfranchised by an HCO receives brochure
giving services of HCO and value of it.
2. The Area Association nominates an HCO Secretary (HPA, London trained
if possible, previous organisation experience if possible).
3. HCO appoints HCO Secretary Area.
4. HCO qualifies an Area HCO to do business in that area, sends bank
cards to HCO.
5. HCO, sends new Secretary bank cards for LRH to sign and POA for HCO
Secretary to sign for him on HCO account only.
6. HCO prepares and sends contract franchise to Area HCO Secretary to
give to Area Association.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 30 DECEMBER 1958
Full distribution
FIELD OFFICES
Revision of Org Policy Letter of 4 January 1958
Delete:
"All field offices in Sterling areas come under Director of
Administration, London. All field offices in Dollar areas come under Dir
Admin, Washington DC. REASON: Nearly everything needed by field offices is
admin in nature."
Insert instead:
"All field office services are supplied by HCO."
All reports, etc formerly sent by area offices to Dir Admin should be
addressed to HCO. NOTE: This would be in addition to copy sent to LRH.
L. RON HUBBARD
LRH:ph.rd
[Note: The full text of 4 January 1958 Policy Letter was the deleted
paragraph above.)
127
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C.
HCO POLICY LETTER OF 13 DECEMBER 1958
Distribution: To all Central
Organizations and HCO Offices
IMPORTANT INFORMATION ON POLICY LETTERS
No further HCO Policy Letters shall be distributed to Central
Organizations or Area Organizations and go to HCO offices only and are for
HCO offices only. If you get anything for an area operation it will be
marked "Secretarial Executive Director". If you receive one of this
character it can be published. You will receive exact instructions as to
how to set up a Secretarial Executive Director. Repeat: only policies so
marked are to be given to Central Organizations. HCO Policy Letters are
strictly for HCO and are for the most part confidential from this point
even when not so marked. If marked "Confidential" they are not to be shown
to any member or officer of the Central Organization.
HCO is becoming itself and has its own private communications lines by
which it is effecting things in various parts of the world. If these lines
are too exposed, it may be that the effectiveness of HCO may be reduced.
HCO Bulletins of a technical nature may be released to a Central
Organization as an HCO Bulletin and should be, but are not intended for
field auditors or Organization members outside and must not be released to
field auditors and Organization members even by the Central Organization.
If a Central Organization reprints and releases an HCO Bulletin given to
them by an HCO office, the act is subject to reprimand by HCO.
Under the classification of Confidential are the following recent
releases from London and are included in this HCO Policy Letter:
Confidential Memo to HCO Secretaries-Nov 29, 1958 (Volume 1, page
17)
HCO Bulletin of Dee 1, 1958 (Volume 7, page 127)
Basic Financial Policy of Nov 27, 1958 (Volume 3, page 6)
HCO Policy Letter of Nov 15, 1958 (Volume 1, page 13)
HCO Policy Letter Issue III of Nov 15, 195 8 (Volume 1, page IS)
HCO Policy Letter Issue 11 of Nov 15, 1958 (Volume 1, page 16)
Definition of an HCO area office: An office of a duly enfranchised
Central Organization manned by an actual HCO Secretary and her staff as it
may exist. The following offices are bona fide HCO offices and are included
in distribution of HCO Policy Letters: HCO London, HCO Washington, HCO
Melbourne. The following offices are not at this time qualified HCO offices
even though they are carried on distribution lists for technical bulletins
and all distribution to them is suspended until they are awarded total
status: HCO Auckland, NZ; HCO Johannesburg, SA; HCO Los Angeles; HCO
Sydney; HCO Perth; HCO Durban; HCO New York; HCO France; HCO Germany.
As soon as an HCO office is regularized and exists in fact, it will be
published as additive to the distribution list. Any communication between
actual HCO offices and the list of areas which are in process of being
regularized shall be henceforth devoted entirely and only to the
establishment of proper HCO offices and the proper enfranchisement of a
Central Organization which will be done by HCO Ltd., London.
L RON HUBBARD
LRH:md.cden Copyright @ 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
128
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 30 JANUARY 1959
Dist. HCO Pets
only, WW
HCO CONTINENTAL SECRETARY HAT
The HCO Continental Secretary (Executive) looks after special events.
Under the heading of special events come Congresses, ACCs and things such
as a film show, for example.
HCO Continental Secretary also handles books but on a wider basis than
the HCO Area Secretary. HCO Area Secretary issues only those books which
are sold locally. What books are actually sold across the counter by the
HASI are under the notice of the HCO Area Secretary. She is to ensure that
books are always made available to students, preclears, members of the
public coming in. HCO Continental Secretary handles books on a wider basis.
We are taking all books over everywhere. We will inventory the actual
books in stock every quarter and these will be checked by the HCO
Accountant against books sales and then maybe we can afford to buy books.
HCO can make money on them but Central Organizations apparently cannot.
Another thing we can do is transfer books all over the place and make money
on them.
HCO Continental Secretary is involved with special events. HCO Area
Secretary only rarely will become involved in a special event or Congress
or an ACC. But as we have HCO Continental being in charge of special events
such as ACCs, Congresses, she is also in charge of books. She is in charge
of wide book sales and in charge of the continental magazine.
The magazine does not belong to the HCO Area Secretary, it belongs with
the books and the big bulk orders. Th6 books ordered by mail are covered by
the HCO Continental Secretary. It is part of her duty to ensure that mail
orders are handled promptly and the books are in such supply that this can
be done.
Therefore, the magazine being got out now by the HCO, book sales,
invoicing thereof and that sort of thing are supervised by HCO Continental
Secretary. This includes mail ordered book sales, the books themselves
being shipped and other items of this character being shipped to everybody
around the country by the Book Administrator and Shipping Clerk. Through
these two personnel are also shipped promotion materials on things like
ACCs, Congresses, etc which, of course, come under HCO Continental
Secretary.
LRH:mp.gh.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO POLICY LETTER OF I MARCH 1959
HCO Personnel
Assoc See London
FORBIDDEN HCO ACTIVITIES
No HCO or HCO See, full or part time, may do the , administrative
work of a
Central Org or its personnel.
This means also that no HCO See may do letters, correspondence, filing,
reception, mailing, phoning for an Assoc See, Org See 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.
LRH:mp.rd
13.3.59 L. RON HUBBARD
129
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W.I.
HCO POLICY LETTER OF 30 APRIL 1959
Convert the following See ED to a local See ED and use it as follows:
Issue a copy of this See ED to every staff member.
The HCO See will then have a staff meeting and read the See ED aloud.
The HCO See is then to have them put away copies of the See ED present
and issue blank pieces of paper and pencils and give the whole staff and
executives an examination by saying, "Write down now every point of this
program. Sign your name at the top and hand it in when complete."
On the following day call another staff meeting. Read this See ED aloud,
tell them to put away copies of it, issue paper and give exam.
One week later do the same thing only this time be sure to have every
exam paper signed. Grade these exam papers and airmail the lot to me.
"SECRETARIAL TO THE EXECUTIVE DIRECTOR
(Local Area)
OUR LONG DISTANCE PROGRAM
The way we will clear (continent)
1. Function departmentally and effectively, each doing his job well.
2. Encourage HAS Co-audit franchises in every populated area.
3. Grab off the name and address of each person who does an HAS course
in the field by smartly issuing every HAS certificate called for by a
field 'franchise holder' and get the names smartly into CF and on the
Address Plates.
4. Mail routine minor Abilities each 20th of the month to everyone in
the C17 address file list.
5. Stress being the main erg in every issue to make people newly
receiving Ability aware of services offered.
6. Run a Central Organization PE Frid HAS Co-audit Course, to discourage
town auditors from poaching and to get a training ground for students
and do our own PE HAS Co-audit well.
7. Teach the new HCA course I have just made and teach it well.
8. Process only toward theta clear and say so (as field co-audit people
will want to get cleared finally when they are fully released by co-
audit).
This is the basic program on which we are working. It is time we all got
busy on clearing all (name continent).
Only irreponsibility and failure to do one's job can keep this
organization down.
1 am doing my job. It is only just that 1 expect you to do yours. If we
all do our jobs well together, we'll make it and have a cleared Earth."
L. RON HUBBARD
130
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 12 MAY 1959
Convert into a Seel ED for Australia only.
PATTERN OF ORGANIZATION
MELBOURNE
Based partially on recommendations of HCO Secretary WW, the following
executive appointments and reductions are made for HASI Melbourne,
effective at once.
Post of Assoc Sec - Vacated. John Roberts transferred to Dir of
Processing.
Assistant Assoc Sec - John Swinburne.
Director of Administration - Vacated. Wally Burgess transferred to
Director of Accounts.
Director of Training - Peter Williams. Jessie Gray transferred to Staff
Auditor.
Director of Materiel - Hugh Walker.
Director of Promotion and Registration - Dorothy Walker.
PE Fnd Director - A. Devlin.
The office formerly used by the Assoc Sec is to be used as the office of
the Executive Director and may be occupied temporarily as well by HCO Sec
WW.
Further arrangements:
A meeting of all Executives shall be held daily and briefly at 2.00 pm.
Only the regular Ad Comm meeting each week, also to be held at 2.00 pin
Tues, shall have minutes taken.
Each Department head shall have the responsibility of hiring and firing
its own personnel with the approval of the Asst Assoc Sec.
The basic functions of each department are as follows:
This is what I expect from each department head:
Training: Lots of students graduated, well trained, with a high reality on
Scientology and to the ability to run HAS Coaudits and to theta clear
individual pcs. The materials are to hand.
Processing: To undercut the reality of all cases and to theta clear as many
cases as possible.
PrR: To get in the income for the organization as a chief responsibility,
to sign up as many pes and students as possible.
Materiel: To provide quarters and materiel to get the work done-to keep
CF,serviceable for PrR and Address useful to "Communication", membership
and statements.
Accounts: To get the income accounted for and into the bank, to pay the
bills accurately and keep good records and to raise the devil with PrR if
income is too low, with Materiel and printing if the bills are too high and
with legal if collections aren't made. PE Foundation: To run an amazingly
successful HAS Coaudit course, to keep new people coming in and the Coaudit
growing at least 5 new people per week and all cases cracked and everyone
keen to get trained further or cleared fully in the HGC.
Every person in each department share and own the purpose of the
department.
In general, get more done, get the show on the road, be in on time and
make Scientology felt by digging the grooves deeper.
It is the primary function of the Asst Assoc Sec to act at this time as
an Administration Training Officer to all departments to shape their
administrative lines
131
and actions and also "To get people to get the work done",
The Magazine "Communication" is to go out henceforce mimeographed and as
such will observe this policy:
Major Issue to go on 5th of each month to members and to include a PAB.
Minor Issue to go on the 20th of each month to everyone on the Address
Lists.
Bankers orders are to be used in signing up pes and students. Any
exception must have special permission from the Asst Assoc Sec.
An Address and CF system must be set up and must become as orderly and
complete as possible.
The PE Foundation must be given every emphasis and cooperation in
running an HAS Coaudit and must run it with strong 8-c on the public.
A Comm Centre and good Comm system must exist and be used.
Bank signature cards may be changed where necessary by reason of above.
The new HPA/BScn Course should be stressed heavily.
The purpose of HASI Melbourne is to take and hold and make grow all of
Australia, East, West, North and South, Melbourne, Sydney, Brisbane, Perth,
Adelaide and even Port Darwin.
My reasons for these changes include neither impatience nor animosity
toward any. Scientology business in Australia has grown to necessitate a
fuller pattern of organization.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C.
HCO POLICY LETTER OF 14 MAY 1959
Convert
Wash DC only
HCO ADMINISTRATOR
To HCO US and DC
Bill Hull is appointed herewith HCO Administrator for HCO US and HCO DC,
with a pay increase to 100 units. This appointment changes no other post
function but vacates post formerly held by Hull which must now be filled.
The HCO Administrator has general charge of administration and personnel
and is responsible for the general accomplishment of HCO functions.
The Administrator in particular holds the morning meeting, apportions
work load, reviews the functioning of communication lines, ensures the
accomplishment of HCO and my personal business via the responsible hats.
In particular it is the duty of the Administrator to see that personnel
are causative toward their posts and that the problems related to those
posts are handled by them, not by shunting despatches about,
The HCO Administrator brings order to HCO activities.
L. RON HUBBARD
132
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO POLICY LETTER OF I JULY 1959
[Excerptl
CenO
HCO WASHINGTON, DC
HCO Washington, DC, in charge HCO Dissemination See
HCO Continental See Sec ED
HCO Communicator, Continental and Area HCO Steno
HCO Area See Book Section Admin
LRH Personal See Book Section Shipping
LRH:gli.rd L. RON HUBBARD
[Note: Taken from HC6 Policy Letter 1 July 1959. The names of persons
appointed to the above posts have been deleted. I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1959
CenOCon (Reissued as HCO Policy Letter of 7 February 1963
Franchise Reissue Series 10)
Field
ORGANIZATION OF CORPORATIONS
The terminals of an organization must approximate to some degree the
goals of an organization. The communication lines of organizations must
parallel the action lines. The traffic flow in any given organization must
be approximated by the positions of terminals and their communication
lines.
An organization could be said to be as real as it approximated the
realities of its activities. If the organization does not well approximate
these realities then it has a low level of reality to the personnel working
in it.
Further theory on the reorganization of organizations consists of the
fact that certain organizational departments are engaged in business
activities; certain are engaged in public relations; and certain
departments are engaged entirely in the handling of programs already put
into action on a board level. I
The consistent failure of programs to produce results lies in the fact
that the execution of these programs has not been given sufficient dignity.
Thus no matter how well the programs were planned or what they consisted
of, the persons actually entrusted with the execution of the programs were
not permitted to carry them forward uninterruptedly. Thus a confusion of
thinking has existed in the organization and a rather large absence of
doingness.
For example, we give very little thought to the department known as
"shipping". This shipping function is apparently something which is under
executive management and has in itself no executive prerogatives. This is
contrary to the reality of the situation. The action of shipping is part of
the action of dissemination, part of the action of executing certain
programs which have been laid down. Certainly the execution of the program
should be given as much dignity and as much standing as the planning of
that program.
We discover in inspecting executive function that what we think of
ordinarily as an executive is someone who sits at a desk and handles a
great deal of inflow. If this is the case, we could then make a graph in
which we could draw a small circle on a piece of paper and point a great
many arrows at it. By the very reason of inflow on this "executive" level,
outflow becomes somewhat difficult. If we go off to the side from this
first circle and arrows and draw another circle with arrows emanating from
it, we would have a program execution picture. This is very largely
outflow. Probably the impulse of the business and planning sections to stop
or change the outflow programs stems in the main from this disproportion of
flows. Only we in Scientology would understand this and only we in
Scientology can do something about it.
LRH:dr.rd L. RON HUBBARD
Copyright Q 1959, 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED
133
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 AUGUST 1959
CenO
HCO VOL. SEC. MATERIAL
Purpose: To ensure the survival of enfranchised auditors in the field and
future organisational centres. To handle all ethical matters among the
auditors by remaining impartial and being loyal to LRH at all times by
helping him wear his hats in this regard. To be the direct communication
terminal between LRH and the Field.
Ethics: Bring Order is the prime job of all HCO Sees. What happens when you
bring order is that confusion flies off with great rapidity. You see that
someone is blocking the communication lines and creating needless traffic,
you put them straight, and the next thing that happens is that they have
got 100 very good reasons (Justifications) why they can't carry out your
order. Don't Q and A with this, don't be amused by it, don't argue with it,
just see that they do what you told them to do. You'll probably have to
repeat it about half a dozen times but eventually they'll get it.
This planet has been over-run by these confusions and banks for too long
now, so we as HCO Secs aren't going to get spun in as well. This subject of
confusion is an interesting scientific observation. It happens without fail
so don't get fooled by a bank.
Be equally interested in all the activities in the field. Don't just
concentrate on one centre-because the others won't like it! If there are
any big disagreements handle them-that's ethics. But just remember you are
there to handle your area and that means your whole area-not part of it.
Communication: You are in that area to represent Ron. People send their
communications through you to him-handle them. Watch out for people who
develop heavy traffic and block the lines. If they do (and they will) put
them straight.
Finance: See that the franchise holders pay their 109os in to HCO WW. Find
out why some do and some don't. Start collecting all of those delinquent
payments.
Courses: Run model HAS Co-Audits. Get the franchise holders in every so
often and get them to take your course. See that they know how to apply the
latest data on their course.
Hold Advisory Committee Meetings and send in reports to HCO WW on the
behaviour and progress of your area.
Remember one thing, we are not running a business, we are running a
government. We are in direct control of people's lives. But for the first
time we are not making victims of them, we are making them more able. So
bring order into these people's lives.
HCO Secretary WW
NW:brb.rd Copyright@ 19 5 9 by L. Ron Hubbard ALL RIGHTS RESERVED
134
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 AUGUST AD9
CenOCon
PROMOTIONAL FUNCTIONS OF VARIOUS DEPTS
Central Organisations are now running on the six department system. They
have been for some time and it is working, and working well.
Each of these six departments has its own Director, Deputy Director and
Function. The six are represented either by a Director of a Department or a
Deputy Director in the Advisory Committee.
The Association Secretary has amongst his functions, seeing that the
purposes of these depts are carried out and that the quotas and schedules
of each department are met. In addition he must see to it that the
promotional purposes of each department are carried out.
Each of the six depts has a promotional purpose in addition to all its
other purposes. By promotion in a Scientology Organisation, we mean REACH
the public.
Some of the promotional purposes of these Depts are listed herewith.
Dept of PrR: To reach individual aspirants for training and processing by
various communication means such as letters, phone, telegram and in
particular, personal contact. Public lecturing and the visiting of groups
by PrR persons or an Association Secretary are included in the promotional
functions of PrR. Broad contact by means of advertisement is also a PrR
function. PrR promotion is however mainly an individual matter. Amongst the
promotional functions is the arranging of the lives of aspirants so that
training and processing can be attained by them.
PE Foundation: The promotional functions of the PE Foundation include the
dissemination of invitations and literature to the broader public by means
of the available public. They also include the attainment of sufficiently
exciting results by lectures and doingness that the attendees will tend to
bring new persons into PE. PE via PrR may advertise for its classes. This
could be summed up by saying generate enthusiasm and attendance by
straightforward data and demonstration that Scientology works. The PE is a
showcase.
Academy: The first function of the Academy is to have a good Academy run
with tough 8C. For years it has been observed that a fine tautly scheduled
Academy that puts students over the jumps and makes them into
uncompromising zealots for the right way of doing things always attracts
new students. A bad Academy is always badly attended. The grapevine here is
so apparent that one only need look at Academy attendance to know Academy
quality. This is the first line of Academy promotion. The second line of
promotion in the Academy is using old students to get new students by
letters and programs. Amongst these programs is the Extension Course.
The HGC: The promotion function of the HGC consists of turning out cases
that rave about their auditors and the HGC. It is unfortunately true that
an HGC is not as well attended as it gets results. Indeed a good HGC from a
standpoint of results is often less well attended than one that really
chews Pes to ribbons. This is because of the victim complex in the society.
But good or bad-which is after all a technical, not promotional question-
the results of the HGC MUST include enthusiasm on the part of Pes for their
Auditors and the services rendered. Handling the private lives of Pes is
forbidden by the Auditor's.Code when done directly. But sometimes this has
to be done to get the case upscale. The best promotion of an HGC is
interest in the Pes in or out of session. And this is furthered by the HGC
use of tests. An Auditor must not evaluate for a Pc. This does not include
the D of P. A good D of P evaluates as harshly as an instructor and more or
less follows the Instructor's Code. An overbearing evaluating D of P always
has more Pes than a meek and mild one. The sending of tests to the Pc after
he gets home, the hounding him afterwards for reports on what and how he is
doing, is all a promotional function of the WC. There is a five year
standing order that a Pc must be written to three times after leaving the
HGC, the first letter one week after he leaves, the second letter one month
after that, and the third letter three months after that. An HGC that
doesn't stay in communication with the Pcs
135
never has very many. It's not up to PrR to stay in communication with the
Pcs who had Intensives even though the PrR does. It is up to the D of P to
stay in communication with these Pcs.
Dept of Materiel: You would not at once think of the Dept of Materiel as
being a promotional unit, yet it is. Amongst its duties is cleanliness and
spark in the quarters. A Dept of Materiel that will inventively make the
Org loom up in terms of buildings and quarters is doing Promotion. Materiel
should never slack on this function but many Materiel Directors have been
unaware of it. The Dir of Mat should get out and look the place over, and
figure out how within his budget he can make people come into this
particular building who know nothing about Scientology but only because
they were attracted in. Further, the Director of Materiel should realise
that his promotional lines consist of keeping Address and CF straight. He
holds all the bodies in CF enclosed in file folders and he knows where all
the bodies are in Address. If these are straight then the Director of
Materiel has done a great deal of promotion and combined with attracting
(rather than attractive) quarters, he is really promoting heavily.
Dept of Aects: Accounts is commonly so snowed under with Bookkeeping and
Prop Income that it doesn't think of itself as a promotional unit. But it
is. Snappy and accurate accounting, quick and accurate and even tough
rendering of statements is all promotion of a sort. We are accustomed to
thinking of an Acets Dept as being figure-figure non-reach sort of
department but this is far from true. (That's figurefigure.) Accounts is
promotional just by rendering bills properly and on schedule. And they're
promotional by making sure the public contributes to the organization in
money; by thoroughly backing up the PrR, Accounts does a lot of promotion.
Further, there is another thing that an Accounts Dept can do in the
promotion line. We are usually undermanned in the Accounts Dept and seldom
realize that lack of people in it is one of the most foolish economies we
can make. It's lack of people in the Accounts Dept rather than lack of
willingness that keeps our Accounts in a turmoil. There should be one
person on Statements, one person on Current Bills book and one person on
Prop Income breakdown even if one or two of these people are part-time. If
there are three-and there should be-part of the work of each would be
promotion as follows: Statements-noticing that credit is good on some
person in the Statements book, should write and tell the person so and give
a list of such people to the Dir of PrR. Current Bills, who should handle
purchasing and filing too, probably, has a public relations function in
handling the merchants with whom we deal and getting them interested in
what we are doing rather than allowing a purely trade relationship to
exist. Prop Income, who also usually does the invoicing, has a promotion
function in making sure that the receipts get back to the payee along with
some kind of pat on the back for helping Scientology along. MONEY is the
attention unit of this society. A lot of Scientologists say 'how mercenary'
when I start talking about money. They don't believe in it to the degree
that they don't want to attract any attention personally. And that's the
crude truth. We've got to get over that attitude. The commonest sense tells
us that if we had enough money we could advertise and build and hire our
way straight up the line ten times as fast as we are doing. Well one of the
ways we fail is to fail to use money as a promotion factor and to fail to
fully utilize commercial transactions and monetary exchanges as promotional
avenues. Think that over and buy the Dir of Materiel the new building he
wants and see how they start crowding in. The Dept of Accounts is our most
neglected promotional sphere and this we must overcome.
The six department system is built like a watch. It is worthy of
considerable study. And it certainly accomplishes doingness. Any sphere of
promotion there is can be assigned to one or another of its departments.
Association Secretaries these days are selected on the basis of their
personal ability to promote and get the show on the road. This should now
be extended to the Dept Heads of the organisation.
Promotion means REACH. Well, let's stop worry and start reaching on all
six cylinders.
L. RON HUBBARD
LRH:brb.rd
Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
136
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 SEPTEMBER 1959
LTD
HCO Offices
The following is written by Elizabeth Williams, HCO Exec Secretary,
Australia. These are her stable data and are well worth reading.
S.O.P. ON HANDLING ASSOC SECS, DEPT HEADS AND HASI STAFF
1. If they come to HCO always ask them to take a seat and 'what can you
do for them?' Put them at cause. If you go to them, take a seat, be calm
and stable and ready to help.
2. Be courteous and polite and behave as per bulletins on Scientology
Executives.
3. If they are upset ask them what the problem is and help them
straighten it out. Be an auditor.
4. Never be 'personal' in your critical remarks to them. This does not
help them or you.
5. Make sure you cover the ground of their problems in the org.
6. Ask them what they are doing wrong to HCO or the org and what HCO or
the org is doing wrong to them if there are any ARC breaks on the line.
Find out the particular people. Patch it up.
7. If there is something wrong on the line from your point of view-tell
them.
8. You are the auditor in this case-DON'T expect them to straighten you
out-they have come to HCO to get help from you.
9. If they have come to see someone else in the office other than you
DON'T stop work and stare and listen or butt in the conversation.
Continue work and don't lose time for HCO. If it concerns you-it will be
routed to you.
10. Don't expect them to see everything from your viewpoint just bang-if
you see that a job could be done better outline it to them and the
reasons why it could be done better and how. Make it concrete and
precise.
11. Never validate or talk about 'case' and Q and A with confusion in
handling HASI staff. Always outline and underline the constructive and
Bring Order. Don't spread bad news.
12. NEVER criticize any HASI staff member one to another nor any HCO
staff to HASI staff.
13. Remember always you are an HCO staff member and are separate from
HASI staff. Therefore keep your moans within HCO and never, never moan
to HASI staff or the public, or ANYTHING to do with Scientology.
14. NEVER join with HASI staff against any Org policy or Ron's policy or
his appointments in HASI, or for and against squabbles in HASI. Maintain
always a very definite separateness and do not voice your opinions on
HASI matters to HASI staff. Say all you like in HCO.
15. Always keep the goals of HCO and HASI in mind and operate as often as
you can on the best for the greatest number of dynamics.
HCO Secretary WW
NW:brb.rd Copyright (Z) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
137
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 NOVEMBER 1959
CenOCon
KEY TO THE ORGANIZATIONAL CHART
OF THE FOUNDING CHURCH OF SCIENTOLOGY OF WASHINGTON DC
This is the Organizational Chart of the Central Organization of
Scientology in the United States.
It is kept to date by Secl E D under the directions of only the
Executive Director.
Any changes believed necessary should be written as a dispatch and sent
to SecI E D.
This board has the force of assignment and is the primary means of
assigning personnel in the organization. This board is the publication
authority for assignment to post.
This is not a Communication Chart.
Communication may be accomplished at any time by anyone to anyone but is
official only through the Communication Centre by proper dispatch. If it's
not a written dispatch it isn't an order.
Board Planned and Organized by LRH with
the assistance of SecI E D.
The above is typed on a 3 x 5 white card (takes 2). Along with this is
the following, also on 3 x 5 white card, with appropriate colours pasted on
as indicated below.
Trustees are in Red.
Executives are in Blue.
Staff Members and Posts are in White.
A solid red line means a Founding Church chain of command. A dotted red
line means liaison.
A solid blue line means another corporation or office.
Where a red flag appears on board there has been a change of post within
the past week.
(Note "Executives" are Dept Heads and anyone who attends the Advisory
Council)
Here are the Purposes of Various Posts
& Depts in the FC of S of Wash DC as
shown on the Org Board.
(Note: The org bd shows name of post, followed underneath by purpose,
followed underneath by person's name. Examples:
Organization Secretary Comm Course Instr
Purpose: Purpose:
Nibs Hubbard Name of Person)
138
Founding Church of Scientology
Purpose: To Disseminate Scientology. To advance and protect its membership.
To hold the lines and data of Scientology clean and clear. To educate and
process people toward the goal of a civilized age on Earth second to none.
To survive on all dynamics.
Founding Church Congregation
Purpose: To communicate to the congregation the principles and philosophy
of Scientology. To insure for each individual an awareness of their health,
happiness and immortality through good training, processing and fellowship.
Staff Meeting
Purpose: To gather agreement and permit staff origination upon matters
relating to personnel and duties. To report on performance of duties. To
suggest promotional maintenance and organizational changes to FC
executives.
Organization Secretary
Purpose: To get people to get the work done. To enforce the policies and
advise the Board.
Advisory Council
Purpose: To advise the executives of the organization as to needed changes
and policies. To act as a meeting ground for department heads. To assemble
and report the statistics of finance and action to the Executive Director.
To advance ideas for promotion and improvement.
L. Ron Hubbard Founder (Location of this on Org Bd is at very top of HCO)
Purpose: To develop and disseminate Scientology. To support and assist
Scientologists. To write better books. To act as a court of appeals in all
organizational disputes. To form and to make official policies and orders
affecting the Founding Church.
Hubbard Communications Office
Purpose: To be the office of LRH. To handle and expedite the communication
lines of LRH. To prepare or handle the preparation of manuscripts and other
to-be-published material of Scientology. To keep, use and care for LRH's
office equipment. To assist the organizations of Scientology and their
people. To set a good example of efficiency to organizations.
Public Relations (under HCO)
Purpose: To maintain and increase good public relations for the
organizations of Dianetics and Scientology.
Editorial Director (under HCO)
Purpose: To keep material in publications within Organization Policy, and
to prepare publishable material.
HCO Communicator
Purpose: To keep the communication lines flowing and the files in order in
HCO.
HCO Board of Review
Purpose: To validate for full results every certificate ever issued in
Dianetics and
139
Scientology. To be the final authority on any certificates to be issued. To
be the final authority on Clear certification.
TECHNICAL DIVISION
Purpose: To insure good training and processing, good service and ARC
inside and outside the organization.
(Note: Under this is then listed "TECHNICAL COUNCIL
Dir of Training
Dir of Processing")
Academy of Scientology
Purpose: To train the best auditors in the world.
Training Administrator
Purpose: To keep the materials and comm lines of the Academy in good order.
To keep a Roll Book. To prepare and collect certification materials.
Hubbard Clearing Scientologist Course
Purpose: To educate auditors in the techniques and skills necessary to
clear human beings.
Communication Course
Purpose: To give people a reality on Scientology and to teach the
communication formula by Dummy Auditing.
Upper Indoctrination Course
Purpose: To attain ability to handle bodies, objects and intentions fully.
Theory & Practice Course
Purpose: To create a competent auditor with a good grasp of theory and
practice of Scientology. All five levels of Indoc.
Hubbard Guidance Centre
Purpose: To do more for people's health and ability than has ever before
been possible and to give the best auditing possible. To help people.
Processing Administrator
Purpose: To handle the persons, communications and materials of the HGC to
the end of improving and continuing the quality and business of the HGC.
Scientometne Testing in Charge
Purpose: To give all and any tests or exams that may be required to any
department or organization or personnel, and to keep and file results
accurately to assist research and presentation, and to have test materials
in abundance to hand.
Personal Efficieney Foundation
Purpose: To run an amazingly successful HAS Co-Audit Course, to keep new
people coming in and the Co-Audit growing, at least five new people per
week, and cases cracked and everyone to get trained further or cleared
fully in the HGC.
140
ADMINISTRATIVE DIVISION
Purpose-. To insure good and accurate communication inside organization. To
handle business and administrative affairs. To insure good working quarters
and conditions for and good work from organizational personnel.
(Note: underneath this is shown:
ADMINISTRATIVE COUNCIL
D of PrR
D of Mat
D of Acets
Dir of Administration
Dept of PrR Dept of Materiel Dept of Accounts.)
Dept of Promotion & Registration
Purpose: To procure students and preclears by actual, direct and personal
contact using personal letters and assuring an adequate number of students
and preclears.
Reception
Purpose: To create and maintain good communication and service amongst
staff, students and public.
Dept of Materiel
Purpose: To hold in readiness and good repair all the communication
materiel, files, addresses, furniture, equipment, quarters, and transport
necessary to adequate function of the organization.
Dept of Accounts
Purpose: To keep the business affairs of the organization in good order, to
maintain the good business repute of the organization and to see to it that
the business activities of Scientology are up to date in an excellent
condition. To make sure that income exceeds outgo.
Disbursement Clerk
Purpose: Breakdown income into proportions; validate bills; issue checks.
Legal
Purpose: To make legal the actions of the organizations of Dianetics and
Scientology and safeguard their public and private interests.
L. RON HUBBARD
LRH:js.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
141
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 DECEMBER 1959
CenOCon
PROGRAMME DIRECTOR HAT
The hat of Programme Director should be worn by the Association
Secretary (Organization Secretary).
This cancels any previous directive on the same subject.
LRH.js.rd Peter Hemery
Copyright@ 1959 HCO Secretary WW
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 22 OCTOBER 1960
Assn Secs Re-issued from Sthil
HCO Secs
(Dept Heads)
THE THREE SERVICE BRANCHES
HASI now has three service branches. Two are paid, one is free. These
are Testing, Training and Processing.
Training and Processing are the two paid services. Testing is the free
service.
These Three Services take precedence in quarters, personnel and general
activity.
All other services rendered are of secondary importance and, indeed, are
important only to the degree that they make these three services work and
to make sure they are adequately used.
The most important administrative department is Promotion and
Registration. This department ensures a flow of bodies into testing and
from testing to training and processing.
Material is the next most important department, furnishing as it does
Mestquarters, supplies, files and addresses-to the service units.
Accounts is the next most important function, taking care of the
receipts and disbursements and payrolls.
PE, as a procurement activity, continues. Its future function will be to
give a basic evening course based on the Anatomy of the Human Mind, using
Academy type instruction. PE shall continue as a department in those areas
where it has done well. In those areas where it has not contributed, the
Academy will absorb its functions of training, PrR will absorb its
procurement and HCO its open evenings.
Other activities also continue.
The basic plan of a Central.Org does not shift and alters only in
emphasis.
Personnel may be increased, out, shifted or deleted in a Central Org on
the sole authority of the Assn See or Org See to accomplish any such re-
adjustments.
The least affected organization is Washington, DC, as it does the least
local procurement and probably will not materially increase its test
department at this time.
LRH:js.gh.rd
Copyright@ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
142
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1960
Assn Secs
HCO Secs
HASI-HCO RELATIONSHIP DISCUSSED
I had a meeting today between the officers of HCO and HASI in
Johannesburg which brought up some points of interest to all HCOs and
Central Organizations.
The points of importance were these:
Central Orgs have certain fixed promotion lines which should be
followed. HCOs have some interest in the effectiveness of these. HCO has no
interest in the number of personnel employed by HASI in tech or admin, this
being entirely up to the Central Org officers. If HASI thinks it can get
along with far less and still render service acceptable to HCO, then it's
all up to HASI.
Central Orgs as such have a poor reputation for originating and
executing new promotion. HCO is responsible for broad new dissemination
projects.
I have always operated on the theory that if I drove enough business in
on Central Orgs, they would cope with it. And that I should not be deterred
by various resistances in the form of thinking it could not be coped with.
Thereby emerges HCO's primary function today-to do broad dissemination
and drive business in on the Central Org by any means within HCO's power.
HCO's role stems logically from my own most consistent functions: (a)
Technology and its proper performance and (b) Promotion of Scientology
widely by books and ideas and creating comm lines.
Whenever HCO falls away from these two items, the Central Org has rough
financial going. Lack of technical wins gives fast stagnation and few
excellent personnel. Lack of heavy dissemination gives a lack of bodies in
the shop.
On Promotion, driving in people on the Central Org is a primary
function. This does not mean individual people. It means masses of people.
HCO deals in masses and mobs and HASI deals in individuals.
HCO must carry out heavy book promotion and sale, many special events
(open evenings, lectures, Congresses), new effective mass comm lines
(magazines, etc) and must furnish new ideas.
HASI comm lines are set and fixed already. New lines disturb proven
effective HASI lines when HASI does them. HASI is helped when HCO does
them.
HCO's interest in HASI personnel ends with making sure the business HCO
drives in is not wasted. Hence hat checks, security checks. But HCO may not
interfere with actual personnel selection or dismissal except to act as a
justice on complaints from personnel, and then HCO may be going too far
even so.
HCO is a mass dissemination organization. HASI is an individual service
organization.
The primary breakdown in any org is Technical Excellence. When this
goes, all else soon follows or stays low. The primary lack of income comes
from HCO failure to widely disseminate and hold special events that bring
people to HASI for HASI to approach and care for. Almost as important an
income failure source is HASI's failure to contact often (from PrR)
individuals HCO has drummed up by mass programmes.
When HCO lays down how many people HASI must or must not hire it errs.
HCO is the "Madison Avenue" of Scientology, meaning it's the advertising
broad public presence unit. But "Madison Avenue" does not run the
businesses it serves. It only makes them look brighter to the potential
public.
I think this gives us a new look at HASI-HCO relationships and their
zones of responsibility.
I laid down these principles to clarify the problems which had arisen
between
143
HASI and HCO in Johannesburg and I feel the same principles may resolve and
re-orient many areas of overlap or dispute in other orgs.
I consider these points as new policy for sorting out the two areas of
HASI and HCO.
However, nothing in this policy letter exists to prevent HCO from taking
sudden and heavy action to remedy obvious or possible collapses on HASI's
part in handling
the business brought in.
LRH:js.rd
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
23 Hancock Street, Joubert Park, Johannesburg
HCO POLICY LETTER OF 8 DECEMBER 1960
SA Only
DURBAN EXPANDED
The Durban Office effective area shall hereafter also include all of Natal.
LRH:aec.rd
Copyright Oc 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 DECEMBER 1960
SA Only
Central Orgs for info
CAPETOWN HASI TO BE ESTABLISHED
Effective at once a HASI Ltd Central Organization is to be established
in Capetown, Cape Province, South Africa.
The pattern of the organization is to be similar to the Central
Organization in Johannesburg. Johannesburg, however, remains the senior
organization in Africa.
Special local courses may be run to give Capetown a start. Announcements
may be sent out by HASI Johannesburg to the Cape Area. A mailing list for
the Cape Area but not address plates may be furnished by Johannesburg.
A PE Foundation should be formed as soon as special courses and
preclears have been begun successfully.
Jack and Alison Parkhouse are appointed Association Secretary and HCO
Secretary of Capetown respectively. Their unit pay will be continued from
Johannesburg. So long as such unit pay is drawn all receipts and
disbursements of Capetown shall be part of Johannesburg's accounts.
All Capetown staff shall be recruited and trained in Capetown. Due to
shortage of Org staff in Johannesburg, Capetown should develop its own.
Jack and Alison Parkhouse are detached as of this date from all duties
in Johannesburg.
LRH:aecjs.rd L. RON HUBBARD
Copyright @ 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
144
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex.
HCO POLICY LETTER OF 16 JANUARY 1961
All HCOs
All Central Orgs
HCO Area-Call a whole staff
meeting, read, issue and discuss
HELP ME PUT IN THE NEW LINES
We are about to execute some fundamental changes in Central Orgs. For
years Central Orgs have had trouble promoting and procuring. After months
and day and night work in Johannesburg I have resolved this. It can work
everywhere, according to early reports.
I am about to write up all the, lines and hats of this new set-up.
We already have technology wrapped up if it.is followed. Ten hours of
tape are coming to you from DC for use in training HGCs. It is our first
complete package of technology fully tested, fully vindicated. It has yet
to be fully understood or used. It must be trained in on all staff auditors
and all new auditors coming on staff, It is all there on the tapes.
In Admin, the new test lines are watch-like construction.
If we get too much alter-is, too much "change because this area is
different", too many additives, we'll all be in a. spin. My own Admin lines
will become wholly unmanageable.
1 will try to be as clear as 1 can be. If it isn'twritten into the line-
up it isn't there. For instance, there is no phone number given in- the ~'Q
Ad,~'but DC put one in its Ad and got no bodies, only floods of phone
calls. 1 had to cable?DC to get the phone number out of the ad so people
would walk in. For instance, an instructor trying to grasp Formula 13
wanted to know if you crossed off a name from its assessment list when it
was briefly run. Nothing was said about this in the HCO Bulletin therefore
you don't cross off names.
Additives have been the most source of most scrambling to date. People
add things that aren't there.
Alter-is is the other sinner. I call for small 18" square tables in
testing-large rectangular tables get bought, potential capacity of test
room is cut in half.
People want to know what's the authority of HCO. Its earliest genus was
the need to get new line-ups in place in Central Orgs. Broadly HCO is my
office in an area. As Executive Director, 1 am usually the one to put in
new departments, promotions, ideas and line-ups. HCO is there to make sure
they go in smoothly without omission, additives, alter-is or
misunderstanding. Once these are in they can be run by my Association
Secretary in that area. HCO is there to make kOn's postulates stick. That's
its most vital action. My postulates are contained in HCO Bulletins and HCO
Policy Letters.
You have to have cooperation from.everyone to make an organization work.
But there has to be a workable organization there before it can be worked.
Group-think never created an organization that worked~ Hence, 1 put them
in, and modify only after long study.
Frankly, 1 could not function at all without HCOs and cooperation, 1 am
tackling a huge job-the shift of Central Org patterns all over the world
and putting in new Central Orgs.
145
You can help by putting in the line-up as laid down, without alteration
or omission or additives. Only when it is all in and in right can you see
whether or not it works or how it works. After it has been working for a
long time, we can discuss refining it.
To make this new boom stick, we have to line up Technical Excellence
first, making sure every pc that signs up gets full reality and case gain.
Then we groove in the New PE Foundation under a competent director. Then we
make very sure of our Academy for future auditor supply.
To do these things, 1 am already furnishing you lots of unchanging gen.
You are on a high level of stability now, Tech and Admin both. The only way
we could fail is to fail to get the exact mock-up in and working. Then it's
lots of people, high units and we're away.
And I'm depending on HCO to make my postulates stick, on staffs to
cooperate and on Association and Org Sees to help the new policies take
form and to run them sensibly and accurately after they are squared away.
That's our programme. Help me get it in shape.
LRH: js.aap L. RON HUBBARD
Copyright@ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JANUARY 1961
HCO Secs
Assn Secs
APPOINTMENTS
Peter Greene is appointed herewith Association Secretary, HASI
Johannesburg.
Ray Stout is appointed herewith Association Secretary, HASI Durban.
Jack Parkhouse is appointed herewith Association Secretary, HASI
Capetown.
Dennis Lee is appointed herewith Association Secretary, HASI New
Zealand.
Tony Dunleavy is appointed herewith Association Secretary, HASI
Perth.
Les Verity is appointed herewith Association Secretary, HASI Sydney.
Peter Williams is appointed Continental, Director for Australia, New
Zealand and
Oceania.
Marilynn Routsong is appointed herewith HCO Executive Secretary, HCO
Continental America.
Vicky du Toit is appointed herewith HCO Secretary, HCO Continental
Africa.
Rosemary Friel is appointed HCO Area Secretary, HASI Johannesburg.
Alison Parkhouse is appointed herewith HCO Area Secretary, HASI
Capetown.
LRH:js.rd L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
146
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 FEBRUARY 1961
(Re-issued as HCO Policy Letter of 20 December 1962
CenOCon Re-issue.Series 8)
Frmchise
Field
THE PATTERN OF A CENTRAL ORGANIZATION
The following is a summary of all parts of a Central Organization for
use in Permanent Staff qualifications and in departments.
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.
THE ASSOCIATION SECRETARY'S OFFICE
The Assn Secretary runs the Central Organization. He is usually assisted
by a secretary who expedites his communications, writes his letters and
gets in his reports for the OIC and keeps it.
Personnel procurement and placements, financial management, legal
actions (including press), valuable documents, and the OIC board are some
of the. administrative functions of this office.
Proper operation, willing performance of duty of its executives and
personnel, its ample financial solvency and general high effectiveness of
the technical and administrative functions of the Central Organization are
all the responsibility of the Association Secretary.
The Association Secretary is looked upon to keep the organization in
existence and functioning at a high level. HCO helps but the final
responsibility of keeping an organization going is the Association
Secretary's.
He has a Dept of Official Affairs (Government Relations) to help him
with legal, if required.
TWO DIVISIONS
There are two Divisions in a Central Organization. One is Technical, the
senior division, the other is ADMINISTRATIVE. There are six departments.
The TECHNICAL DIVISION includes these three departments: The PE Foundation,
the Academy of Scientology and the Hubbard Guidance Centre. These carry out
the three basic services of a Central Organization-Public training and
processing, Individual training and Individual processing.
THE ADMINISTRATIVE DIVISION consists of three departments: Promotion and
Registration, Material and Accounts. These care for the three basic
functions of
147
contacting and signing up people, taking care of quarters and supplies, and
handling all matters of finance.
TECHNICAL DIVISION
The Personal Efficiency Foundation
The PE Foundation is the entrance door of the public into the services
of the Central Organization, a knowledge of Scientology and a higher level
of civilization.
Test Section
By means of advertising mailings and word of mouth, the public is
brought in to be tested and evaluated. This is done by the Test Section of
the PE Foundation. This section does everything possible to route new
individuals into a PE Course.
RE Course Section
A five evening PE Course is given weekly. Its curriculum is precisely
laid down. Its total purpose is to explain elementary Scientology and
prepare and route people into the Co-audit.
The HAS Co-audit Section
Using precise processes developed for this section only, the HAS Co-
audit (Do it Yourself Processing) seeks to improve cases and further
interest people in Scientology so that they will take individual HGC
processing and individual training.
Summary of the PE Foundation
The PE Foundation is an entrance point to Scientology. If it fails to
pass people
from testing to a PE Course, from a PE Course to Co-audit and from Co-audit
to the
Academy and HGC then it is failing its functions, the unit will be low and
the Central
Organization faltering. I
No section -of the PE is an end-all where the public feels an action has
been completed. That the PE Foundation in itself does a great deal of good
is indisputable. However, the moment it relaxes on this fact and fails to
pass people along, it lets down every staff member in the other five
departments as well as its own people. A PE Foundation income is not
adequate to support even itself, and its services in training and
processing are not wholly adequate to functioning in life. It is an
entrance door. It must be alertly watched. Its numbers in testing, PE
Course and Co-audit today are.the organization's units and Scientology
people tomorrow.
The PE Director is now, next to the Assn Secretary, the most responsible
person for solvency in a Central Organization.
The Academy of Scientology
Headed by the Director of Training, the Academy is responsible for the
technical excellence of Scientology practice tomorrow.
Teaching two different courses in the same classes, the Academy trains
Hubbard Practical Scientologists and Hubbard Professional (HPA/H(,'A)
Auditors.
The Academy also teaches an upper level course once or more a year known
as the B.Scn. (Hubbard Clearing Scientologist) Course.
Precise scheduling, crisp training and true, direct answers to the
students' questions makes an Academy.
The HPA/HCA Course enrolls more or less every Monday unless the total
average unit is to be gained expensively tjirough individual processing
only.
The Practical course is the same as the old professional course except
that it is for people "Who don't want to practise Scientology
professionally". The professional course is a tougher version with more
requirements.
A bad Academy results in a bad HGC tomorrow as many graduates become
staff auditors.
A good Academy is known by its snappy scheduling and the degree of basic
data and action the student actually absorbs.
The Hubbard Guidance Centre
The HGC is headed by the Director of Processing, under whom come all
individual cases (public and staff).
148
The D of P is the case czar of the organization.
The D of P's total administration is done by HGC Admin. The D of P does
not do admin, only technical, but is in charge of admin and all staff
auditors and the department.
The D of P (or in case of more than 30 pcs/week, a deputy D of P)
interviews HGC cases every five hours of processing to establish the
quality of goals and rudiments and what the auditor is running.
HGC Admin procures and assigns auditors, gives applicants from the
Registrar their case estimates, keeps the files of cases, oversees proper
auditor handling of forms, oversees testing or gets it done for HGC pes
when PE testing is closed, finds and assigns rooms for auditing and keeps,
in general, the lines moving in the HGC.
If the D of P does these things or worse, takes preclears to process,
you don't have an HGC. You have a technical collapse.
HGC quality must be high and stay high. It is the highest technical
quality in the continent.
An HGC staff auditor audits directly on current run-down and produces
high case gains. HGC Staff Auditors are the most respected auditors in
Scientology and for a period of I I years have always gotten the highest,
fastest results in Dianetics and Scientology. A staff auditor may refuse to
process or refuse to release from processing any pc.
The HGC was born to show field auditors the results that could be
obtained, and lived on to carry the full burden of successful auditing
around the world.
ADMINISTRATIVE DIVISION
Dept of Promotion and Registration
D of PrR is headed by a Director of PrR only in the largest of Central
Organizations. Otherwise its two sections are headed by Registrars-the
Personal Registrar and the Letter Registrar.
Personal Registration Section
The Personal Registration Section finds and signs up applicants for the
Academy and the HGC.
The section includes one or more personal registrars, the receptionist
and, for Admin purposes, various admin personnel in the technical division.
It is headed by the Chief Registrar.
For public purposes (and possibly in a future change), all registrars
may be called or sign themselves as "Consultants".
The whole actual income of the Central Organization is dependent upon
the activity and excellence of the Chief Registrar, just as its potential
income depends upon PE and the Letter Registrar. If PE and the Letter
Registrar do not get them in, it is still up to the Chief Registrar to do
so. The Assn Sec receives the total income report from the Chief Registrar
each week as part of the Personal Registration Section Report.
The Personal Registrars interview applicants, sign them up on contracts
and releases and take their money for individual training and processing.
When prospects seem too few, Personal Registrars go back over "hot files"
and by phone or other means, seek to get people in.
A Personal Registrar cannot accept applicants finally for training and
processing. This is done by the D of T and HGC Admin. The applicant when
fully signed up is sent to technical. HGC Admin may demand more hours be
signed for after assessment (not test) by E-Meter-if so the Personal
Registrar signs them up for more, adding the hours to the contracts and
taking in more money.
Personal Registrars are entitled to view, the profiles of HGC and
Academy results.
A Personal Registrar always interviews a student or HGC pc after
training or HGC processing and usually nets some 50% of an Org's income for
additional sign-up in these "after interviews".
The motto of a Personal Registrar is "Always sell something, even if
only a book".
149
Unfortunately Personal Registrars have "income ceilings" for the Org.
Any given Registrar may "pin" the week's income at a certain figure. This
has to do with acceptance level on money. A Registrar must be wholly free
on money or this will happen.
Registrars are Admin not technical personnel but usually the best
registrars are good auditors. However, they may not assign times of
processing for the HGC, nor may they criticize HGC results to a pc. If
registrars are dissatisfied with results, the matter is brought up in
Adcomm or taken to the Assn See or even the HCO See, if no remedy is
forthcoming.
The Letter Registration Section
The Letter Registrar is in charge of the Letter Registration Section of
PrR.
The Letter Registrar and assistants keep a steady flow of letters going
to applicants to get them to come in for training and processing.
Income is proportional to the number of letters mailed a few weeks
previously.
To send out his or her letters, information packages and other mail
material such as projects, the Letter Registrar has executive charge of all
typists, Central Files, Address, Mail Room and Memberships.
Typing Pool
Anything to do with getting letters written and mailed or sending out
mailings or mail projects is wholly under the Letter Registrar.
All typing and typists are under the Chief Typist.
Central Files Unit
All files on Scientologists or applicants. are under Central-Files-in-
Charge. These include a file folder for everyone who has ever bought
anything -from the Central Org. The files are divided into Live and
Inactive Files. Magazines go out only to Live files. But letters may be
written to persons in Live and Inactive Files. 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 profile sheet, can be included.
For instance a copy of an invoice, the profile of a new test taken, a
notice of certification, all are forwarded to CF for filing.
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.
Memberships
Memberships (as well as the issue of HAS Certificates) come under the
Letter Registrar and are normally handled in the Address Unit.
Summary of Letter Reg Section
The writing of letters, the packaging of info packets, accumulation of
mailing lists, and the handling *of all files and addresses is a highly
developed activity in Central Orgs. It is enormously important since a
Central Organization income, even when PE is running well, is forecast by
the volume of this section. Volume has long since proven to be more
important than quality in the mailing of letters and packages. Any
communication is better than no communication, as facts and figures have
proven for years. Of course quality plays its role here too. Autumn 1960
data on how to write letters exists and should be followed.
150
Healing ARC breaks is a function of the Letter Registrar.
Preventing ARC breaks from happening by proper designations and address
and Memberships is all part of this unit.
This section receives its mail at once after invoice and receives copies
of all invoices. You can't expect high outflow and deny the section its
inflow. Mail important to Personal Registration is quickly answered by
Letter Reg and passed to Personal Registration when it has to do with
people stating they will come in.
There is only one Central Files. Personal Registration may have folders,
but just to use, not to keep. When a folder goes out of CF, a dummy folder
is slipped back in, so marked as to tell where the real folder went.
Anything to be filed while the main folder is gone is put in the off-colour
dummy and placed back in the main folder when it returns.
Card files from Address rather than CF folders are used by other
departments than the Letter Reg Section.
Dept of MaterW
Headed by the Director of Material (Dir Mat) the Dept of Material owns
every Mest object including pieces of paper in the entire organization and
is responsible for its inventory, existence and good repair and usage.
Material sets up and clears away rooms, keeps the place clean, maintains
everything, orders and supervises construction and even procures new office
or auditing space. If it's Mest, take it up with Material. If it's service
or significance or personnel, take it up elsewhere.
Material does all purchasing for the organization.
Purchasing can be done only after a dept head and Assn Sec approval on a
purchase order, no matter how small the item. The greatest single threat to
organization survival has been Purchasing by Material without proper
judgement and authorization by purchase order. Both Washington and London
have been all but crushed by this function done wrongly. Johannesburg,
purchasing with bad judgement, wound up with very little material despite
huge bills. Purchasing is a fine art and in Central Orgs a primary threat
if done too abundantly or wrong. Purchasing can be so bad that the
Organization can go broke while acquiring nothing. Further, enough money to
pay its bills and. have things is a better index for necessary income than
the unit. If the disbursement fund is kept more than adequate, the unit
will also be high. Financial management includes what is to be bought. When
it's okayed by the Assn Sec, Material can buy it. But if Material, in
liaison with Accounts, sees danger in buying Material must take it up with
the Assn Sec with more figures even if the Assn Sec has already okayed it.
The biggest potential upset next to purchasing is "job completion". An
Organization can be torn apart if each job, started, is not finished before
new jobs are begun. Unfinished jobs can upset everything. They must be
avoided.
Material should be given proper schedules of activities so that rooms
can be set up or auditoriums procured well ahead of schedule.
Cleanliness of quarters is a public point of acceptance of Scientology.
Dir Mat is a highly responsible job. It can make or break an
Organization.
Dept of Accounts
Headed by the Director of Accounts, the Dept of Accounts receives,
safeguards and expends funds in the Organization. No other person can
expend money, though others can receive it if it is promptly handed to
Accounts.
Scientology Orgs had trouble with accounts until a special accounting
system for Central Orgs was developed. That system is of a vital nature to
the Accounts Dept and must be followed without additives, ponderous
ledgers, peculiar sub-systems or deletions.
A Scientology Accounts system is simple. It works. It consists of
writing an invoice on a four-copy machine for everything received and a
disbursement voucher on a four-copy disbursemen~,~ Machine for everything
expended, even petty cash, with a
completed statement of Accounts knows of the expenditure.
The system consists of four files-one with a file for every creditor,
one with a file for every debtor, one with a complete file for every bank
account and one with a file for every weekly breakdown envelope.
A board with nails on it for pinning up invoices for every category on
the breakdown sheet and a book to put income sheets in plus an adding
machine and cabinets completes the entire system.
Then if accounts will file every piece of paper, letter, invoice,
voucher and receipt that comes in in these files properly, anybody can
summarize them and financial management becomes possible.
Monthly, on a mimeo sheet that bears the name of every creditor, all
bills are listed from the Creditor file (not from bills mailed in by firms)
added up and presented to the Assn Sec with bank statements for his
directions as to payment.
A similar mimeo sheet is made up of debtors each month and the amounts
they owe US.
Pay is paid not by cheque but in cash by the signature of the staff
member on a disbursement voucher that tells the whole tangled story. Staff
members each have a folder in the creditor file at the back in which copies
of the voucher are filed.
A chartered or certified accountant can always do a quarterly balance
sheet for the Central Org rapidly from these files if they are kept up and
are as designated.
We don't copy figures from figures into vast piles of day books,
ledgers, statements and other mysteries unknown. The files are these books.
The law demands records everywhere. Thee are the records we want.
When people pay on their bills, invoice it, (send them the white with
their next statement) and file it in their file folder.
Our weekly breakdown sheet, showing gross and units, amounts deposited
to salary sum, disbursement account, building fund must be displayed to the
staff each week on a staff bulletin board.
We are interested in complete, orderly files and their individual
summation. That's accounting in Scientology. If the Accounts department is
doing something else, they're still in the 19th century when accounting was
a vast mystery and managers went broke.
We have had good accounts and an easy life for Dir Accounts everywhere
the moment this whole system went in. Even governments were satisfied.
Admin Report Forms
Only one report (and its income sheet) is permitted per department per
week-except in PrR where each of its two sections reports.
We don't allow random report forms to develop in a Central Organization.
Everything anybody wants to know is on a dept's single report sheet for the
week.
HCO WW ultimately receives all except income sheets.
Technical Report Forms
A report by each student is required each week by the D of T.
A report for each session given a pc is required from staff auditors by
the D of P. These are "reports to LRH".
All these are ultimately received by HCO WW.
Holding the Form
The above write-up gives the essentials of the form of a Central
Organization.
There are many policies. These are found in the HCO Policy Letters.
There are many specific lines and instructions. These are also mainly in
HCO Policy Letters.
It isn't the, type of area a Central Org is in that establishes the unit
for the staff. It is the adherence to the form. As soon as parts of the
Central Organization break down the unit is affected adversely.
152
A Central Organization now makes as much as it adheres to the form above
and gets in as much hot water as it does not. The earnings of a staff
member are directly related to the pattern being kept. This form of a
Central Org required a decade to develop. It is based not only on what is
right but what Central Org personnel will do. Follow it.
There are certain truisms which have developed regarding overall
department function. These are:
If technical breaks down (HGC) the whole show goes. Staff member cases
bog. executive personnel isn't developed, ARC breaks disrupt the field.
A badly run Academy ceases to be attended at once by some mysterious
grape-vine.
If the PE Foundation isn't steadily flogged by the HCO and Assn Sec, its
order crumbles since it is the first point of impact by a disorderly
public. Where the public contacts the Central Org the points have to be
held hard to keep order in.
We must never put things on "wait". The legal eagles are always asking
one to wait. Companies are always putting us on "wait". Don't stand for it.
Crush it through.
A staff member should be judged by his effective action on post, not on
his charm or personality to other staff members or lack of personality.
A clique of friends of the top versus the rest of staff always denotes
fear on the part of the top. The proper group is the whole staff in and
doing their jobs.
It is better to train than process income-wise but don't neglect
signing up pes.
A staff member whose appearance is sloppy tends to handle his comm the
same way. A security risk staff member can require as many as 2 additional
staff members to handle the resultant Dev-T. Security risks are dynamite.
Only with security risks do you get lying rumours and bad morale.
Never fill a post with a second-rater just to have a post filled on the
Org board.
It makes a camouflaged hole. Less staff, if highly effective, can get
more done.
Don't try to raise the unit by firing good staff ever. Come down on the
PE and the registrars instead.
Get books sold to get people in. That applies to PE and reception and
the registrars as well as HGC.
As an executive don't drag people off jobs to get emergencies done.
Emergencies only occur after somebody drops the ball.
Free weeks demanded by HGC means the registrar-HGC Admin line has broken
down, that HGC is doing a poor job and that people aren't signing for
enough processing.
Keep field security risks out of PE, training and even the premises.
They cost a lot of people.
Keep staff processed until they're clear.
Don't let a person on a department head post who has a bad needle
reaction to control.
Don't let an auditor on staff who has a bad needle on help-they
dramatize failed help every time.
The Assn Sec can order a staff member to processing at staff rates but
not to the detriment of processing of the public or other staff members.
Run a tight show, using this outline of organization, convert all
franchises to Central Orgs, keep technical high and income up and we'll
make it.
LRH:dr.rd L. RON HUBBARD
Copyright @ 1961, 1962
by L. Ron Hubbard [Note: The only change made on re-issue was
increasing the
ALL RIGHTS RESERVED distribution to include Franchise and Field.)
153
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 FEBRUARY 1961
Assri Secs
Heo Sees
Area See
City Offices
PATTERN FOR CITY OFFICES
There are now two types of Scientology Organizations. One is the large
Central Organization as represented by Washington, Los Angeles, London,
Melbourne and Johannesburg.
The other is the City Office as represented by Sydney, Perth, Durban,
Capetown, Auckland, New York, Seattle, San Diego, etc.
FUNDAMENTALS
Fundamentally, a City Office evolves much as a large Central
Organization did.
A City Office at first cannot use or afford the extensive pattern of a
Central Organization and still remain solvent.
There is a make-break point above Which one can afford the six
department system and below which one has to "cope". This is at a minimum
at ;C400 per week income or S 1200. Until one routinely has that, one
cannot do otherwise than "cope".
A City Office is at its beginning characterized by the fact that
everyone on staff wears all the hats. There is no individuation of
departments. Later some semi-individuation can take place. This comes in as
income grows.
Even if all the titles are worn, the departments do not exist in fact
and a condition can arise where people try to be Dept heads when they are
really just sweeping floors.
In a City Office at first one cannot afford to employ Administrative
staff who only Administer. The first break-out of this is hiring a
receptionist.
A City Office is composed almost entirely of Technical personnel who
while working at technical activities (teaching, processing) somehow handle
Administration.
A City Office invoices everything received, banks it all and pays all
its salaries and bills by cheque. That is the lowest rung of an Acets Dept.
Probably the Assn See in a City Office does this. The records are kept no
further and someday get audited.
The fundamental action of a City Office is technical service.
A RUNNING CITY OFFICE
A City Office which is well established may have seven or eight people
on staff. Almost all of these people render at least some technical service
except reception.
For example:
Assn Sec is Promotion, also Interview Registrar, Dir Accts and
Purchasing.
D of P is a Registrar, does all Letter Registration and Invoicing.
154
Dir Mat keeps the place clean, does Address and Mail.
D of T teaches all students all classes.
PE Director handles PE and Co-audit both (staggered nights).
Any additional personnel are staff auditors.
A crew such as the above (such as HASI London, 1956) can actually make
E500 or S 1500 a week using only five rooms and this small staff.
Now very little Admin is expected of these people. The whole of Admin is
a weekly financial breakdown for the unit and Adcomm reports, pcgraphs and
auditors' reports, student training reports and local mailings. Nobody
expects OIC boards to be kept or long winded reports to be made.
THE TEST LINE
With forthcoming Automatic Evaluation, to an established City Office,
already doing well, a Test Line may be added providing it requires only the
services of two people-one as Test in Charge, the other as Test Marking,
Evaluation and Test Mailing.
If the PE Director is the best control person in the Org, the tes ' t
line would then
have a hope of paying off very well.
A test line should probably not be put into a City Organization which is
not yet established.
HCO OFFICE
A City Office has an HCO Area Office.
The actions and duties of this office are covered by a recent HCO Policy
Letter.
But in a City Office there is an added action for the HCO Area See. She
may or may not have a communicator, depending on the size of the 5%. But
the HCO Area See in a City Office assumes the HCO Continental Hat for Broad
Dissemination in that area.
The HCO Area of a City Office must think about, handle and bring off
special events.
These consist of Free Open Evenings, Tape Plays, Junior Congresses,
Meetings for Field Auditors in the area and any special activity calculated
to interest people in Scientology in that area.
SUMMARY
A City Office, well-handled, can grow to become a Central Organization
with a Six Department System. But its income must rise above f 500 a week
or S 1500 before it starts adding anything but technical personnel.
LRH:js.vmm.aap L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
(Note: This Policy Letter was reissued in full by Franchise Sec WW on 30
Oct 1963 as part of a compilation of four P/Ls, dated 21 Feb '61, 9 Apr
'61, 2 May '61 and I I May '6 1. A paragraph reading, "A City Office could
be said to be running when it is receiving income for its support. This is
paramount aboye posts and patterns", was added after the sub-heading "A
Running City Office", followed by a new sub-heading "An Established City
Office".]
155
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1961
CenOCon
"Central Organizations"
MY PROGRAMME TO RAISE YOUR UNIT
1. Differentiate between a City Office such as Perth, Sydney, Auckland,
Capetown, etc and a Central Organization (see HCO Policy Letter of
February 21, 1961, Pattern for City Offices).
2. Put strenuously into effect recent HCO Policy Letters regarding HCO
activities in every Central Org HCO and every City Office HCO.
3. Put firmly into effect HCO Policy Letter of February 14, 1961,
'Tattern of a
Central Organization" so that it is understood fully for every
department by every
person on staff in every Central Organization.
4. Get into action auditing of staff under D of P on 12Y2hour
intensives.
5. Get HCO Bulletin of February 18, 1961 on Goals SOP in action first on
staff and
then on HGC pes.
& Get HCO Policy Letter February 21, 1961, Issue 11 on Choosing PE and
Registration Personnel for action.
7. Get permanent staff and permanent executive staff qualifications in
action and
permit no pay increases to anew permanent staff level until all
qualifications fully
satisfied as per HCO Policy Letters on Personnel and Permanent staff.
Get them
qualified.
8. Get Test Line in and working as per policy and PE Foundation
furnishing plenty
of prospects.
This is my immediate programme. I have been preparing it and letting
you in on it
for the last few months.
It means a 2 par unit plus as a routine thing if you follow the above
steps.
To show you what this means, in 8 (Test Line) the moment the Script for
Evaluation was memorized by Evaluators and used, six sign-ups for PE were
done in one hour as opposed to six in half a week last week in
Johannesburg.
This is the immediate basic extent of all my Central Org planning. These
are the basics for action.
These are the things 1 want HCO concentrated upon.
These are the things 1 want Assn Sees to work hard to achieve, surviving
the while.
Assemble the above mentioned HCO Bulletins and Policy Letters. Do your
work but get these things in as well and as firmly as you can. They are a
package for forward progress. Every staff member has his part in getting
these steps accomplished while keeping the show on the road.
LRH:js.rd L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
(Note by HCO Secretary WW: The Policy Letters and Bulletins referred to
are: HCO P/L 16 Jan. 1961, Help Me Put in the New Lines, Vol. 7-145; HCO
P/L 26 Nov. 1960, Permanent Staff Requirements, 1-124; HCO P/L 17 Feb.
1961, Staff Post Clarifications-Permanent Executives to be Approved, see 1-
127; HCO P/L 13 Feb. 1961, Permanent Staff Requirement Changes, 1-125; HCO
P/L 21 Dec. 1960, Staff Clearing-New Policy, 5-214; HCO P/L 9jan. 1961,
Duties of HCO, 1-32; HCO P/L 31 Jan. 1961, Spheres of Influence, 1-35; HCO
P/L 17 Feb. 1961, HCO Continental, 1-38; HCO P/L 14 Feb. 1961, Pattern of a
Central Organization, 7-147; HCO P/L 21 Feb. 1961, Pattern for City
Offices, 7-154; HCO P/L 17 Feb. 1961, Issue 11, State of Emergency, 1-39;
HCO P/L 21 Feb. 1961, Choosing PE and Registration Personnel, 1 -110; HCO B
18 Feb. 1961, SOP Goals; all Policy Letters on PE-Test-Evaluation line,
Vol. 6. HCO Area Sec: Make sure that these, and all other Policy Letters,
are hat checked on staff to ensure that they know and understand them.)
156
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Do not rernimeo HCO POLICY LETTER OF 12 MARCH 1961
5 copies to each Cent. Org Issue III
1. Master file HCO
2. 2nd file HCO
3. Hat fldr Assn See Sec
4. Assn Sec
5. HCO Area Sec for hat DUTIES OF THE ASSN SEC'S SEC
check on Assn Secand INA CENTRAL ORGANIZATION
Assn See See
The secretary to the Assn See, or where there is none, the Assn Sec,
should perform the following secretarial Admin duties:
I . Reception and appointments for the Assn Sec (body and phone traffic).
2. Valuable Documents, keeping them in a safe, holding the combination
to the safe, photostating them in accordance with directives about Val
Doc and being able to produce them.
3. Organization Forms, knowledge of them, their duplication and supply,
and giving them out on request.
4. On Thursday morning each week, placing one each of the proper. weekly
department head report forms and an income sheet (as it applies) in the
Comm Centre baskets of the Dept Heads for their filling out by Monday
next.
5. Handling all job applicants and furnishing them forms and giving them
guidance.
6. Filing all job applications as per HCO Policy Letter of March 12, 196
1.
7. Typing the Assn See's letters from dictation equipment (never by
shorthand) or
seeing they get typed in the typing pool, and seeing they get signed and
sent.
8. Handling secretarial and filing matters of the Dept of Govt Relations
or Official Affairs, or if it does not exist, handling items related to
it as directed by the Assn See.
9. Doing all Thermofax (photostating) duplication for the Organization
as requested.
10. Keeping the desk of the Assn Sec straight.
11. Keeping the hat file, Policy Letter file and Technical file of the
Assn See in order.
12. Policing the comm lines and the In, Pending, Out baskets of the Assn
Sec in order to facilitate his paper work. Preventing the Assn See from
using the In basket for pending and seeing that the In basket remains
open for fast perusal of newly received material. When perused by the
Assn Sec it goes into Pending as soon as seen or is handled and put in
Out. In short, preventing the Assn Sec from being overburdened with
despatches and preventing him or her as well from becoming a bottleneck
on the comm lines, since the Assn Sec must be kept swiftly informed on
the despatch or it will become a body-phone line. Discourage the Assn
Sec body traffic by getting people to put things on the despatch line.
When people phone for appointments try to get them to write a despatch
or letter instead.
13. In case the Assn Sec is a Continental Assn See, providing an
additional pending basket for each City Office and for HCO WW.
14. Receiving, marking and posting on time the O.I.C. charts each week.
15. Taking and typing Ad Comm reports.
16. Forwarding the weekly department reports to Accounts after doing the
Charts.
17. Seeing that Accounts forwards the Dept Head reports to HCO Area Sec
for forwarding to HCO WW by the Thursday following the week they
represent.
18. Being acquainted with and having to hand all Policy Letters dealing
with personnel, legal matters, Val Doc filing, forms, press relations
and other matters relating to the above duties.
19. Refusing to permit the Assn Sec to remain unaudited. Making sure his
overts on and withholds from staff are taken off routinely.
LRH:ph.rd L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard 157
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 APRIL 1961
Issue 11
4 Copies to each Cent Org
Fwd to City Offices
CITY OFFICES
SUCCESSFUL PATTERNS
(Reviewing HCO Pol Ltr of Feb 21, 196 1)
In the evolution of Dianetic and Scientology Organizations, there have
been several patterns for small offices.
A Running City Office
The most successful of the pre-Organization offices was actually quite
different from anything we have had since. It made a great deal of money.
It was London 1953-55.
It did not have a full time Academy or any HGC.
This office periodically gave a course in Scientology which awarded
certificates. Perhaps two or three courses a year.
It sold books and memberships.
It sought to handle field problems.
The staff consisted of an HCO Sec-Assri Sec type person, a mail clerk
and a typist-memberships-accounts person. These wore all on regular pay.
The instructor for each course was called in from a distance and was
usually a known personality and was paid quite well.
The field in the area was not very happy with the office which was what
caused its change. But it was successful.
In its later days it farmed out pcs to field auditors and received 25%
of the fee. This was the first "HGC" outside the US. This did not work well
at the time.
An Established City Office
The most successful established City Office pattern was London, 1955-56.
This office gave good service and was very solvent.
Its staff was on wages and consequently there were not many of them and
they worked very hard.
The activities of this office were Training (enrolling students weekly),
Processing (an actual HGQ, selling books, memberships, and issuing a
monthly magazine, and keeping address files, giving Congresses, and keeping
accounts.
Its personnel was more or less as follows.
The Assn Sec (who did everything).
158
My Secretary (who handled field and non-routine mail). The D of P and
Registrar (same person-no HGC Admin). The Director of Training (and also
sole instructor). The Administrator (who handled Materiel, purchasing,
accounts and typists).
. typist (one, who did address and C/F and Memberships).
. Mail Clerk (who sold books and handled mail and copied tapes).
. Receptionist (who also typed the D of P/Registrar's letters). Staff
Auditors (about five or six, who audited pcs without further duties).
Training and Processing costs were about the same as at present.
Washington at that time had a similar structure.
This was a highly successful office in terms of solvency and pay but as
its personnel increased to handle overwork, its procurement had to
increase, making toward our present Central Org sub-divisions.
The one frailty of this Established Office was its inability to keep its
files and accounts in good order, a condition which also prevailed in its
Washington counter-part.
I also assisted this established office, but it also bore research
expenses.
These two patterns of a Running and Established City Office, because
they worked, are favoured by me for offices other than Central
Organizations.
I would prefer that a City Office run on either of these two patterns
rather than try to scale down the Pattern of a Central organization.
The unit system could still apply or the City Office could go on wages,
depending on its own decision.
L. RON HUBBARD
P.S. The patterns of 1950-51 Dianetic Organizations are not recommended.
They ran only as long as I did all the work, a factor which tended to make
me an expert in Admin.
As I had no legal control over these Orgs and as (especially Los
Angeles) the staffs elected their own heads (a fatal error) and as security
was zero-minus, there is little to be learned from them of a positive
nature. Negative lessons consisted of:
1. 1 keep control of the Orgs.
2. No heads of Orgs may be elected.
3. Security is vital.
4. Press must be avoided.
5. Vested interests first try to capture an Org, then try to
invalidate me to the public, then try to infiltrate.
6. Finance must remain for Scientology, not for private profit,
These were bitter lessons and have determined our pattern of
organization from the moment in 1952 that 1 managed to regain control and
put a gradual end to the various evils which began with the pre-Book One
attacks on Dianctics by an aberrated society.
LRH:ph.rd LRH
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: This Policy Letter was reissued on 30 Oct '63 by Franchise See WW
with three other P/Ls, 21 Feb '61, 2 May '61 and I I May '6 1. j
159
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 APRIL 1961
Issue II
CenOCon
CENTRAL ORGANIZATION MINIMUM STAFF
(A Reorganization Policy Letter)
(Not imperative for South Africa or Australia)
The minimum staff of a Central Organization means the number of posts
that must be covered each by one person. The additional hats of the
organization are worn by these staff members listed as basic staff.
The main sources of low units are:
I . Poor Academy Training,
2. Poor HGC results,
3. Ineffective personnel on the posts of Chief Registrar and Letter
Registrar,
4. Failure to adhere to Org pattern and duties, and
5. Overstaffing Admin.
The unit system makes an organization peculiarly prone to overstaffing
in Admin and, for some reason, understaffing in technical. There is too
much ease in putting a person on staff and too much nostalgia in taking him
off.
Large staffs are usually a result of a chaotic personnel employment
application system and consequent Dev-T. An insecure staff member makes
enough Dev-T to keep two more persons employed. This is why there are large
governments-they solve inefficiency and Dev-T by adding people, not by
getting people to do the job.
This, therefore, is a basic Central Org staff list. Consistent low units
stem from the causes listed above and, in thin times, having a staff larger
than that listed below:
(Not listed in order of importance):
1. Association (Organization) Secretary
2. Association Secretary's Secretary
3. Director of Processing
4. HGC Administrator
5. Staff Auditor Auditing Staff
6. Staff Auditor Auditing Staff
7. Staff Auditor
8. Staff Auditor
9. Staff Auditor
10. Staff Auditor
11. Staff Auditor
12. Director of Training
13. Instructor (plus Ext Course)
14. Director of Accounts
15. Director of Materiel
16. Chief Registrar
17. Receptionist
18. Letter Registrar
19. CF in Charge
20. Address in Charge (plus Certs, Memberships)
21. Typist for Letter Registrar (Mail)
22. PE Director (Test and Eval)
23. 1/3 PE Course Instructor
1/3 Night Comm Course Instructor
1/3 Co-Audit Instructor
24. 1/2 Weekend Academy Course Instructor
1/2 Weekend Intensives etc.
25. Cleaning personnel.
The basic staff is observably 25 persons, if we count night and weekend
instructors as part of an individual unit.
It will be seen that with low income this still gives an adequate unit.
160
Staff auditors can be added to the degree that pcs warrant. Extra
auditors occurring in the five allowed can be assigned impermanent Admin
duties, such as ARC Break Registrar, but are pulled back to HGC when pcs
exist for them.
When the basic pattern of each department does not in fact exist in that
department (such as four files complete in Accounts), the Org is always too
busy with a disorderly present to cope with the time needed to get a basic
pattern in with which to work. This makes an appearance of a need for many
more staff members. If these are to be employed at all, they should only be
given jobs which will get in the basic pattern of files, lines, materiel
readiness to handle traffic. While their departments are being gotten in
strict good order, regular staff should carry on present time activity. In
other words, never use extra help to handle current business. Use it only
to straighten out past and future business. For instance, Accounts will
always be calling for current help until the basic four file system is
complete, at which time one person could care for the department proper
(even if another were used on Tax, etc). But without the basic pattern in
properly, it takes two or more people to do current accounts. This is also
true of PE.
With no tests prepared properly for issue, no comm baskets to take
various stages of a test and routing, no simple record system, it takes a
full time test administrator just to cope with the basic disorder and keep
the PE Test section running. In short, if a Department isn't "in" right, it
takes many more people to run it and there goes the unit value and the
future problem-"We can't get personnel because we have too low a unit" etc,
etc.
Expansion from basic staff should be in two directions- 1. Getting the
basic department in and 2. Technical personnel. Admin staff should never be
expanded to handle current work until the income of the organization is
above $5,000 a week or f 1,400, routinely. This means hard work but it also
means high units until the income gets up to that point.
However, at the moment, with our current resurge, and with staff
clearing, coping with new business is going to be our worst problem, not
low units.
My advice now is to skin staff down into two categories: I . Current
work; and 2. Basic Organization and future technical.
Take the above skeleton force to handle current activities. Take the
entirety of remaining staff you have and assign them to those departments
that need their file systems, lines and materiel straightened out and get a
basic organization in perfect shape.
Further, take any Scientologist on staff and get him or her also pushed
through a rigorous evening course on TRs, E-Meter, Model Session and make
letter-perfect auditors out of them. Technical, needless to say, is basic
organization.
I would not dismiss lots of staff members now to get a higher unit. I
would use existing staff members intelligently as above and prepare to
expand the number of pes who can be audited and the number of students that
can be trained. Your personnel pool is the overstrength departments of the
organization.
I would now stop the staff going from HGC to Admin and reverse the flow.
I'd get people into Admin and shape them up to be transferred to technical.
You'll be needing them. You just haven't got enough auditors and
instructors. The intelligent thing to do is make them out of Admin people
as above.
The basic staff given above is the basic staff of a Central
Organization. It can care for any current business up to 95,000 or f 1,400
sterling per week by adding six more staff auditors to it. No more Admin
people should be added until the S5,000/f 1,400 level is routine. Then give
the Letter Reg more typists, get another Registrar and give Materiel a
clerk. Then add an assistant Admin for HGC and an Instructor to the
Academy, more or less in that order.
Follow this plan or something near it and you'll have high units. Go on
with an expanded Admin staff and no basic organization or future Technical
personnel and I guarantee your units will be low. I want you to have higher
units. And I want a basic organization there when the rush starts and
enough tech personnel to handle them.
Please act along these lines.
LRH:jl.rd
Copyright (a) 1961 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
161
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 MAY 1961
Central Orgs HCO Secs Assn Sees Franchise
PROCEDURE ON SETTING UP
CENTRAL ORGS OR CITY OFFICES
Before a new Central Org or City Office can be considered to be in
existence, and before the HCO starts sending to it Organizational
Bulletins, Policy Letters and other HCO issues, it is a pre-requisite that
the person or persons who will run the new organization should receive
training to this end in an established Central Org-normally the Continental
Central Org for the area in which the proposed new organization will
operate.
Either the future Assn See, or the HCO See, or preferably both, should
receive this training.
The person who decides when the new personnel are trained and ready to
start the new organization, is always the HCO Continental Secretary of the
area concerned.
In addition, legal matters must be dealt with, including the
registration of one of our Scientology corporations in the area (if not
already done), and a contract must be signed with the Hubbard
Communications Office.
PROCEDURE IN SETTING UP CITY OFFICES
The following procedure must be followed in setting up a City Office.
1. The auditor who wishes to set up the City Office should make a formal
application in writing. The application should be sent to the HCO
Continental Secretary of the area in which the City Office will operate.
2. No City Office may start operations without an HCO City Secretary
being appointed first. This City Secretary may be proposed by the
auditor or appointed by the HCO Continental Secretary, but in any case
must be approved by the HCO Continental Secretary. The HCO City
Secretary must receive Org Training in the Continental HCO for a period
of time determined by the HCO Continental Secretary, who will be the
sole judge of when the training is completed.
3. The auditor or auditors who will run the City Office may also go to
the Central Org or Continental HCO for training in Org procedure. This
is not essential but is considered advisable.
4. When the HCO City Secretary and/or auditor(s) have completed their
Org training, and the HCO Continental Secretary is satisfied that they
are competent to start operating a City Office, a contract must be
signed by the auditor. When this contract has been signed, and when the
HCO City Secretary is installed in the City Office, and not before, the
City Office becomes fully operative as such. Org Bulletins, Policy
Letters, etc, may then be sent to the City Office. No Bulletins or
Policy Letters may be sent before the contract is signed, except the
ordinary Franchise bulletins if he is a Franchise Holder.
5. Thereafter, the running of the City Office follows the current
policy, as set forth in HCO Policy Letter of February 21, 1961, Pattern
for City Offices, and HCO Policy Letter of April 9, 1961, City Offices
Successful Patterns or subsequent patterns that may be approved.
162
GENERAL
The City Office pays the HCO of the City Office 5% of its weekly income
each week. The salary of the HCO City Secretary is paid from this amount.
If the HCO City See is appointed to the post by the HCO Continental See,
the HCO City See is still paid by the City Office.
A City Office should be along the following lines as a bare minimum:
HGC, PE, and perhaps a small Academy, which can be run by the PE to start
with. A good idea would be to start with old-style HAS courses, as a
preliminary to training to HCA/HPA level. A City Office must obtain the
approval of the HCO Continental Secretary before commencing HCA/HPA level
training.
Only the HCO Bulletins, Policy Letters, etc which apply to the City
Office need be made available, but the others may be sent for their
information at the discretion of the Continental HCO.
In general, the City Office is guided by the advices of the HCO
Continental Secretary, but most of its activities are covered by current
policies as set forth in HCO Policy Letters, Bulletins, etc.
L. RON HUBBARD
LRH:jl.rd Copyright @ 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MAY 1961
Central Orgs
HCO Sees
Assoc Sees
Franchise
CITY OFFICES
(Addition to HCO Policy Letter of 2 May 1961,
Procedure on Setting up Central Orgs or City Offices)
Before a City Office is finally established, the contract and other
arrangements and agreements and personnel involved must have the written
authority of the Executive Director.
Therefore, when a Central Org makes arrangements for a City Office, the
contract must be sent to HCO WW for approval of the Executive Director.
Provision must be made for this by a specific clause in the contract.
LRH:jl.rd
Copyright @ 1961 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: These two P/Ls were reissued on 30 Oct '63 by Franchise See WW, with
two other P/Ls,
21 Feb '61 and 9 Apr '6 1.1
163
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 AUGUST 1961
Central Orgs
HCOs
HCO ORGANIZATION, FUTURE PLANS
The future spotlights of HCO will light on the following plans for
Continental Organization.
No Continental HCO is to remain in or with a Central Org.
An HCO Continental Office will, be situated so as to communicate easily
with all Central Orgs and City Offices.
The HCO Continental Office will handle all orgs in HCO matters, will
contain my Continental Office, will do all printing for the continent, all
mimeographing, all make-up of mags, all mail order book sales, will do all
filing for all HCO Offices on that Continent, will be the basic tape
repository and clearing house for all Orgs and sales of Tapes, will handle
all Franchise matters for the Continent, will clear all funds to HCO WW,
will handle all technology, act as board of review for the Continent (DS of
P will give exams), will give any "HCO Special Course", will possibly
conduct some special activity such as a Juvenile Delinquency Camp, and will
have its own buildings and grounds.
A Central Org or City HCO Office will be a one-person office, occupying
one room and possibly ante room. There will be no local communicator or
other HCO Officer until the Org so served has at least 100 staff members.
The Area HCO will act as a comm relay point, will demand and attain high
technology, will distribute all bulletins to the Org (sent to it in packets
by HCO Cont), collect all monies due HCO from the Org, distribute local
books and tapes through reception, handle the Org's tape library, keep HCO
Continental and myself in touch and, in short, make my postulates stick
locally. With no mimeo or filing, with no examinations to do, one person
should be able to do an HCO Area job. That person should be a well trained
Scientologist, able to obtain excellent results, preferably clear.
Telex connection should exist from HCO Continental to all HCO Area
Offices and from Saint Hill to all HCO Continental Offices.
It will be seen that randomity amongst organizations will reduce if HCO
Continental is attached to no one Org. It should also be seen that if all
personnel over one person in HCO Area Offices were all attached to HCO
Continental more people would be available in the Continental Office and
work duplication would fall off, thus freeing HCO Continental and Area
Offices from overburden.
My own Continental Office and all its furniture, files and equipment
should be re-established at the HCO Continental Office.
For this purpose, HCO Continental Washington DC should move to some
desirable area in the center of the US. This could be Saint Louis,
Arkansas, Mobile, or New Orleans, depending on the most liberal laws,
whether Missouri, Arkansas, Alabama or New Orleans, and depending on cost
of living and construction. New Orleans would have the best comm lines, St.
Louis the shortest comm lines, Mobile the best operating atmosphere, Little
Rock the better climate.
HCO Continental Africa should be located on the Coast, South of Durban
and North of the Cape. Details of this have already been sent to SA.
HCO Continental Australia is not badly located where it is, in
Melbourne, but might prosper under another roof. It should continue to
include New Zealand.
HCO Continental England is carried out to a marked degree by Saint Hill
but should be decentralized entirely from HASI London, leaving only the HCO
Area at London, and made to include Europe.
If the Continental Office were on the seacoast, it would be much more
likely to see me.
The primary caution on this is not to incur huge building expenses or
rentals as initially comm costs would go up everywhere but Australia. HCO
Continental Africa has this already more or less in solution as 40 Hannaben
exists to be traded.
164
Washington would at least recover a $2400 per year storage bill if the move
was properly figured and the FCDC would acquire back needed offices, as
would London and Melbourne.
As Central Orgs now pay the rent on HCO Continental space, some
adjustment would have to be made.
The units paid in an HCO Continental Office should be calculated on the
basis of standardizing all orgs' units on the Continent as to how much for
what job and then each week, the HCO Continental staff would be paid a unit
averaged from the units of each Central Org and City Office. Like so: DC
unit 40~, LA 30~, Chicago 60~, Texas M, HCO Continental unit 35~ or an
average of the rest.
Corporatewise, it would have to be set up properly-in the US as a branch
of one of the Churches, elsewhere as a branch of HASI and HCO Ltd.
I have had centralization in mind for some time, and was waiting for
broad general clearing to start before initiating action. I am indebted to
Marilynn Routsong for suggestions as to units and other matters.
The signal for when to start this is when the main Central Org's HGC
starts to make clears.
LRH:jl.rd L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
CenOCon HCO POLICY LETTER OF 14 AUGUST 1961
Franchise
CITY OFFICES
Effective immediately, the City Office project is disassociated from the
Franchise project. Experience has shown that it is not practicable to set
up an established Franchise Centre as a City Office, even though it is
operating admirably as a Franchise Centre.
The only satisfactory way is for a Continental HCO and/or Central Org to
establish the City Office as a branch or offshoot of itself, using its own
trained personnel. Such personnel would normally have worked successfully
in the Org or HCO for at least one year. They must be approved by the HCO
Continental Secretary and Association Secretary of the Area, and by L. Ron
Hubbard.
The HCO Continental Secretary is the actual terminal responsible for
setting up the City Office, working in close conjunction with the
Association Secretary, and always with the approval of L. Ron Hubbard.
In its initial stages the City Office may consist of an HCO only, with
only one HCO personnel, i.e. the HCO Secretary. No City Office can be set
up, or exist, without an HCO, even though the HCO personnel may be only
part time at first.
The purpose of the City Office is to audit and to disseminate
Scientology, and to establish and consolidate Scientology in its area. The
City Office is essentially a third dynamic activity. Its basic aim is the
same as the Central Org's. The ideal personnel for starting a City Office
are those who have shown that they can work well in a group, can use
initiative but can understand and carry out instruction, and, it goes
without saying, are good auditors. They also must know and understand the
policies,
procedures and comm lines of HCO and the Central Org.
LRH:jml.rd
Copyright @ 1961 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
165
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 SEPTEMBER 1961
CenOCon
Franchise
HCO VOL SEC POLICY REVISED
(Supersedes previous directives)
The purpose of this Policy Letter is to effect a basic change in the
conception, title, and duties of what has hitherto been known as the HCO
Volunteer Secretary.
Although persons who have held this post are eligible for further
appointment as below, the title and post of HCO Volunteer See is abolished,
effective immediately. All persons who are holding this title and post
should consider it null and void. At the same time, they are thanked for
their services in the past, which have been sincerely given and much
appreciated.
This action has become necessary because two years experience of the
scheme has disclosed faults inherent in the scheme itself. Therefore it is
necessary to re-shape it.
As from now, such personnel, working in the field, will be known simply
as HCO City Sees. The scheme will be entirely disassociated from the
Franchise Scheme. Therefore no person who is currently a Franchised Auditor
will simultaneously be an HCO City See, or be appointed to the post.
The HCO City See is ideally a dedicated person, working for the Third
Dynamic of Scientology in the area where he/she operates. He/she has no
vested interests, indulges in no personal politics with regard to the other
auditors in the area. His/her sole aim and purpose is to act as an HCO
terminal and relay point for the area, in close co-operation with the
Continental HCO of the area, with the purpose of co-ordinating the
dissemination and effectiveness of Scientology in the area.
He/she will be appointed by the Continental HCO See, and approved by L.
Ron Hubbard. It is strongly recommended that he/she should spend enough
time in either the Area or Continental HCO to thoroughly understand the
comm lines and procedures of the HCO and the Central Org. He/she will be
paid a small salary by the Continental HCO. His/her final aim will be to
establish a fully effective and stably running City Office, under the
direct control of the Continental HCO.
L. RON HUBBARD
LRH:jl.rd Copyright Q 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
166
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JANUARY 1962
CenOCon
TECHNICAL DIRECTOR AND ADMINISTRATOR
The last time orgs ran with minimal upset, especially in London, two
posts, now empty everywhere, were filled. These posts were Technical
Director, who oversaw all technical activities and Administrator who
oversaw all administrative actions.
These were two very busy posts.
Units have been reduced since 1958 by
(a) Lowered Technical results and (b) Administrative Omissions.
In a City Office, these two posts, rather than the director of
department posts, should certainly be filled as a Tech Director can double
in brass as D of P and D of T. And an Administrator does the accounts and
Dir Mat posts and oversees CF and Address as well as income from the
Registrar.
So in a City Office these two posts should be filled at once, and some
executive posts dropped, at a great saving in units and personnel.
In a Central Organization such as London and DC these two posts should
be filled in addition 'to existing executive posts. The scrambles in CF and
Address alone create more income loss than the added units.
At present HCO Area is actually doing these two posts in almost all
orgs. HCO Area has its own duties such as Org Ruds and Hat Checks and is
finding it hard to do these as well as Tech Director and Administrator
supervision.
You may or may not fill these posts elsewhere than London and DC. But I
feel it
would increase income and effectiveness.
LRH:sf.rd
Copyright Q 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 OCTOBER 1962
CenOCon
HCO APPOINTMENTS
As Eleanore Turner is about to enrol on the Saint Hill Special Briefing
Course, Robin Hancocks is appointed Temporary HCO Exec See US, during her
absence.
Betty James is confirmed as HCO Area See, DC.
LRH:gl.rd
Copyright @ 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
167
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 OCTOBER 1962
CenOCon
EMERGENCY HEADQUARTERS
The International Headquarters of Scientology, in event of Atomic War
suddenly occurring will be
CAPETOWN
Seafare House,
Orange Street,
Gardens, Capetown,
South Africa.
This does not mean that I will immediately go to Capetown, or that I
will not go to America. It means only this:
If atomic bombing occurs and Saint Hill does not answer up when called
and if Washington DC or London HASI do not answer up, then direct all
communications seeking clarification or information to Capetown.
LIBRARY
It is up to the Continental Director South Africa, now located in
Capetown, to procure a full tape and book library on Scientology.
Washington and Saint Hill are ordered to co-operate in this action.
LRH:dr.rd L. RON HUBBARD
Copyright Q 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 OCTOBER 1962
All Orgs
APPOINTMENT
Robin Hancocks is herewith appointed HCO Continental Secretary for Africa
L. RON HUBBARD LRH:dr.rd
Copyright @ 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
168
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 OCTOBER 1962
CenOCon
DESPATCH ROUTINGS TO/FROM SOUTHERN AFRICA
All Org despatches going to Southern Africa or all Org despatches going
from Southern Africa to WW and elsewhere are to be sent via Capetown.
They are to be marked VIA CAPETOWN in block letters on the top right-
hand corner of each such despatch.
A Continental Office is being established in Capetown and until such
time as a resident HCO Continental Secretary is installed, all despatches
going to and from Southern Africa are to be seen and initialled by the
Continental Director, Africa.
A telex is being installed in Capetown office now and ALL telegrams and
telexes to/from Orgs in Southern Africa are to be routed to Capetown for
onward transmission.
LRH:dr.rd L. RON HUBBARD
Copyright Q 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 NOVEMBER 1962
All Orgs
APPOINTMENT
By basic policy, there is only one Continental HCO and one Continental
HCO Secretary for the whole,of the United States.
In line with this basic policy therefore and in line with the 1970 Org
Structures mock-up, it is necessary to make the following change.
The appointment of Bob Oakes as HCO Secretary, Western States, is
herewith amended to Temporary HCO State Secretary-California.
This is actually an upgrading of the post of HCO Area Secretary Los
Angeles.
LRH.jw.rd L. RON HUBBARD
Copyright (D 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
169
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 DECEMBER AD12
CenMon
ADMINISTRATOR'S HAT
(Assn/Org See: Assign this hat at once and keep it assigned.)
(HCO Area Sec: Hat check this Pol Ltr on the Assn Sec or Org See and on all
execs of the Admin Division and particularly and often on the Director of
Admin. The twelve functions below should be by rote.)
The hat of the Director of Administration is as follows:
PURPOSE: To Expedite, Supervise or handle all Administrative actions for
the organization.
The Administration of the Organization (The Administrative Division) is
divided into the following spheres: The Administrator is directly
responsible for these spheres:
1. Registration of students and preclears.
2. Procurement letters to obtain students and preclears.
3. Answering the organization's mail.
4. Organization quarters providing enough (a) technical facilities
for training and processing and (b) secondarily providing
administrative quarters.
5. Procuring, allocating, cleaning, maintaining and preserving all
organization buildings, furniture, property, supplies and transport.
6. Collection of all incoming money, accounting for it, seeing that
it does not remain outstanding and safeguarding it.
7. Disbursement of all sums owing any employee, person or company,
safeguarding against over-disbursement.
8. Preparation of accounts for the board, the organization and for
the government.
9. Maintaining and handling all files, addresses, and filing and
addressing equipment.
10. Guiding, handling and caring for all incoming and outgoing mail
for the organization including all postage meters and posting
equipment.
11. Guiding, handling, expediting and caring for all internal
communications, despatches and equipment and communications property
of the organization.
12. Handling and routing all body traffic for the organization.
In the above actions, depending on the size of the organization, the
Director of Administration is assisted by the administrative personnel of
the organization.
The Administrator is guided in his duties by the various policy letters
and hats of the Administrative departments and posts. These are: The
Registrar, The Letter Registrar, CF in Charge, Address in Charge, Typists,
Reception, The Director of Accounts, The Director of Materiel, Academy
Admin, HGC Admin and all other hats of the Administrative Division.
In a small organization, the Administrator is also all the executives of
the Administrative Division. He or she is the Registrar, the Letter
Registrar, the Director of Accounts and Director of Materiel. In such a
case, the Administrator has a Receptionist, possibly an accountant and a
clerk as the total personnel of the Administrative Division,
In a medium sized organization numbering around fifty staff members, all
Administrative departments have their own executives and this Administrator
Hat is worn by the Association or,Organization Secretary.
Above fifty staff members, technical and administration, all departments
in the
170
Administrative Division have their own executives and there is as well, a
Director of Administration co-ordinating them.
In all cases the above twelve functions apply to whoever is wearing the
hat of the Director of Administration. The.organization is never without
one even when the hat is being worn by the Association or Organization
Secretary.
The Director of Administration has the full responsibility for the
solvency of the organization, even when the Hat of Financial Management is
worn by the Association Secretary or Organization Secretary. The
responsibility of the Administrator lies in getting the money collected
when due, making sure things are paid for and that the money is securely
accounted for and banked and is not wantonly disbursed. If preclears and
students are being signed up, it is the Administrator's responsibility that
the Registrar first and foremost has collected the money and that it gets
recorded and banked. When people owe money, the Administrator has the
responsibility of seeing that it is collected.
When bills are owed, the Administrator must make sure that the money is
really owed and then that it is paid, and that there is mone.Y to do the
paying.
The Mest of the organization is under the Administrator's charge and it
is up to the Administrator to see that it is wisely procured and wisely and
carefully used and not abused and that unused Mest is disposed of, not left
around to rot.
The ratio of Administrative staff to technical must never exceed two to
one.
In an organization where much service is being given and procurement is
easy, the ratio of Administration to Technical Personnel can fall as low as
one-half to one. The lower this ratio the higher the unit.
The terms "Administrator" and "Director of Administration" are
interchangeable.
Where the above twelve functions are obviously in poor condition in an
organization, the appointment of a good Director of Administration is
mandatory regardless of the size of the organization.
An Organization is divided into a Technical Division and an
Administrative Division.
The Technical Division is composed of those who directly audit or train
or directly supervise auditing or training. The Administrative Division is
composed of all other personnel except the Association or Organization
Secretary and the HCO Continental, Area or City Secretary, and the HCO
Communicator and stenographer, as these come under my direct supervision.
The Director of Administration, regardless of the title of the
administrative personnel, is directly in charge of all administrative
personnel, is responsible for their hiring and firing, their arrival on
time and proper performance of their duties. And for the purpose of pay and
facilities is in charge of technical personnel.
The Director of Administration compares to the head of the
Administrative Corps of a hospital where he runs everything except the
doctors and does everything except treat and has charge of all the purposes
except trying to make people well.
An organization is as busy as its technical is effective.
But an organization is as solvent as it has a good Director of
Administration.
This is a key post. The person occupying it must have had good case
gains and be clean clean clean on Scientology.
If you can't get such a person, leave the post in the hands of the
Association or Organization Secretary until you can. For this post, beyond
all others, backed up by a pod Technical Division will create a wonderful
organization, but no matter how good technical is, a bad Director of
Administration can crash it.
LRH:jw.rd L. RON HUBBARD
Copyright Q 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
171
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1963
Central Orgs
Franchise
Field
PATTERN OF DISTRICT OFFICE
The following suggested mock-up for a fully formed District Office was
written up by Jack Parkhouse from a taped lecture by L. Ron Hubbard:
A District Office is a HASI office and is part of the whole team of
Scientology. The purpose of a District Office (D.O.) is to introduce
Scientology in its immediate area and provide, through the means of
Clearing Co-audit Units, Mass Clearing as part of the project World Clear.
OPTIM UM STA FFING OF A D, 0.
Under optimum conditions a D.O. will have nine staff members.
TECHNICAL STAFF ADMINISTRATIVE STAFF
Senior St. Hiller (Class IV) A Administrator
Junior St. Hiller (Class IV or 111) B Receptionist A
HPA Assistant Al Receptionist B
HPA Assistant A2
HPA Assistant B I
HPA Assistant B2
CLEARING CO-A VDIT UNITS
In a fully operative D.O. the staff will provide four separate
continuous Clearing Co-audit units weekly.
The scheduling of these units will be:
Units AY - Monday, Wednesday and Friday evenings.
Units AZ - Monday, Wednesday and Friday afternoons.
Units BY - Tuesday, Thursday and Saturday (or Sunday) evenings.
Units BZ - Tuesday, Thursday and Saturday (or Sunday)
afternoons.
Individual goal finding will be done by the St. Hillers as necessary
during the time when they are not on duty in their A or B Co-audit units
respectively.
The technical staff for each unit (of up to 50 students) will be I St.
Hiller and 2 HPA Assistants, the Admin Staff will be I Receptionist.
The Administrator will work on a split duty basis. Testing for each
preclear is accomplished by the local city office by arrangement of the
Administrator on the direction of the St. Hiller in charge of the unit the
preclear is attending.
DUTIES
THE TECHNICAL STAFF will perform their duties as per the current
technical run-down for Clearing Co-audits and goal finding as issued from
time to time by L. Ron Hubbard. The St. Hiller reports weekly on the
technical success and or difficulties encountered each week in his unit.
These reports are forwarded to the D.O. Continental Supervisor, the
Continental Director and HCO Technical See WW.
THE RECEPTIONIST is on duty at least 30 minutes before the scheduled
starting time of the co-audit. The Receptionist in addition to Reception,
Body Routing and Telephonist duties is also in immediate charge of the Comm
Centre of the D.O.
The Receptionist is also the Invoice Clerk of the D.O. No credit is
given at a D.O., all fees are payable at least weekly in advance. A
Shareholder or Life Member is entitled to a 20% cash discount on the
standard Clearing Co-audit fees, which should be adjusted upwards where
this has not been done in order to permit this discount. Admission of a
preclear to the Co-audit unit is governed. by the production of the White
Invoice by the preclear. In these duties the Receptionist is governed by
the standard HASI "Invoices" Hat. The Receptionist also sells books.
THE ADMINISTRATOR is responsible for the Administrative functions of the
D.O. In addition to these duties he is also available 30 minutes before the
scheduled start of each unit. He checks on the classroom lay-out and
equipment and helps the
172
Receptionist on the "Invoice" duties to prevent a bottleneck in routing
preclears through to the classroom.
It would be preferable if , the Administrator was an HPA and that this
hat were covered by each of the HPAs on staff in turn. (Thus making a
minimum of 5 HPAS on staff in an optimum D.O.)
The Administrator turns in all blue invoice copies to the Letter Reg of
the City Office weekly who writes to new attenders a "happy you're on
course" letter and has her staff handle the blues for Addresses and
magazine mailing.
The Administrator is responsible for the cleanliness of quarters,
supervision and getting sessions set up on the request of the St. Hillers,
financial supervision, letter writing and answering and registration
duties.
The Administrator obtains all necessary supplies via the City Office
using standard Purchase Order forms. The Administrator also provides the
local City Office Assoc Sec, the D.O. Continental Supervisor and the
Continental Director with OIC information weekly.
The Receptionist is responsible for monies received. At the end of a day
she completes a list of all invoices and the amounts received. The
Administrator checks this list and the money, receives the money from the
Receptionist and signs that he has received it. The money is now the
Administrator's responsibility. It is his duty to complete triplicate
deposit sheets and deposit the money to the credit of the Main Account of
the local City Office (or Central Org) and turn in immediately two bank
stamped copies of the deposit slips to the Dr Accts at the City Office.
In common with all HASI Offices Staff of a D.O. will receive salary on a
unit basis. This Salary is computed by the Accounts Department of the City
Office and is disbursed by the City Office in the usual manner. A separate
salary unit figure for each D.O. is declared by the City Office Accounts
department each week for each D.O. based upon the actual cash income for
services rendered by that office (not Book Sales monies).
The Administrator completes weekly 3 copies of the following form. The
week runs from and up to 2.0 p.m. Thursdays. I copy of this form is
retained in the D.O. for reference, the other 2 copies are delivered to the
City Office Accounts Department before 4.30 p.m. each Friday.
D. 0. A CCTS FORM L . INCOME
District Office W/Ending
Invoices used this week. No to No . inclusive
Co-audit fees received from Unit AY Z
Co-audit fees received from Unit AZ Z
Co-audit fees received from Unit BY f
Co-audit fees received from Unit BZ ~c
Total fees Received f
Total Received from Book Sales
Incidentals received (state source:
i.e. telephone calls, etc)
Total Monies Received Z Total
A
173
BANK DEPOSITS TO CITY OFFICE MAIN AIC
Monday f -
Tuesday f TOTAL B MUST EQUAL
Wednesday L
Thursday f - TOTAL A EXACTLY
Friday f
Saturday f -
Total i Total
Deposits B
CITY OFFICE ACCOUNTING FOR DISTRICT OFFICE
Weekly the D.O. Deposit Slips and the total thereof are checked against
the D.O. Accounts Form I and also checked against the Bank Statement Sheets
for the Main Account of the City Office. All must check.
These deposits are treated in the standard manner of all HASI receipts.
Any book monies are transferred in toto to the HCO Area Office Book
Account. Any incidental receipts are transferred to the Disbursement
Account. 10% of the remainder (monies received for services rendered) is
sent to HCO WW weekly. Of the remaining sum 55% is transferred (all
transferrals are done by cheque) to the City Office Salary Account, 30% is
transferred to the Disbursement Account and the remaining 15% is
transferred to the Building Account.
The D.O. rent or building purchase is paid from the Building Account.
The running costs are paid from the Disbursement Account, the Salaries are
paid from the Salary Account,
D.O. UNITS
The Senior St. Hiller (Class IV) 100
The Junior St. Hiller (Class IV or 111) 75
HPA Assistant A 1 35
HPA Assistant A2 35
HPA Assistant B 1 35
HPA Assistant B2 35
Receptionist A 20
Receptionist B 20
Administrator 35
D.O. Continental Supervisor 2
Continental Director 3
City Office Staff 35
430
Thus in a fully complemented D.O. the total units paid would be 430.
The City Office -Staff units of 35 weekly are there to cover additional
staff which will be necessary in the City Office, particularly in the
Accounts and Materials departments, to handle the accounting and supplies
of the D.O. These 35 City Office Staff Units value are added into the
weekly Salary Sum of the City Office itself before the calculation of the
value of the City Office unit.
The Purchase Orders of each D.O. must be okayed by the Assoc See and Dr
Acets of the City Office before being implemented.
A record shall be kept by the Aects Department of the City Office of the
deposits to the Disbursement Account by reason of each D.O., and a record
of the Disbursements (including materials supplied) on behalf of each D.O.
It is fully expected that the Building Account and the Disbursement
Account of the City Office shall accumulate large sums of money through the
activity of the various District Offices.
174
This accumulation can be used for building or acquiring new premises at
the discretion of the Board and also should be used for sending the best of
the HPA Assistants to St. Hill for training to Class IV or Class III at Org
expense. These new St. Hillers would then complement District Offices who
were understaffed by St. Hillers, or open new District Offices which they
would head technically as required.
COMMUNICATION COURSES
To improve the efficacy of the Clearing Co-audit units it may be found
desirable for the local City Office to conduct a short Communications
Course which may or may not contain rudimentary training in the handling of
an E-Meter. If it is found desirable these courses should be instituted at
once to aid the efficacy of the District Offices.
Such a course should not be conducted by a D.O. as it would seriously
interfere with their scheduling and their technical function of providing
co-auditing to clear. The D.O. is not a training ground and should not be
used for this purpose.
Written by: Jack Parkhouse
Cont Dir Africa
Authorized by: L. RON HUBBARD
LRH:jw.rd Copyright (D 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
175
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 FEBRUARY 1963
Central Orgs
Franchise
Field
THE EVOLUTION OF A DISTRICT OFFICE:
TWO METHODS,
(See also HCO Policy Letter of January 4, 1963,
"Pattern of District Office")
Method 1. - Development from a Central Org Co-Audit.
Step 1. A Co-audit is started in a Central Org. A spare room in the Org
is utilised for this purpose. The Co-audit operates in the evenings. Two
auditors are assigned to it. In a short while, the attendance numbers get
to 20. Then it starts getting more results. Numbers jump to 40. Then 60.
Then 80. Soon the need for extra space becomes an urgent problem.
Step 2. A large room, a hall, or what Ron suggests as specially
suitable, a disused factory building, close by to the Central Org is hired.
The room is whitewashed, or cleaned up and made presentable. A factory is
especially suitable since it is long and narrow thus ideally suitable for
accommodating two long lines of auditors and pcs. More auditors are
assigned. The Org pays all running expenses, electricity, rent, furniture,
bulletins, auditor reports, etc, etc, and of course, the staff. All the Co-
audit attendees pay at the Central Org, just as they had been prior to
their move to the factory building.
The Co-audit expands more. Numbers are now in the first hundred.
Step 3. It is decided in order to facilitate Co-audit attendees not
having to go up to the Central Org and pay there and thus cause bottlenecks
and delays, that it would be better for them to pay at the new building. An
invoice machine is then installed here and a receptionist is added to the
staff, and she may later have some small book stocks. All money taken is
invoiced and deposited at the Central Org. There is still no change in the
payment of staff. Staff are all part of the Central Org staff and the whole
operation is run as one entity still, only that this adjunct is gradually
coming into its own.
Co-audit numbers are now in the two hundreds. (These numbers here and
above are purely approximations just to illustrate growth.) There are two
Co-audit teams operating now, and two sets of Team Staff Auditors. One team
meets Monday, Wednesday, Friday. The other team meets Tuesday, Thursday,
Saturday. Each team of Staff Auditors comprises one Lead Auditor and two
HPA/HCA graduates. There is one Receptionist. Also, there is now one
Administrator whose.job it is to see to the cleanliness of the quarters,
and that materials are readily available. The Administrator works under the
direction of one of the Lead Auditors, and also of course under the
Director of Materiel at the Central Org.
Step 4. It is now decided for convenience of operation to classify this
Co-audit operation as a District Office. It now comes into its own right.
The senior Lead Auditor is appointed as District Officer. He is directly
under the Association/Org Secretary of the Central Org and is therefore on
similar status level as the top senior staff members within an Org such as
the Technical Director and the Director of Administration. He attends the
weekly Adcomm Meetings of his Central Org, in which all departmental heads
attend under the chairmanship of the Association/Org Secretary.
He and all his staff are paid by the Central Org but there is a
difference now: whilst all the utilities and running expenses are paid by
the Org (and will continue hereon to do so) he and his DO staff get paid in
direct ratio to what they earn.
This is how this works: In a Central Org, all the money taken, whether
in cash or cheques, is banked in the Main a/c at the Central Org's local
bank. A Central Org
176
always has four accounts: Main a/c, Salary a/c, Disbursement a/c, Building
Fund a/c. Now, all the money is banked in the Main a/c. 10% of this total
taken during one week, is remitted. to HCO WW. This leaves 90% of the total
take for that week in the Main a/c. This balance is called the
Proportionate Sum and is now regarded as 100% and distributed thus:
55% Salary a/c. 30% Disbursement a/c. IS% Building
Fund a/c.
Thus, all the money is transferred out of the Main a/c leaving a nil
balance until the following week's take is banked and so on.
The Salary a/c is always reduced to a weekly nil balance, too, by the
amount being split up into units, each Staff member getting so many units
according to the post he is holding. The total units are totalled for the
whole staff and this total of units is divided exactly into the Salary Sum
amount, thus you arrive at the unit rate for each staff unit.
The Disbursement a/c is utilised for all the running expenses of the
Org. The Building Fund is used for payment of rent, purchasing new
buildings, and is also a general reserve account.
Now, in the case of a District Office, all its administration is done
for them and all its utilities and expenses are paid. This is all done, as
described above, in the general evolution of the District Office. All the
District Office has to do is to deliver the goods en inasse on a low cost
high number percentage turnover.
A District Office turns in all its take to its Central Org but now here
is the difference. Instead of as before, when it was all run as a part of
the Central Org, it has now become an entity in its own right by virtue of
its numbers on Staff, Co-audit attendees, and the fact that it has District
Office status.
In the Accounts Dept of the Central Org, instead of as before all the
money being banked altogether with the Central Org, an account is now
opened in the Accounts Dept of the Central Org-not at the Bank, note-for
this District Office. The four accounts for this DO are held at the Central
Org similar to its own Bank accounts, and this is for record purposes. All
money taken is noted as a credit to the DO Main a/c. 10% is then deducted
leaving the Corrected Gross Income which is then split on exactly the same
ratios as above for Salary a/c, Disbursement a/c, and Building Fund, by
debiting the Main a/c and crediting these accounts. These are record
entries only. The actual money is banked in the Main Account of the Central
Org bank account. The distribution is exactly the same as before except now
a cheque is drawn by the Central Org on the Central Org Salary a/c at the
bank for the exact amount of the DO recorded amount in the Salary Sum at
Central Org and this cheque is shown as a debit in this account thus
bringing this total to a nil balance. The actual cheque 'is cashed at the
Bank in cash and this amount is the Salary Sum for distribution to the DO
Staff who are all on units but they get paid now in exact ratio to what
they themselves have earned as a result of their own efforts during that
week at the DO. These salaries are prepared by the Central Org. A record is
kept of all their contributions to the Central Org's Disbursement and
Building Fund accounts, the actual funds being hold at the Bank. These
latter accounts thus become accounts for the running of the whole area.
You must remember that in an operation of the nature of a District
Office, the DO is highly dependent on the Org for its operations in many
ways. This is what was often overlooked in the old-time Franchise center
operation working close to a Central Org. A Central Org handles all the
legal for an area, and handles attacks of this nature. It handles all the
broad dissemination for an area. It gives the best available training in
the area. It is the main information point for an area.
All these and many other services too are often overlooked when an ex-
Franchise center demands "Compensation" and this is why none of these
demands hold water. A Franchise Center certainly carried out a good service
to its community while it existed, and its staff were well rewarded for
their services during this time to the community. However, due to fast
expansion of Scientology across the world, it is necessary to give better
and better services and a wider range of services. A closely linked,
closely co-ordinated set of organizations on the lines of Scientology 1970
will more adequately give the services now being demanded of Scientology.
177
This is not to say in any way, that Franchise Centers operating in areas
where there is at present no better co-ordinated service will not be
needed. They are indeed needed. Also, of course, Franchise-holders
operating in Industry, Commerce and Governments, will now come more into
their own. And this is also not to say that those who were previously
running Franchise Centers now within Central Org Control Areas can not do
equally as well operating District Offices now.
In the case of a District Office operating within a 50-mile radius of a
Central Org, there will be very close liaison necessary between the DO and
its Area Central Org for not only are all its running expenses paid for by
the Org and all its administration handled for them, but there will be a
close liaison in routing. This will be necessary because if a Rawmeat
directly wants to go on the DO Co-audit, he will tend to slow up the pace
of everyone else. So, a Rawmeat coming in either to the Central Org or the
DO would not be allowed to go on a Co-audit until he has attended probably
at least a PE Course and then a Comm Course, both Courses being held at the
Central Org. The Comm Course would now become a sort of elementary training
course (in addition to the ordinary Comm Course curriculum now run) which
would prepare him for the DO Co-audit. (No Co-audits being run at all at
the Central Org now.) If the Rawmeat wasn't prepared thus, this would tend
to slow up the pace of the DO, as the DO would then have to train him for
the rigours and all that is involved in what he.is about to face and what
is expected of him on the Co-audit. This is not the job of a DO. The job of
a DO is to deliver the goods en masse.
This, then, is one method of the evolution of a District Office-that of
being evolved from a Central Org Co-audit.
Method 11. - In the case of an already established Center previously
being run under Franchise but now situated within a Central Org Control
Area:
Steps 1, 2 and 3, have already been accomplished but as a separate
entity.
Step 4 goes into operation.
The senior member of the Center, by agreement, is appointed as District
Officer. He attends Adcomm Meetings and thus has a direct say in the
operation of his Area Org in relation to his District Office's operations.
He works under but in very close liaison with his Assoc/Org Sec of the Area
Central Org.
All his technical is done by close liaison with the Central Org
Technical Director. All his stationery, bulletins, etc, are supplied by his
Area Central Org. All his administration is handled by close liaison with
and under the direction of the Director of Administration. All his DO's
money take is handled as outlined above and all his staff are paid exactly
as outlined above in Step 4. All his rent, utilities, running expenses for
his District Office are paid for by the Area Central Org as detailed above.
The District Office thus becomes an integral part of the Scientology
Organization for the whole area, at the same time it maintains its own
entity and beingness and is directly concerned with how much it earns in
the payment of its own staff.
The District Office is one of the main foundation stones on which a
broad rapid development and expansion of Scientology rest. It is therefore
a very important entity in its own right.
Co-ordination of its activities, outlined above, will enable Scientology
to proceed across the world with ever quickening pace. Pitching together,
thus, "Scientology 1970" will no longer be just a mock-up but a fast
becoming reality-AND a dynamic thrust towards Project World Clear.
Written by: Robin Hancocks
HCO Franchise Secretary WW
LRH:gl.rd Authorized by: L. RON HUBBARD
Copyright @ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The first paragraph on page 177 has been corrected from "This
balance is called the Corrected Gross income . . ." to "This balance is
called the Proportionate Sum . per correcting policy 21 February 1963.)
178
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 MARCH 1963
CenOCon
ORG DESPATCH ROUTINGS, TO/FROM USA AND CANADA
Until such time as a North American Continental Office is established,
all Org
despatches going to North America or all Org despatches coming from North
America
are to be routed as follows:
I Orgs in U.S.A. and Canada, EXCEPT those in the State of California.
All Org despatch routings to/from Orgs in USA and Canada, except those
in the State of California, are to be routed via Washington DC and all
these despatches are to be marked VIA DC in block letters on the top right-
hand corner of each despatch.
This ruling applies to New York, and to Orgs under review for
establishment in Seattle, Vancouver, Denver, Chicago, Dallas, Miami and
elsewhere in the United States outside the State of California.
For all FC (HASI) matters each despatch is to be initialled as seen by
the Org Sec DC, and for all HCO matters each despatch is to be initialled
as seen by the HCO Area Sec DC.
2. Orgs within the State of California.
All despatch routings to/from Orgs within the State of California are to
be routed via LA and are to be marked VIA LA in block letters on the top
right-hand corner of each despatch.
This ruling applies to San Diego, and all other Orgs under review to be
established in the State of California.
For all FC (HASI) matters each despatch is to be initialled as seen by
the Org See LA, and for all HCO matters each despatch is to be initialled
by the HCO
Executive Secretary California when this post is filled, and in the
meantime by the HCO Secretary California.
Any Org despatches "jumping" the above routings should be returned for
correct routing.
With our fast growing expansion, it is to be expected that our
communication traffic will greatly increase if posts are not causatively
filled. We are getting too big to refuse to make decisions locally.
Bottlenecks aren't necessary. It will be found that where posts are being
causatively filled, excess traffic on the comm-lines is minimised.
L. RON HUBBARD
LRH:gl.rd
Copyright @ 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED [Amended by HCO P/L 9 January 1964, page 184.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 APRIL 1963
CenMon
ORG DESPATCH ROUTINGS USA/CANADA
(Addition to HCO Policy Letter of March 15, 1963)
All these despatches should be placed in a packet addressed to the
respective HCO at DC or at Los Angeles who will handle the routing.
L. RON HUBBARD LRH:jw.rd
Copyright Q 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
179
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 MARCH 1963
Central Orgs
District Offices
DISTRICT OFFICE TESTING
All preclears attending a Clearing Co-Audit at a District Office shall
be given a Personality and IQ test before commencing the first session.
Personality and IQ tests will thereafter be repeated every 25 hours of
processing as is standard with all preclears.
The Administrator of the DO shall be in charge of administering these
tests. The local Central Org Test Dept will mark the tests and provide
properly written profiles.
The DO Administrator will ensure that one copy of completed tests goes
in the preclear's folder and one copy of the completed tests goes to the
person in charge of that particular Co-Audit Unit who will send this copy
to HCO WW via the DO Continental Supervisor weekly with the Technical
Report for that week.
LRH:jw.rd
Copyright @ 1963 Written by: Jack Parkhouse
by L. Ron Hubbard Cont Dir S.A.
ALL RIGHTS RESERVED Authorized by: L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1963
CenOCon
APPOINTMENT
John Fudge is herewith appointed Continental Director USA.
Here is a current list of Continental Directors so far appointed:
Peter Williams, Continental Director Australia
Jack Parkhouse, Continental Director Africa.
John Fudge, Continental Director USA.
LRH:jw.rd
Copyright @ 1963 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 SEPTEMBER 1963
CenOCon
STATUS OF AUCKLAND
Auckland, New Zealand, is now regarded as having the status of a full
Central Org. It has a Continental HCO Office and its sphere of influence
covers the whole area of New Zealand.
As New Zealand is part of ANZO, Auckland is still under the aegis of the
HCO Continental Office ANZO and Continental Director ANZO, in Melbourne,
and should continue to maintain a close liaison with them, as well as
maintaining their direct line to HCO WW.
LRH:gl.rd L. RON HUBBARD
Copyright (D 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED
180
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 APRIL 1963
CenOCon
HCO EXECUTIVES: CURRENT LISTS
This is the current list of executive posts held in HCOs at all Orgs
throughout the world:
WW
HCO Executive Secretary WW - Peter Hemery
Deputy HCO Executive Secretary WW - Robin Hancocks
Director of Accounts WW - Shortly to be re-filled as
Mike Rigby proceeding to
South Africa
HCO Technical Materiel Secretary WW - Edgar Watson
USA
HCO Executive Secretary USA (at WW) - Robin Hancocks
HCO Executive Secretary California (at Los Angeles) - Marilynn Routsong
HCO Area Secretary DC - Betty James
HCO Area Secretary NY - Eunice Ford
HCO Area Secretary San Diego - Ruth Knudsen
UK
HCO Secretary UK - Joan de Voulle
AFRICA
HCO Executive Secretary Africa (at WW) - Robin Hancocks
HCO Continental Secretary Africa (at Cape Town) - Mike Rigby (as
from
June 17, 1963)
HCO Area Secretary Cape Town - HeatherHermann
HCO Area Secretary Johannesburg - Adele Witkin
HCO Area Secretary Durban - Corrie Ellis
HCO Area Secretary Port Elizabeth - Unfilled whilst
Joy Ollemans
attending SHSBC
ANZO
HCO Executive Secretary ANZO (at Melbourne) - Elizabeth Williams
HCO Continental Secretary NZ (at Auckland) - David Mayo
HCO Area Secretary Melbourne - Catherine Gogerly
HCO Area Secretary Sydney - Dennis Stephens
HCO Area Secretary (temp) Perth - Dot Lewis
L. RON HUBBARD
LRH:gl.rd Copyright (~ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
181
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1963
All HCOs
US Orgs
US Field and
Franchise
HCO ZONES OF JURISDICTION -
WESTERN HEMISPHERE
Following is a demarcation of HCO Zones of Jurisdiction for the Western
Hemisphere primarily for the United States.
These Zones were decided upon with consideration to population
densities and
homogeneity of areas, and communication centers and lines. I
All areas in the Western Hemisphere are under the jurisdiction of the
HCO Continental Office in Washington, DC.
The United States is divided into eight zones. Each zone is an HCO Zone
of Jurisdiction governed by its own Main Office as follows: (please note -
these are HCO Zones of Jurisdiction and Supervision-not necessarily
boundaries for Org procurement).
US Zones:
North Western: Alaska; Washington; Oregon; Idaho.
Main Office - HCO Seattle.
South Western: Hawaii; California; Arizona; Utah; Nevada.
Main Office - HCO Los Angeles.
Northern Montana; Wyoming; the Dakotas; Iowa; Minnesota; Ne
Great Plains: braska.
Main Office - HCO Twin Cities.
Southern Colorado; Kansas; Missouri; Arkansas; Oklahoma; New
Great Plains: Mexico; Texas.
Main Office - HCO Dallas (when established).
North Central: Wisconsin; Michigan; Illinois; Indiana; Ohio;
Kentucky.
Main Office - HCO Chicago.
Central Eastern: West Virginia; Virginia; District of Columbia;
Pennsylvania;
Maryland; Delaware.
Main Office - HCO DC.
North Eastern: New Jersey; New York; Connecticut; Rhode Island;
Massachusetts; Vermont; New Hampshire; Maine.
Main Office - HCO NY.
Southern: Tennessee; the Carolinas; Georgia; Florida; Alabama;
Mississippi; Louisiana.
Main Office - unchosen. (Temporary - DC)
182
Canadian Zones:
Western: British Columbia; Alberta; Yukon.
Probable Office - Vancouver.
Central: Saskatchewan; Manitoba; NW Territories.
Possible Office - Winnipeg.
Ontario: Ontario. Office - HCO Toronto (soon to be established).
Eastern: Quebec; New Brunswick; Newfoundland; Nova Scotia;
Prince Edward Island.
Office possibly - Quebec. (Eventually may be divided
further with office in Halifax.)
The Continental Office for Canada will be HCO Toronto.
Those Zones which do not yet have an established HCO at their Main
Office (Seattle, Dallas, Chicago and the Canadian) are supervised and come
under the direct jurisdiction of HCO Continental in Washington until such
time their HCOs are established. The one exception to this is Seattle,
which until its HCO is firmly established, will be supervised by HCO Los
Angeles (HCO Exec Sec W States).
All other areas of the Western Hemisphere come under the direct
supervision and jurisdiction of HCO Continental in Washington with the
exception of Brazil, which will be supervised by HCO Rio de Janeiro when
soon established.
An HCO may be soon also established in Mexico City. This could be the
basis for an HCO Central America.
All the above listed offices of course, themselves, come under the
supervision and jurisdiction of HCO Continental located in Washington, DC.
Other HCOs can be established in any city in which there is sufficient
interest for a City Office. But these will be subsidiary offices to the
above listed Main Offices for the various Zones of Jurisdiction.
Two such HCOs already exist-San Diego and Detroit. The first comes under
Los Angeles; the latter will come under Chicago, at present is under DC as
Chicago not yet established with an HCO.
The Main Offices for each Zone should carry out all the functions of an
HCO for that Zone and promulgate the formation of further City and District
Offices in its Zone.
Scientology communications, justice and order for these Zones are to be
brought about and maintained by the offices listed, or as established.
Written by: Joseph Breeden Zones delineated by L. RON HUBBARD, with the
assistance of Joseph Breeden. Authorized by: L. RON HUBBARD
LRH:jw.rd Copyright Q 1963 , by L. Ron Hubbard ALL RIGHTS RESERVED
183
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JANUARY 1964
CenOCon
Franchise &
Field for info ORG DESPATCH ROUTINGS - CANADA
(Amends HCO Pol Ltr of March 15, 1963)
As the Continental HQ for Canada has now been established and is already
operating, under John Farrell, National Director, Canada, and Tuc Farrell,
HCO Cont Sec Canada, it has been decided that dispatches from Canada will
be routed direct to HCO WW at Saint Hill, and no longer routed via
Washington DC. Dispatches from HCO WW to Canada will also be sent direct,
not via DC.
Canadian Orgs in formation at Toronto, Vancouver, and elsewhere should
route their traffic via the new Canadian HQ, address:
Hubbard Communications Office,
Room 205, 160 Bay Street,
Toronto 1,
Ontario,
Canada. Tel. No. 364-7411.
It is emphasized that a close liaison should be kept between Canada and
DC.
Issued by: Peter Hemery
LRH-.jw.rd Org Supervisor WW
Copyright Q 1964 Authorized by: L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
BPI for SA HCO POLICY LETTER OF 24 JANUARY 1964
Other Orgs
for info CONTINENTAL DIRECTOR
APPOINTMENT
SOUTH AFRICA
Jane Kember HGA, currently Association Secretary Johannesburg, is
additionally appointed Continental Director Africa.
John Sidney Parkhouse, at his own request, is restored to Association
Secretary Capetown.
Alison Parkhouse is appointed Director of Promotion and Registration
Capetown.
Joy Ollemans, former Continental HCO Secretary Africa, is given an
extended leave of absence at her own request to attend the Saint Hill
Course.
The Continental Director office and Continental HCO is returned
therefore to Johannesburg.
This appointment is in recognition of the excellent services of Jane
Kernber since her assumption of the post of Association Secretary
Johannesburg.
LRH:dr.rd L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
184
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
SA Orgs HCO POLICY LETTER OF 14 MAY 1964
other Orgs
for info
HCO CONTINENTAL CHANGE
Effective immediately, HCO Continental Office is removed to
Johannesburg.
Anne Bergin is appointed Temporary HCO Continental Secretary, Africa, in
addition to her post as HCO Area Sec Johannesburg.
The function of HCO Continental in Africa should meanwhile be limited to
the bare minimum of essential actions. These are:
I . To be the Central Office of L. Ron Hubbard for the Continent.
2. To keep communications flowing.
3. To ensure the issue to all Orgs in S. Africa of LRH materials
and instructions, either personal or through HCO Bulletins, Policy
Letters and other issues. Similarly, to ensure the issue of other
materials sent out by HCO WW.
4. To issue and distribute the Continental Magazine. (This function
should be delegated to a Magazine Editor.)
5. To issue Certificates.
Heather Hermann and Anne Bergin will be responsible for effecting this
change with the minimum expense and trouble. As far as possible, the MEST
of the HCO Continental in Cape Town should not be sent to Johannesburg but
carefully inventoried, and either stored or safeguarded effectively.
Effective immediately, each individual Org in S. Africa will now order
its tapes direct from HCO WW. No further copying of tapes and distribution
of tapes to other S. African Orgs will be undertaken by Cape Town. Every
effort should be made by Johannesburg, Durban and Port Elizabeth to repay
to Cape Town the outstanding amounts currently owed on tapes. Tapes ordered
from HCO WW must be
paid for by cash in advance, as per recent directives.
LRH:gl.rd L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 MAY 1965
Gen Non Rernimeo
CANADIAN MAILINGS FROM TORONTO ONLY
Promotional Mailings into any part of Canada may only be done by the
Toronto office. US offices are to desist promoting into Canada, and are to
send their Canadian addresses to the Toronto office for handling from
there.
The Toronto office is not to send promotional mailings into the US, and
it is to send any US addresses to the nearest US org for handling.
The Toronto office may refer Canadians to the nearest US org or London
for services the Toronto org does not offer. However, such persons still
remain a part of the Toronto mailing list.
Canadians are not prevented from seeking service from US orgs, but they
still
remain on the Toronto mailing list.
LRH:mh.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
185
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JANUARY 1966
Issue II
Gen Non-Rernimeo Exec See Hats
MINIMUM PERSONNEL OF AN ORG
(Effective I June 1966)
The minimum number of persons necessary to form a Scientology
organization is ten.
Any organization having less than ten persons is classed as a City
Office or Forming Org.
CITY OFFICE
A City Office is organized to do PEs and select persons to upper orgs to
do Co-audits and non-classed courses and incidental processing.
A City Office may not have Executive Secretaries. It can have an HCO
Area Sec and an Org Sec and an org board such as fits its actual functions.
It cannot use the names "Academy of Scientology" or "HubbaTd Guidance
Centre".
It may riot have an AdCouncil, but only an AdComm. It nevertheless must
send in the full OIC cable to Saint Hill.
AN ORGANIZATION
A Scientology Organization has minimum personnel as follows:
1. HCO Exec See
2. Org Exec See
3. HCO Area See & LRH Communicator
4. Dissern See
5. Org See
6. Tech See
7. Qual See
8. Dist See
9. Receptionist
10. Cleaner or janitor
It must operate on the 1966 Org Board Pattern.
The Secretaries do all the work of their divisions and may also be
pulled in under Tech and Qual to teach and process. The Exec Sees only may
not be used in Tech and Qual Divisions.
All such appointments (except 9 and 10) are "Acting" until the org has
at least 30 staff members and then become permanent only by the authority
of the Advisory Council WW.
Staff is appointed to the divisions as the org expands on a ratio of one
admin to one technical personnel. In other words each time a staff member
is added to Tech or Qual Divisions, one can be added to one of the
remaining divisions.
196
The Executive Division is left unmanned except for the two Exec Secs
until there are a total of forty on staff at which time an LRH Communicator
Area is appointed who serves also as Deputy Div 7 Sec.
A Division 7 Sec is appointed when staff totals 100 and the Exec Div is
added to the other admin divisions in the ratio.
Exec See Communicators are appointed when the staff totals 250.
A Scientology organization may have an "Academy of Scientology" and a
"Hubbard Guidance Centre".
When the staff totals 100 and Saint Hill trained Internes are available
and permanent staff has been power processed, the org may offer power
processing to the public.
When the org numbers 250 staff members, it may offer a Solo Audit Course
to the Public.
When the org numbers 500 staff members it may offer the Clearing Course
to the Public.
If an org carefully follows promotion and form of the org as per the
current org board, and if it only acts as per OIC statistics in
appointments and Ethics matters, and if it very closely follows tech
without variation, and if it does not generate numerous disagreements with
tech or policy or the org pattern, it will surely grow.
L. RON HUBBARD
LRH:m].Td Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
187
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 FEBRUARY 1966
Rernimeo All Executive Hats Franchise
HOW TO INCREASE AND EXPAND
AN ORGANIZATION
UNCLASSED ORG
Get a small staff trained in technology at the nearest org.
Get the legal status of the org sound and regular, the proper
corporation qualified with the International Board.
Get some modest quarters in a population dense area.
Distribute books in the area.
Run a PE Course.
Select persons to the nearest org.
Get some Scientology groups formed in round about areas.
Get in Org Accounting Policies as soon as operation starts so that it is
easy to begin books-the first gap of poor accounting can cause one trouble.
(HCO Pol Ltr 23 January 1966 "Accounting Policies of Scientology
Companies".)
All selectee commissions go to org. Org on proportionate pay.
Staff works mainly in the evening or week-ends, perhaps only one on duty
daytimes.
Use a rudimentary Org Board.
CLASS ZERO ORG
When enough auditors have been trained in the nearest org or when six
persons are on staff:
Send an HCO Area See to be trained in the nearest org's HCO.
Institute an Academy that trains up to Class Zero and an HGC that
processes up to Grade Zero.
Continue all successful phases of the Unclassed Org.
Use an Org Board based on the Six Department System of Summer 1964.
Highest officers are an HCO Area See and an Org Sec. Rest are directors.
Begin to run weekdays as soon as income warrants.
Continue to select anyone to nearest central org and also those who are
trained to Class Zero and processed to Grade 1.
Get in your own Field Staff Member system under the Registrar.
Get in a sound CF and Letter Registration.
Watch financial policies closely as per HCO Policy Letter 23 Jan 66
"Accounting Policies of Scientology Companies".
188
CLASS 1 TO 111 ORG (CITY OFFICE)
Continue to add classes to the Academy and HGC as fast as auditors and
supervisors are available who are qualified for those classes.
Get some staff people to WW for Prey Cl VI.
Continue to run on the Summer 1964 Six Department System.
Get a 5,000 + CF.
Get a magazine going and being mailed to the whole list in CF.
Get out Info Packets to new mailing lists.
Flood out letters from Letter Registrar.
Continue whatever was successful in the unclassed erg and the Class
Zero.
Get in an OIC and pay close attention to statistics. Make reports as per
1965 OIC cables.
HCO Area See stresses Ethics and Org Rudiments.
CLASS IV ORG (CENTRAL ORG)
When enough trained personn el are available, without dropping any
promotion or
action successful under an unclassed org or City Office, shift to the seven
division org
board. This requires ten full time personnel and would ordinarily also have
several staff
auditors and supervisors if the org evolved as per this policy letter.
Several St Hillers
would be on staff.
Switch to OIC Cable form.
Specialize in getting in a Qual Division very fully.
Pick up all flubs in training and processing in the area.
Run wholly on statistics.
Get all Sees and Exec Sees checked out on policy letters of 1965 and
following and work on holding the form of the org rigidly.
Hitherto the org has run mainly on pre-1965 policy as to HCO etc.
Step up Ethics.
Step up promotion.
Get two or more internes to Saint Hill for Cl VII and get staff fully
Power Processed.
Get your Field Staff Member System under Distribution and get it stepped
up to high velocity.
Put out mags monthly to whole CF list.
Get Ltr Registration up to a high assembly line action.
Select heavily to WW.
Get several internes to WW.
CLASS V ORG
When key staff has been Power Processed and the seven division system is
running well, and when Qual and Tech Divisions are functioning smoothly and
income is up and quarters for expansion available and you can handle any
and all flubs and are ruthlessly running on statistics, with permission
from LRH you can begin to Power Process the public. The permission will be
granted on the basis that you are fully
189
solvent and doing wonderfully without it-it will never be granted to get
you out of a slump for slumps are caused by inattention to statistics, out-
ethics and poor tech and no Qual. Orgs boomed for years without Power
Processing.
Get in every promotion action mentioned in policy. Stress those which
brought the org forward from unclassed up to IV, don't drop any.
Ruthlessly slice off all credit except for Qual services given to
persons already in the org if you haven't done so long ago.
Work to take the load off top executives by furnishing them personal
assistance. Run by AdCouncil and AdComm. Investigate every slumped
statistic.
Get in fully the staff status system.
Continue to select heavily to WW.
Make Power Processing work one for one, using it flawlessly in
conjunction with Ethics. -
Your rates must now be on a par with WW.
Your gross percentage to WW goes up to 15% due to the additional
management now required from WW.
CLASS VI ORG
When your income is very large and your staff is excellently grooved in,
your Ethics flawless and Power Processing is very successful in your hands
you can obtain permission from LRH to run a Class VI Course, making Grade
VI.
Your Ethics should now extend into the surrounding area.
Your quarters should be adequate and credit excellent.
Smooth out and staff up all divisions.
Overcome any local objections to your expansion or Scientology. Work on
cowing dissident government authorities who seek to prevent expansion-don't
compromise.
Step up public advertising. Advertise mainly success.
CLASS VII ORG
When you are certainly dominating your area and have nothing to fear
from governments and your income is very large and staff members adequate
in number, you can request from LRH permission to conduct a Class VII
Course.
All earlier successful promotions must still be in progress.
All earlier functions must be successful.
Your statistics must be undergoing a steady rise.
Your quarters must be adequate for further expansion.
Your gross income percentage to WW goes to 20%.
You must continue to get your internes for V, VI and VII from WW.
Your Exec Secretaries and Secretaries must have all their correct staff
status numbers before this is granted.
Specialize in one for one results, students and pcs.
Run a very taut organization. Tolerate no faintest slip or non-
compliance.
Begin a public education programme re economics, social relationships,
SPs, etc.
Note: The above is a general outline which parallels the expansion of
Scientology and its evolution.
190
If even more closely followed (the general evolution) it might be even
more successful but the above is close enough.
Books sold, magazines to the whole list and letters out in floods. are
the proven heavy points of successful promotion in that order. When an org
neglects these it does not expand. So throughout one stresses these. In
early stages books out is the keynote, then to this one adds a magazine
that sells books and then sells services and at about this time must start
getting out floods of letters. There are two types of letters-one to the
casually interested, one to the hot prospects. One stresses the latter of
course but it is a big mistake to forget to write those who have only
bought a book. Quantity of letters is more important than quality as has
been proven numerous times. Regarding magazines, it is a serious error to
cut down one's Central Files or who gets one, London once went broke
sending magazines to "actives only". And regarding books, if you don't sell
all and any books available you just lose, lose, lose.
Personal contact is a primary source of pes and students but without
books, magazines and letters this bogs down. The FSM programme is the
personal contact. But the FSM who doesn't sell books, get the org to mail
an info packet to somebody and who doesn't also write letters is also going
to flop. Books and personal contact is the optimum combination. An FSM who
also runs a group and pushes books and gets them sent info packets or hands
them out will be very successful.
These above are the backbone promotions of an org (books, magazines,
letters, FSMs). If you do those you will have people.
But you won't have people long if your data is not straight and your
tech service excellent. The tiniest bit of squirrelling crushes an org
right out. Not because WW does it but because the public does. Every org
that squirrels gets into trouble financially and doesn't expand. By
squirrel is meant offbeat technology. Let that in and the public stays away
in droves.
Every group or activity that has given out "We don't quite
agree with Hubbard
but is short lived. A few months, a year, two years and they're
gone like last
year's leaves. There have been dozens, slightly off or wholly defiant, and
they have all
gone whether we acted or not.
So the primary nots in getting an org to expand are poor tech, squirrel
tech, "not quite with Hubbard" and no official regular connection with main
line Scientology. If any of these enter in, the group is doomed by the
public. For thousands of years there have been philosophies and mental
technologies and none have been accepted until Dianetics and Scientology.
Even the work of Freud, seemingly popular, had less psycho-analysts in the
world than we had auditors in August 1950!
Part of our technology is organizational. If governments knew what we
know about Condition formulas, statistics, SPs and even economics there
would be a great era of prosperity in the world. If they had our Ethics
there would also be justice. So one of the things to know about expanding
an org is that our organizational tech is. Our comm lines, our despatch
forms, our many pieces and bits must be gotten in and used or the org just
won't expand.
Our organizational pattern makes it possible to administer good tech to
people. And that's the object of it. It also gets people in to administer
good tech to.
And so expansion and prosperity are possible when one:
1. Gets people interested
2. Organizes to service that interest
3. Turns out good results
4. Expands.
L. RON HUBBARD
LRH:ml.rd
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED [Cancelled by HCO P/L 15 Dec. 1969, Class of Orgs,
page 205.1
191
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1966
Remimeo
IMPORTANT
SIX DEPARTMENT SYSTEM
The conversion from a full Seven Division Org to a Six Department Org or
the conversion of a Six Department Org to a Seven Division Org is very easy
to do if the following is closely adhered to.
Table of Conversion
Seven Division Six Dept Org
Org
Division - Department
Department - Section
Section - Unit
Unit - Include in next
senior unit in
the 6 Dept.
This makes it easy to follow policy and have an org board.
In any policy letter of the Seven Division System, substitute in the above
table.
Title Conversion
Seven Division Six Dept Org
Org
Founder Founder
Exec Sec - Secretary
Secretary - Director
Director - Officer
Officer - In Charge
In Charge - Staff Member
Staff Member - Staff Member
In studying the Seven Division policy letters or arranging an org board,
use the above table for titles in the Six Department System.
SIX DEPARTMENT ORG
The following are the primary groups of the Six Department Org and their
sections and those who head them.
OFFICE OF LRH
LRH Communicator (or HCO Sec)
Estate Section - Materiel Officer
Cleaning and
Maintenance in Charge
192
Dept I HCO DEPARTMENT
Sect I Routing Appearances Personnel Section - RAP Officer
Sect 2 Communications Section - Comm Officer
Sect 3 Inspection & Reports Section - I & R Officer
Dept 2 DISSEMINATION DEPARTMENT
Sect 4 Promotion Section - Promotion Officer Sect 5 Publications Section
- Publications Officer Sect 6 Registration Section - Registration
Officer
The above two Departments are under the general charge of the HCO
Secretary.
Dept 3 TREASURY DEPARTMENT
Sect 7 Income Section - Income Officer Sect 8 Disbursement Section -
Disbursement Officer Sect 9 Records Assets and Materiel - RAM Officer
Dept 4 TECHNICAL DEPARTMENT
Sect 10 Tech Services Section - Tech Services Officer Sect I I Training
Section - Training Officer Sect 12 Processing Section - Processing
Officer
Dept 5 QUALIFICATIONS DEPARTMENT
Sect 13 Examinations Section - Examinations Officer Sect 14 Review
Section - Review Officer Sect 15 Certs and Awards Section - Certs and
Awards Officer
Dept 6 DISTRIBUTION DEPARTMENT
Sect 16 Public Information Section - PI Officer Sect 17 Clearing Section
- Clearing Officer Sect 18 Success Section - Success Officer
The above four departments are under the general charge of
THE ORGANIZATION SECRETARY.
The Advisory Council consists of the HCO Secretary and the Organization
Secretary.
There are no Advisory Committees.
The action names of Divisions in the Seven Division System are assigned
in the Six
Department System to its sections.
Therefore there is no real change in the org board between a Six Dept
and a Seven
Division Org, except that it is posted by sections instead of Departments
and Departments instead of Divisions. "The Office of LRH" is placed in a
Six Department System where Exec Division is placed in a Seven Div System,
the Office of Exec See of the Seven Divisions becomes the LRH Comm,
Section, and the Office of the Org Exec Sec on the Seven Division Board
becomes the Estate Section on the Six Department Board.
On the Six Dept Board the HCO See takes the place of the HCO Exec Sec
and the
Org Sec takes the place of the Org Exec See.
193
FUNCTIONS
There are no less functions in a Six Dept System but there are more
functions per executive and staff member as the traffic is less.
In reducing an org to a Six Dept System those familiar with Seven
Divisions will not have studied in vain, and in expanding an org the policy
and lines learned in a Six Department Org stay unchanged save for the first
and second conversion tables above.
PRODUCTION DEPARTMENTS
Four of the Six Departments are Production Departments in a Six
Department Org. These are Dissem Dept, Tech Dept, Qual Dept, and Dist Dept.
GRAPHS
The Gross Divisional Statistics of a Seven Division Org become the Gross
Departmental Statistics of a Six Department Org plus the Exec Div Stats for
the Office of LRH.
OIC CABLES
Report cables are the same for a Seven Division and a Six Department
Org.
GENERAL POLICY
All Policy, Policy Letters, Sec Eds and Eds applying to a Seven Division
Org apply to a Six Department Org.
CONTINENTAL DIVISIONS
Where a Continental Division has its home org as a Six Department Org,
it is called a CONTINENTAL EXECUTIVE DEPARTMENT.
In such a case the title HCO Exec See Continental is the HCO See
Continental, the Org Exec Sec Continental is the Org See Continental.
FOUNDATION
A Six Department Organization has a City Office sized Evening
Foundation. (See HCO Pol Ltr 21 Oct 66 Issue III for the City Office Org
Board.)
STAFFSTATUS
There is no change in staff status and its requirements between a Six
Department and a Seven Division Org.
REASONS
Small orgs have too hard a time obtaining sufficient personnel to cover
a Seven Division System. This leaves whole sections missing.
By giving the functions of those sections in the Seven Division System
to Directors in the Six Department System, they can shift their staff about
in functions to
cover the primary actions vital to an org's success.
L. RON HUBBARD
LRH:jp.rd Founder
Copyright@ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
194
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1966
Issue Il
Rernimeo
CITY OFFICE SYSTEM
(Revises all earlier designation of Org Pol Ltrs and Sec EDs)
There are several types of Scientology activities and identities as
follows.
SEVEN DIVISION ORGANIZATION
SIX DEPARTMENT ORGANIZATION
(see Policy Letter same date)
CITY OFFICE
FRANCHISE CENTRE
PERSONAL EFFICIENCY FOUNDATION
STAFF MEMBER
FIELD STAFF MEMBER
FIELD AUDITOR
BOOK AUDITOR
SCIENTOLOGY GROUPS
MEMBER
SCIENTOLOGIST
The differences are of (1) size (2) Org Board (3) services rendered.
THE SEVEN DIVISION ORGANIZATION has more than 75 staff members, has the
large 1965 org board complete. It gives services as permitted by Worldwide
but not less than Grade IV Training, Grade V Power Processing, a full PE
and is also served by a Foundation (usually on a Six Dept System). It may
have one or more executive divisions depending on whether it is Worldwide,
Continental, Zonal, Subzonal or local.
THE SIX DEPARTMENT ORGANIZATION has up to 75 staff members, an org board
similar to the Seven Division Org Board but in Departments. It delivers up
to Grade IV Training and Grade V Power Processing as permitted, operates a
PE and may or may not have a Foundation attached. If so its Foundation is
City Office size.
A CITY OFFICE has less than 35 staff members, has a Six Section System
and org board (see Pol Ltr Issue III same date). It gives training and
processing as assigned by WW and its Continental senior. It has Field Staff
Members. Its Evening Foundation has the same type org board as the Day City
Office.
A FRANCHISE CENTRE has less than 30 staff members. Its org board simply
states who is there and what he does. It is franchised by official
Scientology but is not an "official org" unless it so requests. It trains
all levels up to but not including Level Zero. It can run a Dianetic
Course. It proc--Sses up to the classification of the auditor auditing but
not including or above Power Processing. It does not have Power Processing.
It concentrates on PE, individual and coauditing at Dianetic level. It can
do group auditing. It operates day or evening or both.
A PERSONAL EFFICIENCY FOUNDATION has less than 10 staff members. It has
an org board with its activities and personnel designated. It teaches PE
Courses and does individual auditing up to classifications held by the
auditors concerned but not Power Processing or above. It copes as it can.
A STAFF MEMBER is any full or part time member of the staff of any
official org and has the title, duties and privileges assigned by policy.
195
A FIELD STAFF MEMBER serves the org of which he is an FSM, interests
people, patches up cases and operates as a Dissemination, Qualifications
function and comes under Distribution for admin purposes.
A FIELD AUDITOR professionally processes preclears up to his
classification but not Power Processing or above. He can run study courses.
A BOOK AUDITOR audits preclears below classification levels without pay
and operates study groups.
SCIENTOLOGY GROUPS are chartered by any official organization. They
study texts and have regular group activities and are often headed by Book
Auditors or Field Auditors and are sometimes addressed by qualified
auditors. They have a regular official charter.
MEMBER receives the services and privileges to which his membership
entitles him.
SCIENTOLOGIST: an individual interested in Scientology. Disseminates and
assists Scientologists.
This brief outline is issued by me to correct any confusion entered by
our evolving expansion.
1965 was a year of tremendous forward thrust and reorganization and we
must get the pieces sorted out and back in place.
LRH:rd L. RON HUBBARD
Copyright @ 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
196
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1966
Issue III
Remimeo
CITY OFFICE
A City Office has sections where higher orgs have Departments and
Divisions.
CONVERSION TABLE
7 Div Org - City Office
Office - Office
Division - Section
Department - Unit
Section - Attached as a function
to the higher unit
Unit - Attached as a function
to the higher unit
TITLE CONVERSION
Founder - Founder
Exec See - Director
Secretary - Officer
Director - In Charge
Officer - Staff Member
Staff Member - Staff Member
These two tables permit the 1965 Policy Letters to be applied directly
to a City Office.
There are no functions deleted from the Policy Letters but these are
grouped as part time actions in many cases.
The Org Board of a City Office would be as follows:
OFFICE OF LRH - Handled by the HCO Director.
HCO DIRECTOR - handles the two "Departments" of HCO and is a member of the
Ad Council, there being no Ad Committees.
HCO OFFICER - is in charge of three units of the HCO DEPARTMENT (Section 1)
as
follows:
RAP IN CHARGE 1. Routing, Appearances and Personnel Unit.
COMM IN CHARGE 2. Communications Unit.
I & R IN CHARGE 3. Inspection and Reports Unit including Ethics.
THE DISSEMINATION SECTION, also under the HCO Director and headed directly
by the DISSEMINATION OFFICER, is as follows:
Promotion In Charge 4. Promotions Unit.
Publications In Charge 5. Publications Unit.
Registration In Charge 6. Registration Unit.
Then there are four sections under the ORGANISATION DIRECTOR as follows:
THE TREASURY OFFICER
Income In Charge 7. Income Unit.
Disbursement In Charge 8. Disbursement Unit.
RAM In Charge 9. Records, Assets and Materiel Unit.
THE TECHNICAL OFFICER
Tech Services In Charge 10. Tech Services Unit.
Training In Charge 11. Training Unit.
Processing In Charge 12. Processing Unit.
197
THE QUALIFICATIONS OFFICER
Examiner In Charge 13. Examinations Unit.
Review In Charge 14. Review Unit.
Certs and Awards In Charge 15. Certs and Awards Unit.
THE DISTRIBUTION OFFICER
Public Information In Charge 16. Public Information Unit.
Clearing In Charge 17. Clearing Unit.
Success In Charge 18. Success Unit.
The Board as will be seen is the same shape and pattern as a Seven
Division Board but has no Executive Division but an "Office of LRH"
instead, the next two columns being the "HCO Director" and the
"Organisation Director".
LRH Founder appears at the top left of the board, which makes it an
official org as the name may not appear on org boards of orgs of an
unofficial status.
The Board of Directors of the Continental or Area Corporation go up in
the right hand corner of the Board.
Such an org can be run by ten or more staff members but should have up
to 35 before it needs a Six Department System.
The 1965 reorganisation policy letters thus cover a City Office if the
above Conversion Tables are used.
It will be found that if one does not cover the Departments, Sections
and Units designated in the above table at least as far as their primary
functions, the org will trip itself up by not having these functions noted
on its board.
This org board also serves as the Evening Foundation Org Board of a Six
Department Day Org.
Even a Foundation will fail if the primary functions given are not in
some way covered.
It does not matter how many units are covered in his or her section in
the above table so long as there is a Section Officer.
This permits all policies and executive directives issued at higher
levels to apply also to a City Office, making uniform management.
GRAPHS
The Gross Divisional Graphs of the Seven Division System apply to
Sections in a City Office and are the same graphs.
OIC CABLES
OIC Cables for a City Office have the same form as for a Seven Division
or Six Department Org. The statistics of the Executive Division are given
even though it does not exist in a City Office. "The Executive Division
Statistics" are compiled by OIC in I & R Unit and the graph is marked
"Office of LRH Section".
STAFFSTATUS
The staff status programme and the Org Exec Course apply to a City
Office.
CITY OFFICE EVENING FOUNDATION
If a City Office has an Evening Foundation it has in fact the same org
board as the Day Org, if even fewer personnel.
L. RON HUBBARD Founder
LRH:jp.rd
Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
198
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF 11 AUGUST 1967
Also Members of Issue II
OT Cen Comm
and SEA
ORGANIZATION ORGANISATION
DEFINITION OF
The word ORGANISATION in Scientology policy means an activity organised
on the 7 Division System authorised by myself and regular official
Scientology organisations and under Worldwide.
When an activity or project is taken over by an organization but is
separate from it, the new unit will be called an ORGANIZATION.
By the use of this word it should be communicated that the activity is
fully regular, official and conducted by real authorised Scientology
organisations.
The word PROJECT hereafter denotes an unestablished and unofficial
activity condoned or authorised by an organisation.
The word PROGRAMME means a routine activity within an organisation
repetitive and continuing.
With the issue of this policy letter, the Scientology sea activity or
"project" becomes the SEA ORGANIZATION and the base establishment becomes
the BASE ORGANISATION as these are official, recognised and are conducted
by proper Scientology organisations and are under Worldwide.
The word ORGANISATION or ORGANIZATION or ORG may not be used to denote
an unofficial or test or temporary activity or an activity not authorised
by main line Scientology.
LRH:jp.rd L. RON HUBBARD
Copyright Oc 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1968
Remimeo
SEA ORGANIZATION PERSONNEL
The Sea Organization requirements for its Staff are as follows:
That only personnel be sent who have had Scientology processing and they
are at least a Grade 4 Release, Power Release is preferred, as the minimum.
The Sea Organization will be very happy to handle training and
processing from Grade 4 on up. However, only Scientology processed and
trained personnel have been able to keep up with the Sea Org activities.
The Sea Organization's responsibility to the Orgs WW is such that its
purpose line for these orgs can't be altered with internal elements who
have no subjective reality on
that technology which the Sea Org is enforcing.
LRH:jc.rd
Copyright Oc 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
199
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 OCTOBER 1968
Remirneo
ALLOWED TECHNICAL SERVICES
These are the services permitted to be sold at various organizations:
SAINT HILL, ENGLAND
COURSES
Dianetics Course
SHSBC
Solo Audit Course
Internship
AUDITING
Power Processing
Grade auditing if purchased with Power
Review Actions through OT II
AOUK
COURSES
Clearing
OT 1, 11, 111, IV, V, VI
CLASS VIII COURSE (Starts 18 Nov 1968)
AUDITING
Review Actions through OT VI
AMERICAN SAINT HILL
ORGANIZATION (ASHO)
COURSES
Dianetics Course
SHSBC
Solo Audit Course
Internship
AUDITING
Power Processing
Grade Auditing if purchased with Power
Review through Power
AOLA
COURSES
Clearing
OT 1, 11, 111, IV, V, VI
CLASS VIII COURSE (Starts 18 Nov 1968)
OTHER ORGS
COURSES
As far as Classed, up to Level IV
AUDITING
Grade auditing and Review to Grade IV
Students who are currently enrolled on other courses than the above at
these organizations may complete the course they are on. However NEW
STUDENTS MAY ONLY BE ENROLLED AS ABOVE. (Applies to technical courses only,
not Organization Executive Course, Minister's, etc.)
A student who cannot successfully audit the higher levels at AOUK or
AOLA is returned to Saint Hill or American Saint Hill Organization to do or
redo the Saint Hill
Special Briefing Course.
LRH:ei.rd L. RON HUBBARD
Copyright (D 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
200
HUBBARD COMMUNICAT
Saint Hill Manor, Fast Grins
HCO POLICY LETTER OF 7 SE
Rernimeo
Tech and
Qual Divs
Dist and Dissern
Auditor
BPI ALLOWED
TECHNICAL
SERVICES
Advanced Organizations
Clearing Course
OT Courses 1, 11, 111, IV, V, VI
Class VIII Auditor's Course
Review Actions through to OT VI
Saint Hill Organization
Internship
Saint Hill Special Briefing Course
Solo Audit Course
Org Exec Course
PRO Course
Power Processing V and VA
Review Actions through to OT 11
Mini Courses
Other Organizations
As far as classed up to Level IV
Grade auditing and Review through to Grade IV
Triple Grades
Hubbard Standard Dianetics Course (HDC-HDG)
This will make the line up smoother and emphasizes each type of org's
product.
I . An AO produces OTs and Class VIII's.
2. A SH produces Class VI's and VII's and Power releases.
3. An outer org produces academy graduates, HDGs and Grade IV
releases or Triple Grade IV's.
Of course every organization holds Basic Public Courses such as PE and
Comm Courses except AOs.
Grades, Triple Grades and HSDC if taken at SH will of course be three
times the price. Also HSDC or PRO Course if taken at an AO will be three
times the price.
The Organizations are inter-dependent. Each has an important job to do
in the clearing of this planet.
We are here to serve. Lt Cmdr Diana Hubbard CS-6 for
LRH:DH:rs.ei.cden L. RON HUBBARD
Copyright @ 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED [Amended by HCO P/L 23 November 1969, page 203.1
201
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRH ED 34 INT 18 November 1969
FO 2202
Stations Ships
AOs
All Orgs
THE ROLE OF THE CENTRAL ORG
It is essential that the Central Org (that org where the senior Exec
Council of the Continent or similar is located) be a Stable Terminal for
its area.
This makes it possible for the orgs under it to stabilize. Stable
Terminals breed stable terminals.
Every exec has a certain area he should be controlling, a group of orgs,
an org, part of an org, a division, a section. Confusion only occurs where
the one in charge of the area generating confusion is not handling that
area. Areas that are wholly inactive aren't being pushed by whomever is in
charge.
An org that doesn't have income is not known to its Public, isn't giving
what is needed and wanted, isn't really giving service.
Where this is true of a continent's orgs, or of the Central Org, the
Central Org doesn't have a clue what a Central Org does. A Central Org
promotes action in junior orgs and Franchises and field and HELPS THEM by
training up their auditors and handling their tough pos. An auditor in a
lesser org or the field should know he can get training from the Central
Org and should know that he can unload tough pes on it. If the lesser orgs
and field don't know that, the Central Org will be dead. A Central Org does
not crowd in the middle of a town as a competitor to the area's franchises.
It doesn't get its income from stealing pcs. First and foremost it
furnishes a stable terminal of aid and assistance to all other orgs in its
continental area. It pushes Dn and Sen. throughout the whole area as
promotion and also gets its own pcs and students.
A Central Org has to know who its customers are. They are
All the bookbuyers, Public Division Courses students, etc in its own
area All the students in its own area
All the pcs in its own area
All the students and pes in the continental area who are trained and
processed up as far as the lower classed area org can take them and to
whom the Central Org can offer further service.
All the students and pcs of all Franchises and Counselling Groups to
whom the Central Org can offer further training or processing beyond
that obtainable in the local org.
All the personnel of all area orgs, Franchises and Counselling Groups
for training and processing beyond that available in the local org.
Services may of course be delivered to anyone in the Continental area
who wishes to take them in the Central Org. The Central Org promotes
directly to the public in its own area, and helps the area orgs, Franchises
and groups to successfully carry out their functions so as to produce
streams of customers from their areas to the Central Org.
The fees paid by the customers of the Central Org are the income of the
Central Org.
The Central Org must make known and sell its services. To ALL its
customers.
The Central Org has long been charged with holding the Tech Standard for
its area. It must hold a standard, as a Stable Terminal, for all the flow
lines of its continent.
"" III LOO "",
ko
OR? L. RON HUBBARD
Founder
LRH:KU.Idm.rd
202
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 23 NOVEMBER 1969
Tech and Issue 11
Qual Divs (HCO Policy Letter of 7 Sept 1969-Amended)
Dist and Dissern
The Auditor Urgent - Reissue
BPI
ALLOWED TECHNICAL SERVICES
Due to its possible interference with complete service and statistics
this Pol Ltr is amended.
Advanced Organizations
Clearing Course
OT Courses 1, 11, 111, IV, V, VI
Class VIII Auditor's Course
Class VIII Internship
Review Actions through to OT VI
OEC
Mini Courses
Other services of lower orgs as required to handle pcs and students and
complete their
training or cases
Saint Hill Organization
Internship Class VII & V
Saint Hill Special Briefing Course
Solo Audit Course
Org Exec Course
PRO Course
Power Processing V and VA
Review Actions through to OT 11
Dianetic Auditing, HQS, HAS, PE, etc
Dianetics Courses, HDC & HDG
Mini Courses
Any Tech actions issued before 1968
Other Organizations
Internship
As far as classed up to Level IV - or as classed
Grade auditing and Review through to Grade IV
OEC
Triple Grades
Dianetic Auditing
Hubbard Standard Dianetics Course (HDC - HDG)
HQS - HAS - PE, etc
Any tech training or processing issued or authorized prior to Standard Tech
Grade IV
or below
Franchise
Dianetics Courses to HDC (not HDG)
Any Sen Auditing up to Grade IV for which its auditors are trained
Dianetic Auditing
HAS - HQS - PE
Course based on Dn & Scn Books and Tapes
Field Auditors
Any Dn or Sen Auditing for which auditor has been trained and certified
203
Dn & Scn Groups
Programs recommended by Orgs
Scri Books and Tapes
Dn Course if taught by an HDG
This will make the line up smoother and emphasizes each type of org's
product in which the org is specialized.
1. An AO produces OTs and Class VIlls.
2. An SH produces Class Vls and VIls and Power Releases.
3. An outer org produces academy graduates, HDGs and Grade IV
Releases or Triple Grade IVs.
Of course every organization holds Basic Public Courses such as PE and
Comm Courses, except AOs.
Internships as allowed by recent Pol Ltr.
The Organizations are inter-dependent. Each has an important job to do
in the clearing of this planet.
We are here to serve.
LRH:rs.ei.rd L. RON HUBBARD
Copyright @ 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRH ED 431NT 29 November 1969
ORG SERVICES
Your attention is called to HCO PL 23 Nov 69 Amended which UPGRADES AND
EXPANDS ORG COURSES AND SERVICES.
SHs should at once resume their Dr. Courses.
Field Auditors should be informed
YOU CAN AUDIT ANY PROCESS FOR WHICH YOU HAVE BEEN CERTIFIED.
That means ever certified.
The point of Standard Tech and Standard Dianetics is so our orgs can
guarantee their services. Thus WE in the orgs are sure of results.
Look over this PL carefully and increase or restore your service.
'W'.."I"
OL ""
ock"",
L. RON HUBBARD
Founder
M8 (Not HCO Policy Letter. Correct colour flash Blue on
White.]
... [Note: The above mentioned Policy Letter and ED must not
be misinterpreted. The
phrase YOU CAN AUDIT ANY PROCESS FOR WHICH YOU HAVE BEEN
CERTI
LRH:jp.rd FIED concerning field auditors does not then give
field auditors permission to run
Power Processing or AO Class Vill Rundowns, as these are
held by right and
prerogative by SHs and AOs. There are no restrictions
other than this. - L. RON
HUBBARD. Full text of HCO P/L 28 February 1970,
FieldAuditors.]
204
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1969
Remimeo
URGENT
CLASS OF ORGS
(Cancels any Pol Lirs or Eds
or orders to the contrary
including HCO PL 6 Feb 66.)
There is no such thing as a classed official org.
Any official org (not a Franchise or Gung Ho group) can perform and
teach any Class or Grade up to Class IV.
This includes Standard Dianetics HDC and HDG.
ONLY an official org can teach Academy Courses and qualify students for
Scientology certificates.
HDG can ONLY be taught by an official org. (This qualifies Supervisors
to teach HDC elsewhere.)
Dianetic Certificates can only be issued by an official org even when
the course is taught elsewhere.
The difference between an official org and a Franchise or a Mission is
that an official org is looked to as a distribution point for source, runs
on policy, is responsible for its area and looks to its Continental Org and
WW for policy.
It maintains the quality and standard of tech. It sets a standard for
instruction.
If it maintains its ratio of Admin personnel to Tech (auditors and
supervisors) on a 2 Admin maximum for every tech person and inclines toward
I Admin to I Tech, and promotes well, maintains a professional image,
develops no backlogs and delivers excellent service and cares for its field
with ARC it should be far better paid and more solvent than any Franchise.
The idea of a "Public Division Org" is not very good. It is far better
to develop a full org as in LRH ED 49 INT, Organization Program No. 1.
So long as an org functions crisply with the services it can deliver and
defends itself as per Assistant Guardian actions, it can become very
prosperous, serve its community and do its large share in bettering the
community and doing its share in clearing the planet.
L. RON HUBBARD
Founder
LRH:rs.eg.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
205
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I JUNE 1965
Remimeo in the orgs
by the orgs
All Staff Hats Urgent
THE FOUNDATION
At once this policy letter goes into full effect, urgently, in
Washington, DC, New York, Los Angeles, London, Johannesburg, Melbourne, and
Auckland and as feasible in all the other orgs.
Without disturbing the daytime org or its operation in any way, an
evening, part-time organization is formed.
The purpose of the evening organization is to operate as a bridge from
the public to the daytime org and to make money in its own right.
Its personnel are on half pay for work five nights a week from 6:30 to
10:30 and will go on full pay if also working full days Saturday and Sunday
to operate a weekend organization as well which can give the evening
services on weekends also as well as deliver upper level training and paid
HGC processing.
The evening organization services are not merely free services, but
include any org services as well as free services not part of day org
services.
Day staff may also hold evening posts and receive pay for them, but it
is clearly understood that evening staff work is only as a part of the
evening organization.
PE and Free Scientology Centre ads are placed to run regularly in the
papers.
The public attends these and is then sold by evening staff on daytime or
evening courses or interisives. The free services are the Beginning
Scientology Course and student assists. The paid services are HAS, HQS, and
regular evening or daytime intensives.
The entire success of this organization depends on the crispness and
businesslike manner of its staff and the organization and the quality of
its technology. If the free technology is not excellent no sales will
result. If the sold technology is not spectacular, no repeat sales will
occur.
NAME
The Evening Organization (and the Weekend when it is formed) is called:
THE SCIENTOLOGY FOUNDATION.
The name must be registered as a business name. It is owned and operated
by HASI and is just a part of HASI.
By using this name, it is easier to route, advertise, and designate
locally.
POSTS
The standard org board is used and all of its key posts are filled with
as little doubling of hats as possible.
A second org board is posted for the evening organization as formal as
the daytime board. The matter of space for it must be solved, but it is
best posted in the PE room. It should be on 4' x 9' formica that is green
in formica colour as opposed to the daytime org board's blue. Otherwise all
flash colours are the same as to titles and names, etc.
The Scientology Foundation must have the following minimum posts and two
or more of these may not be worn by one person:
Foundation HCO Secretary Foundation Ethics Officer Foundation
Organization Secretary Foundation Registrar Foundation Director of
Training Foundation Director of Processing Foundation Director of
Examination Foundation Director of Review Foundation Director of
Field Activities.
206
If these posts are not filled each by one person, it is not a
Foundation.
In posting these names, one first puts up the entire org board, complete
with all divisions arid departments, secretarial posts, executive
secretarial posts, and LRH.
A banner, The Scientology Foundation, is put to the upper right with
HASI, Inc. and its Board below it.
One puts in the level words, the lot. "Foundation" is placed before each
department name and section and course name on the board.
However, one then posts in the secretarial level and the departments
only those names actually appointed, leaving the others blank.
Under the proper departments, one puts the actual services offered and
the names of the Foundation staff members performing them.
DOUBLES
The Foundation HCO See doubles as Communicator for.the entire Foundation
and handles all external and internal communications. As things get
prosperous, a Communicator is put on.
The Foundation Ethics Officer doubles for the Director of Inspection and
Reports and does the OIC and other functions of that department.
The Foundation Organization Secretary is the only other Secretary
assigned in a basic Foundati6n staff. He operates as material, supply, and
cashier and keeps all the accounts and records of the Foundation-which are
not kept by the daytime org. As things get prosperous, he may have a
janitor and a cashier. Until then, he must care for the money and its
records and the quarters; and as the senior org executive on duty, he must
also organize the other divisions.
The Foundation Registrar doubles as Reception and Testing Officer. When
things get prosperous, a receptionist is put under the Registrar in the
Department of Estimations.
The Foundation Director of Training takes one of the courses (BS or HAS
or HQS) at first. He is assisted by Supervisors (not Instructors) for the
remaining courses. As these courses get heavy, they must be carefully
separated into Theory and Practical courses with Supervisors. When the
courses contain 50 people routinely, the Foundation Director of Training
must not take a course but must have Supervisors for them. He is assisted
by the Registrar in Course Admin, as all Tech Admin is now done in the
Department of Estimations.
The Foundation Director of Processing takes care of all Coaudits, group
processing, and auditing of whatever kind done in the Foundation, including
its staff staff auditing and staff coauditing. He has charge of the Free
Scientology Centre which is assisted by the Registrar in its registration
work. All its student auditors come under him and he is answerable for
their conduct and quality of service. Any evening or part-time auditing
done is done by the Foundation and this is under him. He is also Case
Supervisor and does all the folders and reports. He also does room
assignments. If it's auditing, he supervises it and is responsible for it,
whether by Free Scientology student auditors or Foundation staff. He is
assisted by a student Case Supervisor. Note that he does not repair or
handle bogged cases, these go to Review only. He handles cases only so long
as they have standard reactions to standard processes. If not, they go to
Review.
The Foundation Director of Examinations passes on all auditing results
and completed check sheets and is the person seen when entering or leaving
Qualifications Division, except when a certificate or award is attained. He
acts also as Certificates and Awards for the Foundation, issuing letters on
LRH stationery signed by the Foundation HCO See by and for LRH for
certificates and classes or grades. When a signed copy goes to Saint Hill
and the original is given to the Registrar to give to the student or pe,
more training or processing is sold.
The Foundation Director of Review must be a good auditor who patches up
goofed pcs sent by the Director of Processing or who finds out about the
case for the Director of Processing. This is never varied routing. Pcs not
doing well under processing go straight to Review at orders of the D of P.
The D of P never interviews pes-only Review. And Review charges for it,
whole hour rates for any part of an hour. Slow students go to Review for an
assist on 1. Problems Straight Wire and Comm, 2. Remedy A, and 3. Remedy B.
These take maybe 15-20 minutes and are charged for at student hourly rate,
never less than a one hour fee. Examinations invoices them in.
207
This is the top auditor available, a fast one. He can make triple rates,
since an hour is the minimum charge and he can do up to 3 an hour! Review
doesn't pass on all pes-Examinations does that and shunts those to Review
he doesn't like the results on. This Review auditor cannot run other pcs
than Review.
The Foundation Director of Distribution sells books, handles all the
advertising placement; and handles Field Staff Members and receives
people's plans for activity in Scientology. He must be on deck to keep
students reminded to "select" their pcs in the Free Scientology Centre and
to sell all books. He also carefully gathers up all names and addresses of
all traffic recorded in the Foundation and puts it on mailing lists and
sends records of all purchasers to CF.
Without this minimum evening Foundation team operating, every evening
for the full evening and when on weekends, for the full weekend, the drill
won't bring in business.
ALL POLICY APPLIES
All policy applies to the Foundation, as well as to the HASI.
Consecutive scheduling, however, is consecutive evening or weekend
scheduling. 121/2 hour evening intensives are sold or an evening plus
weekend 25 hour intensive is sold. The courses run all five nights. They
have to move enough traffic through. Student auditing in the Free
Scientology Centre, however, is just 2Y2 hour session and can be as little
as one session.
RECEIPTS & PAY
All receipts of the evening Foundation just go into the org accounts.
There aren't special bank accounts for it as it's just part of the org. The
HASI benefits like mad from the Foundation, but so does the Foundation,
from the HASI.
Pay is the same parity as the HASI pay except that it is 1/2 pay or
units for the same post. When weekends are included, Foundation pay is full
pay.
STAFF NUMBERS
Staff on post should be adequate to care for the traffic and should be
expanded from minimum staff as fast as traffic warrants it and should cover
the most overloaded points first. The ratio for the divisions is I
personnel for Divisions 1, 2, 3, 6 & 7 to every 2 personnel in Divisions 4
& 5 combined. Everytime 2 personnel are put into Divisions 4 and 5, one is
put into one of the others. It is usually done by rotation in 1, 2, 3, 6 &
7. Qual (5) has very few compared to Tech (4).
DESKS
The same spaces and desks are used by both HASI and Foundation
personnel.
BASKETS
The Foundation has its own Comm Centre. On the desks sit the Foundation
Comm Stations in addition to the HASI staff member's Comm Station.
Foundation Comm Stations are a different color uniformly than HASI Comm
Station baskets.
SUMMARY
If this is organized well, it will even the load for the town org
personnel which have heavy evening and light day traffic. In such an org
the Foundation may at first be bigger than the HASI. But this is easy as
part-time personnel is more available to town orgs.
As this parallels the -Autumn 1964 stress of org traffic and only
extends the successful PE Foundations, it should be very successful.
L. RON HUBBARD
LRH:msh.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
208
HUBBARD COMMUNICATIONS OFFICE
Saint, Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JUNE 1965
Gen Non Rernimeo
THE FOUNDATION
(see HCO Policy Letter 11 June 65 which this continues)
FORMING THE FOUNDATION
You will find that the success of The Scientology Foundation (or
the evening weekend Foundation) depends upon three things:
1 . The Excellence of its administered Technology.
2. The crispness and completeness of its organization.
3. Offering all services available in the day time and delivering
them in the Evening or Week End.
If any of these three are missing the results will be quite
unsuccessful and
disheartening. 1
Therefore the success of the Foundation does not depend upon the
brilliance with which it is conducted or upon the flashiness of its
quarters or upon the personalities of its staff. The success depends
upon the accomplishment of technical results and upon the team work of
its staff.
You will find its org board is made to work. It takes minimum hat
details but maximum agreement on those details.
It is not a number of individuals acting as individuals but a group
of closely dovetailed efforts, dedicated to the maximum production of
technical results by the
1 maximum co-ordination of individual efforts.
THE TECHNOLOGY
The Tech of the services offered is just standard tech for the
appropriate levels.
The Beginning Scientologist Course, the two HAS Courses (Theory and
Practical) and the two HQS Courses (Theory and Practical) are best done
exactly by the technology given in the HCO Pol Ltr of 31 May 1965.
The student auditing in the Free Scientology Centre (which is just
a section of the Department of Processing and the Department of
Estimations, and is far from the full Foundation which has all
services) is standard tech and mostly assists.
The Academy Courses offered are the low level HRS and HTS Courses,
both by cheek sheet, both consisting of two Courses each. If any higher
level is given it would have to be after a lot of students finished
lower levels for nothing is less crisp than a course with two people on
it. You can handle both low level (HRS and HTS) with only two
Supervisors-one for Certification (Theory, HRS and HTS) and one for
Classification (Practical, HRS and HTS). It does however require 2
Supervisors. HQS can be thrown in with thern in its two Courses, in a
pinch, but it isn't too advisable. It's better if HAS and HQS are
paired if you must, meaning two Supervisors (one Theory and one
Practical) exist for the lot.
A coaudit can exist. A group Auditing Intensive can be sold
periodically.
Any public grade auditing can be sold that you have auditors to
deliver it, but don't foul up your D of P by letting the Registrar odd
bit the auditing schedule. 121/2 or 25 hours at a crack is the only way
you can achieve any real gain as any pc goes backwards on only 3 or 4
hours a week-why lose? And if you schedule non-consecutive you have to
have far more auditors and they deliver less and D of P work becomes a
nightmare of trying to recall.
BUILD FROM A PE
If you have a running PE or evening service build the Foundation on
it-but just leave the PE, ete and flank them with the rest of the org.
These PE and public course people can't function with no org present
and lose the business. For years "poor PE Instruction" has been cited
as why few moved from PE to the org. This was false. The reason was
"What Org?" There is no org flanking a PE. Its Instructor was a one man
band moving in a maze of empty offices, no phone, no despatches, no
help. How could he handle these people?
209
Further, these people were evening people. Unless they could go to an
evening org, they had to break their stride and stop work. So they could
move (and did move as per autumn 1964 graphs) into other evening services.
Those services were attended not because they were cheap but because they
took place in the evening.
You will find that if you run free Week End Beginning Scientologist
courses you can then run the other services as Week End services also as
now you have attracted the Week End typeperson.
A person could have both Evening and Week End service consecutive. You
will find that will sell, too, and make lots of intensives and fast
courses.
You have to sell lots of courses to the same people so they have to go
through fast in order to keep ahead on expenses.
FORMING
In organizing a Foundation you can build it by starting or using the-
old PE, then starting and using the old sub-Academy Services, all the while
adding in the other posts given on the new org board. Lack of those
posts'was what lost your business. Every time you skimp those listed in HCO
Policy Ltr of I I June 65 for the Foundation, you load up and jam the other
lines, get no flows or sign-ups.
Try to keep PE, etc down to where it was and you'll just keep falling
down. You have to have a full org there operating in the same hours as the
service is given.
It is the full intention to add Foundation staff until a full org is
there also in the evening. This means a Foundation HCO Exec See, a
Foundation Org Exec See, a Foundation LRH Communicator-the lot.
While these are all junior to the HASI staff, they are themselves AND
HANDLE NO HASI BUSINESS FOR THE DAY STAFF. They have their own Ad Comms,
OIC graphs, their own executive orders. They have their own. Org Board and
their own Comm Centre and their own Comm Baskets. They place their own ads
and answer their own mail and get out their own mailings.
The two orgs cross in CF and Address but the Foundation has its own file
drawers for Address plates for local mailings.
Daytime Reception and Daytime Registrar can take messages for and even
sign up people for the Foundation and vice versa. Their money is pooled and
units uniform. Their accounting as different from collection is handled by
Day Accounts. They can't shift quarters without permission from their
daytime HASI seniors.
The HASI and the Foundation co-operate. They do not cross except as
noted above.
HOURS
The hours 6:30 to 10:00 (corrects 11 June Pol Ltr) for the Foundation
and regular workday hours for the area, Saturday and Sunday, are all set
and strictly time clocked.
Evening sessions in an intensive are only 21/2 hours long. But they
start at 7 and finish at 9:30 and the staff auditor is to do other actions
until 10:00 and the Foundation D of P gets all the folders in and marked in
that last half hour and in the first half hour of the next Foundation day.
In the period of 6:30 to 7:00 one gets the pes collected and to session.
The Courses start at 7 and run until 9:30. In the final half hour, the
quarters are straightened up and the supervisors make their reports to the
Foundation D of T and care for other actions.
Having half an hour before public service begins and a half hour after
permits even an occasional fast Foundation staff meeting or conference even
to Tech.
One should be careful to shoo Foundation staff home at 10:00 as many
have other jobs and will wear out if not swept out at 10:00 exactly and
told to go home. Sleepy auditors don't give good sessions and sleepy execs
can make mistakes.
ECONOMICS
The reasons some staffs have individual economic problems are as
follows:
I . Their org depends on local people for business. 2. The local people are
working at their own jobs in daytime hours.
210
3. The org is closed or undermanned when the traffic can occur.
4. An org depending on local business is generally open only when people
can't be
trained or processed. i I
5. A Continental org depending on feeders from other orgs, goes to
pieces when town orgs skimp if it has no town business as offered by the
Foundation.
6. "Moonlighting" is the term applied to having two separate jobs and
employers. There are few evening jobs available. A staff member of a
Foundation, even working evening and Week End can get another job and
still bold an org post in rough times.
7. By using the same quarters twice one doubles potential income at half
the quarters and upkeep expense. Thus one can afford better bigger
quarters.
S. The people with money to spend are in the majority people who work.
They have only week ends and evenings for avocations. People who can't
work or don't work are almost always the,rougher cases and Ethics type
pes. Hence by offering only daytime service one gets a higher percent of
rough cases and finds service harder to deliver.
WHY ETHICS?
You can't run pcs without Ethics to hand. Technical fact. Particularly
on lower level processes and also on Power Processes the Potential Trouble
Source (connected to a Suppressive) will go to pieces under auditing-not
improve.
Current statistic on this is 20% PTS or mild SP and of this 21/29o is
very vicious Suppressive Person.
Your D of T can't train a class that has a PTS or SP in it.
Your D of P can't audit people if he can't handle this PTS and SP factor
efficiently.
Your Dir of Review will go round the bend if he can't shunt PTSs or SPs
to Ethics. He'll have to become the Ethics Officer.
This is not policy I am talking about. It is technical fact. It just
can't be done and never will be possible on lower technology and requires
fantastic skill to get a real gain even with Power Processes. So accept
this technical fact and you'll understand both ethics and all your case
failures.
With no available Ethics Officer to take PTSs or SPs off the lines and
handle (by spotting and using standard policy actions) your traffic will
thin, your jobs will be a burden and the Foundation will fail.
The whole Foundation Staff has to know the Ethics drill and follow it.
Ethics is for the public far more than staff. You must use the drill.
A Supervisor to whom a student is impolite must send the student to
Ethics. If the student is slow, the Supervisor must send to Review for
special attention at the student's expense.
Staff auditors finding a pe savage or unchanging, must send to Review
which probably sends to Ethics. Staff auditors finding a case failing must
send to Review which again may send to Ethics.
The ultimate in dumbness is the person who thinks "Ethics is to make pcs
answer questions". Or the person who thinks it is for espionage on staff
members.
Ethics is a long arm part of technology. And incidentally spots PTSS and
SPs who get onto staffs as they sometimes do.
Ethics is a fine edged tool, a vital part of an org if one wishes to
train people in Scientology or process them successfully.
If tech is out, Ethics will get tech in. If Ethics is out, Tech won't
ever go in. It's Eke that. I learned this the hard way. Let's hope others
learn it on easier channels. The "ARC Broke pc" or "ARC Broke Student" is
95% Ethics type. That's the discovery. Use it.
If you have Ethics in, the 80% will flow through the Foundation in a mad
torrent.
211
EVENING OR WEEK END
To start, a Foundation should be evening and should be built quickly to
a full staff. NO ACTION MAY BE SHIFTED TO WEEK END UNLESS A FULL STAFF IS
ALSO PRESENT ON THE WEEK END.
You must not have an evening Foundation with some Week End actions; if
there are Week End actions leave them with HASI until they build up to
warranting the Whole Foundation.
You can of course start a Foundation as both Evening and Week End from
the beginning. But that means everybody on deck evenings and everybody on
deck week ends.
You may have potential staff members who plead they must spend some time
with their families. Make them choose Evening or Week End, not "3 evenings
a week and Saturday". That would be chaos. You can barely tolerate the
randomity of one Supervisor for Evening and another for Week End. You can't
tolerate a staff auditor "3 evenings and Saturday". You can barely get
along with auditors some of whom are only evening and some only Week End.
RESULTS OF EXAMINATION
I find orgs that have no local traffic have the hardest time with booms
and depressions.
I find that almost all losses from the old PE came from not having a
full org present. The first instance was in LA in 1950 where 125 people a
night made out cards for training and processing which the lecturer left
lying about in the chairs and which sometimes were handed in by the
janitor.
No daytime exec is likely to understand fully the problems of the
evening traffic tech and admin as he isn't there, is he? Thus the
Foundation should have its own execs, junior of course, to the same day
post.
I find that the skid of some orgs in Jan 1965 really came in part from a
cessation of evening services and lack of good tech in them and that when
the evening student or potential pe was confronted with a shift from
evening to daytime scheduling for auditing or training he or she could not
usually go on and fit his time that way so dropped out.
I find that the magic key to a local org boom is the evening service and
making that service excellent technically and making the org that gives it
a full org with its hats all on while technical is in progress and keeping
the lines crisp and proper, its courses and sessions starting and ending
bang on the mark, and all going briskly.
THE DAYTIME ORG
This is no effort to undermine the daytime org. You will find it had its
own and different public and will run on quite well, even better. The
Evening Foundation sends a lot of business its way but has plenty of its
own. The two orgs will take business away from each other. Day business may
drop to evening. And evening business becomes day business. So nobody
should care much who signs who up for which as long as a sign-up does
occur.
The statistics of the two orgs should be kept separately or somebody
will be catching the blame for somebody else's goofs.
As all this is based on data won by personal management of day and
evening activities and a survey of past rising statistics it should work
very well indeed.
L. RON HUBBARD
LRH:mh.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
212
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 JULY 1965
Gen Non-Rcmirneo
THE FOUNDATION DATA
The staff of a Foundation has only 21/2hours of technical activity. Half
an hour before and after is allowed for administration.
There at the start you can use personnel from any division doubled in
technical. This would seem to cross divisions and does, but it permits you
to man a starting Foundation in all its required posts and yet have a full
tech staff at the same time.
Only a receptionist and an Ethics Officer and a Review auditor must not
be off their posts during the 21/2 hour tech period since those posts are
on call-the receptionist to handle body traffic and phone calls, the Ethics
Officer to handle students and pcs referred to him and the Review Officer
to do Review assists or act as an examiner.
All other posts may have technical duties, supervising courses or
auditing preclears during the 21/2hour tech period.
If this is done the Foundation staff must report on time to their proper
assigned posts to do what they can of their hats and then speed off to do
their sessions or classes and then, shaking off terminal snapping students
and pcs, be back on their own posts to pull the Admin lines straight again.
It was done at Saint Hill and though hard on staff, it works. Soon the
traffic flow increases so that a larger staff can be supported and success
breeds new staff applications and soon the basic staff can shed their tech
period hats where these are double and do their basic duties for the whole
evening period. By that time they'll have to. If the organization is crisp
and on policy with Ethics and tech well, in they'll have too much traffic
to leave any post unmanned.
So if you do this, don't forget to pull the basic staff back out of
additional tech assignments as soon as traffic warrants it.
You can also do this with daytime staff, governed by the same rules, and
remembering to give it relief as soon as traffic grows.
L. RON HUBBARD
LRH:mh.kd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
213
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 AUGUST 1965
Remimeo
FOUNDATION
BASIC COURSE ORGANIZATION
Scarcity of space may lead orgs running Foundations into a gross
organizational error.
One must NEVER recruit a body of people and then carry just that group
up, opening new courses only when they are ready and closing the lower ones
when emptied. I can tell you by grim experience that that is NOT the way to
handle basic courses. The org will die if it is done that way.
One must continually nightly recruit new people and one must have in
existence the next area up for them to move into. One mustn't wait for
people before one organizes where they go.
One must have new applicants as all courses get smaller as they advance.
If they are well taught they get a little smaller. If badly taught they get
a lot smaller.
The assembly line must exist before one can get traffic to put on it. So
make the line. Then get the traffic. And always feed new traffic in at the
bottom. Don't recruit by fits and starts-"An open evening every two months,
etc" is bad promotion. It peaks traffic. Have one at least every week if at
all.
The keynote is standardize. Even out the traffic flow. Feed steadily in
at the bottom and out at the top. Get energetic about lack of people at the
bottom and jams of people in the middle. Even the flow.
SPACE AND COURSES
You must allocate 4 spaces for Instruction to the Foundation. You can
starve it out with 3 spaces, but poorly.
The Introductory Lecture is given every night. It is allocated to the
reception centre. It can be done with earphones. It is supervised by the
Introductory Lecture Supervisor who also helps with reception and routing.
This is a Dist Division action. If you don't have a public reception centre
and only have your org Comm Centre you ought to be ashamed and no wonder
your receptionist and comm lines jam up. Public Reception ought to be
separate. It should be plastered with promotion, personality graphs, tone
scales, anything promotional. And the evening Introductory Lecture is given
there every evening. Same lecture. You'll have one to give. In the
meanwhile, cope.
The BS, HAS and HQS courses are all given in the same room. They are
done by twin checking as below, modifying earlier methods.
The Foundation Academy Theory Courses (HRS, HTS, HCA, HPA) are given in
one room under one Supervisor.
The Foundation Academy Practical Courses (HRS, HTS, HCA, HPA) are all
given in one room.
That's four rooms total requirement. If you can gather up only 3 rooms
for these activities you can put the Academy in just one room (Theory and
Practical) but 1 assure you there won't be as much income in it as people
will see no change of space and they'll disturb one another.
TEACHING BASIC COURSES
Changing previous methods used, we will teach Basic Courses in this
fashion.
We will charge a bit for BS.
We will divide 'Troblems of Work" and the other books into nightly
assignments.
214
We will teach the BS Student Twin Checking.
The BS Course then consists of a number of sheets of mimeoed paper, 5 x
8 or similar size, vertical. There is a different one for each night of the
BS Course. They are numbered consecutively. The first one is accompanied by
a description of Twin Checking and is the first lesson.
The sheet form contains:
1. Number of lesson
2. Student's name
3. Twin's name
4. Course being taken (HAS, etc)
5. What was applied since last lesson
6. The material to be, read in this lesson, certified as read by
the twin
7. Any misunderstood words (Space for notes)
8. Demonstrating examples of what the lesson means
9. Certify that twin has grasped it
10. Signature of twin and time of end of evening
11. Directions to turn sheet into the Supervisor's Basket before
leaving as if any .are missing no certificate can be granted.
This form is used for BS, HAS, and HQS. To the HQS is added a homework
slip that also must be turned in.
This system cuts down the number of rooms and supervisors required and
increases the value of the course.
For the moment, make do. Final pads will come out only when we reprint
the books as Scientology texts.
ADS
Advertise your Introductory Free Lecture heavily. Tell people to bring
their friends to it. Remind people of it in the mags. Tell people they can
attend it as often as they like. Put a sign up in the Reception Centre that
can be easily read all the way across the room.
WHEN TO ENROL
You can en rol any course, Basic or Academy on Any night.
Drop Mondays only enrolment. We enrol at all hours at Saint Hill. It cuts
the
load.
DON'T TEST
Skip testing on your enrolment line-up for students or pcs.
The test has no value now. It's been replaced by Grade Certs and Release
Awards.
CHAPLAIN
Get a Chaplain on the job and prominently display this sign
If you are in trouble with your training or
processing and nobody seems to listen, see the
Chaplain, Room _. He can help.
Then groove in the Chaplain to be a Problems Officer, to listen and try
to straighten up goofs by auditors and supervisors and suddenly your
student and pc loss rate will almost vanish. You lose people on basic
courses because they get a brush. off from busy supervisors and auditors.
They have no place to go. They mainly want to be heard and acknowledged.
Half the time or more one does nothing, but one does listen.
215
Thus the Chaplain post is a necessity in a Foundation.
BEGOOD
Your courses now have to be good. Your income depends not on enrolment
but re-enrolment.
If your supervision is poor, scheduling bad, the place slack and dirty
it will now show up by sudden falls in Basic Course statistics. Lack of re-
enrolment means lousy instruction and bad quarters and sloppy scheduling,
So be crisp.
And don't try to run basic courses without a minimum Foundation Staff.
They just won't work.
Two orgs in the past week inadvertently confessed the lack of quality of
their evening basic courses (DC and Capetown). Capetown at least is seeking
an extraordinary solution. When all that's needed is a crisp, sharply
scheduled Foundation.
NEW LOOK
To show the benefit of knowing what you're handling, the above data and
changes occurred as a result of getting in the evening Foundation at Saint
Hill. I found we hadn't the space for formal lecture type teaching and so
you surely didn't have either.
Hence these amendments to the Basic Courses of the Foundation.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 AUGUST 1965
(Correction to HCO Pol Ltr of
13 August 1965)
Remimeo
FOUNDATION
BASIC COURSE ORGANIZATION
CORRECTION
In making up slips of study assignments for BS, HAS and HQS Courses, the
following form may be used:
. general form for all lessons of each course.
. syllabus or outline of the course giving the lesson numbers and
subject, printed on one sheet.
A pad for each course (BS, HAS, HQS) is then made up with the syllabus
printed on a cover and the general forms of the correct number, all alike,
made up as a pad of the correct number.
L. RON HUBBARD
LRH:ml.rd Co pyright Q 1965 by L Ron Hubbard ALL RIGHTS RESERVED
216
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1965
Rernimeo
All Foundation FOUNDATION
Personnel
URGENT URGENT URGENT
EFFECTIVE AT ONCE
FOUNDATION COURSE CHANGE
THE FOLLOWING LOWER COURSE CHANGES MUST BE PUT INTO EFFECT AT ONCE:
All students enrolled in BS, HAS and HQS must be given what they were
sold.
All new students will follow this exact outline.
INTRODUCTORY LECTURE
An Introductory Lecture should be given every Friday or Saturday night
in small orgs and nightly in large ones and well advertised in both large
and small orgs.
It stresses the value of Scientology and the value of Communication.
It sells courses OR processing in the HGC as an alternate for the
lecture attendee but must sell both in the Introductory Lecture and posted
prices and registration facilities must be very available.
As the people leave the Introductory Lecture they are given an outline
of what they heard in the lecture and the definition of certain words.
The lecture stresses that the inability to communicate is back of most
unhappiness, and sells attaining the ability to do so easily and thus
handle one's problems. It is clearly stated that the course they are about
to be given will improve this ability and their lives.
HAS COURSE
The BS Course is skipped. There is no PE Course. The person is sold an
HAS Course.
The cost is a few pounds or dollars. The course is one week long. It
enrolls every Monday. People are enrolled in advance at the Introductory
Lecture. Do not sell it too cheap and sell it for cash only. Sell it by
stressing its result.
The course covers exactly 5 nights. People cannot retake it without
paying for it again.
Monday Night: One Hour lecture on Confronting and how it improves
communication and the drill itself. One Hour permissive TR 0-(no flunks-
only coaxing).
Tuesday Night: One Hour lecture on the need of TR I in life and how to
do the drill. One Hour of TR 1.
Wednesday Night: One Hour of lecture on the need of TR 2 in life and how
to do the drill. One Hour of TR 2.
Thursday Night: One Hour of lecture on the need of TR 3 in life and how
to do the drill. One Hour of TR 3.
Friday Night: One Hour of lecture on the need of TR 4 in life and how to
do the drill. One Hour of TR 4.
This completes the course and an HAS cert is issued at the end of the
Friday programme, the certs being made out during the week for those
attending.
WHEN the certs are handed out a short sales talk on applying these
drills on the next course is given, a slip saying the person now needs the
next course, and a Registrar is to hand to enroll them. Selling the next
course must not be flubbed.
217
HQS COURSE
This course is longer and more expensive.
It is essentially a Co-audit.
It is two weeks of co-audit on any of the old public co-audit processes
done in Listen Style but with TRs and muzzled.
You must be alert for Ist stage Releases.
Those with chronic somatics may be run on a touch assist in the co-
audit.
All elementary assists may be used. Problems may be used. The keynote is
Itsa and Listen Style, not duplicative commands.
The process to be done is covered each night briefly and then run, turn
about, one hour and one hour, different teams.
Be alert for withholds being missed by watching for critical pc
attitudes. The Supervisor can pull them or send to Review.
Apply Ethics.
Review charges must be scaled down to very small amounts for these lower
course students. But the time used on them in Review is brief-looking
mainly for missed withholds and ARC Breaks. At the end of the two weeks on
the last night the student is given his pre-prepared HQS Certificate and
given a sales talk on HRS, the value of knowing about the mind, your own
and those around you and a Gradation Chart is briefly shown and given each
student and a Registrar is on duty to enroll them.
The HQS Course starts every two weeks.
MUSTS
Supervisors on these two courses must:
I . Prevent and explain misunderstood words.
2. Note and patch up ARC Breaks and never permit a student to be
run or drilled past one.
3. Recognize that a critical student attitude is a missed withhold
and get it pulled by self or Review.
4. Be alert for Releases being made.
5. Apply Ethics, Roller Coaster meaning PTS and no case gain
meaning SP.
BOOKS
Assign Scientology, Evolution of a Science as homework on the HAS
Course.
Assign Dianetics, The Modern Science of Mental Health as homework on the
HQS Course.
EXPERIENCE
We know the above works as we have done it for years.
It however abolishes the possibility of misunderstood words on a PE and
turns the old Co-audit into a Course which is two weeks long and only
requires enrollment to go in it and therefore abolishes the public co-
audit.
Note that if you make a couple of releases in HQS (no trick at all, just
watch for good case gains and check them on a meter) you will get a rush to
enroll in HRS.
LETTER FOLLOW UP
Every attendee of an Introductory Lecture who does not at once enroll in
HAS must be followed up by invitation to join the subsequent HAS courses
with a handout enclosed stressing the value of personal communication.
Every student of the HAS who does not complete must be sent an order to
go to Review (where his misunderstood word or missed withhold can be
handled at very low cost).
218
Every person completing HAS but not attending HQS must be ordered to
Review as above by mail.
Every person not completing HQS must be ordered to Review.
Every person completing HQS but not enrolling in HRS must be ordered. to
Review.
Therefore exact rosters must be kept by the Foundation and carefully
followed through with no errors.
A printed order to Review, on green paper, very politely worded, but an
order, must be made up so the person's name and address can be written in
and it can be placed in an envelope with a glassine window the name and
address shows through (like a bill).
DISSEM DIVISION
The materials of the above must be fully prepared in booklet form, one
for HAS, one for HQS, for use by the orgs and sale to the students at a
small price. These should contain anything mentioned above, lists of
Scientology books, a short LRH biography and anything else of interest to
give them high reality on the extent and actuality of Scientology.
This programme is not to be held up for further materials of any kind.
Get it in and operating and then smooth it out.
It is based on a trusted pattern and the tech is well known to all of
us.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 SEPTEMBER 1965
Remirneo
All Foundation FOUNDATION
Personnel
COURSE HOURS
The Foundation Lower Course Hours should actually be apportioned as
follows, modifying the 12 September 65 Pol Ltr:
The course evening should be divided into 3 parts.
These go for the HAS and HQS course:
I . Talk to students by Supervisor. 2. Team A as coaches or auditors. 3.
Team B as coaches or auditors.
A short break can be between I and 2 and 2 and 3.
Supervisors' talks can be only 20 minutes in both HAS and HQS courses.
The exact time a Foundation begins in the evening and the exact time
class begins a bit after is purely on local arrangement. But once assigned,
stick to it. You will get and keep students only if the Foundation runs on
a tightly timed schedule, prompt on the dot and promptly ended. Don't slop
on scheduling precision. If classes start at 7:30, they start at 7:30. If
they end at 10 they really end at 10 Bang! Breaks begin and
end on schedule.
LRH:ml.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
219
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 SEPTEMBER 1965
Issue 11
FOUNDATION
The Distribution Division in advertising the Foundation Services and in
coaching Field Staff Members is to bring about the following general effect
on the broad public and lower course applicants:
I . That Scientology is successful and expanding.
2. That Scientology betters one's ability to communicate.
These two points in a great many varied ways should then result in
1. The public accepting Scientology in that it is expanding and is
therefore directed at them.
2. That Scientology is an activity connected with handling the
environment through better communication.
You will find these two points are so basic they form a public image.
Scientology can therefore be explained easily.
The new analysis of art tells us we have a common denominator in the
subject of communication that will bring aboard one and all.
The public will therefore be able to understand and discuss Scientology
and generally accept it.
That it goes far above. this, let them find out on personal contact.
PUBLIC LECTURER
The public lecturer in the Introductory Lecture must only elaborate on
these two points and tell the people where to sign up.
Every thetan really wants. to (1) Expand and (2) Communicate. Therefore
broad agreement and thus ARC cannot but result.
LRH:ml.rd
Copyright (D 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1966
Rernimeo
Foundation Div I Fnd
LAMPS AND SECURITY
The lighting for the Foundation is under the care of and is the
responsibility of the Director of Routing, Appearances and Personnel of the
Foundation.
That lights are turned on and off at the proper times, that Time
Switches are properly set, that no essential areas or entrances are left
dark and that no lights remain on after hours is all Dir RAP's
responsibility.
The Dir RAP is also responsible that burned out lamps are replaced.
That the Foundation is opened on time and that it is properly locked up
at
closing is also Dir RAP's responsibility.
LRH:lb-r.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
220
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1966
Issue IV
Remimeo
EVENING FOUNDATIONS
SIZE
Evening Foundations of Seven Division Organizations should be organized
as Six Department Organizations (see HCO Pol Ltr of 21 Oct '66 Issue 1),
until such time as they exceed seventy-five staff members in the Evening
Foundation, at which time they become Seven Division Organizations (as per
Pol Ltrs of 1965).
In a Day org that is a Six Department Org, the Evening Foundation should
be City Office size (see HCO Pol Ltr of 21 Oct '66 Issue 111), until it
exceeds thirty-five staff members in the Evening Foundation.
In a Day org that is a City Office, the Evening Foundation is the same
City Office pattern (see HCO Pol Ltr of 21 Oct '66 Issue 111).
PRIMARY FUNCTION
An Evening Foundation should provide the services offered by the Day org
and should service the Day org's staff members up to the level authorized
for the Day org. The Foundations should provide Ethics functions, hearings
and Comm Evs, Qual services, status check-out and Org Exec Course
facilities for the Day org staff.
DURATION
When possible a Foundation should go five evenings and both days
weekends.
INCOME
The Foundation is credited in its graphs not only with its public income
but also with all payments made by or withheld from the pay of staff
members of the Day org.
FOUNDATION STAFF
Foundation staff obtain their services in training, processing and check-
outs, Org Exec Course, Ethics hearings, etc in the Day org.
PAY
Foundation pay for the whole staff should average about fifty percent of
the gross income of the Foundation. The remainder is usually handled by the
Day org to pay bills, etc. But the Foundation may claim reasonable sums for
its own promotion expenses.
LRH:rd L. RON HUBBARD
Copyright @ 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: See also HCO P/Ls 21 October 1966, Issue 1, Six Department System,
page 192, Issue 11, City Office System, page 195, and Issue III, City
Office, page 197.]
24 August 1966
FOUNDATION LINES
In answer to a request from the OES SH for a clarification of the lines
to and relationship of the Saint Hill Foundation to the Day Org and SH
AdCouncil, LRH replied, "The Foundation is really under Division Six Day
Org and is therefore responsible to the Distribution Secretary and then to
AdCouncil Day." This arrangement was later modified by HCO P/Ls 7 July
1972, Foundation Org Command Lines, page 223, and I I August 1972,
Foundation and Day Orgs Separate, page 225, which placed Foundations
directly under Flag.
221
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 OCTOBER 1970
Rernimeo Issue II
SH PES Hat
SH HCOES Hat
SH Pub Sales Sec Hat
SH Pub Serv Sec Hat
SH Dissern Sec Hat
SH Public Reg Hat SAINT HILL FOUNDATIONS
SH Dir of Reg Hat
Registration Chsht
References: HCO P/L I I June 1965 "The Foundation", page 206
HCO P/L 12 June 1965 "The Foundation", page 209
HCO P/L 30 July 1970 "Registration Breakthrough", Vol. 2-301
HCO P/L 2 Nov 1965 Issue II "Foundation Central
Files Officer and Address-fri-Charge", Vol. 1-282
Saint Hill Foundations give exactly the same services as an SH Day Org.
When distant from any Lower Level Org (as is the case with Saint Hill UK
Foundation) a Saint Hill Foundation Org must also provide Lower Org
services. In these circumstances the SH Fdn does all Lower Org functions
for its local area. This includes full public PR, promotion, public
services (6 Introductory Lectures, Testing, HAS, HQS and Introductory
Processing) and public sales. In this way the SH Fdn acts as a vital feeder
line to the SH Day Org as well as eliminating the possibility of a NO
SERVICE/NO AUDITING situation developing in the local area.
Saint Hill Orgs located near a Lower Level Org (within 20 miles) may not
run Public Testing, Introductory Lectures, HAS Course, HQS Course or
Introductory Processing. To do so would duplicate the Lower Orgs' functions
unnecessarily.
Any SH Org may run Co-Audits and Group Processing as these are standard
SH
serv , ices as well as Lower Org services. SH Orgs would promote these to
and run them
for SH Prospects as Events designed to generate interest and promote
signups for SH
mai or services.
Saint Hill Orgs, including SH Foundations, may of course sell and
deliver Lower Org major services but only with a major SH service(s), never
independently, except in the case of an SH Fdn which has no Lower Level Org
in its vicinity-namely SHUK Fdn.
NEW NAME TO CF DEFINITION
An SH Fdn Org which does the Lower Org functions as well as SH
functions, there being no local Lower Level Org (SHUK Fdn only at this
time) uses the Lower Org definition of a New Name to CF:
A NEW NAME TO CF IS AN HAS GRADUATE IN THE ORG OR SOMEONE WHO HAS
BOUGHT A MAJOR SERVICE IN THE ORG FOR THE FIRST TIME.
(This includes Lower Org and SH major services.)
In accordance with HCO P/L 12 June 1965 "The Foundation", the Day Org
and the Foundation use the same CF and Address but the Foundation has its
own file drawers for Address plates for local mailings. (Note: All mailings
to these must take into consideration type of public as determined by what
they have bought in order to .get each taking their next step.)
Foundation CF folders are green tabbed on the right-hand side per HCO
P/L 2 November 1965, Issue II, "Foundation Central Files and Address-In-
Charge", to distinguish them from Day Org CF files.
When being routed via Address to CF, a New Name falling under the above
Lower Org definition must be prominently marked "SH FDN NN-LOCAL", and of
course once counted is never again counted as a New Name to CF.
222
SH Fdn Dissem Registrar and Letter Registrars work these CF files to
push these people up to enrollment in major SH services.
PROSPECT FILES
Prospect files are handled and administered by the Public Registrar in
an SH FDN Org which does Lower Level and SH functions in accordance with
HCO P/L 30 July 1970 "Registration Breakthrough".
The Public Registrar in an SH FDN which has a Lower Level Org in its
vicinity
operates as per HCO P/L 21 October 1970 "Clarification of Div 2 and Div 8
Registration Functions in Saint Hills".
Lt. Cmdr. Diana Hubbard
CS-6
and
Lt. Tony Durfleavy
LRH:DH:TD:rr.rd CS-7/8
Copyright @ 1970 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[See also HCO P/L 3 July 1971, Registration Change, New Names to CIF
Change, Volume 6, page 227, HCO P/L 3 July 1971R Revised 13 June 1973, New
Names to CF Change, 1973 Year Book, HCOP/1,24 February 1971, New HAS Course
Routing Forms, 1971 Year Book, and HCOP/L 16 March 1971,HASIHattingR outing
Forms Amendment, 1971 Year Book.)
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JULY 1972
Remimeo
FOUNDATION ORG COMMAND LINES
(Reference HCO P/Ls I I June 65 "The Foundation",
12 June 65 "Forming the Foundation" and 7 April 69
"Org Reduction or Eradication")
A Foundation Organization survives and expands to the degree that it
concentrates on volume tech delivery for working Scientologists and is not
impeded by any cross orders or interference from the Day Org.
Undue demands by a Day Org, or snatching of Foundation Personnel without
the agreement of Foundation PCO or Execs can cut down tAe ultimate flow
into the Day Org itself.
Foundation COs and EDs are in charge of their org and are not obliged to
take orders from Day Org Execs.
Day Orgs are warned not to distract their Foundation Org or reduce its
effectiveness.
Command lines from Flag now go direct to Foundation Orgs via the
Continental Flag Operations Liaison Office.
This Policy changes no earlier Policy on the inter-dependent operation
of Day and Foundation Organizations. There is NO change in Treasury lines.
The Day Org Div 3 continues to pay all bills, payroll, do the FP,
reconciliations, etc. Foundation may get 50% of its own income for staff
pay and may claim reasonable amounts for promo. Usually the Foundation mans
up and runs its own Dept 7.
LRH:JZ:blh.rd Qual Aide
Copyright @ 1972 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
223
NOT HCO POLICY LETTER CORRECT COLOUR FLASH
BLACK ON WHITE
SEA ORGANIZATION
BASE ORDER IA US IA EU 1A UK 25 February 1972
AOSH FND SERVICES
The services of ASHO FOUNDATION (LA) and any FOUNDATION or foundation
type activity at AOSH DK are covered by this US EU rule:
THE FOUNDATION DELIVERS THE SAME SERVICES AS THE DAY ORG AND NO OTHER.
The reason for this in these areas (US & EU) is that to give other
services than the day org would be to compete with local Class IV orgs.
Where this occurs, it has been found, the FND goes out of the ASHO
business. Recently a WHY was found in the PAC areas to the effect that all
orgs there had begun to deliver the same services. This had taken AOLA out
of the AO business, ASHO out of SHSBC and Power business. This spoiled any
progress line from org to org and their stats went to pieces. The area orgs
were separated as to what business they were in-AO = Solo; ASHO = SHSBC and
Power; LA Org (D and Fnd) = Academy, HSDC, low raw pcs, PE; Celebrity
Center = Celebrities, and general training and processing for them (and
national level publicity).
It is the PUBLIC that follows the lines and they must be sharp in the
public mind. Then the lines will flow.
This Base Order does not give their full services. It gives the line of
flow and type of service.
UK
AOSH UK Foundation has an entirely different mission. It is supposed to
keep the EG area happy with good quality Dianetic and Scientology general
service. It is in fact both a Class VI and a Class IV org.
AOSH UK Fnd also has the duty of training and processing AOSH UK day and
WW staff and making service available to people who come from other orgs
and other parts of the country to study Class VI or get their Power on
nights and over weekends.
AOSH UK Fnd is in this situation because those are the services needed
from it for that particular area.
This Base Order is released to clarify services offered by Foundations
in the LA, SH and DK areas.
All other orgs in the world are covered by the first general rule above.
They incline very heavily however toward stressing raw public actions in
the Foundations as they are open nights and weekends when the public has
the most time available.
L. RON HUBBARD
Commodore
LRH:mes.rd
224
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1972
Rernfineo Issue 11
Issued also as
FLAG ORDER FOUNDATION AND DAY ORGS
SEPARATE
Ref: HCO PL of I I June 65 "The Foundation"
HCO PL of 12 June 65 "Forming the Foundation"
HCO Pl, of 3 July 65 "The Foundation Data"
HCO Pl, of 13 Aug 65 "Foundation-Basic Course Organization"
HCO PL of 16 Aug 65 "Foundation-Basic Course Organization-
Correction"
HCO PL of 12 Sept 65 "Foundation Course Change"
HCO PL of 13 Sept 65 "Foundation Course Hours"
HCO PL of 16 Sept 65 "Foundation"
Issue 11
HCO PL of 2 Nov 65 "Foundation Central Files Officer
Issue 11 and Address In Charge"
HCO PL of 21 Oct 66 "Evening Foundations"
Issue IV
HCO Pl, of 11 Aug 72 "Foundation Income"
Issue III
The Day Org and the Foundation are two ENTIRELY SEPARATE ORGS. The
Foundation is not under the Day Org. Day Org executives have no
jurisdiction whatsoever over the Foundation executives or personnel.
ALL ORGS DAY AND FOUNDATION ARE TODAY DIRECTLY UNDER FLAG WITH
COMMUNICATION AND CONTROL LINES THROUGH FOLOs, CLOs AND OTLs.
HOURS
Day Org hours generally run 9:OOAM-6:OOPM Monday through Friday,
Foundation hours 6:OOPM-11:OOPM Monday-Friday and 9:OOAM-11:OOPM Saturday
and Sunday.
There may be slight variations of the above hours area to area but the
following rule is firm policy:
DURING DAY ORG HOURS THE DAY ORG EXECUTIVES AND PERSONNEL HAVE FULL
POSSESSION AND USE OF THE ORG PREMISES AND FACILITIES.
DURING FDN HOURS THE FOUNDATION EXECUTIVES AND PERSONNEL HAVE FULL
POSSESSION AND USE OF THE ORG PREMISES AND FACILITIES.
Otherwise one of the original intentions of the Day/Foundation system,
that of economy of space and facilities by having two orgs using one
premises and one set of facilities at different hours, is violated. Also,
as has happened in at least two otgs recently, the Day Org can squeeze the
Foundation almost out of existence.
Therefore:
THAT ORG, DAY OR FDN, WHICH HAS POSSESSION OF THE ORG PREMISES AND
FACILITIES BY REASON OF HOURS HAS FULL CONTROL OVER THEM AND EXECUTIVES AND
PERSONNEL OF THE OTHER ORG MAY NOT USE THE PREMISES AND FACILITIES WITHOUT
THE FULL PERMISSION OF THE HCO AREA SECRETARY OF THE ORG THAT HAS
POSSESSION.
The HCO Area See of the Org in possession is NOT obliged to give such
permission and should not do so if use by the other org or its personnel is
found to interfere with the FORM or FUNCTIONING of the Org in possession.
STATS
Day Org and Foundation Stars are kept and computed separately. When
there is a question of which org a stat belongs to the following policy
applies:
THE STAT BELONGS TO THAT ORG, DAY OR FDN, WHOSE PRODUCTION IT MEASURES
OR REFLECTS.
Thus in the case of GI it goes to the org which will deliver the
service, regardless of what time of day it is taken in. This separation is
handled by having different,
225
invoice machines for Day and Fdn. (See HCO PL I I Aug 72 Issue III
"Foundation Income" for further details.)
PERSONNEL
The Day and Foundation Orgs each have their own staffs. Some personnel
may be members of both staffs (holding different posts in each org during
different hours) but they function under the Executives of the Org they are
presently working for and are not at that time under the orders of the
other Org.
DAY EXECUTIVES MAY NOT "RIP OFF" FOUNDATION PERSONNEL NOR USE THE
FOUNDATION AS A PERSONNEL POOL AND LIKEWISE FOUNDATION MAY NOT "RIP OFF"
DAY PERSONNEL.
(Definition of "rip off'-Slang Sen staff expression meaning "Take
without exchange". Can be applied to personnel, money, anything.)
Violation of the above resulted in one Foundation going into a decline
as, over a period, Day Org took several key Foundation execs with no
exchange given.
Directors of Personnel and Dept Is should work hard recruiting and
hatting now to rapidly achieve the ideal of Day and Foundation Orgs
competently staffed with different executives and personnel in each, with
Day personnel training for full Foundation hours in the Foundation and
Foundation personnel training during full Day hours in the Day Org, so as
to markedly raise the proficiency of their staffs and the viability of
their orgs. I
STUDENTS
Where Day Students also wish to study at night, they may do so on
Foundation hours but FOUNDATION students have priority on the recorders,
packs and space. The Day students studying at night are not entitled to
Supervision from Foundation Supervisors.
PCs
Where day pcs are being audited also at night the Auditor shifts from
Day Org to Foundation for the night period. The practice should not be
encouraged.
MOONLIGHTING STAFF
Staff that moonlight evenings should wo rk Day hours only. Staff that
moonlight days should work Foundation and week-end hours only.
Periods off post to moonlight are expressly forbidden.
Moonlighting is discouraged. The right answer is for the org to function
and make money and pay its staff.
Any org, Day or Foundation, that does not make a GI divided by staff of
$500 minimum is an off-policy, unhatted, badly run org and should pull up
its boots so it doesn't have to moonlight.
The Policy Letters listed at the beginning of this issue tell you how to
organize and develop a Foundation. They are extremely clear. They also give
you the only points where Day Org and Foundation cross administratively.
Such points are very few and are Minor. The two orgs are separate and MUST
be considered and function as such.
As the above may be a major change in some orgs, care must be taken in
the implementation of this Policy Letter not to crash stats but to keep
them, both Day Org and Foundation, up and rising.
Therefore a period of 2 months is allowed for full implementation of
this PL-deadline I I October 1972. (It is not expected that Day and Fdn.
Orgs will have staffs of entirely different execs and personnel by that
date though that program should be well under way.)
Any attempt to implement this PL destructively so as to crash stats then
blame the crashed stats on this PL will be considered to be a Suppressive
Act and the subject of a Committee of Evidence.
Tony Dunleavy
LRH:TD:nt.rd HCO Aide
Copyright @ 1972 for
by L. Ron Hubbard L. RON HUBBARD
.ALL RIGHTS RESERVED Founder
226
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1972 R
Issue III
Remimeo
Also changes (Revised 4 Sept 72)
CBO 216 Correction in this type style
FOUNDATION INCOME
(Effective for the first week ending Thursday
after the date of receipt of this PL for OIC
report of Day and Foundation Gross Income.)
(This Revision separates the Financial Planning of Day and Foundation.
Combining them permits the Day org to grab the Foundation's income when the
Day ory is low that week and Foundation high. Combining FP caused a crash
of Asho Fnd. The FP must be separate.)
Where a Day Org and a Foundation are operating on the same premises, the
definition which is used to determine the income of each org is:
THE ORG THAT WILL DELIVER THE SERVICE GETS THE INCOME, regardless of the
time of the Day and Night when it is taken in.
It may at times occur that a Day Registrar signs up a person for a
service to be taken Foundation hours, or vice-versa.
This is handled by having two separate invoice machines, one for the Day
org and one for the Foundation. Both machines are kept available by the
Registrar's desk.
The Day Registrar, when invoicing money for a Foundation service, would
simply use the Foundation machine to make out the invoice. Same applies for
a Foundation Registrar taking in and invoicing Day income.
The Registrar who reges the person, Day or Foundation, gets the stat on
her own stats.
Mail income is also invoiced on separate machines for Day and
Foundationorgs.
For case of recognition, Foundafion invoices are additionally marked
with a large "F" letter.
In any case where it can not be determined at the time of payment
whether the service will be ' taken Day or Foundation, that org which reges
the service is authorized to count the income as theirs.
HCO ACCOUNT
Booksales and other HCO Account items as well as Bookstore sundry sales
are counted as the stat of the org that makes the sale regardless of
whether the person is otherwise on Day or Foundation lines.
In order to maintain separateness of Day and Foundation income flows,
the Day and Foundation orgs must also be provided with separate invoice
machines for the HCO Book Account.
Foundation invoices for HCO Account also carry the "F" letter.
227
COLLECTIONS
The Foundation org does its own collections from its own set of Advance
Payments and Credit files and does not depend on the Day org for these
functions.
ACCOUNTS
There is only one set of bank accounts for the Day and Foundation and
all income. Day and Foundation, is banked in these accounts. In the case of
FBO Orgs, the FBO carries one set of accounts only for both Day and
Foundation orgs.
Accounting functions for both Day and Fdn are handled by the Day org.
The Day org pays all bills.
Day FP and Fnd FP must be kept separate. Each has its own FP Committee
and plans its own funds. Rent or building cost and utilities are pro-rated
between Day and Fnd.
HONESTY
The basic ingredient by which this definition and handling of Day and
Foundation income will be made to work is HONESTY of Executives, Registrars
and Treasury people.
CS-3
by order of
L. RON HUBBARD
LRH:LQ:nt.sb.rd Founder
Copyright @ 1972 Revised by
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
FORM OF ORG
When you give a staff member with hat A orders to do hat B the form of
the org shatters.
Seniors have to be hatted to get each of their staff wearing THE EXACT
SPECIALIST HAT he is supposed to be wearing and give him only orders about
that hat's duties.
You don't post a man as X and then order him to do Y duties.
LRH OODs I I August 1972
The form of the org is made up of such things as Flow Charts, Org Bd,
Location Plot.
In the SO, it's also the Watch Quarter and Station Bill. This includes
Cleaning Stations, I station per I crew member. Any officer should be able
to make up one of these and understand its use. Cleaning stations are
posted and inspected.
LRH OODs 12 August 1972
228
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1960
CenOCon (This supersedes all earlier appointments)
INTERNATIONAL COUNCIL
I hereby appoint an International Council for Dianetics and Scientology as
follows:
Mary Sue Hubbard - Chairman Marilynn Routsong Jack Parkhouse Peter Williams
Julia Salmen Ray Thacker Herbie Parkhouse.
I further appoint Deputy Council Members as follows:
Alison Parkhouse George Richard Halpern Elizabeth Williams
Peter Hemery Herbie Parkhouse John Roberts.
Inheriting Members:
Quentin Hubbard by Guardianship until of age. Arthur Hubbard
by Guardianship until of age.
These members of the International Council may act for the general good
of Dianetics and Scientology wherever they are, may meet at places they
determine, conduct business as is needed and issue orders as necessary.
They may not set aside corporate rights or invade or deprive the legal
rights of shareholders but may advise in such matters. The Council is
subject to my approvals and directions during this life.
In ordinary activities and affairs, regardless of corporate shares or
appointments, this council shall act for Earth and other areas as may
appear necessary, and the members shall act individually for the following
areas:
Earth: Mary Sue Hubbard, Deputy: Herbie Parkhouse.
Eastern United States and Dollar Area in general: Marilynn Routsong,
Deputy: Bonnie Turner.
California and Western United States: Julia Salmen, Deputy: George
Richard
Halpern.
Africa, Asia and Europe: Jack Parkhouse, Deputy: Alison Parkhouse.
Australia, New Zealand and Oceania: Peter Williams, Deputies: John
Roberts and Elizabeth Williams.
England, Scotland, Wales, Ireland and Canada: Ray Thacker, Deputy: John
Damonte.
Corporate designations will more or less parallel these appointments as
to interest.
In event of an International disaster, the Council shall assume
emergency authority over all Dianetics and Scientology concerns, under my
direction.
In any prolonged severance of communication by me, the Council and
Council members, subject to Council approval, may take full control of any
and all Dianetics and Scientology concerns in any one area, Earth or
whatever scope is necessary, as designated in my will.
229
Succession of Chairmen:
Mary Sue Hubbard Jack Parkhouse Julia Salmen Alison Parkhouse
Ray Thacker George Richard Halpern Marilynn Routsong John
Roberts Herbie Parkhouse, Quentin Hubbard Arthur Hubbard.
Cessation of Chairmanship shall result from a prolonged severance of
communication during which time the next in succession shall act as a
deputy chairman until the Council shall deem the period of severance shall
have been completed at which time the deputy shall be confirmed as
chairman.
No person whose aims and goals shall be deemed antipathetic to the
general good of Dianetics, Scientology and their founder may be admitted to
the Council as a member or deputy at any time but the Council may maintain
its number by further appointment by me or by the Council with my approval
or by the Council with the Chairman's approval after a prolonged severance
of communication from me.
Chairmanship shall succeed by priority of appointment to the Council
after the above list has been completed.
The Council may not remove their Chairman.
Members may be removed for willful chronic inactivity in Council
affairs.
The Council may have its own seal, stationery, headquarters, clerical
staff and equipment, transport and supplies. But these may be paid from a
special fund only, as contributed to by percentiles. The Council has the
power to levy on Scientology organizations for its expenses.
This appointment parallels in some measure corporate appointments but is
an independent and factual purely Scientology Government independent of
laws and states.
LRH:js.rd
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: Originally issued on 5 June 1959, this policy, at the time of the
above issue, had been amended three times. The changes were primarily in
the membership of the Council, the line of succession of Chairmen, and the
designated areas.
HCO PL 10 July 1959 altered the designated areas (which in the original
issue were as given above), by including Canada in the "Dollar Area in
general" and adding the Channel Isles to the "England, Scotland, Wales and
Ireland" area.
HCO PL 19 November 1959 amended the membership of the Council, the line of
succession of Chairmen, and apparently by error restored the designated
areas to those given on the 5 June 1959 issue. This error was carried
forward in the above issue.
The 29 March 1960 issue further amended the membership of the Council and
the line of succession of Chairmen.
HCO PL 5 May 1960 again amended the succession of Chairmen.
HCO PL 9 May 1963 (see next issue in this Vol) was preceded by two earlier
similar issues, of 26 February 1961 and 6 March 1962. The main changes were
in the membership of the Council.
The 9 May 1963 issue added the paragraph commencing, "The Council may
elect new members. . . ." and deleted a paragraph which stated, "Each
Council Member may have two voting shares in HCO Ltd of England, this
corporation to have control of all marks, copyrights, rights and materials
of Dianetics and Scientology and holding the largest single block of shares
in HASI. Council Members should send f2 or $5.60 to HCO WW at once for
their voting shares, if they have not already done so."
HCO Bulletin of 25 July 1959 issued by the HCO Communicator WW outlined a
suggestion by one of the Council Members that, as actual physical meetings
of the Council would be expensive, "correspondence meetings" could be held
by mail.
HCO Bulletin of 28 August 1959 stated that thesuggestion outlined inHCO B
25 July 1959 had been approved by L,. Ron Hubbard as Executive Director,
and Mary Sue Hubbard, Chairman, and made the stipulation that
correspondence be on Air Letter forms or by surface mail, not by regular
air mail.]
230
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1963
HCO Secs
Assoc Secs
One to each Council Member
Post on Staff B Board
INTERNATIONAL COUNCIL
(Cancels earlier directives)
I do hereby appoint the following Scientologists to comprise an
International Council of Dianetics and Scientology:
Mary Sue Hubbard - Chairman
Eleanore Turner for the US
John Fudge for the US
Julia Salmen for the Western US
Marilynn Routsong; for the US
Peter Hemery for the UK and Commonwealth
John Damonte for the UK
Peter Williams for Australia, NZ and Oceania
Elizabeth Williams for Australia, NZ and Oceania
Denny Gogerly for Australia
Jack Parkhouse for South Africa and Africa
John M. Campbell for France
Dick Halpern in General
Jan Halpern in General
Reg Sharpe in General
And in the event of my prolonged absence do charge these deputies to
assist Mary Sue Hubbard in their areas.
And I further appoint as Inheriting Members for whom the various
properties may be held in trust:
Quentin Hubbard by Guardianship until of age
Arthur Hubbard by Guardianship until of age
Succession of Chairmen:
After Mary Sue Hubbard, who shall not be elected or stand for election
in her lifetime, Chairmanship shall be by election annually, all voting
being restricted to Council Members.
The Council may elect new members but the candidates must be approved by
the Chairman and may become part of the board only by appointment by the
Chairman. The Chairman may also appoint Members.
This council is legalized by the legal structure of HCO Ltd and by my
will of December 26, 1960, as amended March 1, 1962.
The purpose of this Council shall be: To ensure the smooth running of
Dianetics and Scientology throughout the world, to safeguard and increase
their money and properties and to provide good administration, excellent
service and justice.
The first thought of Council Members in event of any untoward event
threatening Dianetics and Scientology or their organizations, or in event
of my sudden absence, should be to handle the situation and to prevent the
breakdown of administrative lines.
L. RON HUBBARD
LRH:jw.gl.aap Copyright 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
231
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 5 FEBRUARY 1958
To: all offices in sterling area
No new charters or contracts for areas or activities will be issued to
anyone but clears.
LRH:rs.rd L. RON HUBBARD
This is issued at London, taken from an instruction from LRH... HCO London.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Sthil Only HCO POLICY LETTER OF 30 SEPTEMBER 1966
WW&SH Issue II
Personnel
Ethics
C1 Cse students
OT Cse Students O.T. REGULATIONS
Cl Cse Personnel
OT Cse Personnel
I . No Operating Thetan may engage in a suppressive action against any
person, state or country in the absence of an HCO Ethics Order labeling the
person, state or country suppressive. Such orders must be obtained
beforehand.
2. In cases of immediate action where there is no time to obtain an HCO
Ethics Order, the O.T. must appear before a Board of Investigation to
determine the necessity of the act.
3. If an hostile act against anyone or anything is found unwarranted or
not covered by an HCO Ethics Order by a properly convened Board of
Investigation, the O.T. may lose any organizational status or appointment.
4. No laws or regulations may be passed to curtail or suppress the
creative actions of an O.T.
5. Project Plans for O.T.s are to be passed on by the Chief of
Operations (O.T.) as advised by an O.T. Base Council or Field Committee in
order to secure the co-operation of other O.T.s.
6. The appointment of a Chief of Operations must be made by the Founder
and ratified by the O.T. Base Council.
7. The O.T. Base Council members are nominated by O.T.s and
ratified by the Founder.
8. In the absence of the Founder the Chairman of the O.T. Base Council
serves as the Founder's Deputy and exercises all the Founder's authority
but may not alter or improve or interpret successful technology.
9. No O.T. may engage in, condone or authorize any implanting or
knowing
restimulation.
LRH:lb-r.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
232
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 NOVEMBER 1966
Remimeo Issue 11
All Clearing
Course and
OT Course
Students
All Org Staffs
All Academy
Students
All Pcs
OT PERSONNEL
Persons on the Clearing Course and OT Course, and including all Clears
and OTs (Operating Thetans), are eligible for volunteer posts in OT
activities.
They are dalled OT Activity Personnel.
The basic arrangement is that all such persons who volunteer to do so in
a Continental Area or at Worldwide shall be enrolled as volunteers in OT
Activities.
The whole of those in any Continental Area or Worldwide may elect a
Committee. This Committee is to be called a "Continental Committee" for
Continental
Areas and the "Central Com . mittee" for Worldwide.
Staff membership in orgs is not a requisite.
These Committees will handle certain projects, programmes and missions.
Such projects may be originated by a Continental Committee and passed by
the Central Committee and the Founder or may be originated by the Founder
or Central Committee.
These projects are Confidential in nature and may not be a subject for
general or public announcement.
A Committee shall consist of not less than three persons or more than
twelve.
All OT Personnel shall consider itself under the direction of this
organisation.
No project involving widespread consequences may be engaged upon without
procuring Committee permission and no action against any person or group
may be undertaken without securing first an HCO Ethics Order issued on
valid evidence of the suppressive nature of the group or person.
The past has proven that any organised group is. superior in the long
run to the individual no matter how powerful the individual or badly
organised the group.
The actions of OT Personnel will be of three types.
(a) PROJECT. A Project consists of a long term activity having
definite accomplishments in view.
(b) PROGRAMME. A Programme is a continuing activity in support or
opposition of something. Committee service is a Programme.
(c) MISSION. A Mission is a short term action which is part of a
Project or Programme, accomplishing some portion of it, and is
assigned to one or a few personnel by a Committee.
General OT Actions may be engaged upon as a Rart-time activity by the
person, or as an occasional full-time activity, depending on the nature of
the activity.
No OT Personnel may be ordered to a Project or Programme or on a Mission
without having volunteered for this type of action or the specific
activity.
233
COMPANIES
In each Continental Area a Company Will be formed of a usual and
ordinary nature.
These companies are not part of the Scientology network but are another
group outside Scientology organisations.
OT Personnel will be volunteer staff of these companies and will be
responsible for keeping them going and in good statutory order.
The Committees are in fact adjuncts of these companies.
The communication lines will travel to the companies rather than the
Committees. The Company volunteer management passes the communications to
the Committees and the communications of the company to the Central
Committee's Company.
CONTROL
The controlling interest in each of the companies will be held by the
Central Company which will finance their origin.
There are no dues but Committees may raise funds or take up collections.
The companies may be paid for projects or missions by those who
specifically hire them (but not by the Central Company) and may make money
in other ways so as to pay their way. They may not engage in training or
processing.
INSIGNIA
OT Activity insignia shall be a curved oval shield:
t~
The colours are a white field and gold surround and T.
This insignia is owned by the Central Company but may be used on proper
authority or the letterhead of any of these companies to identify them.
It may be worn as a badge by OT Personnel and is the insignia (as below)
of the grade of OT.
If the person attains the state of OT then this insignia is worn with a
wide ornamented edge:
234
PROJECT INSIGNIA
A Project may have a special insignia consisting of a representative
backing of the
shield:
the illustration being the insignia of the Sea Project, having a blue flag
behind the shield.
Another Project might have a different backing. The basic OT insignia
would be the same.
MEMBERSHIP
Any qualified person desiring to be part of OT Activities should
volunteer in writing to the Central Committee at Saint Hill.
He will then be accepted for his Continental Area or Worldwide as it may
appear feasible.
FIRST PROGRAMME
The first and foremost programme of OT Activities is of course the
furtherance,
support and protection of Scientology.
LRH:jp.rd
Copyright @ 1966 L. RON HUBBARD
by L.'Ron Hubbard Founder
ALL RIGHTS RESERVED
[Note: Cancelled by HCO P/L I I August 1967, following.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex -
HCO POLICY LETTER OF 7 DECEMBER 1966
Rernimeo
OFFICE OF LRH
OT ACTIVITIES
The OT Activities Central Committee and all such OT Activities are
formed into a section in the Office of LRH with the Chairman of the
Committee as the Section Officer.
Administratively OT Activities personnel come under the Div 7 Secretary.
However care should be taken not to distract an organisation by a great
show of conduct of activities as these are often confidential and
essentially "supra-org" and at some future date will build their own OT
Base and additional orgs.
OT Activities concentrate on assisting Scientology as a primary action.
LRH:jp.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
(Note: Cancelled by HCO P/L 11 August 1967, following,]
235
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 AUGUST 1967
Issue Ill
Gen Non-Remimeo
OT CENTRAL COMMITTEE
(Cancels HCO Policy Ltrs of 7 Dec '66
and 10 November '66 Issue II)
The OT Central Committee is directly under the Executive Council
Worldwide and the Divisional Organiser for Distribution WW.
It is in fact the OT Section of "Dept 18 WW" but until such time as WW
represents all its departments by number is under Divisional Organiser for
Distribution WW.
The duties of the OT Central Committee are:
1. To pass on projectsproposed by persons on the Sect 1 and beyond
courses or OTs and authorise, expand, replan or reject same;
2. To recruit personnel for OT organisations by keeping lists of
enrollees and graduates and informing them routinely of posts available
on OT organisations.
3. Expedite for OT Organisations divers matters and concerns as these
arise.
4. Liaison with the Executive Council WW via DO Dist WW for OT
Organisations or their personnel. '
5. Regulate all projects and cancel or rearrange those that are not
productive or are causing Dev-T or trouble or needless expense.
The purpose of the OT Central Committee is TO HELP LRH ORGANISE AND
CHANNEL OT FORCES, INTERESTS AND RESOURCES FOR THE GREATEST GOOD FOR
SCIENTOLOGY.
All other OT Committees come under the OT Central Committee via their
Exec Councils.
The symbol used for OT activities is an oval 0 with a horizontal bar two
thirds up from the open bottom of the 0 and contained within the 0 and a
vertical bar down from its centre to the bottom of the 0.
1 to
A person attaining Section V OT may have a wreath completely around the
outside of the 0.
This device may be displayed in gold on a light blue swallow-tailed flag
or a square company flag.
All OTs are considered to be subject to this section.
LRH:jp.rd L. RON HUBBARD
Copyright (D 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
236
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JANUARY 1968
Remimeo
OT WW LIAISON UNIT
OT CEN COMM
An OT Liaison Unit at WW to be called the Worldwide Operating Thetan
Liaison Unit is formed at Worldwide. In general action it is known as OT WW
Liaison Unit.
It is to consist of a Commanding Officer, a Supercargo and a Chief
Officer representing those Divisions.
It acts as Liaison with the Sea Org, the Advanced Org, all OT Projects
and Worldwide.
The Operating Thetan Central Committee is now transferred to the OT WW
Liaison Unit, to work tinder it as a coordinating body, as it has been of
great help in
forming OT Projects.
LRH:jp.kd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 NOVEMBER 1968
Remimeo
OT CENTRAL COMMITTEE
The OT Central Committee is transferred under OTL WW of the Sea Org.
The SO Commanding Officer OTL WW is to direct and coordinate their
activities according to their outlined basic purposes.
Their work is too valuable to be dropped.
The OT Central Committee is also authorised to correspond with Clears
and OTs relating to their projects.
The OT Central Committee may use SO facilities to continue their work,
The Commanding Officer of the nearest Advanced Org is to assist and is
to continue the Committee in default of a CO OTL.
The OT Central Committee has its own chairman as before.
LRH:ei.kd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
237
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 APRIL 1969
Issue III
Rernimeo Exec Council Hats CLO Hats Staff Boards
BOARD OF REVIEW
Each OTL is hereby constituted as a Board of Review.
Occasionally an administrative body issues a directive that: a) Cannot
be executed (impractical). b) Results in lowered statistics. c)
Causes contraction of an area.
This is usually the result of incomplete CSW, acting on rumour, without
proper investigation, and violation of basic policy.
The correction hat for this has mainly been worn by LRH and the Sea
Organization.
E~ and ECAO are now able to competently handle this hat and will do so.
In the event of E~ or ECAO issuing a policy or directive which is found
to be: a) Impractical
b) Lowers statistics c) Causes contraction of an area
the Executive Council will immediately prepare full. CSW and submit to the
E~ or ECAO for cancellation or revision of the directive in question. At WW
this would be done via the CLOs Conference (see HCO P/L CLO Conference,
same date, Issue IV).
If the matter is then not quickly resolved (usually within one month or
sooner if urgent) the Organization will present its case to the appropriate
OTL (OTL LA or OTL WW) and request a BOARD OF REVIEW. The Board of Review
is headed by the Commanding Officer of the OTL and has two other members
appointed by Wm. Members of the Board must have completed the Org Exec
Course.
The Board of Review has no authority to write or issue new policy or
issue new directives. It can only cancel a directive or new policy which is
found to:
a) Be impractical
b) Lower statistics c) Cause contraction d) Violate basic LRH
policy.
No appeal for a Board of Review may be accepted by an OTL without the
matter having first been referred to CLO Council WW or ECAO for correction
and then only if the Council or ECAO has not taken action and handled
within a reasonable period.
238
It is illegal for an Organization to follow,a directive or new policy
which will obviously lower statistics or contract the Organization. But
they may only refuse to follow the directive by immediately notifying ECWW
or ECAO with full CSW and then appealing for Board of Review if the matter
is not quickly resolved.
It is expected that very few appeals will be lodged as the function of
the Executive Councils is to implement the long standing and successful
programmes already covered in LRH HCO Policy Letters. Directives issued
would be toward this end.
Following LRH Policy as laid out in HCO Policy Letters and implementing
standard technology contained in HCO Bulletins is never illegal and there
is of course no right of refusal or appeal against these. The same applies
to new programmes,or courses issued by the Commodore or by the Sea
Organization with the approval of the Commodore.
The standard action for somebody requesting revision of Standard
Technology or 'clarification' of Technology as contained in HCOBs, is to
have them restudy the materials, look up any misunderstoods and demonstrate
the points in clay at which time the need for revision or clarification
magically vanishes.
W/O Brian Livingston
CS-5
LRH:BL:jk.ei.rd for
Copyright Q 1969 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
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
for
LRH:DH:cs.ei.eden L. RON HUBBARD
Copyright @ 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
239
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 the 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,
I . 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.)
"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:Idm.ei.cden CS-G Communicator
Copyright Q 1969 for
by L Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
240
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1969
Issue III
Remimeo
BOARD OF APPEAL DEPUTY MEMBERS
A Deputy Board of Appeal is established.
This allows for three members to be appointed to cover the post of
member, where one or more of the Board of Appeal is absent.
Should the chairman be absent, the Secretary takes the chair and the
board member is temporarily Secretary.
A Deputy member then is called upon for duty on the Board of Appeal as
the member.
If both chairman and secretary are away, the member takes the
chairmanship and the most experienced Deputy member is secretary and the
third Deputy member is the Board member.
Deputy members are called upon when needed, in rotation or by their own
preference.
This will ensure the Board of Appeal takes place every Friday afternoon
with
three members present.
Ens. James Byrne
LRH:JB:rs.ei.rd Member of Board of Appeal
Copyright @ 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 26 JANUARY 1970
Remirneo
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 upstats.
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 riot 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 f I 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.
241
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.
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
LRH:BL:jz.x-d CS- I
Copyright@ 1970 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
242
An Essay on Management
by L. Ron Hubbard
A knowledge of Group Dianetics should company ceased with his people-
well-paid
include a knowledge of management, its engineers and laborers, well
housed, well
problems and optimum performances. in clothed-shooting at him with
remarkably live
Group Dianetics, the best organization can be ammunition. The
brilliant management of
seen to be one wherein all individual members Germany which came
within an inch of restor
of the group are versed in all the problems ing to her all her
conquests of former years yet
and skills in the group, specializing in their own laid Germany in ruins.
contributions but cognizant of the other
specialties which go to make up group life. Before one can judge
management one has
to consider the goals of an enterprise and
It is an old and possibly true tenet of busi- discover how
nearly a certain management of a
ness-at least where business has been success- certain enterprise was
able to attain those goals.
ful-that management is a specialty. Certainly it And if the goal of the
company is said to have
is true that ruling, as Group Dianetics concerns been wealth, then one
had better have an
itself with government, is a specialized art and understanding of wealth
itself, and if the goal is
craft not less technical than the running of said to have been territory,
then one had better
complex machinery and certainly, until consider what, exactly, is the
ownership of
Dianetics, more complex. territory.
With our present technology about groups, it Goals and their
proper definition are impor
is possible to accomplish with certainty many tant because they are
inherent in the definition
things which before came out of guesses when of management itself.
Management could be
they emerged at all. Management in the past has said to be the planning
of means to attain goals
been as uncodified in its techniques as psychia- and their assignation
for execution to staff and
.try and management, without reservation, has the proper coordination
of activities within the
almost always been a complete failure. Men group to attain maximal
efficiency with mini
were prone to measure the excellence of man- mal effort to attain
determined goals.
agement in how many dollars a company
accumulated or how much territory a country Management itself does
not ordinarily in
acquired. These are, at best, crude rules of the clude the discovery and
delineation of the goals
thumb. Until there was another and better of a group. Management
concerns itself with
measure, they had to serve. To understand that the accomplishment of
goals otherwise deter
these are not good measures of the excellence mined. In large
companies the goals of the
of management one has only to review the group are normally set forth
by boards of direc
history of farms, companies and nations to dis- tors. When this is done,
the goals are assigned
cover that few have had any long duration and the nebulous word
"policy". In governments
almost all of them have had considerable goals, when they are assigned
at all, generally
trouble. Management has failed if only because stem from less formal
sources.
the "art" of managing as practised in the past
required too much hard labor on the part of the Nations are so
large that until they embark
manager. upon conquests they usually have few national
goals which embrace all the group. The govern
Until one has considered the definitions of ment personnel itself
has the goal of protecting
wealth and expanded territory and has taken a itself and exerting
itself in management and the
proper view on what these things really com- remainder of the group bumbles
along on small
prise, one is not likely to be able to appreciate sub-goals. When a goal
embracing a whole
very much about management, its problems or nation is advanced and defined
the nation itself
its goals. Hershey, a brilliant manager with a coalesces as a group and
flashes forward to the
brilliant managing staff, yet failed dismally as a attainment of advances.
It is an uncommon
manager because he neglected the primary occurrence at best that a
nation has a goal large
wealth of his company-his people and their enough to embrace the entire
group: thus
own pride and independence. His reign of a governments are normally very
poor, being
Copyright @ 1951 by L. Ron Hubbard. All rights reserved. [Not HCO PL.
Original colour flash not green on white.)
243
management with only the purpose of manag- of dreams and the user of
flogs on lazy backs
ing. Asia Minor, given a goal by Mohammed, cannot be encompassed in the
same man for the
exploded into Europe. Europe, given a goal by dream, to be effective,
must be revered and the
certain religious men to the effect that the city judge and the task
master can only be respect
of the Cross had better be attained, exploded ed. Part of a goal is
its glamor and part of any
into Asia Minor. Russia, selling five-year plans dream is the man who
dreamed it. Democracy
and world conquest plans and minority free- probably failed when Jefferson
took office as
dorn plans, can have a conquest over any other president, not because
Jefferson was a bad
nation without any large group goals. A good president but because
Jefferson, engrossed with
goal can be attained by poor management. The management, ceased his
appointed task of
best management in the world never attained polishing up the goals.
group support in toto in the absence of a goal
or in the embracing of a poor one. Thus Russia According to an
expert on history, no group
could be very badly managed and succeed ever attains a higher level of
ideal or ethic than
better than an excellently managed but goalless the moment it is first
organized. This observa
United States (for self-protection is not a goal, tion should be limited,
to be true, to those
it's a defense). Marx is more newly dead than groups wherein
management has been assigned
Paine. The goal is less decayed. to the dreamer of the dream. For in those
cases
where the dream was ably supported, the tone
of the group remained high and the group con
Companies obtain, usually, their "policy" tinned to be brilliantly
effective as in the case
from an owner or owners who wish to have of Alexander whose generals
did all the general
personal profit and power. Thus a sort of goal is ing and Alexander, a
brilliant individual cavalry
postulated. Nations obtain their goals from man, set examples and pointed
out empires.
such highly remarkable sources as a jail bird
with a dream of a conquered enemy or a But whether a group has an
Alexander or a
messiah with cross in hand and Valhalla in the wild-eyed poet or an
inventor doing its goal
offing. National goals are not the result of the setting for it, the
group cannot be an actual or
thinking of presidents or the arguments of even an effective group
without such goals for
assemblies. Goals for companies or governments its achievement and
without management
are usually a dream, dreamed first by one man, brilliant enough to
achieve those goals.
then embraced by a few and finally held up as
the guidon of the many. Management puts such Having examined the
source of such goals,
a goal into effect, provides the ways and means, one should also examine
the character of goals
the coordination and the execution of acts lead- in general. There are
probably as many goals as
ing toward that goal. Mohammed sat alongside there are men to dream them,
probably more.
the caravan routes until he had a goal Goals can be divided into two
categories, rough
formulated and then his followers managed ly. The first would be
survival goals and the
Mohammedanism into a conquest of a large second would be non-survival
goals. Actually
part of civilization. Jefferson, coding the most goals are a combination
of both for goals
material of Paine and others, dreamed a goal are occasionally set forth
solely for their appeal
which became our United States. An inventor value, not for their actual
value. One sees that
dreams of a new toy, and management, on the the goal of a nation which
directs it to conquer
goal of spreading that toy and making money, all other nations ends up,
after occasional
manages. Christ gave a goal to men. St. Paul spurts of prosperity, in
racial disaster. Such a
managed that goal into a group goal. In greater goal is not dissimilar
to the money goal of most
or lesser echelons of groups, whether it is iL "successful"
industrialists or boards. One might
Marine company assigned the goal of taking Hill call such goals
acquisitive goals entailing, almost
X428 by the planner of the campaign, or exclusively, the ownership of the
MEST accu
Alexander dreaming of world conquest and a mulated through hard work, by
others. Tech
Macedonian Army managing it into actuality, nically one could call these
enMEST goals, for
or Standard Oil girdling the world because conquest of nations
brings about the ownership
Rockefeller wanted to get rich, the goal is of MEST which, by conquest,
has been entur
dreamed by a planning individual or echelon bulated into enMEST and which
will make
and managed into being by a group. The enMEST of the conqueror's own land
eventual
dreamer, the planner, is seldom an actual ly. Rapacious money gathering
gains enMEST,
member of the group. Usually he is martyred to not MEST and makes
criMEST of the rightful
a cause, overrun and overreached. Often he lives money of the acquisitor.
Such goals, since they
to bask in glory. But he is seldom active tend toward death, are
then non-survival goals.
management itself. When he becomes manage- Survival goals are good and
successful iri the
ment, he ceases to formulate steps to be taken ratio to the amount of
actual Theta contained
as lesser goals to greater goals and the group in them, which is to
say, the ability of the goals
loses sight of its goal and falters. It is not a to answer up favorably
on a maximum number
question of whether the dreamer is or is not a of dynamics. A survival
goal then is actually
good manager. He may be a brilliant manager only an optimum solution to
existing problems,
and he may be an utter flop. But the moment plus Theta enough in the
dreamer to reach well
he starts managing, the group loses a figurehead beyond the casual
solution. A group best
and a guidon and gains a manager. The dreamer catalyses on Theta
goals, not only to a higher
244
pitch but to a more lasting pitch than a group of management is in the,
halls and palaces,
catalysed by enMEST goals as in a war. It can arsenals and time-
keepers' cages, behind the
be postulated that Theta goals could bring judges' bench and in the
dispatchers' tower.
about a much higher level of enthusiasm and Management leads the charge
after the goal
vigor than the most grandly brass banded war finder has assigned the cause
of the campaign.
ever adventured upon.
Management is subservient to goals but goal
Another postulate is that a goal is as desira- finding is not in
command of management. So
ble as it contains truth or true advantage along long as a management
realizes this it will con
the dynamics. tinue in a healthy state as a management and
the group, modified by natural factors such as
A group, then, can be seen to have three food, clothing and
general abundance, will
spheres of interest and action. The first is the remain in excellent
condition. When manage
postulation of goals. The second is manage- ment fails to realize this,
the goal finder, even
ment. The third is the group itself, the execu- when he is merely an
individual who enjoys the
tors of the plans, procurers of the means and making of vast fortunes,
shifts the management.
enjoyeis of the victories. When the goal finder is actually high Theta
and
These three factors or divisions must be management forgets the
quality of ideas (or
satisfied to have a successful group or, actually, doesn't ever quite
realize their potency) then,
again and more so, management will be tum
a true group. The divisions are not particularly bled around for a Theta
sharp. The desires and thoughts of the body of goal finder
has behind
mu
the group influence and catalyse and are actual him a group and in
a moment can become
eh more group than management and easily
ly part of the goal finder. Management has to empties out the
halls and palaces. A manage
have the support of the group and the provision merit that discredits
its goal finder or perverts
of the group to proceed at all and thus must the communication of
goals of course dies itself
have the agreement of the group for the best
and most economical execution of orders. Man- but, in dying, may
also kill a group.
agement must have the confidence of the Management often
takes the goal finder into
planning echelon or the planning echelon is its confidence and
requests the solution to
liable to include the reform of management as various problems.
Management should under
part of the dream. The goal finder must be stand that when it does
such a thing it is not
accepted and trusted by management or man- taking conference with
more management for
agement will begin to look around for a new the advice it will
receive on technical problems,
goal finder and, being management, not a goal no matter how
brilliant, is usually delivered
finder, may take up with some highly specious with asperity, for
the goal finder has no sight of
ideas which management might then seek to tenuous lines of supply,
quivering bank bal
make a sub-echelon to itself (the thing which ances, raging
labor leaders, leases and contracts
causes most nations to cave in and most com- unsigned or perilously
inadequate. The goal
panies to collapse). There are three divisions of finder sees goals;
management sees obstacles to
action, then, which are interactive and inter- goals and ways of
overcoming them. The first
dependent. ARC amongst these three must be requisite of a goal
finder is to see goals which
very high. A group which is hated by its man- are attainable
only by the most violent ardures
agement (often the case in the military) often and which are yet
sparkling and alluring enough
gets wiped out: a whole system may be destroy- to lead forward
and onward his own interest (in
ed (as in American industry) when management the case of an enMEST
goal finder) or (if he is a
and the group decide to become two camps. Theta goal finder) his
entire group. Manage
The death of the goal finder is not destructive ment pants between
the pressure of the group
to a group but even sometimes aids it, but only to attain the goal
and the clarion call of the
so long as the dream itself lives and is kept goal finder to go
forward.
living. A management, for instance, which
would interpose (for the "good" of the group) Yet there are
specific means by which man
between the goal finder and the group is level- agement can
lighten the burdens for itself,
ing death at the group by perverting and inter- recover and retain
its own breath and be highly
preting the character of the goal. Management successful as
management, which means that
cannot concern itself with the overall goal or the group, by that
management, must be highly
plan; it can only execute and expedite the plans successful if its
goals are kept bright.
of accomplishing the goal and relegate its own
planning to ways and means planning, not goal Let us
concern ourselves only with true
planning. The traffic between the group and the groups. The true
group could be defined as one
goal finder should be direct and clean of all which has (a) a
Theta goal, (b) an active and
"interpretations" unless management wishes to skilled management
working only in the service
destroy the group (in which case it should, by of the group to
accomplish the Theta goal and
all means, undertake an interruption of corn- (c) participant
members who fully contribute
munication between the goal finder and the to the group and its
goals and who are contri
group). The place of the goal finder is in the buted to by the
group; and which has high ARC
market place. with the group or off somewhere between goal and
management, management
sitting down thinking up a new idea. The place and group, group
and goal. Here we have no
245
management problems beyond those natural Theta goal finder is mainly
interested in the
problems of laying the secondary but more group and its individuals and
his goals and has
complex plans of accomplishing the goals, very little thought of
management beyond its
pointing out and laying the plans for the avoid- efficiency in
accomplishing goals with minimal
ance of obstacles enroute to that goal or those turmoil and maximal
speed.
goals and coordinating the execution of such
secondary, but most vitally important, plans. The next step down
from the true group
Management, having the agreement of the parti- toward a pseudo-group is
that point reached
cipants, is immediately relieved, by the par- where the goals exist as
codes after the death or
ticipants, of some of the planning and, that cessation of activity as a
goal finder of the goal
plague of management, the tying of loose and finder. Management, always
ready to assume
overlooked ends. Further, management is not emergencies exist, being hard-
driven men even
burdened with the actual location or cultivation in the best group,
breaks ARC to some slight
of food, clothing and shelter for the group as in degree with the codified
goals in the name of
a welfare state, but is only concerned with expediency. Being
interested in current
coordinating group location or cultivation along problems and seeing the
next hill rather than
secondary plans laid by management for the the next planet, management
innocently be
location and cultivation. Management is en- gins a series of such breaks
or perversions and
riched by the advice of those most intimately begins to use various
means to sell these to the
concerned with the problems of participation group. The group may resist
ordinarily but in a
and is apprised instantly of unworkabilities it moment of real danger
may deliver to manage
may postulate. On the goal side it is relieved of ment the right to alter
or suspend some of the
the problem management has never solved, the code. If management does not
restore the break
postulation and theorizing of the primary goals with or perversion of
the code, the true group
of the group. Further, management does not has slipped well on its road
to a pseudo-group.
have the nerve-racking task of smoothing out
enturbulations and confusions which are the The next major point on
the decline is that
bane of every semi-group. point where management is management for
the sake of managing for its own good, not
Now let us consider what might be meant by according to the demised
goal finder's codes of
a true group as opposed to a pseudo-group. A goals, but preserving only
some tawdry shadow
true group falls away from being a true group in of these such as
"patriotism", "your king",
the gradient that ARC breaks exist between "the American way", "every
peasant his own
goals and management, management and group; landlord", etc, etc, etc.
and group and goals. In the case of a high Theta
goal finder and a group in agreement with those The next step down
is the complete break
goals, a bond between group and goal finder is and reversal of ARC from
group to manage
so copper bound, cast iron strong, whether the ment at which moment
arrives the revolution,
goal finder is alive or dead as a person, that a the labor strikes and
other matters.
management out of ARC with either the goal
finder or the group will perish and be replaced If management
succeeds the overthrown
swiftly. But in the interim while that manage- management without the
simultaneous appear
merit still exists, the group is not a true group anice of a new goal
finder, the old regime,
and is not attaining its objectives as it should. despite the blood let,
is only replaced by the
This would be the first grade down from a true new one for management,
despite critics, is
group toward a pseudo-group. The condition normally sincere in its effort
to manage and
might obtain for some time if management strong management, unless a
good Theta goal
were not quite a true management and not finder springs up and carries
through the revolu
flagrantly out of ARC. The duration that such a tion or strike, is faced
with a continuing and
management would last would be inversely continual emergency which
demands the most
proportional to the completeness of the ARC fantastic skill and address on
the part of
break. A severe perversion or break of ARC managers and, oddly enough but
predictably,
would bring about immediate management the strongest possible control of
the group.
demise. A continuing slight one might find the
management tolerated for a longer time. The We are examining here,
if you have not
break with the group, while the goal finder noticed, the tone scale of
governments or com
lives, can be of greater severity than with the panies or groups in
general from the high Theta
goal finder without causing management to of a near cooperative state,
down through the
collapse or be shifted. Break of ARC with a Theta of a democratic
Republic, down through
goal finder finds management under the im- "emergency management", down
through
mediate bombardment of a group catalysed, as totalitarianism, down through
tyranny and
a small sub-goal, into the overthrow of manage- down, if not resurged by
a new goal finder
merit. For this reason most managements prefer somewhere on the route,
into the apathy of a
a good, safely dead goal finder whose ideals and dying organization or
nation.
rationale are solidly held by the group and most
groups prefer live goal finders because so long A true group will
conquer the most MEST.
as the goal finder lives (in the case of a true Not even given
proportionate resources with
group), the group has a solid champion for a another group, it will conquer
other groups
246
which are not quite true groups. Brilliance and they knew the mechanics
of the matter. And
skill tend naturally to rally to the standards of a these demonstrate
that it is unsafe to be
true group as well as resources. As a sort of without a goal finder,
unsafe to suppress goal
inevitable consequence, MEST will move under finders, unsafe not to
keep trying for a true
a true group. The amount of MEST a true group continually and to fight
very shy of
group will eventually conquer-but not neces- letting anything drift toward
the pseudo-group
sarily OWN-is directly in proportion to the level. Management should
stay in close tune
amount of Theta that group displays-Theta with the group participants
and give them as
being many things including solutions along the much to say about
managing and ways and
dynamics toward survival. To display Theta the means as possible
and avoid assuming the
group must definitely tend toward a true group. burden of caring
for the group, and assume the
role and keep it as servants of the group, at the
A truly successful management is a manage- actual command of
that group.
ment in a true group. It is definitely in the
interest of management to have as nearly true a Management
and enterprises are most highly
group as it can possibly achieve. Indeed, successful when they
attain most energetically
management can actually go looking, for a toward true group
status.
group's completion, for a goal finder, or send
the group looking for a goal finder and then, There are
certain definite and precise laws
the goal finder proving himself by catalysing by which
management can raise the level of its
the group's thoughts and ambitions, raise the own efficiency and
the level of production and
goal finder's sphere of action as high as possible activity of a
group.
and abide thereby without further attempting
to modulate or control the goals made (for Save when it
is necessary to establish a sur
management is necessarily a trifle conservative, prise element in
an attack or to secure a portion
is always liable to authoritarianism and is apt to of the group from
attack, suppression of
be somewhat jealous of its power). Probably OPERATIONAL DATA
is permissible to man
the most stupid thing a management can do is agement. Suppression of
any other than opera
refuse to let a group become a true group. The tional data can
disrupt a group and blow
group, if at all alive as individuals, will seek (the management
over. Any management which
third dynamic being what it is) to become a operates as a censorship
or a propaganda
group in the true sense. A group will always medium will inevitably
destroy itself and injure
have around it a goal finder. Management in the group. A management
must not pervert
Industrial America and in Russia tries to affinity, communication
or reality and must
outlaw, fight and condemn goal finders. This not interrupt it. A
management fails in ratio to
places the group in the command, not of the amount of perversion
or severance of ARC
management, but of a would-be martyr, a John it engages upon and its
plans and the goals of
L. Lewis, a Petrillo, a Townsend, and manage- the group are
wrong in the exact ratio it finds
ment promptly has to go authoritarian and start itself "forced" to
engage upon ARC perversion
killing sections of the third dynamic which or severance of ARC in
terms of propaganda or
course leads to death, not only of the ~anage- internal
relations.
ment but of the business or the nation.
A management can instantly improve the
Likewise a group should be tremendously tone of any
organization and thus its efficiency
aware of the dullness or the real danger of by hooking up and
keeping wide open all com
putting a goal finder into management or insist- munication lines
between all departments and
ing that the goal finder manage. Hitler had a amongst all
persons of the group and communi
battle. He probably had a lot of other battles he cation lines
between the goal finder and the
could have written about if one and all had group. Fail to establish
and keep in open and
recognized what goal finder there was in him flowing condition one
communication channel
and supported his goal finding. Instead, current and the
organization will fail to just that ex
management threw him into jail and sorted tent.
itself out as a target for national wrath (for
don't think the people weren't behind Hitler, Communication
lines are severed in this
regardless of what the Nazis try to tell our fashion: (a) by
permitting so much enTheta to
military government). Down went the Re- flow on them that the
group will close them or
public, up went Hitler as management. Down avoid them; (b) pervert
the communication and
went Germany in a bath of blood. At best he so invalidate the line
that afterwards none will
was a bad goal finder because he dealt with pay attention to the
line; (c) by gutting the
enMEST, and very little Theta. But he was a line with too much
volume of traffic (too much
hideously bad manager, for by becoming one he material too
little meaning); and (d) chopping
could no longer be a good goal finder but, made the line through
carelessness or malice or to
irascible by the confusions of management, gain authority (the
principle reason why lines
went mad dog. get tampered with).
Being rather low on the to ne scale initially, He who
holds the power of an organization is
most managements would be very chary of that person who holds
its communication lines
creative imagination level goal finding unless and who is a
crossroad of the communications,
247
Therefore, in a true group, communications know, it is what is true. A
primary function of
and communication lines should be and are management is the discovery
and publication,
sacred. They have been considered so in- in the briefest form which
will admit the whole
stinctively since the oldest ages of man. Mes- force of the data, the
reality of all existing
sengers, heralds and riders have been the object circumstances,
situations and personnel. A
of the greatest care even between combatants management which will hide
data, even in the
on enMEST missions. Priesthoods hold their hope of sparing someone's
feelings, is operating
power through posing or being communication toward a decline of the group.
relay points between gods and men. And even
most governments consider cults sacred. Com- A true group must have a
management
munication lines are sacred and who would which deals in affinity,
reality and communica
interrupt or pervert a communication line tion and any group is totally
within its rights,
within a group is entitled to group death-exile. when a full and
reasonable examination dis
Arid that usually happens as a natural course of closes management in
fault of perverting or
events. Communication lines are sacred and cutting ARC, of
slaughtering, exiling or sus
must not be used as channels of viciousness and pending that management.
ARC is sacred.
enTheta. They must not be twisted or per- Management should be
cognizant of the
verted. They must not be glutted with many differences existing in power.
Management un
words and little meaning. They must not be
severed. They must be established wherever a eniably must have power
but a management
communication line seems to want to exist or is which confuses authority
with power is acting,
needed. no matter its "sincerity" or "earnestness" or
even conscious belief that it is doing what is
Any management of anything can raise tone right .and well, in the
direction of decay of
and efficiency by establishing and maintaining orgarrizational
efficiency. Power which is held
zealously, as a sacred trust, communication and used by rationale alone is
almost imperish
lines through all the group and from outside the able. That power
deteriorates and becomes
group into the group and from in the group ineffective in exact ratio to
the amount of pain
outside the group. or punishment drive it must use to accomplish
its end. The Theta of management becomes
The most vital lines of a group are not enTheta in a dwindling
spiral once this course is
operational lines, although this may appear so entered upon. For
example, the punishment of
to management. They are the Theta lines criminals creates more criminals.
The use of
between any Theta and the group and the goal punishment drive on the insane
creates more
finder and the group. Management that tampers insane, Punishment
drive against inefficiency
with these lines in any way will destroy itself. creates more
inefficiency and no management
These actually have tension and explosion in wisdom or power under the sun
can reverse or
them. It is as inevitable as nightfall that these interrupt this working
law. Every management
lines will explode, when tampered with, at the of past ages has been an
enturbulated group
exact point of the tampering. This is a natural rule seeking to rule an
enturbulated group.
law of communication lines. Management has only succeeded when punish
ment drive was suspended or when Theta
A line is as dangerous to tamper with as it moved in over the scene
from a goal finder and
has truth in its channel. It is safe and even by sheer Theta power,
disenturbulated the
preserving of a line to cut it when it contains group. The need of
management is for power to
enTheta. For example when a true line is cut, it advance secondary and
vital plans and coor
charges a little power into the cutter and he has dinate their execution
by the group. The only
authority for a moment thereby. But it is only power that ever works is
derived from reason
the authority of the cut line. If the line is thus and the ability to
reason. MEST surrenders only
made to perish, the cutter loses his authority. If to reason when it is
to become organized
there is much truth in that line, it does not give MEST. Punishment drive
creates enMEST
authority to the cutter, it explodes him. where MEST was sought. It is
the boasted
desire of every management to acquire MEST
A group has the right to exile anyone it for the group. By
employing punishment drive
discovers to be guilty of tampering with any on the group or or) MEST a
management can
communication line. acquire only enTheta control of enMEST and
that is death. Management, if enough free Theta
A management which will pervert an affinity exists in the group or
if the goal is sufficiently
or sever one may gain a momentary power but Theta, can get away with
punishment drive and
the laws here are the same as those relating to can confuse the
punishment drive it is applying
communication and an affinity tampered with with the existing Theta in
the group and can
will lower the tone of a group. delude itself into thinking that
accomplishment
occurs because of punishment drive, not be
A management which will pervert or sup- cause of existing Theta.
Thus enthused about
press a reality, no matter how "reasonable" the punishment drive,
management then applies
act seems, is acting in the direction of the more of it with the result
that the existing
destruction of a group. It is not what manage- Theta is enturbulated.
Sooner or later the group
ment thinks the group or the goal finder should perishes or (fortunate
group) saves itself with a
248
revolt which carries a Theta goal. (Example- There is an intriguing
factor involved, how
British Navy, bad conditions of discipline ever: ARC lines. When they are
slightly inter
before first quarter of nineteenth century; rupted they deliver power to
the individual that
mutiny of whole Navy for humanitarian interrupts them. True, it is
authoritarian
handling of men; result, a more efficient Navy power-death power. But a
very faint tampering
than Britain had ever had before.) Power, and with a line gives
authority to the tamperer since
very real forceful power it is, can be sustained he is obscuring to some
slight degree a section
only when it deals with Theta goals and is of Theta. His group is trying
to see the Theta
derived from Theta principles. Authoritarian and reach it and if they can
do so only through
power, held by breaking or perverting ARC, the tamperer and if they are
convinced that the
enforced by punishment drive, brings to tamperer or tampering is necessary
(which it
management certain destruction and brings to NEVER is), then the group
tolerates the
the group reduced efficiency or death. One, in tamperer in the hope of
seeing more Theta.
considering these things, is not dealing in airy Mistaking this regard
for him as something he is
philosophic impracticalities but in facts so hard receiving personally,
the tamperer cannot resist,
and solid they can be worn and eaten and used if he is a narrow and
stupid man, tampering a
as roofs. We are dealing here with the basic little more with the ARC line.
He can live and is
stuff of management and group survival. It is to tolerated only so long
as the Theta he is partial
be commented upon that management has ly masking is not entirely
obscured. But he, by
succeeded despite its use of punishment drive that first tampering,
starts on the dwindling
and because of existing Theta goals whether spiral. Eventually he is so
"reactive" (and he
management knew it or not. This sums up not would have to be pretty much
reactive mind to
particularly to the discredit of managements of start such an operation)
that he obscures the
the past but to the highly resistant character of Theta or discredits it.
At that moment he dies.
Theta goals. Management, failing to understand He has put so much
tension on the line that it
the true force of its power and the source of explodes. If it is not a
very Theta ARC in the
that power, seeing only that if, it cut and first place, he is relatively
safe for a longer
perverted ARC it had power of a sort, has been period. The pornp and
glory he assumes are not
the yoke around the neck of Mankind in most his. He makes them enMEST and
enTheta and
instances, not the proud thing management eventually corrupts them
utterly and corrupts
thinks it is or could be, keeping the wheels himself and all around him
dies as management.
turning. Where wheels turned in the past it was
usually because of highly vital Theta goals and There is also a
pretense of having a Theta
despite management. Management,, being a goal without having one which
intrigues man
needful cog in the scheme of things has been
kept around by a hopeful Mankind on the agement. Lacking the actual article
the manage
offeliance that it someday might be of com- ment postulates merely the
fact that such an
plete use. A punishment drive management is article exists and that
management is the sole
the spoke in the wheel of an action being purveyor of this Theta goal.
Usually such a
conducted by a goal finder and a group, not the management makes excuses
for the goal not
grease for the wheel which management sincere- being in sight or
existing by claiming that "It is
ly believes itself to be. A goal-finder-group too complicated
for ignorant minds to grasp"
combination action is only enturbulated or "It is too sacred to be defiled
by the hands
because of the lack of a good management or, of the mob". Management
dresses itself in all
much worse, the existence of a punishment the trappings of a Theta relay
station, but as
drive management. Man would run better there is no Theta goal in the first
place to give
entirely unmanaged than in the hands of an to the group, punishment drive
has to be on
authoritarian management for the end of such a tered upon instantly.
Hellfire has to be
management is group death. A group would run promised to those who won't
believe a Theta
better Theta managed with real Theta power goal exists just over
management's shoulder. A
than a group entirely unmanaged. flog has to be used to convince the group
that
the cause is just. However, a group is capable of
generating some Theta on its own. There are
Management derives power most swiftly by always some minor goal
finders around. Unfor
acting as interpreter between a goal finder and a tunately these serve to
buoy up a masking
group. The power of the management is effec- management by actually putting
some Theta
tive in ratio to the cleanness with which it into circulation. Management
can then keep on
relays between the goal finder and the group on masking an empty altar.
But as the altar is
ARC. Management loses real power in the ratio empty such a management
is always afraid,
that it perverts or cuts lines between the goal instinctively. It starts
to speak of rabble, the
finder and the group. When the goal finder mob, the horrors of individual
say in group
exists only as a printed code, management can actions. It speaks of
anarchy and uses wild
continue to prosper and can continue to serve propaganda to stampede
and enturbulate its
only in the ratio that it keeps that code cleardy group. The life goes, to
some degree, down in
interpreted between archives and group. Man- every individual in that group
and stays up only
agement deteriorates and grows unprosperous because of the minor goal
finders in the group.
in the ratio that it perverts or cuts the lines Management, seeing here
a rival or a threat of
from code to group. discovery that it exists not for the goal but for
249
itself, starts in punishment driving the minor does not include a
conquest of MEST clause
Theta makers, calling them revolutionaries but contains only
protection of status quo
whenever they advance a goal or idea and clauses. Once the US
drove hard on Theta goals.
having them torn down from any tiny eminence Because her people and
culture are not much
to which their meager supply of Theta has decayed and her
technology is high, a US with a
lifted them. When the last of these goal finders "cause", as
before, could easily outreach any
is dead, the group is dead, management is dead Russian culture.
And a US army with such a
and desolation reigns. This has been the cycle "cause" would
crush a vastly superior Russian
of management amongst man since first he force. Armies,
understand, are short term
became civilized save in those times and places groups intimately
concerned with the conquest
/where a real goal finder existed and where man- of MEST which, no matter
if they made en
agement actually began by being a part of a MEST of it, is still a
MEST goal until con
nearly true group. (See the history of Greece, quered. Thus
armies can be thrown into action
the history of Egypt, the history of Rome, with far less reason
than a culture, and not so
trace the course of Greek tyrannies. See also closely ARC within
the unit itself, can be
the history of various companies and one catalysed. An army,
then, builds its technology
readily sorts out those which began because of on fantastically
high ARC on the private,
a goal finder and those which pretended a goal corporal level and
is governed by a fantastically
existed but had no goal finder for the group but low ARC on the
management level. Because
only made goals for individuals-management ARC is high in the bulk
of the group and is
itself. Three life insurance companies began commanded to be high
(management of armies
because of real goalfindersand theyarethelead- would reverse such
a thing if they knew what
ing companies of America despite subsequent they were effecting, one
fears) by a low ARC
perversions of the goal and its subordination to management.
Optimum in armies is that high
individual Profit.) ARC on the private-corporal level and manage
Now it so happens that a culture which has ment by a
government which has high Theta
within it many examples of punishment drive goals and is itself high
ARC. When this is at
masked management will begin to develop a tained armies explode
out of Asia Minor and
spurious technology of management based overrun Europe.
upon mimicry of these masked punishment With such bad
examples in a culture,
drive managements. The technology is most management can develop
an entirely false tech
ably put forward for that period in Machiavel- nology. Managers
have to be geniuses to work
li's Prince. Almost any text on "military with such technologies
and ordinarily work
science" is a technology of masked manage- themselves into a swift
dernise, as witness the
ment. However such texts exist and are useful presidents of the
US who can be seen, if you
because they furnish a short term method of compare the pictures of
the same president
assembling a unit to follow a cause whenever after just two years of
being president, to
one appears. The technology of how a company deteriorate swiftly. The
group one way or
evolutes or a battery spots is not the tech- another will try to
knock apart an authoritarian
nology of management but the technology of a management or a
management even slightly
coordinated group. Everywhere one looks in authoritarian. The
management thinks this is all
such a text on actual battle skill one finds because of bad planning,
tries to plan better,
cooperation and understanding is the essence and thinks all can be
righted by just a little
and that ARC is stressed amongst the group more emergency
punishment drive. The group
itself at every period and paragraph. But alas, revolts more.
Management punishment-drives
the technology of the military management more. And finally
something has to explode. It
itself is so far from useful or factual that wars is a lucky nation
which blows into a Theta goal
get won only because most armies have the revolt early in this
cycle. The government of
same management system and that one wins the United States is
overworked and inefficient
which makes less errors than another and which as management
because all the principles of its
has a better "cause". For example, tile Com- original goal finders
are not applied and those
munist main group in Russia is not a true that are applied are
slightly perverted. And the
group. Probably the United States is much same thing obtains with
Russian management.
closer, but very far from a true group. Thus the (Example: Read the
works of Paine and the
nation of Russia vs the nation of the US, in a works of Jefferson
in their original form and
battle of culture would lose miserably. But an read also the
letters and personal opinions of
army of Communists, working for a manage- these men: you will find
more Theta in those
ment which only recently lost its goal finders, writings wl-deh
has been overlooked than the
Marx and Lenin, can have a "cause" couched in whole US
government is using from those same
modern terms. All armies are considerably en- goal finders. Read
Marx and Lenin and look at
Theta and take only enMEST. But a Russian the tremendous quantity
of Theta untapped in
army has a "cause" superior to a US army. those works.)
Neither army has a true group cause, but the
US "cause" has not been restated in convincing Bad
management, then, like any aberration,
modern terms. A second rate and obsolete goes by contagion.
Because of a native exis
"cause" is as dangerous to have around an army tence of Theta
goals even as to common
as an obsolete weapon. The US army "cause" survival and a country
wealthy in brilliant
250
people and natural resources, management can Such a science of management
should obtain
become a sort of priesthood because success optimum performance
potentialities and op
reigns and management has never been loath to timurn living conditions
for the group and its
take credit for a group's production. But members. Such a science is
postulated in Group
statistics will tell you swiftly that the great god Dianetics. It is
not an ideology. It is an effort
"modern business management" is in continual toward rational operation of
groups. Its pilot
trouble, is expensive, is uneconomical and that, project has worked.
Other pilot projects will
by the duration of large fortunes and busi- follow. In Group Dianetics,
should its results
nesses, on the average such management as has continue to bear out its
tenets, one is looking at
been purporting to be management is almost a the general form of the
government of the
complete failure and is murdering outright the world. That government
will not extend, as
majority of enterprises of this country. The rise administrator, out from
the Dianetic Founda
of unionism is not an index of the viciousness tion. But the Foundation
will probably train
and willfulness of man but is, as it rises and the personnel that
governments send to it and
wars against production, an index of the failure will probably be the
advisor to all governments.
of management as it has been practised as a No empty dreams-we have in
Group Dianetics
technology. Unionism is not wrong. It is simply a much better mousetrap.
an unnecessary arbitrary existing because of the
existing arbitrary of management operating on However, if the
Foundation is ever to ac
an authoritarian level, masking the absence of complish a post as
trainer of government per
Theta goal finders and seeking to enforce that sonnel, a tutor to the
world of all management,
lack with punishment drive. the Foundation had better become, of itself,
the best example of Group Dianetics in exis.
America fought for Independence from ab. tence.
sentee management in 1776 and won. With the
advent of Alexander Hamilton's banking system In accordance with an
ambition to put its
(a medal please for Burr, traitor though he may house in order, it is
suggested that any organiza
have been) that part of Independence related to tion so desiring put
into practice the following
economics did a marked and remarkable slump tenets:
back into the Dark Ages of fascism-or Tyran
ny, as they called it in those days. Senator 1. Consider well its ideal and
ethics. This is
Bone, USS, once remarked to me, "I have the province of goal finding.
fought since 1905 to place public utilities in the
hands of the people. But I believe that, by 2. Consider well its
rationale. This is the
giving them at last to the government, I have province of management,
its planning and
exchanged a fairly unreasonable for a very un- coordination.
reasonable master. It seems to me that when
this country got rid of slavery in the Civil War 3. Consider well its
execution. This is the
we changed an outright form of slavery for a far province of staff and
individual members
more insidious brand-the tyranny of modern of the group.
management." Fascism exists in America as
almost the sole modus operandi of big business. 4. Establish a general,
flexible plan of govern
And fascism or authoritarianism almost always ment; adopting a
constitution; selecting its
murders itself swiftly since it is enTheta and officers with full
agreement; adhering to its
enturbulates the existing Theta. This is best establishment and
establishers.
exemplified by the management-labor upsets
which have been increasing in volume since the 5. Ever lean toward
creative and constructive
early 1900's. goals and execute its ventures creatively
and constructively as opposed to "saving
Economic tyranny alone could make pos- things", "arbitrary
emergencies", and
sible the far less than ideal group ideology of destructive planning and
action.
Communism. Where fascistic business manage
ment exists there socialism and Communism 6. Choose for its posts of
trust high Theta
can grow. State ownership of everything in- personnel who plan creatively
and con
cluding the human soul and a communal ideolo- structively in expanding
terms rather than
gy conducted with false propaganda by a rather "emergency" terms. Keep
out of office the
fascistic group in Moscow are equally undesira- death-talkers who
pervert or selectively
ble. The world is in tumult today because of censor communications or cut
lines to gain
three schools of management: fascism reserves power, who postulate
opportunistic but
the right to fire at will and devil take the men dire realities and who,
perverting affinity,
of production; socialism outlaws private proper- have no love for Man.
ty and builds up staggering bureaucracies about
as efficient as Rube Goldberg's machinery; 7. Hook up an abundance
of communication
Communism buffoons around with one-time lines to fill their various needs,
keep the
high ethic tenets, building an empire on deceits. Communications terse,
keep the communi
None of the three are worthy of attention cations wholly honest and drop
no curtains
should a workable science of management come between the organization and
the public
into being. about anything.
251
8. Incline in the direction of creating affinity of
efficiency in all its departments and with
from group. to group and group to manage- high pride in
his performance on the part of
ment. Create and maintain high affinity every
individual member of the group.
with the rest of the world.
12. Operate on the principle that the failure, in
9. Create a high and ethical reality of a better any
department, of one individual or sub
world and then make it come into being. group, by
contagion, threatens the survival
Make the organization a model of that of all.
better world.
10. Persevere in the continual raising of group 13. Understand
thoroughly the principle that
tone. Persevere toward the goal of the high- the amount of
Theta in the group material
est individual tone. It is theoretically true ly
determines the longevity, greatness and
that a high enough group tone level almost general
survival of that group and its mem
nullifies the necessity of individual clearing bers
and that the amount of enTheta in the
and that high individual tone creates a high group
determines its proximity to death
group tone. and thus have done with the casualnesses
and insincerities existing in a low-toned
11. Self-generate the organization into a model outer society.
THE CREDO OF A TRUE GROUP MEMBER
I . The successful participant of a group is member for the
group by calling the matter
that participant who closely approximates to conference or
acting upon his own ini
in his own activities the ideal, ethic and tiative.
rationale of the overall group.
8. A group member must coordinate his
2. The responsibility of the individual for the initiative with
the goals and rationale of
group as a whole should not be less than the entire group
and with other individual
the responsibility of the group for the in- members, well
publishing his activities and
dividual. intentions so that all conflicts may be
3. The group member has, as part of his brought forth in
advance.
responsibility, the smooth operation of the 9. A group member
must insist upon his right
entire group. to have initiative.
4. A group member must exert and insist 10. A group member must
study and under
upon his rights and prerogatives as a group stand and work
with the goals, rationale
member and insist upon the rights and pre- and executions of
the group.
rogatives of the group as a group and let
not these rights be diminished in any way 11. A group member
must work toward be
or degree for any excuse or claimed expedi- coming as expert
as possible in his special
tiousness. ized technology and skill in the group and
must assist other individuals of the group
S. The member of a true group must exert to an understanding of
that technology and
and practise his right to contribute to the skill and its
place in the organizational
group. And he must insist upon the right of necessities of the
group.
the group to contribute to him. He should
recognize that a myriad of group failures 2. A group member
should have a working
will result when either of these contribu- knowlege of all
technologies and skills in
tions is denied as a right. (A welfare state the group in order
to understand them and
being that state in which the member is not their place in the
organizational necessities
permitted to contribute to the state but of the group.
must take contribution from the state.)
6. Enturbulence of the affairs of the group by 13. On the group
member depends the height
sudden shifts of plans unjustified by cir- of the ARC of the
group. He must insist
cumstances, breakdown of recognized upon high level
communication lines and
channels or cessation of useful operations clarity in
affinity and reality and know the
in a group must be refused and blocked by consequence of not
having such conditions.
the member of a group. He should take And he must work
continually and actively
care not to enturbulate a manager and thus to maintain high
ARC in the organization.
lower ARC.
14. A group member has the right of pride in
7. Failure in planning or failure to recognize his tasks and a
right of judgment and hand
goals must be corrected by the group ling in those tasks.
252
15. A group member must recognize that he 17. The group member should
insist on flexible
is himself a manager of some section of planning and
unerring execution of plans.
the group and/or its tasks and that he
himself must have both the knowledge 18. The performance of duty
at optimum by
and right of management in that sphere every member of the
group should be
for which he is responsible. understood by the group member
to be
the best safeguard of his own and the
group survival. It is the pertinent business
16. The group member should not permit laws of any member of
the group that
to be passed which limit or proscribe the optimum,
performance be achieved by any
activities of all the members of the group other member of
the group whether chain
because of the failure of some of the of command or similarity
of activity
members of the group. sphere warrants such supervision or not.
THE CREDO OF A GOOD AND SKILLED MANAGER
To be effective and successful a manager data out of
which he makes his solutions
must: with the highest attention to the truth of
that data.
I . Understand as fully as possible the goals
and aims of the group he manages. He must lo. He must
constitute himself on the orders
be able to see and embrace the ideal attain- of
service to the group.
ment of the goal as envisioned by a goal
finder. He must be able to tolerate and 11. He must
permit himself to be served well as
better the practical attainments and advan- to his
individual requirements, practising
ces of which his group and its members an economy of
his own efforts and en
may be capable. He must strive to narrow, joying
certain comforts to the wealth of
always, the ever existing gulf between the keeping
high his rationale.
ideal and the practicaL 12. He should require of his
subordinates that
2. He must realize that a primary mission is they relay
into their own spheres of man
the full and honest interpretation by him- agement
the whole and entire of his true
self of the ideal and ethic and their goals
feelings and the reasons for his decisions as
and aims to his subordinates and the group clearly
as they can be relayed and ex
itself. He must lead creatively and per- panded
and interpreted only for the greater
suasively these goals, his subordinates, the
understanding of the individuals governed
group itself and the individuals of the by those
subordinates.
group.
13. He must never permit himself to pervert or
3. He must embrace the organization and act mask any
portion of the ideal and ethic on
solely for the entire organization and never which
the group operates nor must he per
form or favor cliques. His judgment of in- mit the
ideal and ethic to grow old and
dividuals of the group should be solely in
outmoded and unworkable. He must never
the light of their worth to the entire group.
permit his planning to be perverted or cen.
sored by subordinates. He must never per
4. He must never falter in sacrificing indivi- mit the ideal
and ethic of the group's
duals to the good of the group both in individual
members to deteriorate, using
planning and execution and in his justice. always
reason to interrupt such a deteriora
5. He must protect all established communi- tion.
cation lines and complement them where 14. He must have
faith in the goals, faith in
necessary. himself and faith in the group.
6. He must protect all affinity in his charge
and have himself an affinity f . or the group 15.
He must lead by demonstrating always
itself. creative and constructive sub-goals. He
must not drive by threat and fear.
7. He must attain always to the highest
creative reality. 16. He must realize that every
individual in the
group is engaged in some degree in the
8. His planning must accomplish, in the light managing of
other men, life and MEST and
of goals and aims, the activity of the entire
that a liberty of management within this
group. He must never let organizations code should
be allowed to every sub.
grow and sprawl but, learning by pilots,
manager.
must keep organizational planning fresh
and flexible. Thus conducting himself a manager
can win
9. He must recognize in himself the rationale empire for his
group, whatever that empire may
of the group and receive and evaluate the be.
253
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE
September 13, 1954.
To: HASI
Members
Auditors
Offices
Departments
Staffs
From: Operating Committee
Subject: Communication
We must implement a standard program to conduct the business of the
organization. The enclosed Communications Plan, HASI, 1954, is the design
being put into use,by the HASI and affiliated organizations.
We have reincorporated all of Dianetics into our programs and the
Foundations are being given to the HASI or its designations.
Unless we so employ a communications plan we will soon be blocking our
own communications.
The enclosed plan is recommended for use by members, auditors, offices,
departments and staffs.
L. RON HUBBARD for The Operating Committee
COMMUNICATIONS PLAN
HASI, 1954
In an effort to smooth out the communication lines carrying information,
reports and queries, amongst the members, auditors, offices, departments,
committees and staffs of the HASI and its allied organizations, including
the Hubbard Dianetic Foundation, the following communication plan is being
put into force by the Operating Committee of the Board of Directors of the
Hubbard Association of Scientologists, International.
Every message should contain only one subject, except when the message
is a report on a general situation. A report can contain as many data as it
pleases. A message, consisting of a forwarding of a datum or a request for
a policy or datum, or item, should be highly standardized amongst
organizations to minimize the loss of time in communication and to insure a
rapid and accurate response to any and all communications received.
A message consists of one subject and the reason why. It should be
written so that enough space remains on the paper to answer the
communication. Neatness, clear typing, re-typing, are not important as long
as the writing is legible. The actual content of the message and its
placement on a piece of paper large enough to admit of an answer on that
piece of paper are of the primary importance.
The names of the parts of the message themselves can be understood and
need not be written out each time. However, the number of things which must
be on the message is precise and should be placed in this order:
I . Date.
2. The person to whom the message is addressed.
3. The person who is sending the message, with address, is needful.
4. The actual message or datum itself.
5. The reason why it is needed.
6. The initials of the person sending.
7. Enough blank space, preferably at least half of the piece of
paper, to permit the message to be answered on that same sheet of
paper.
254
The message should be done in duplicate. If hand written, a piece of
carbon paper inserted between two sheets of paper will suffice. Both sheets
of paper should be sent. One will be returned, the original. The carbon
copy will be retained by the person to whom the message is sent. This
carbon copy will also include the answer.
When one has received such a message, he takes a piece of carbon
paperand inserts it between the two sheets, and writes the answer on the
lower half of the message. He then sends the original back to the
addressee.
It is preferable that these messages are not sent to the typist, or that
communication facilities such as letter-writing personnel should not be
interrupted by copying somebody's message. Messages should only be
typewritten when ffie' person from whom they are emanating himself
customarily typewrites. If this person does not typewrite, then it is
expected that messages from him will be received in his own handwriting.
There is no particular injunction about brevity. If the message, even
though covering one subject, is long, include enough paper in the despatch
to make sure that it can be answered, if the answer requires that much
length.
The reason this communication system is being installed is because the
dissimilar message forms which are being received and used in the various
organizations of Dianetics and Scientology make it impossible for a letter
to be rapidly answered. Several subjects will come in in the same letter.
For instance, a letter will arrive from London which talks about tape
recording, which talks about the re-ordering of books, which talks about
the number of people attending processing sessions, and all this Will be on
the same sheet of paper. Unless this piece of paper is taken and broken
into several parts in Phoenix, it cannot be replied to, and because of
pressure of business, it often occurs that the message is not broken down,
and some part of it will remain unanswered while somebody in London is
waiting very anxiously for a reply or the policy on whatever he is doing.
Furthermore, I am sure that London has been equally embarrassed by
receiving communications from Phoenix which contain all mariner of
disrelated items which cannot easily be answered by London, again without
breaking down the message.
Unless we settle this confusion of communication and settle upon a
standard form we will continue to cut down our communication to the general
public. We must standardize our own communication systems within the
organization in order to free the communicating personnel at London,
Camden, Phoenix, the various HASI and Dianetic offices and groups
throughout the world. If we adhere to this communications plan, we will
make it possible for the attack upon the society to be greatly speeded up.
Although this cannot be made to bear strongly upon a member, or upon
people ordering material, it is hoped that these, when they have book
ortape orders, will put them on one sheet of paper, and put their comments
and reports, and requests for information, on other sheets of paper. What
is occurring here is this: if a letter comes into the HASI it contains an
order for books and tapes. This is all right because this all goes to one
department. But it also contains the datum that so-and-so lately came
through and stated that he was now practicing Goof-ball Therapy, and was
through with Dianetics. In addition to that it includes a thank-you for the
last PAB, and in addition to this it will request being placed on the
mailing list of the Group Newsletter. A result of this is that the letter
goes in a laggardly fashion ftom letter-basket to letter-basket, gets hung
up, gets forgotten, and the only thing that is actually done accurately and
swiftly in the letter is the filling of the order for tapes and books,
since this is the first person who sees this letter-the person who invoices
for tapes and books and orders their dispatch. The remaining data would go
to many other places. The fact that so-and-so is no longer interested in
and is knocking Dianetics goes to the CECS. This desk and committee is
entirely separate from invoicing and shipping. The thank-you for the last
PAB would go to Ron's desk. The request to go on the Group Newsletter list
would go to an entirely different department than either Ron's desk or the
invoicing section.
Thus, you amongst the membership and auditors who wonder why you do not
get inquiries answered will find the reason right there. These queries and
data are contained in the body of a letter which also does something else.
If a member will simply send two sheets of paper in for every datum he
wants, he will get them back, and rapidly, from various departments of the
HASI. Only if he follows this system can he assure himself of continued
good service from all divisions and branches of the HASI.
Further, now that we are again about to take over the membership, and
servicing
255
of all Dianetic books and organizations, unless the communication is very
specifically directed to the Foundation at 616 North Third Street, it is
liable to wind up in the hands of the HASI at the same address, with the
resultant confusion that it will not get adequately answered or treated.
Effective with the issue of this communication plan, Mr. Rex Kirby is
the Communicator of the London Office, Mr. Al Kozak is the Communicator of
the Camden Office, and Mr. Bob Nichols is the Communicator of the Phoenix
Office and overseer of organizational communication in general. It is not
intended by these appointments that their posts will become those posts
such as are described in the Hubbard Communications Manual, "How to Live
Though an Executive", which post of Chief Communicator is far above and
much more complicated than the intention of this communications plan.
Our letter volume is climbing steadily. In the early days of the Hubbard
Dianetic Foundation in Elizabeth, New Jersey, Dianetics all but failed
because it could not answer its communications. Mailbag loads of mail were
landing on the organization, and the organization was not geared to take
care of its current mail within the organization. As a result of this
confusion, a great deal of time was lost, but at the same time much
experience was gained, and the best of that experience was that we must
streamline communications inside the organization if we expect to get
answers back.
The next time you wonder what has happened to your communication, please
ask yourself whether or not you put it into the above form, and left a
provision on the page for it to be answered. If you have done so, then you
will get an answer promptly. If you have not done so, you will still get an
answer, but nobody can guarantee whether or not it will actually arrive, or
when it will arrive.
Remember, you do not have to type out the headings above. Simply fill in
a piece of paper in that order, giving the data in that order, and everyone
will know from whom it has come, to whom it is going, what it contains, and
why it contains it, and exactly what is wanted. If we are not capable of
this level of precision within the organization of the HASI, then we are
not yet capable of taking over all of the various areas of influence which
we hope to attain. Our first step in attaining those is to stop fighting
ourselves by confused communications and to let the battle line of
communications be out in front of us in the society, not inside us, in our
own organizations. Similar staffs today are running eight separate
corporations, all of which have a relationship, communication-wise. All
personnel concerned are requested to lessen the confusion as much as
possible inside the organization by adhering to this Communication Plan of
September 14, 1954,
THE OPERATING COMMITTEE
256
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
No. 1, Brunswick House,
83 Palace Gardens Terrace,
London, W. 8.
BAY 5780
.OPERATIONAL BULLETIN NO. 10 [Excerpt] 28th December, 1955
I am giving here in outline form the basis of survival of various
Scientology organizations. This is how they live and this is how they keep
going. When they stumble it is because staff is missing out one or another
of these points.
In five years of trying anything and everything-and I mean everything-to
get things going, my own program of success for organizations boils down to
the following. I would consider it a favor if all Scientologists concerned
with Scientology organizations studied this for what it is-an outline that
wins:
THE MANAGEMENT AND ACTIVITIES OF SCIENTOLOGY ORGANIZATIONS
(one copy to each staff member and to all Scientology organizations)
The function of the HASUK is the dissemination of Scientology and the
demonstration of its results.
Dissemination by:
Free Lectures
Free Group Processing
Free Pamphlets
Sale of Elementary Texts 1. To Bookstores
Sale of Advanced Texts 2. To Members
3. To Public
Sale of Tapes (To Members
(To Groups
Rental of Tapes (To Members
(To Groups
Circulation of Certainty
Circulation of HASI Bulletins
Demonstration of Results by:
Good Clinical Auditing (Intensives only)
Adequate Training of Auditors (I. By HASI School
(2. By HASI Grads
High Ethical Standards (Certificate Control
(Failed Case Control
Efficient Operation and Presentation of Office and Quarters by:
Alert personnel
Swift replies to letters
Swift filling of orders
Origin of High-toned letters
Cleanliness of Offices
Courteousness of Staff
Financial Policy: Income must be greater than outgo. Charges on books
should be cost x three. Charges on Tapes must be cost x two. Tapes and
magazines can be sold at a loss.
257
Charges on Training must be adequate to ensure the long continuance of
that person's training. (About 3 years.) Total training HPA and BSen and
DScn the formal (in class) training is only a fraction of total done.
Charges on processing must. be adequate to ensure all eventualities for
any one case. Refuse to sell hourly processing. Never sell 25 hours to a
rough case. Sell 75.
Strict accounting, bookkeeping and invoices with counter checking of all
functions.
Operational Smoothness is obtained by:
Inforining everyone in the organization of everything.
I . Interdepartmental Bulletins.
2. Bulletin Boarding Coups and Changes.
3. Being exact and brief.
4. Being real about conditions.
5. Being frank inside and putting up a solid front to the outside.
6. Talking out troubles within organization.
7. Staff meetings, regular and exact.
8. Paying only passing attention to lengthy or critical letters.
Financial Security is obtained by:
I . Anticipating slumps and planning fast promotion and mailings to
meet them.
2. Compelling interest in Organization.
3. Being real about the actuality of needs.
4. Attention to the philosophy that a healthy organization is a
long term investment by staff and realization that the only staff
personnel ever fired by the HASs were those who flagrantly acted to
shorten the life of the organization for all.
5. Sound Advertising.
6. Good word of mouth.
7. Good financial planning.
8. Only Scientologists or those so studying on staff in any
capacity.
9. A sincere interest in Scientology's health and good action = no
financial distress.
10. Keep all staff processed.
The Organization in general will be only as healthy as its legal control
of the subject appears formidable to any hungry invader. Hence, no
membership organization, no loose stock distribution, no large unpaid
bills, no overcapitalization because of property. Own little, do much.
Owning much means doing little.
L. RON HUBBARD
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
20 Buckingham Street, Strand, London W.C.2
TRAfalgar 3733
To: Jack (Dick Steves) 22nd September, 1956.
From: Ron ORG POSTS
ORDERS, INSTRUCTIONS AND PAPERS
Each Organizational post must be covered by its pertinent orders,
instructions and papers so if the post is newly filled, a piece of the mock-
up doesn't vanish and cause sudden, hidden randomity.
Example - the Registrar, HASI, London has been replaced. The replacement
cannot find one scrap of paper or orders relating to Management's
Instructions, about the job. The old Registrar evidently kept no files of
them. Result - Manager's time consumed instructing new persons, pieces of
mock-up maybe missing.
Best,
LRII:ebh.rd L.R.H.
258
, NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
20 Buckingham Street,
London W.C.2
24 September 1956
HCO BULLETIN
TO: Jack; Dick Steves.
ORGANIZATIONAL INDOCTRINATION
Each person on a post must be cleared on that post by the Manager. The
Manager, by questioning, reaches, with the person, an acceptable, embracive
stable datum that exactly defines the job.
The Person, with this sorted out and cognited upon, then can withstand
organizational confusion in his area.
The Manager does this, no one else. The Manager does not tell the person
the definition. The definition must be arrived at by the person in his own
words.
Applies to all personnel.
L. RON HUBBARD
LRH:re.rd
L. RON HUBBARD
10 April 1957
MORALE NOTE
If you have ejection jitters after the house cleaning dismissal, remember
this:
The HASI has never fired anyone who was ably
On Post, On Time, On the Job, On his or her Own Comm Lines.
The HASI-and that means the staff and its working power-has always
sacked people who were
Off Post Continually - Off Time (late to arrive, early to go) Off
their Own Post and On Yours and Thoroughly Off Comm Line with their
actions and despatches.
Best,
L. RON HUBBARD
259
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HASI POLICY LETTER OF 2 SEPTEMBER 1957
EXECUTIVES
The following members of the organization shall be present at 8:00 a.m.
Monday morning, Technical Director-Registrar-Director of Processing-
Director of Training-Testing in Charge.
Executives of the organization are never off duty wherever they are.
Senior executive present has the full responsibility of the organization at
any time he finds executive posts vacant.
Executives of the organization are: Association Secretary-Technical
DirectorDirector of Training-Director of Processing-Dirdctor of
Administration-Director of Registration and Procurement-Director of PE
Foundation.
Trustees are not executives except as they may also occupy executive
posts. Trustees are-President-Secretary-Assistant Secretary-Treasurer.
L. RON HUBBARD
[Note: A similar policy letter of ths. same date was issued at Washington,
D.C. The first paragraph stated, "Executives of the organization shall be
present at 8:00 a.m., Monday morning, except the Director of the PE
Foundation." The remaining paragraphs were the same as the above. I
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HASI POLICY LETTER OF 7 OCTOBER 1957
-This is a modification of HASI Policy Letter of 2 Sept-
(The only change is the personnel,
not the general policy)
TECHNICAL STAFF
The following members of the Technical Staff must be on deck at 8:00
a.m. Mondays.
Technical Director -
Registrar -
Director of Processing -
Director of Training -
Testing in Charge -
L. RON HUBBARD
LRH:rs.rd
260
THE FOUNDING CHURCH OF SCIENTOLOGY
1812 19th Street N.W., Washington, D.C.
HASI-L.A. HCO POLICY LETTER OF I FEBRUARY 1958
CONCERNING HAT FOLDERS
This bulletin is to clear up any misunderstanding regarding preparation
of hat folders.
There is a post in the Founding Church called "Personnel". (Please re-
read HCO Bulletin of January 27, 19S8 regarding duties of personnel post.)
The person occupying this post is the one who interviews new personnel,
keeps their records and so on, as per the bulletin of January 27, 1958.
Personnel is responsible for having hat folders made up. The HCO office
does not make up the hat folders. It furnishes, on the request of
Personnel, Bulletins which apply to a particular hat folder. Personnel
and/or the head of a department are responsible for seeing that a full job
description is written up for that hat folder; if it is an old post, they
must be sure that the hat folder, when turned over to another person,
contains an accurate write-up of that post. If it doesn't, they should
bring it up to date for the person taking on that post in their department.
And further, see that the person keeps it up to date. The department head
is to see that those persons in their department keep their hats up to
date.
If the post concerned is a NEW post, then Personnel and the head of that
particular department should, in conjunction with the Org See, compose the
duties of that post.
HCO originally instituted Hat Folders, and now that we have them, plus a
post called Personnel, the function of setting up hat folders is the duty
of Personnel. Personnel handles all employment for the Founding Church. LRH
handles employment for HCO. Personnel for the FC, however, furnishes HCO
employees with hat folders. HCO furnishes only bulletins when needed for a
hat folder.
Again, all staff please re-read HCO Bulletin of January 27, 1958, as it
affects each one and must be complied with if we are to have an efficient
system regarding hat
folders.
Mildred Deen
LRH:md.brl.rd for
OK'd by LRH for release January 31, 1958 L. RON 14UBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
CenOCon HCO BULLETIN OF 25 FEBRUARY 1958
SHSBC Students (Re-issued as HCO Policy Letter of 26 June 1963
Franchise Re-issue Series 15)
Field
ROUTING OF COMMUNICATION
I wonder, you guys in London and SA and LA and NY and DC and Aust-NZ, if
you don't feel insulted sometimes when the public, field auditors,
Scientologists, et al by-pass you and your post and "write to Ron", "have
to see Ron",
You ought to. The public is invalidating you.
If somebody on your staff skips his chief and takes it all upstairs
you'd feel pretty snarly.
Well, the traffic I get in HCO would show you the same thing happens
broadly.
An auditor by-passes an Org just 300 miles from him and hysterically
comms with me. That means he is invalidating the post of his nearest
Org/Assoc See who has full authority to handle.
You better look at this. I'm no only one. We're in this together. No man
singly, no office could handle our traffic. Why pretend.
Make your zone of operations realize that you have the authority and
ability to care for them.
LRH:dr.rd L. RON HUBBARD
Copyright @ 1958, 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED
261
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C.
HCO BULLETIN OF I MAY 1958
Post: HASI London
Admin Board, D.C.
SIGNS OF SUCCESS
Whenever we're really winning the squirrels start to scream. You can
tell if somebody is a squirrel. They howl or make trouble only when we're
winning.
Spectacular success can quadruple the number of complaints. Tell the
complainees: "Come in, get clear." Otherwise skip it.
To understand a squirrel, consider the reaction of somebody who could
not run the fifth leg of help "How could another person help another
person", The thought of this drives some people spinny. That's a squirrel.
They can't view other people helping others without going beserk.
There's nothing personal in having squirrels. Even heroes can have lice.
Best,
LRH:bt.rd LRH
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C.
HCO BULLETIN OF 25 AUGUST 1958
ADMINISTRATIVE STABLE DATA
There is an error being made by many Scientology executives. They
apparently have as a stable datum "Get the work done" or "Do all I can do".
Chaos results.
The only possible datum on which an executive could work effectively is
"Get people to get the work done".
Otherwise the executive does as much as he can and leaves the willing
personnel standing around unhelped and unguided. If we all did this
Scientology would go nowhere. One auditor can't audit the world. One
personnel Cannot do all the work of a Scientology organization.
If each person in the Org wears all the hats or one wears all and the
rest wear none you will have:
I . Bad morale.
2. Overburdened personnel.
3. Underburdened personnel.
4. Rapid staff turnover.
5. Bad dissemination, processing and instruction.
6. Low income.
7. Low income.
8. Chaos.
An executive has only two jobs: 1. Policy, promotion and planning
2. Getting people to get the job done.
A post or terminal is an assigned area of responsibility and action
which is supervised in part by an executive. Supervision means helping
people to understand theirjobs. Supervision means giving them the
responsibility and wherewithal to do theirjobs. Supervision includes the
granting of beingness. Supervision does, not mean doing the job supervised.
To double dissemination and income in Scientology organizations, study
this well. Organizations that aren't run this way aren't real.
LRH:bt.rd L. RON HUBBARD
[Note: This HCOB was later reissued as a London See ED on 4 May 1959 and as
HCO P/L 19 July 1963. See also HCO P/Ls 19 December 1969, Executive Duties,
page 384, and 28 July 1971, A dmin KnoIv-How No. 26, page 400.]
262
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 NOVEMBER 1970
Remimeo
All Exec Hats
HC Checksheet
Although HCO Policy Letter of 19 December, 1969, copy of which is on
page 384, cancelled the concept of getting people to get the work done, as
it was found to result in some Executives believing they were not supposed
to work, this policy gives in detail how an executive should groove in
personnel on post and related org board functions and for this purpose it
is re-issued.
HUBBARD COMMUNICATIONS OFFICE WASHINGTON, D.C.
HCO BULLETIN OF AUGUST 27,1958
- Executives of Scientology Organizations -
By definition an executive is one who obtains execution of duties,
programs and actions in an organization to further the aims and purposes of
that organization.
To forward dissemination of Scientology, to increase the income of
Scientology organizations, and to accomplish what we are trying to do, it
is vital that we have good executives who know what they are doing and who
do it.
Basically, the work of the organization does not depend upon the
executive. It depends upon his supervision. The work of the organization
depends upon its staff personnel and their performance of duties in exact
compliance with their hat folders to accomplish the purposes of their
posts. However, it is very difficult for staff personnel to accomplish
their dutieswhen they do not have good executives to provide overall
supervision and liaison amongst posts. Therefore, it is only necessary to
have a bad executive who has a poor understanding of what his work is all
about to reduce morale, cause turnover of personnel, to impede
dissemination and to lower the income of organizations.
Understanding this I have completed a considerable study of the subject
of being an executive. There is more to it than one would ordinarily
suppose.
In the first place, an executive should be able to perform better every
single job in the organization than the personnel performing it. In this
way the executive will be effective, since he will know what these posts
are doing. Thus, an executive is selected primarily for his knowledge of
the organization. Another attribute of the executive is an ability to get
along with people and to aid, them to understand their duties, the whys and
wherefores of their posts, and their relationships to other posts and the
communication lines which connect them. Another attribute is the ability to
get something done via another person. These three attributes are easily
the most important. They are followed by the other side of an executive's
activities which consist of planning, organizing and promotion, as well as
either setting up or gaining compliance with organizational policy.
The stable data on which most people operate in a Scientology
organization is ",Get the work done". This is as it should be. However,
this as a stable datum in an executive is fatal. His stable datum cannot be
otherwise than "Get people to get the work done".
Let us take a contrary view of this situation. Let us suppose we
have an
"executive" who can himself work hard and who has the datum "get the work
done".
This is what he does. He pulls off some odds and ends of organizational
duties into his
lap, sits at his desk and in a state of exasperation tries to do everything
that comes his
way. Under such an executive income will decline, morale will turn sour,
and there will
be a large staff turnover. This "executive" simply regards himself as a
workhorse who is
263
too overburdened to pay attention to details. He makes mistakes, he does
not execute policy, and no matter how hard and how well he works at these
jobs he has cut out for himself he never heads up or runs an organization
and he never builds anything of any size. At length, he will begin to
discourage business and activity on the part of the organization, since the
work is already too burdensome for him to handle. Now he was chosen as an
executive because he could do the job better on any post in the
organization given that post, than the people present. He takes this as a
license to "show people up" or to "show them how it really ought to be
done". Let us look at this closely. He would not be an executive unless he
could work better than each and every person on staff. He would not be
there if he did not know these posts better. But let us add up for him the
following activities: Director of Training, Director of Processing,
auditing all preclears, keeping all accounts, writing all of the
dissemination materials, running the mimeograph machine and the printing
company, building and painting all of the quarters, personally writing on a
typewriter all of the letters received by the organization, and a long time
before we get down to typewriting we see that one person on a Mest Universe
time span could not perform all of these duties. Therefore, we draw the
conclusion that we need many people to perform these actions. An executive
who tries to perform many actions himself and does not "get people to get
the work done" creates a leaderless organization. He is overworked, he
cannot cope, he eventually goes out the bottom. Even more importantly, the
personnel around him go out the bottom, a thing he commonly fails to
observe.
We see, then, that an executive makes a mistake every time he takes into
his own hands any portion of any job in the organization. There are two
ways a "bad executive" can do this. The first way is quite obvious. He
simply tries to do several posts, thus leaving many posts unsupervised and
leaving many details uncoordinated and depriving staff of necessary liaison
and supervision amongst the various posts. The other way is less obvious.
He takes the juicy tidbits which require "command decision" away from the
posts and leaves each post a naked drudgery of petty detail; in other
words, he scoops off the cream and does, to a slight degree, each one of
the jobs around and thus brings about a state of irresponsibility on the
various terminals.
Furthermore, an executive who is not doing a real job of executing, "get
people to get the work done", will not be in sufficient contact with the
various posts in the organization and know which ones are underburdened and
which ones are overburdened. Posts which , are underburdened and do not
have enough to do, who roam around inside the organization like billiard
balls against the banks break up other work. Posts which are overburdened
confront the personnel occupying them with such a tremendous pyramid of
work that they go into apathy trying to regard their job at all, and so
cease to function, and quite ordinarily leave the organization (this is the
primary reason people do leave an organization: they cannot do their work
well and become convinced that they are badly placed).
Chaos and confusion are the result of an executive's (1) inability or
unwillingness to simply supervise a post and do none of their work, and (2)
inability to grant beingness or confront the good sense of other people.
Now let us see what a good executive really does and we will find that
he is busy enough if he actually does his job. He does not call people into
his office and have them stand in front of his desk while he explains their
job to them. In fact, he spends very little time at his desk. In the first
place, such a procedure has the earmarks of "being called on the carpet"
and makes for ARC breaks. Further, outside of the familiarity of the staff
personnel's surroundings the executive is not in effect running 8C. To know
anything about the post he would have to see the actual equipment,
materials, files, etc, connected with that post. And thus, any good
executive spends much less time at his desk than he does in various parts
of the organization. A good executive actually goes to the post and looks
it over. He does not work with the post with the aim in mind of showing the
post how much faster and how much more expertly the post can be done.
Admittedly he is an executive and the person occupying the post is
occupying that post because the executive can do the post better than the
person occupying it. Thus, an impatience and an intolerance is too easy to
demonstrate.
The executive looks over the post on the site of the post by going
through the individual's hat and finding out whether or riot it really
matches up to the exact duties of the post. He will find if he is patient
and a good auditor, that the post is quite
264
routinely confused about his duties and this confusion makes the duties
look too big or too hard to do, or he will discover that the post is not
covering all of its duties, that it is specializing in some of them. This
last is particularly true in an overburdened post. The answer to an
overburdened post which is actually overburdened is, of course, not for the
executive to take on some of the duties or to try to whip up the person
doing the job but to split the hat along some natural division and put
another personnel on the post in addition to the one already there.
Just as any Director of Processing is always being bombarded by the
auditors to give them a new, fast, wonderful technique which will solve all
of their own goofs, so an executive is always being asked by some staff
personnel to do something new, wonderful and strange with the post hat. The
hat, of course, containing all of the duties of the post was usually
written up with great care and any real re-arrangement of it or derangement
of it will discover that some of the functions or liaisons of the
organization will be lost. Therefore, a good executive does not succumb to
the idea that something new, wonderful and strange must be done with the
post simply because the personnel handling the post do not understand the
procedure connected with it.
It is quite interesting to study the amount of explanation and the
frequency of explanation necessary to put some personnel on post and to get
them to understand and execute the exact duties as stated in the hat.
Personnel usually try to run a more complicated post than is necessary. It
is a natural instinct to complicate something which is simple. Therefore,
the simplicities of the post, its purposes and goals, must be observed at
all times in any smoothing or re-arrangement of the post. For example, it
took three full days in one instance to put the Membership hat on a
personnel. The personnel was willing-and you will discover that nearly all
personnel are-wanted to get the job done, and was perfectly happy with the
routine of the job. But-for three full days this personnel attempted to
complicate the job of Membership, rearrange it or twist it about in some
fashion so that it was more or less unworkable. This personnel could not
understand the simplicity of the Membership routine until an executive bad
spent three full working days with him. At the end of that time it was
possible to have good membership response and good membership handling.
This condition continued from there on. If the executive in this case had
simply said "Well, this fellow is stupid" and if the executive had become
impatient, the Membership job never would have gotten done. It required
good ARC, it required good patience. If an executive doesn't have three
full days to spend putting on such a hat or if he cannot have in the next
four or five weeks the equivalent time of those three full days, then he is
never going to have a Membership hat worn promptly and properly for the
simple reason that the personnel available to him is the personnel
available to him. He should not think that he is going to get out of the
brow of Jove, springing fully armed, perfect personnel. It is amazing, the
confusion of many personnel on their post, particularly on a new job. They
are being asked to understand the whole working principle of the
organization at one gulp, as far as they are concerned. They cannot see
their role, they cannot see how they fit into the scheme of things, they
cannot see where their communication lines are going or what they are
supposed to do. The executive, of course, being able to understand this,
nevertheless has no license to do anything whatsoever but straighten up the
post and get the hat worn straight, and get the work done.
In working around and about the organization it will be discovered that
there are certain holes in the organization or there are missing
communication lines or there are needful liaisons. But at this time
Scientology organizations have been worked out to such a fine point that an
executive would be much safer taking the posts as primarily put together on
the original organization board and putting that structure back together
again than in attempting to patch up some new and strange organizational
pattern which has had no prior test. The patterns of Scientology
organizations have been worked out over a period of many, many years. It is
highly probable that we have made almost every mistake possible. We are a
very complicated organization in that we have many posts. We have many
communication lines. We have many functions. We have worked these out over
a period of time and have come up with something closely approaching a
perfect answer. Thus, it is only at this time that I can tell executives to
follow that answer and to keep the organization running as it was planned
to run. There is really not much reason for an executive to dream up
something new, wonderful and strange to take care of some particular
activity. However, a word of caution. All personnel on all posts will
attempt to drive him into something new, wonderful and strange in the way
they complicate their jobs and in their failure to understand those jobs.
265
Giving the inspection of a post a lick and a promise and passing on,
with some impatience, to another post, is not being a good executive. One
should view the organization or his department as a whole. He should see
what it is trying to do. Then he should try to get it to do what it is
supposed to do. To accomplish this, hats have already been written up for
these various posts. If they are lacking in some respect, then he should
have, in the case of a department head, consultation with his superiors and
in the case of an Association Secretary correspondence or consultation with
myself He should then get the department running on some minimum acceptable
basis by spending a short time with each one of the personnel and giving
them that part of their job which they can understand to do and accomplish.
Having done this, he at least has a partially going concern. Now he should
go back through his department or organization and make sure that each set
of duties is fully understood and appreciated by the personnel holding each
post. He should not be impatient, he should not look for the same level of
understanding which he himself has for the post and he should not look for
the same level of performance with which he could execute the post. The
primary mistake an auditor can make is failing to estimate the case he is
trying to process. The only thing which can give an auditor errors is to
fail to estimate the case he is trying to process. The only way an auditor
can be wrong is to fail to estimate the case he is trying to process.
Therefore, the only way an executive can be wrong is to fail to estimate
the personnel he is trying to get to get the work done. With patience, with
good ARC, with good understanding, he should repeatedly go round and around
and around these posts and instead of making the decisions (and thus
skimming the cream off the post), he should show how the decisions to be
made stem from the actual activities of the job. He should make the
personnel occupying the post make the decisions relating to that post.
These decisions in the main are minor to the executive, but they may appear
very major to a personnel occupying the post. Only by getting the person to
make his own decisions will he ever have a responsible occupation of the
post. By seizing little pieces of the post to do himself, by running the
whole show, decisions and all, the executive will wind up doing all the
work himself because he has gradually forced the person for whom he is
making the decisions off post. Little by little that personnel has been
pushed off into an irresponsibility for his post. This is exactly contrary
to the actual function of an executive. For instance, the Dir of
Processing, given a well-trained auditor should not go on forever and ever
and ever dreaming new tricks and gimmicks which will "solve the preclear's
case". In the first place, the auditor probably is not starting sessions,
resolving pt problems, patching up ARC breaks and running a smooth session-
that is why the case isn't running. The Dir of Processing should just go on
putting the hat-that general hat known as staff auditor-back on the staff
auditor's head. Auditors' conferences are actually totally unnecessary if
auditors have been placed on post and if they are supervised on post and if
they are given some feeling of responsibility and understanding of their
post.
If an executive finds himself doing some particular job, he must realize
that this job is either missing out of a hat or that he doesn't have a hat
to cover that job. Where the idea of policy-making or enforcement becomes
making all the decisions for the personnel, the executive has erred. Policy-
making and enforcement is definitely his job, just as promotion and
planning in general is his job. But if he finds himself doing some routine
task, if he finds himself pinned down hour after hour, day after day, by
some concern, then he is missing somewhere in putting hats on people's
heads. Occasionally an executive is called upon to put a hat on the head of
some outside firm, as in legal work. With what glee an organization's
attorney will try to pass the hat back to the head of the organization.
This is a task just as a staff post is a task of putting the hat on
somebody's head. The attorneys of the organization, even occupying an
outside office, should have their hat put on with regard to the
organization so that all legal matters are simply referred and routed to
them. If they do not act on this basis, then he either puts the hat more
firmly on their head or, as in any case, despairing of this, one finds some
new attorneys just as he would find new staff personnel if, after an
investment of 7 or 8 days of patient work he still cannot get somebody to
go through the routine of the job.
There are certain approvals an executive has to give, as Advisory
Council minutes. There are personnel changes which an executive has to
make, and therefore there are personnel files which he has to keep. If he
is the head of a department he still keeps personnel files for that
particular department and he still handles the personnel for that
department. If he is a higher level executive he certainly cannot do
otherwise than handle personnel as a hat for the entire organization. But
the personnel for an entire organization hat is actually not as big a hat
as personnel for a single department since it doesn't include procurement.
Any department head has the right to do personnel
266
procurement; this has to be okay'd by the executive, of course, and to be
posted on the Org Bd actually requires my okay.
Now, in a small organization it will be found that three or four or five
people working together can get quite a bit accomplished. The moment this
goes up to 8 or 10 people, you have need of an executive. That executive,
if he does not know his job as it is set down here, and if he thinks his
job is something else than getting people to get the work done, will
actually restrict and impoverish the organization. He will not permit it to
grow, since he is still trying to run an organization the size of that
which can be handled by four or five people, while in actuality he has a
much larger area.
An executive doing good promotion and planning will, of course, drive in
a great deal of business. All he has to do is to make sure that his
shipping department gets books out; that his PR places ads; that his
organizational services are of a quality to invite public confidence. He
doesn't really need any bigger tricks of promotion than this. The big trick
of promotion is to get everybody to do his job. If this is done, then you
will see all manner of promotion being accomplished. Promotion dreamed of
is not promotion accomplished. An executive dreaming up promotion and
working hard himself is not nearly as effective as an executive getting
promotion accomplished and getting people to take care of the resulting
traffic. In a large Scientology organization, he cannot get business up to
speed while trying to do all the work himself.
Naturally, there are executives who, by their personal presence, giving
lectures, talking to people, can accomplish a great deal of promotion, just
as I accomplish a great deal of promotion by writing a book. But my book-
writing hat is not my executing hat and I do not get them confused. An
executive can wear other hats than being an executive. But being an
executive is an express and an explicit hat and its duties consist only and
entirely of getting people to get the job done. If other hats are being
worn along with the executive hats, then those duties should not be
permitted to slop over and occupy and wipe out the executive hat since it's
the more important of the two.
An example of this in a central organization of Scientology on another
continent shows us that some organizations insist on learning always by
their own experience, not by already won experience. This organization
presents the picture of Scientology organizations in the United States in
1952-everybody was wearing all the hats, nobody was trying to put on any
hats other than his own, but his own was all the hats. The resulting
confusion, the lack of coordination, the failure to understand that an
organizational pattern, orderly terminals and communication lines are
vitally necessary to good progress of an organization, resulted in very low
income and very hard work on the part of everyone. Contrast this with the
1958 orderliness and income of Scientology United States and we find the
only great difference is that we have learned the proper pattern of
organization necessary to carry on our job and that we are executing that
proper pattern.
. You can toss all this aside and work yourself to death and compliment
yourself on believing you are getting the job done, but don't. wonder why
the staff doesn't give you a pat on the back or why I don't give you a pat
on the back, because I'm not interested in how many hours you put in. I am
not interested in how many documents you handle. I am only interested in
the executives who get people to get the work done. On a staff level I am
perfectly content with people who take the easier course of simply getting
work done. That is the simpler thing to do. These posts are interesting. To
handle administration for an Academy is quite a job. Being a Receptionist
in the front office is an interesting post-look at all the people you meet.
These jobs which go many hours of the day and occasionally late into. the
night are interesting jobs, they are interesting and necessary terminals.
Remember that they are the easier ones to do. Being an executive requires
one to get the work done on a via, and that is one of the more difficult
tricks demanded of a thetan in this universe.
Let's see if we can do it.
LRH:sb.rd L. RON HUBBARD
Copyright@ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: This 4 November 1970 issue added the first paragraph under the date.
The remainder of the issue is as originally issued on 27 August 1958 as an
HCO B, and reissued as a Pl, on 30 October 1962, except that "Advisory
Committee" has been changed to "Advisory Council".]
267
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH NOT
GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C.
HCO BULLETIN OF 19 SEPTEMBER 1958
Distribution:
EACH EXECUTIVE HAT
WORLDWIDE -EXECUTIVES-
(NOTE: REMOVE FROM HATS: Yellow copy of HCO Bul of Aug 27,1958 entitled "A
Model Hat for an Executive", remove Blue copy of HCO Bul of Sept 11, 1958
entitled "Executives [Continued]".) [See footnote at Bulletin end.]
A MODEL HAT FOR AN EXECUTIVE
Primary -
To accomplish the purposes of the organization and/or his department on
a continuing basis by the use of adequate organization and personnel.
To get people in his or her department or organization to get the work
done.
To understand the jobs of staff members and to get them to ably wear all
of their hats.
Secondary -
To gain compliance with old or create new standard policy as necessary
and to gain compliance in particular with the policy laid down by the board
and the policy already existing in standard hats.
Planning of campaigns and activities to create new or fulfill old
demands and to utilize thereby personnel.
Personnel: Improving his personnel's understanding of their posts and
duties and improving their interest and activity on that post.
Acquiring new personnel as needed and reducing personnel when not
needed.
Adjusting work burden.
An executive must realize that this is his whole hat as an executive and
that any other activity in which he is engaged than the above is another
hat and should be written up as such and is no part of his executive hat.
He must also be certain that an adequate amount of his time is spent
filling his executive post, not another post he holds as a staff terminal.
See HCO Bulletin of August 27, 1958, entitled "Executives of Scientology
Organizations".
An executive keeps a complete duplicate of all hats in his Organization
(Department) Hat Book.
When a clarification is made in any Comm channel the executive makes up
a change sheet for each hat affected and sends it to the Org See's
Secretary (Hat Changes Post) who will type up proper hat copies-she (or he)
retains original for Master Org Hat Book, sends one to London, sends back
to executive for distribution copies for the hats in that department so
affected; executive keeps a copy in the department Org Hat Book. All hat
changes must pass through the hands of the Org See's Secretary to be typed
on blue paper before they are recognized as true hat changes.
The executive does not leave verbal changes unwritten and unrecorded. If
he did so he would mess up all hats.
The task of an executive is to put hats on people. Therefore, he should
be very careful not to violate hats by introducing emergency programs which
pull off hats or by "temporarily" pulling people off post to do jobs not
covered by their hats. If he has such jobs not covered by hats, he should
make provisions for their accomplishment in existing hats or create new
hats.
268
Executives should not write critical or confusing dispatches to
terminals having to do with their performance of duty.
Such matters as conduct or rearrangement of post should be taken up with
the terminal directly. The only writing is done after the fact of
arrangements and then only for the hat, the Org Book and the department Org
Book.
Wide open comm lines such as we have cannot tolerate critical, confusing
or distempered dispatches. There is no reason here to learn by experience
what is already known-entheta on free comm lines can disturb an
organization's comm system beyond belief. This applies equally to
despatches from terminals to executives.
In the case of an executive in one part of.the world having difficulty
with the conduct of a terminal in another part of the world, do not
dispatch the terminal. Dispatch instead the executive in that part of the
world closest to the terminal-explain the situation to that executive and
have him take it up personally with the terminal. Even in a local
operation, if you cannot interview the terminal in question, do not send a
critical dispatch to him. Have the nearest executive to the terminal take
it up with that terminal. No dispatch goes directly to such a distant
terminal.
(THE ABOVE IS FACT; THE FOLLOWING IS MY OPINION
AND MAY BE CONSIDERED CONTROVERSIAL:)
Anyone will discover, in actually dealing with people, that these
factors dominate:
1 . People are willing to do their best and will until hammered about it.
2. Most causes for complaint are based not on misconduct but on
misunderstanding.
3. Only personal contact can restore understanding.
4. Written criticism or anger is rarely repaired by more writing. A
breach opened by writing is usually susceptible to being healed only by
personal contact. The moral is, therefore, don't open the breach with a
distempered dispatch.
5. Don't let a detected error drift. Take it up and correct it when
found.
6. Don't accumulate "bad marks" against a terminal before acting. Forget
old "bad marks" when they have been corrected.
7. A terminal has his side of the story. As the person on the job he has
more valid data than the executive. Listen and question before you
decide you're outraged.
8. The only capital an executive has is the willingness to work.
Preserve it. NO person can be driven to labor-as every slave society
has found out. They always lose. When a man is whipped, that work he
then does still stems from.his willingness alone. Anger made it
smaller.
Terminals that are confused and have gone wrong are patched up just as
an auditor patches up an ARC break. The terminal is also conscious of his
own overt acts and thoughts.
The only persons an executive cannot handle are those who continually
say or dramatize: "It can't be done". These persons are already spoiled
byhad 8-C in life. No matter if the person is the attorney or the
accountant or the head sweeper, if his response to all solutions offered is
"It can't be done" (either stated or acted out) the executive has only two
answers: order him to intensive intensives or fire Wm. Short of this
action, the executive has no other course to take. Threats, penalties,
scoldings, all accomplish nothing.
We have then three classes of possible personnel: 1 . The Willing 2.
The defiant negative 3. The wholly shiftless.
To handle these we have three classes of action only and none in
between. (An authentic case of white is white and black is black.)
Class One (above): Handle them as outlined here with understanding,
intelligence, helpfulness, courage and compassion.
269
Class Two (above): Process only or fire.
Class Three (above): Process only or fire.
Classes two and three are non-employable. Why burden the staff or
economics of the organization with them.
The Willing include the overbearing, the meek, the swift, the slow, the
efficient, the worried. Threats and punishing regulations do not help them-
only hurt the innocent with the guilty. Tight scheduling, insistence,
reason, crispness and ARC help them.
The Unwilling are bait only for auditors or the unemployment bureau.
Leave a post vacant rather than hire them. You'll wish you had.
Don't confuse a clash of personalities, independence and lack of
subservience with unwillingness to do. The military does this and look at
it! If you only want a staff that won't talk back, join the army-they
punish people for communicating or deserting. Some very high class bastards
can do some high class jobs.
The Unwilling only do or say "can't" no matter what solution or task is
offered. Usually they don't talk. Sometimes they are models of meekness.
But like a hunting dog that won't kill chickens, they're no good to you. If
they're out of your organization or department, you have only the willing
left-so why look further in executing than being decent. The man who
doesn't appreciate it isn't with you anyway. So that leaves only one code
of conduct for an executive to follow, the one outlined here. His personnel
hat excludes the Mr. No and the Miss Can't and the Master Flop. An
executive needs as much discipline and anger as he lets the Unwilling in.
The first principle of an executive is to accomplish the goals of the
organization and department. He must employ the Willing and maintain ARC.
And remember that there's an R in it.
A quarter of a century of leadership in this life has taught me that the
only underprivileged posts there are, are posts of leadership. As one rises
on the scale of authority his flaws magnify and so does his power to hurt
and destroy. It would take an archangel to be a perfect executive. Despite
the trying nature of an executive post it yet must be filled-and filled
with understanding, intelligence, helpfulness, courage and compassion. When
a lack of these enters upon an organization's comm lines, the organization
sickens and is gorie-just as our world at large is doing.
Our staff are willing. I believe in them and trust them. Nobody could
ever do the job we're all doing-but we're doing it.
A hundred thousand years of future are looking at us-we can only measure
up by doing our jobs as best we can today-with understanding, intelligence,
helpfulness, courage and compassion-to the greatest good of the greatest
number of dynamics. It is a large order-but the first to fill it must be
our executives.
HOW TO ISSUE INSTRUCTIONS TO PERSONNEL
I Have a definite clear-cut and correct estimate of situation.
2. Make a precise, properly communicative statement in writing of
exactly what you want done.
3. Reissue 2.
4. Reissue 2.
S. Reissue 2.
There are no other steps.
Every time you issue a direct, precise and orderly order you may
generate a confusion. It runs out as the order is repeated over and over.
The "reasons why" "the order is hard to duplicate" is the run-off of a
confusion. Don't Q & A with the confusion. Just issue the order again while
maintaining good ARC.
LRH:mld.rd
9/19/58 L~ RON HUBBARD
tNote., This HCO B is the full text of HCO B 27 August 1958 and HCO B I I
September 1958 with additional data added. it was reissued as HCO P/L 25
March 1963, Volume 0, page 282, without the first three of the last four
paragraphs on the first page, and without the second sentence, third
paragraph, on the second page.]
270
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 5 OCTOBER 1958
(Issued at Washington)
(Applicable to London and Washington)
1 each staff member all executive hats field offices
DEPAR TMENT HEADS AND EXECUTIVES
PERSONNEL
HOW TO FILL JOBS
Personnel for any department is the responsibility of the Department
Head subject to final approval by myself.
The procurement, hiring and dismissal of personnel is the responsibility
of the department head subject to my approval and the regulations of the
Board.
The advertising for personnel is the responsibility of the department
head but requires a purchase order for placing an ad in a paper. Ads placed
on the organization's public bulletin board for personnel can be very
effective. Keeping your need of personnel a secret is a good way not to get
a job done. Keeping such a secret has proven very effective in the past.
Any and all personnel shortages stem from failure to post and advertise.
The pages of Certainty and Ability are open now to small ads for
technical and administrative personnel if such ads are written and signed
by a department head. Ability and Certainty editors do not write the ads
for you. They only approve them, dress them up and see that they're in.
(These magazines are now open for Classified Ads in general at 5/- for 3
lines [l/2 column ad], plus 5/- for each added line. There is no cost if FC
or HASI places Classified Ads in Ability or Certainty.)
PERSONNEL DEPARTMENT
A personnel department either for an organization or a department is an
unthinkable nonsense.
An executive, department head or foreman has to have personnel with whom
he can work. Who's to judge that but himself? His personnel must know
theirjobs depend on the person closest to them on the job. A personnel
department or section as such is a dramatization of an executive's
inability to face people or handle them. SO what is an executive but a
people-facer? So if he has to have a personnel department he's confessed
already.
REPORTS ON PERSONNEL
In hiring or firing you only have to inform two terminals-first you have
to tell accounting at once on a proper form. If you don't your people don't
get on and off the payroll-and when they complain about no pay, accounting
has orders to tell them "It's your department head's fault. He never told
us." Embarrassing, eh? I made sure it would be to keep you alert to
reporting to accounting. The second person you tell is myself or my office.
It's a good idea to give me an idea of who you're going to hire and fire. 1
may know more about the record than you do. Even dead I'd have a better
memory than most personnel offices. When you tell me, HCO Secretary gets
told and you get your personnel's name up in lights on the org board. And
you know-the post
271
isn't officially filled until it's on the org board-not officially vacant
either. No info to account = no pay. No info to me = no official standing
for employee. You, the department head, have been arranged to be damned in
both cases when failure occurs.
Staff personnel has no real reality on whom they work for except the
department head and me-and in London they sometimes fail to know I'm their
chief administrator (they don't see the floods of administration between
department heads and me, they only see from them to department head).
PAY INCREASES
BIG BUSINESS-that squirming worm under the government's thumbencourages
personnel by raising pay regularly. People get addicted to this. They take
no responsibility for their pay beyond working at their jobs. This has been
changed in the world of Scientology. We don't like to raise units under the
guise of raising pay. There are certain standard units being paid. The
ratings are roughly: Part Time, Temporary, Permanent Staff, Department
Head, Secretary. They should all get a standard unit. Under proportionate
pay, raising it is up to staff since the more and better they work the more
money they get. I don't like the unreality of patting people on the head
with pay raises and neither will you when you understand it. I'd rather
they made their extra pence, pounds and greenbacks by making it themselves
right on the job-namely, raising units. Even after a year staff no savvy
this well. It's too ingrained this no-responsibility for income. And it's a
slave mechanism. I'll succeed in giving them some freedom yet!
So don't expect to stand in good with people by raising their pay. It's
an old moth-eaten dodge and I remove the temptation. Leadership is required
of you as an exeoutive. The way to be popular is by doing your job well and
raising the general income thereby. As soon as things are smoother there'll
be an award pool for clears, students graduated and projects completed.
REMOVALS FROM POST
There are two ways of removing people from post-one is drown him in an
apathy of.realizing he can't ever do the work; the other is to send him
critical notes only and give him no real attention.
I judge a department head by (1) how much work gets done and (2) how
steadily his personnel stay on.
You can keep a physically working staff member on more easily than you
can keep on an executive, by the way. Executives have a higher personal
earning potential and are more ambitious. This (1) gets them into more
trouble oftener and (2) causes them to chase rainbows. It's a matter of
handling MEST. This stuff MEST keeps a staff terminal sane and a lack of
handling it makes an executive jumpy and gives him ulcers. An executive who
doesn't handle even people goes to Hades much faster. The more people an
executive sees and handles, the less likely he is to fly off the job. The
less people and MEST an executive faces and handles, the meaner he gets.
Show me a department head who stays desk-bound and I will show you (1) an
unhappy staff under him, (2) an executive that's really off post and (3)
one that won't be in that post long whether he's fired or not. They blow
themselves off by not participating in their department's activities.
PERSONNEL CONSTANCY
A department head must never begin a practice of yanking people off post
to do things that aren't hat.
This is the commonest executive failing. To tear people away from work
to do a non-hat emergency. The personnel to whom this happens get a shot-
gun complex about such an executive. It's the executive who puts confusion
into the department..If such
272
emergencies rise, then the executive had a hat missing somewhere. Emergency
= that activity that wasn't planned. A non-planned department is then a
total emergency.
A personnel ran cope with anything if it's his hat. Suddenness doesn't
make an emergency. Misrouting and bad assignment of hats do.
So don't grab the janitor and have him file papers and an instructor and
have him fill inkwells if you want people to stay around.
Yanking people off post makes them feel insecure. They get the idea
they're partly fired and they quit, strange as it seems.
You can high-pressure like mad, work staff until 3:00 a.m., daily and
they'll stick with you so long as they're doing the job they agreed to do
in the organization. Keep yanking them off post and you soon yank them off
the job. This doesn't mean you shouldn't take their attention off one part
of their hat to put it on another part. They don't think badly about that.
Constancy on post is developed by:
1. A fair and helpful attitude by a department head;
2. Attention to and adequate comment on the work done;
3. Industry and good planning by the department head;
4. Maintaining a high unit level;
5. Playing no favourites;
6. Developing no special cliques;
7. Demanding good high work standards;
8. Department head sincerity of purpose;
9. No entheta on dispatch lines to personnel;
10. Consulting personnel about their jobs;
11. Watching to see that no overburden develops (overburden is a
technical term here in management which means "Loading so much and
so many jobs on a personnel that the personnel can never see any
wins in it");
12. Being decisive. If you say something, first be sure you're
right. Then when you've ordered it make sure it happens and don't
forget it or let it slide. You've just plain had it if you're wrong;
13. Bawl people out in private, not before their fellows. Bawl them
out personally and never through a comm line;
14. Fire people personally, not by a red slip. And remember, you
6an't fire directly, you have to first warn, then suspend, then fire-
and on Permanent Staff personnel it all has to be passed upon by the
Advisory Committee, or Advisory Council, with the person there in
person in order to fire;
15. Take only legal actions against or for staff;
16. Criticize your fellow department heads or executives all you
want to your department but don't criticize your superiors or your
own staff one to another, it's fatal;
17. Be responsible for the morale of your department or
organization;
18. Don't have to be liked. Just be capable of generating good ARC
and good compliance;
19. Treat your personnel with dignity; and
20. Listen when your people want to talk to you about something.
If you do all these fairly well, you'll really make it. You only have to
be 5 1 % right all the time to win. Just make sure the 49% loses don't
include anything important.
Personnel and their capacity for work on their exact jobs is the basic
key to income and success. BIG IDEAS and SWEEPING CHANGES usually cost you
money. You're not there to rriake a total effect on God or somebody. You,
an executive, are there to get a job done and seeing to it that the jobs
done amount to something.
One poor program well executed brings more success than fifty fine
ones a 11
273
flubbed. A department head has to get plenty of ideas just to keep rolling.
He has to plan like anything to get ahead.
The key to getting a job done is hard work yourself and exact, good work
by your people.
Confronting the society at large and totally is tough-but we can win-IF
we are good executives and use our personnel-and IF we are good personnel.
Given that and even a vague road map and we'll arrive.
Bad executing wrecks an organization faster than hail, snow, sleet or
the medicos.
A good executive serves more than the lowest staff member. Rank has its
privileges. Rank has its responsibilities. RHIR, RHIP as Nelson used to
say. The main responsibility is to handle personnel. The main privilege is
to serve.
PERSONNEL COMM LINES
Remember that personnel has the right to speak as loudly as they wish.
Don't stop their comms to higher up ever. People above you have judgement.
Speaking up is not grounds for dismissal ever and if an Advisory Committee
or Advisory Council has this as grounds, they cannot use it.
Personnel can always write or talk to me with or without permission.
PROPERTY AND TOOLS OF THE TRADE
The department head and no other is responsible for providing his
personnel with materials of their job whatever these may be. The department
head does this through the regular procurement channels.
A department head does not delegate this. He sees what is needed and
orders it through channels. His personnel can inform him by dispatch and he
orders it. He makes sure it arrives and gets placed in the right places.
The MEST in a department is the responsibility of a department head. If
it gets lost, misused or broken (usually by improper use) the department
head is charged up with it. He is subject to inventory.
I LEAVES AND SICK LEAVE
The department head arranges and grants with the secretary's approval
all leaves of absence.
The department head allows sick leave, covers the post and reports it.
All matters of leave and sick leave are covered in board minutes and a
department head abides by these.
ADDITIONAL PERSONNEL
If you need more personnel, make up a plan of your department the way
you want it and send it to me via the unit's secretary with an exact
statement as to how many more are required to carry on routine work or
special projects. An HGC can add staff auditors forever so long as they
compare I for I with pes. But not clerks. Or any other organization
function. It comes to me because it may need a new staff mandate to include
the units and either myself or my Deputy Staff Chairman will have to hold a
meeting on it.
In asking for more staff don't feel reticent. The most violent thing you
can get back is, "No", and you may get a full or partial "Yes".
A common department head failing is to understaff a unit. That way he or
she
274
loses staff by overburden. Doift make this error. Be real about how many
hands you need but:
TAKING IN LAUNDRY
Civilizations are said to exist by taking in their own wash. We now and
then do this in a Scientology organization.
Some reports are necessary to keep management advised so they can act
fast if the ship starts to go down. But too many reports, too much paper,
too many forms, bring about a condition where all the staff does is take
care of the staff-made work. Once in London we fired several typists from
the outside and suddenly got twice as much work done. These outsiders were
doing so many wrong things with such a fuss that existing Scientology staff
couldn't work. This is an example of taking in our own laundry. Trying to
keep inferior personnel straight ate up all our time.
Therefore, we have a saying-better to leave a post unfilled than to fill
it with bad personnel. The bad personnel will devour more time and make
more mess than good personnel can clean up. But this doesn't say not to
hire good personnel in adequate numbers. Just keep trying.
If you think you have an area or a report in your department that is a
washing machine, take it up with people. Maybe you can cut it down or out.
And on the other hand, maybe it had a purpose to another department you
weren't aware of at all and it was necessary.
To speed a- comm line remove MEST from it-to a certain point. It's that
point you're trying to find. Less MEST = no comm, more MEST = poor comm.
What's the optimum?
To find Laundry, draw a chart tracing every comm particle (body or
whatever) from its point of entrance to its point of departure from your
department. You'll find dead ends and laundry in an amazing number of
cases.
Duplication of effort is a great laundry maker. You may think you need
to do something that's already being done elsewhere that you didn't know
about. Such things as addressing, purchasing, mailing must be centralized
functions if we're to keep out laundry and stay solvent. Making the Academy
train and not process and the HGC process and not train is an example of
cleaning out the laundry.
The income of an organization depends on its outflow. The outflow of the
registrar is the usual governing factor in the past. If this one person's
outflow regulated income, then what were all those clerks doing??? Ah, you
might well ask about Laundry in such a case!
Clean, orderly lines and flow means you've got to have clean, orderly
personnel on post and functioning right. That's your job!
There's one thing you can be, sure about. The old man is not writing
from any ivory tower when he talks about handling people. I.want these
organizations to work, to progress, to succeed. They've got to! We are
growing on every continent. We're growing up, too. We are winning. And
every win is achieved by personnel well organized and led. That leadership
has no more mystic quality than intelligence, good observation and the
above points. If we can win this far with so few, what won't happen if we
really snap into it?
This is our chance to win. Let's take it.
L. RON HUBBARD
LRH:md.cden Copyright @ 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: Paragraph 4, the portion in parentheses has been corrected per HCO
Pol Ltr of 17 Nov 1958. It originally read "5/- or I/- per line per
issue.")
275
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HASI FINANCE POLICY LETTER OF 9 DECEMBER 1958
STAFF LIST
NOTIFICATION TO PAYROLL
Dear Department Head,
You are responsible for seeing that notification of all persons on staff
under you is sent promptly to the Accounting Department.
There have been several mistakes lately when notice was not received
that someone was put on the payroll and that someone was not on payroll,
the latter having occurred more frequently.
As failure to send notification of your weekly staff can affect the
cheques of all, plus or minus, please see that you do not neglect this.
L. RON HUBBARD
Executive Director
HASI London
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO BULLETIN OF 5 JANUARY 1959
IMPORTANCE AND EXECUTIVES
What has hurt me most in Dianetics and Scientology Organizations is the
phenomenon of the rise and sudden downfall of Executives.
LRH:mp.rd L. RON HUBBARD
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO BULLETIN OF 24 JANUARY 1959
Full Distr. Issued at Washington
SCIENTOLOGY AXIOM 58
Intelligence and judgment are measured by the ability to evaluate
relative importances.
Corollary:
The ability to evaluate importances and unimportances is the highest
faculty of logic.
Corollary:
Identification is a monotone assignment of importance.
Corollary:
Identification is the inability to evaluate differences in time, location,
form, composi
tion or importance.
LRH:mp.rd L. RON HUBBARD
276
HUBBARD COMMUNICATIONS OFFICE
Washington, D.C.
HCO POLICY LETTER OF 27 FEBRUARY 1959
DUTY OF AREA SEC RE PERSONNEL
The Area See 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 See or Org See 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.
LRH:iwh.dlf.rd L. RON HUBBARD
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
GREEN ON GOLD
FAMILIARIZATION AND THE EXEC
INTELLIGENCE GAIN DEFINED: Loss of restimulation of stupidity by reason
of attempts to confront or experience the problems of life. (Intelligence
appears when stupidity is keyed out or erased.) Intelligence is a
confronting ability.
FAMILIARITY: or familiarization permits intelligence to manifest.
Reaching and withdrawing are more possible when stupidity is keyed out or
erased. Increasing ability to reach and withdraw increases intelligence.
[Excerpted from HCO B 28 February 1959, Analysis of Cases. I L. RON
HUBBARD
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
GREEN ON GOLD
HUBBARD COMMUNICATIONS OFFICE
Washington, D.C.
HCO BULLETIN OF 24 MARCH 1959
[Excerptl
MAGAZINE - MAJORS AND MINORS
It has been found in at least one organization that the purpose of major
and minor issues of the continental magazine has not been understood. A
major issue goes out once every month to the entire mailing list,
particularly book buyers. Certainty issues Vol. 5 No. 23, Vol. 6 No. 3,
Vol. 6 No. 2 are typical minor issues and with their ads adjusted and made
more timely are now being sent to the entire mailing list.
Neglect in sending minor issues to the entire mailing list can result in
the eclipse of an operation, otherwise there is no adequate method of
contacting new book buyers. Minor issues are mainly slanted at new book
buyers but go to the entire list.
If your mailing lists are not so arranged as to make this possible or if
your address systems make it difficult you had better do something about it
in a hurry as these are the most uneconomical omissions that can be made by
an operation.
L. RON HUBBARD
277
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 22 APRIL 1959
(Issued at London)
(Re-issued as HCO Policy Letter of 10 September 1963
CenOCon Re-issue Series 17)
SHSBC Students
Franchise
Field THE CREDO OF A GOOD AND SKILLED MANAGER
To be effective and successful a manager must:
1. Understand as fully as possible the goals and aims of the group he
manages. He must be able to see and embrace the ideal attainment of the
goal as envisioned by a goal maker. He must be able to tolerate and
better the practical attainments and advances of which his group and its
members may be capable. He must strive to narrow, always, the ever
existing gulf between the ideal and the practical.
2. He must realize that a primary mission is the full and honest
interpretation by himself of the ideal and ethic and their goals and
aims to his subordinates and the group itself. He must lead creatively
and persuasively toward these goals his subordinates, the group itself
and the individuals of the group.
3. He must embrace the organization and act solely for the entire
organization and never form or favor cliques. His judgment of
individuals of the group should be solely in the light of their worth to
the entire group.
4. He must never falter in sacrificing individuals to the good of the
group both in planning and execution and in his justice.
5. He must protect all established communication lines and complement
them where necessary.
6. He must protect all affinity in his charge and have himself an
affinity for the group itself.
7. He must attain always to the highest creative reality.
8. His planning must accomplish, in the light of goals and aims, the
activity of the entire group. He must never let organizations grow and
sprawl but, learning by pilots, must keep organizational planning fresh
and flexible.
9. He must recognize in himself the rationale of the group and receive
and evaluate the data out of which he makes his solutions with the
highest attention to the truth of that data.
10. He must constitute himself on the orders of service to the group.
11. He must permit himself to be served well as to his individual
requirements, practising an economy of his own efforts and enjoying
certain comforts to the end of keeping high his rationale.
12. He should require of his subordinates that they relay into their own
spheres of management the whole and entire of his true feelings and the
reasons for his decisions as clearly as they can be relayed and expanded
and interpreted only for the greater understanding of the individuals
governed by those subordinates.
13. He must never permit himself to pervert or mask any portion of the
ideal and ethic on which the group operates nor must he permit the ideal
and ethic to grow old and outmoded and unworkable. He must never permit
his planning to be
278
perverted or censored by subordinates. He must never permit the ideal
and ethic of the group's individual members to deteriorate, using always
reason to interrupt such a deterioration.
14. He must have faith in the goals, faith in himself and faith in the
group.
15. He must lead by demonstrating always creative and constructive sub-
goals. He must not drive by threat and fear.
16. He must realize that every individual in the group is engaged in some
degree in the managing of other men, life and MEST and that a liberty of
management within this code should be allowed to every such sub-manager.
Thus conducting himself a manager can win empire for his group, whatever
that
empire may be.
LRH:gl.rd
Copyright @ 1959, 1963 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 22 APRIL 1959
LETTER FROM DURBAN, S.A.
Here is a letter I received from Peter Greene, who has been in charge of
HASI, Durban, for a few months.
"Dear Ron,
Thought you might be interested in this.
I . When we opened this office, we did so intending to make money-
despite the counter opinions of many people who should know better, who
were incredulous. As you know during our first 4 months our income rose
steadily, we expanded and the salaries got bigger and bigger. Recently we
have had a considerable drop in turnover-and this is what I found:
There is a 'reality' in the field (which is not so important) and among
the HASI staff (which is vital) that staff members work for peanuts! You
may recall we discussed this once in Washington? Your explanations at that
time were what made us keen to set up a HASI and make it solvent. Staff
members (I've heard them in 4 countries) have a habit of saying 'There is
not much money in it but it is very satisfying work' . . . etc ... The
first week our unit in Durban went over par the accountant was heard to say
'Well! that will never happen again!'
Last week I pulled all the staff in and discussed this at length, got
them to scan the times they had made similar stupid postulates. There were
an incredible number! Then we re-evaluated the position, looked at the
organizational set-up, found that with present staff alone we could handle
double or treble our present turnover-and set the goal of being the first
HASI in the world to pay unit at par every week.
2. You will be interested to hear that the unit this week is 22/3d. Par
is 20/-. Also we already have E70 in hand for next week. Thus, staff
auditors have averaged about Z 17 f 20 this week.
We haven't had to put in extra hours, I haven't had to chase them with a
'big stick'. They now realize that 'To work for humanity (I love that!) one
does not have to be a pauper'. Kind regards. Peter."
L. RON HUBBARD
LRH:mp.rd
279
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO POLICY LETTER OF 26 MAY 1959
CONVERT
TO DEPARTMENT HEADS
Each Department Head assumes responsibility for his Department. This
means ensuring that each member of his staff knows his hat fully and is
willing and able to carry out the duties therein. Where consistent
misduplication or hold-up occurs, investigate, understand and rectify.
Watch out for veers on all Department lines. Re-allocate duties when
necessary. When something goes wrong, YOU do something to put it right.
Department Heads have the right to hire or fire their own staff with the
approval of the Assoc See.
In order to co-ordinate the purpose and function of Departments, a short
meeting of Department Heads will be hold daily. The Assoc Sec will be
present at these meetings. Minutes will only be taken at the regular Ad
Comm meeting on Tuesdays, when no other meeting need be held.
The purpose and function of Departments is to provide a public service
and help in the dissemination of Scientology. There is a responsibility in
this which affects everyone. Therefore be causative against destructive
forces. Every person in each department shares and owns the purpose of the
department.
That is what I expect from each Department Head:
Training: Lots of students graduated, well trained, with a high reality
on
Scientology and the ability to run HAS Co-audits and the ability to
Theta clear individual pes.
Processing: To undercut the reality of all cases and to Theta clear as many
cases
as possible.
PrR: To get in the income for the Org as a chief responsibility.
To sign up as many students and pcs as possible.
Materiel, To provide quarters and materiel to get the work done-to keep
CF
serviceable for PrR and Address useful for Certainty, Membership
and Statements.
Accounts: To get the income accounted for and into the bank, to pay the
bills
accurately and keep good records and to raise the devil with PrR if
income is too low, with Materiel and printing if the bills are too
high
and with legal if collections are not made.
PE Foundation: To run an amazingly successful HAS Co-audit course, to
keep new people coming in and the Co-audit growing at least
five new people per week and all cases cracked and everyone
keen to get trained further or cleared fully in the HGC.
In general, get more done, get the show on the road, be in on time and
make Scientology felt by digging the grooves deeper.
We've got it made with administration and technology. We can take the
whole of UK. Well, let's do it!
L. RON HUBBARD
LRH:mp.rd
280
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 APRIL 1963
CenOCon
SHSBC Students RE-ISSUE SERIES (12)
Franchise
Field
WHAT AN EXECUTIVE WANTS ON HIS LINES
(Re-issue of HCO Policy Letter of May 26, 1959)
There are only four things which an executive wants on his incoming
communication lines.
These are:
1 . Information
2. Appointments and dismissals of personnel for his action or
confirmation.
3. Financial matters.
4. Acknowledgements.
He does not want on his lines:
1. Demands for decisions.
2. Backflashes and can'ts.
3. Entheta.
Demands for decisions are always indicative of irresponsibility; people
want the executive to create the mistakes; and an executive can make
mistakes if he is asked to make decisions distant from his zone of action
equipped with insufficient data to make the decision correctly.
Backflashes, by definition, are an unnecessary response to an order.
This can get fairly wicked. They are not acknowledgements, they are
comments or refutals. Example: "Sell the bricks" as an order, is replied to
by "Bricks are hard to sell" or "We should have sold them yesterday". This
is a disease peculiar to only a few staff members. They cannot receive an
order directly and are seeking to be part of the comm, not the recipient.
This goes so far as senseless "Wilco's" or "I'll take care of W' when the
executive only wants to know Is it done? Despatches or orders, in most
instances, are held until completed. We assume that they got through or
rely on o ' ther means of saying they didn't. Only a few situations require
an acknowledgement to an order over long lines and all of these occur when
there is doubt that the recipient is there.
In the matter of can'ts, an executive seldom orders the impossible and
generally consults with people before issuing an order. A persistent "Can't
be done" means "I am unwilling". I have learned this the long way. Person A
on a job, saying "Can't" all the time, changed to Person B, receiving the
same orders, discovered to me that the job could be done since B, on the
same post, receiving the same orders, never said "Can't" and the job did
get done.
Entheta means embroidered reports. Data is data. It is not opinion.
Data, not entheta, brings about action. All entheta does is cut the lines.
To jam an executive's lines is a serious thing to do. The result is a
cut line. A bottle-neck is created by staff when staff jams a line to an
executive. Eating up an executive's time and patience destroys harmony,
dissemination and income.
Depending on an executive for petty decisions, is sure to jam lines and
cost units.
The role of an executive is to plan and execute actions and to co-
ordinate activities. To do this he gets people to do their jobs and
establishes the overall plan of
281
action. Only an exective can string lines and co-ordinate actions and
resolve the jams that impede things. For an executive to decide for people
decisions applicable only to the sphere of onejob is folly.
WHAT AN EXECUTIVE'S LINES SHOULD LOOK LIKE
INFORMATION:
When a member of an organization does something of importance, he should
always inform the executive after the fact. It is perfectly all right to
take actions within one's organizational purpose. It is not all right to
keep it a secret.
I . Do it
2. Tell the right people and the executive by adequate
communication at the speed necessary to the case.
Similarly, an executive ought to tell people his goals and plans and,
when he does something of any importance to others, he ought to say so. The
captain who tells the ship how the action is going saves a lot of nerves
and useless motion.
APPOINTMENTS AND DISMISSALS:
Minor hirings and firings in a department by authorized persons should
always be subject to confirmation at least after the fact. Major
appointments and dismissals of key personnel must be okayed by a senior
executive before the fact and action taken only on the senior executive's
authority.
For example, it is a board action to appoint, transfer or dismiss an
association secretary or an organization secretary. It is an executive
director action to appoint or dismiss department heads and then only on the
advices of an association secretary or organization secretary. It is an
association secretary or organization secretary action to appoint, transfer
or dismiss deputies or section chiefs. It is a department head's action to
appoint or dismiss other staff but always, in every case, with permission
from the next superior and information all the way up.
FINANCE MATTERS:
Consistent finance information as in advisory committee minutes and
authority for changes and capital expenditures are an executive matter. My
own authority is needed only on major changes of policy or expenditures and
on extreme financial emergencies. Ordinary financial planning and routine
actions are better handled locally by the association secretary,
organization secretary or the director of accounts. I do need financial
information. But where I have done planning and promotion and it is agreed
upon, further handling of finance is handled under a blanket authority from
me except for extreme financial emergencies or major capital outlays which
are local matters.
These are the things I want on my lines. I change personnel as the
answer where information is chronically withheld, where appointments and
dismissals are irregular, or when an organization starts getting insolvent.
Where people are continuously demanding that.1 make the decisions they
should be making, I again recognize other ills and again change personnel.
If we all understand what's wanted, we can do it,
Well, let's look this over and do it and win.
LRH:gl.rd L. RON HUBBARD
Copyright@ 1959, 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED fXote: No significant change was made when
reissued.]
282
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1959
CenOCon
ADMINISTRATION IN A SCIENTOLOGY ORGANISATION
Administration is a necessity in most businesses and Scientology is no
exception. Poor administration results in poor Inflow.
Staff personnel should be taught to pay attention to pieces of paper and
handle them properly.
We have Policy Letters, Bulletins, See EDs, Dispatches, Letters and
other pieces of paper to handle. They each have their proper place in our
organisation. If these pieces of paper are mishandled, misrouted, mis-
filed, what results is confusion.
An HCO, Policy Letter consists of data on which an organisation should
be running. Remember that what's wrong isn't the Policy but the fact that
we are not applying it or have mis-duplicated it.
An HCO Bulletin is a general form of data usually technical.
A See ED consists of policy which must be carried out, e.g. hats,
When hats are written up as is being done at the moment, these hats
apply to every Central Organisation-no exception.
A dispatch is a memo from another staff member in your organisation or
in another. Handle it-do something with it.
A letter is simply a letter. If it has come to you answer it. If it has
come to you by mistake-pass it to the correct terminal.
Always be precise-write the date in the right hand corner. On the left
put the person's title (post) to whom you are writing and directly under
that write your own title (post).
If you are in doubt as to what to do with the communication find out
about it. Ask someone or do something. See how prompt you can be in your
handling of pieces of paper. Make it a goal each day to empty your IN
basket, and do something about that pending basket. It shouldn't have much
in it you know. Don't put your filing in your Pending basket-put it in your
filing basket.
Just remember that you are responsible for all those pieces of paper in
your baskets so don't be the effect of a piece of paper-just handle them.
When you write a memo be precise and exact. Say what you mean-
communicate. It's just like giving an auditing command.
Be willing to take responsibility for your administrative work, also for
those you work with. Keep the communication lines flowing freely. Use ARC,
good 8c, be accurate and precise.
What we want is doingness, and that we can achieve. So stop fooling
around and juggling with pieces of paper. Just read them, understand them
and handle them.
HCO Secretary WW
NW:brb.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
283
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 OCTOBER 1969
Remimeo
PROGRAMMING
(Reissue of HCO B 12 Sept 1959; refer also to HCO Pol 4 Dec 1966
"Admin Know-How - Expansion, Theory of Policy", page 334, and
HCO Pol 24 Dec 1966 Issue Il "How to Programme an Org", page 344.)
Dianetics and Scientology have never suffered from lack of programmes.
There have always been programmes. And there will always be better
programmes and maybe for dissemination purposes, the PERFECT programme.
But what happens to all these programmes?
Alas, I found out the facts of this some years ago, and out of it came
the organizational pattern which is working so splendidly in Central Orgs.
But the facts that I found out all had to do with execution of programmes.
We get a wonderful idea. It's a slayer. It will tear the tops right off
the skyscrapers and send them in for a book. And months later we wonder
what happened to this marvellous programme.
Well, I'll tell you what happened. Nobody did it.
That's the swansong of almost every programme that gets thought up. It
was great, but nobody did it....
And before you think I'm being critical of all the Staffs, I'll give you
the rest of my findings on this subject.
Programmes didn't get done because everybody was so overloaded with what
they were already doing that they didn't have a chance to start the new
programme no matter how good it was. Programmes were already in the run.
Many of these were so fundamental-such as sale of books or answering
letters to incoming preclears and students-that nobody could start on the
new programme. And as a result the new programme didn't get started no
matter how marvellous it seemed to be.
The reason Executives used to keep pulling people off post all the time
was this thing programming. The Executive had, he thought, a better idea or
was trying to carry out an old idea. And to get it going he would draft the
whole staff to do it and the basic programmes would go begging.
Do you know that nearly every function of a Central Org was at one time
a brand new wonderful programme? Well, it was. And this gradually sifting
out of activities brought us to a rather final form with one more step to
go and that step is programmes, a Department of Programmes. A Department
which can carry through new or stunt programmes without bringing the whole
place in ruins by tearing everybody off their standard programmes.
Programming is important enough to pay a lot of attention to. And there
is a lot of gen about it. And the gen all adds up to no matter how many
programmes you have, each one consists of certain parts. And if you don't
assemble those parts and run the programme in an orderly fashion, it just
won't spark off. These are some of the principles about programmes. And you
had better have them because your new HAS Co-Audit Course is a programme
and has to be done like a successful programme. And your preclears are a
programme and have to be done like a programme. If you don't know these
facts of life, here they are:
MAXIM ONE: Any idea no matter if badly executed is better than no idea
at all.
MAXIM TWO: A programme to be effective must be executed.
MAXIM THREE: A programme put into action requires guidance.
MAXIM FOUR: A programme running without guidance will fail and is better
left undone. If you haven't got the time to guide it, don't do it: put more
steam behind existing programmes because it will flop.
MAXIM FIVE: Any programme requires some finance. Get the finance into
sight before you start to fire, or have a very solid guarantee that the
programme will produce finance before you execute it.
MAXIM SIX: A programme requires attention from somebody. An untended
programme that. is everybody's child will become a juvenile delinquent.
284
MAXIM SEVEN: The best programme is the one that will reach the greatest
number of dynamics and will do the greatest good on the greatest number of
dynamics. And that, my people who want to become victims by going broke,
includes dynamic one as well as dynamic four.
MAXIM EIGHT: Programmes must support themselves financially.
MAXIM NINE: Programmes must ACCUMULATE interest and bring in other
assistance by virtue of the programme interest alone or they will never
grow.
MAXIM TEN: A programme is a bad programme if it detracts from programmes
which are already moving successfully or distracts staff people or
associates from work they are already doing. Doing that is adding up to
successful execution of other programmes.
Let us now take a squint at this all in one piece. Wrong example: We
decide to run an ad in the Hatmakers' Weekly to attract people into the PE
Course. We place the ad. We forget the time this special course is to
start. We have nobody there to answer the phone on inquiries on the Course.
We have nobody there to greet the people and make them feel at home when
they arrive. We have nobody to instruct the Course. We get a bill for
monies three weeks later that we can't pay.
Right example: We decide to hit the hatmaker trade as a source of PE. We
rule out seven other programmes in favour of this one. We have a staff
meeting on it and gen everybody in on the existence of this programme. We
see that we have made a lot of money from Co-Audit enrolments and we
earmark this to pay for the advert, for the salary of the person who will
run the programme. We appoint a special person to administer this
programme. When the advert has been placed and appears, our person
appointed to it goes on to it full time. Reception is genned again to send
all hatmaker calls to this person and to refer to this person all hatmaker
bodies. All persons who may also be acting as Reception are genned with
this data. The person appointed doesn't sit back to wait for the business
to come in. This person reaches for haimakers with letters and phone calls.
This same person that has been contacted by the hatmakers is then on deck
the zero hour evening to greet them all and get them into their seats and
make sure the instructor is there and to instruct it himself if no
instructor appears. If the programme is sweepingly successful in terms of
new enrollees, then we make sure we leave the person appointed for it in
the first place right on duty pushing hatmakers into the PE. And we have a
programme. And it was successful. And we got somewhere.
A pitiful wrong example of the above was when I was running the first Am
College PE as the experimental set-up some years ago. We started to get in
longshoremen by the squad. And they brought in other longshoremen. The
person in charge thought longshoremen were low cast and tried to get
intellectuals instead, thus switching off the programme. You never saw a
programme dwindle quite so fast as the longshoremen did. The correct action
would have been to notice that longshoremen were responding heavily and to
put somebody maybe even out of their ranks onto the payroll to pressure
away at longshoremen. A million pound programme was let go up in a puff of
nowhere.
A wonderfully right example is the Director of Processing staff auditor
set-up of a Central Organization. That was once just a programme. It
prospered. It's still with us. Every field auditor looks at it with envy
and snarls and tries to copy it. But he doesn't programme. He is doing
everything else in the shop. He can't programme a special clinic drill with
his attention everywhere at once. It's now thoroughly against the law in a
Central Organization to let a Director of Processing take preclears. That's
how far it goes. And we get wonderful results and all is well and the only
squawks you hear about HGCs are from pure green-eyed jealousy or maybe an
occasional real goof that the Central Organization jumped on days before
anybody else did.
Programming requires execution. It requires carry-through. It requires
judgement enough to know a good programme and carry it on and on and to
recognize a bad one and drop it like hot bricks.
There's nothing wrong with the will to do amongst Scientologists. Now
let's see if we can't up dissemination by adherence to good, steady
programming that wins.
LRH:rs.rd
Copyright Q 1959, 1969 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
[Note: This Policy Letter was also earlier issued as HCO P/L 20 August 1969
with abbreviation of the words Director of Processing to D of P,
Organization to Org, Precicars to PCs, and Department to Dept. The above
issue eliminated these abbreviations and is the same text as the original
HCOB.)
285
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE 1812 19th Street N.W.,
Washington 9, D.C.
HCO BULLETIN OF 29 SEPTEMBER 1959
(Reissued in L.A.)
CenOCon
SURVEY OF A CENTRAL ORG
The following letter from the Org See in Washington to LRH is of
interest to all Association Sees and staff members generally.
I am making a complete Survey out of Advisory Council minutes. I've just
started it.
I want to, by actual figures, determine the promotional plans and cycle
of actions that have been successful in the past and compare what we are
not or are doing that has slowed our progress down.
I'll send you a complete copy of it when I finish it. Facts, figures,
etc. It should be very helpful. It should be finished in a week or so; I'm
doing it in my "spare time". (Ha!)
I've got these impressions from the reports so far. The full survey
might show different but this shows up:
I . When a new book is introduced and pushed, bodies show up here.
2. They show up for training rather than auditing.
3. When we have pushed books (new) then book sales in general rise.
4. When book sales rise with a new book in on the market, within 4
weeks student enrollment rises.
5. When student numbers rise then within 3 to 5 weeks after that,
pcs come in in larger numbers.
Example:
I . New book "A" is released;
2. About 4 weeks later students start coming in;
3. 3 to 5 weeks after (2) then pes come in;
4. Then students become pcs and pcs become students;
5. The average student is around here from 10 to 12 weeks;
6. The average pc is around here 3 weeks;
7. It seems like we get one student for every fifty copies of a new
book we sell!
8. The average person spends around S 1600. 00 the first year he is
with us.
9. A new book makes a splash (meaning lots of bodies in the shop)
that carries for about 7 months from the time it hits the market,
then dies down and becomes "old hat" and settles down to 35% of its
peak sale.
It seems that people are more interested in doing Scientology than
receiving processing only. (HAS Co-Audit is Doing.) People seem to
be more interested in getting their auditing in the field than HGC
by 20% or so.
11. The big thing people seem to want is "How to Do" from the
Central Orgs like books, training, information, data, etc.
I know what you have said about books and it checks out against facts
and figures.
You can crow because the books that sell the best by thousands are
written by you. Some are compiled from your works and some have been
written in part by someone else, but even if your name is on that type of
book, it does not sell as good as a 100% written by you type. People can
tell!
LRH(Jr):iet.mg.rsh.rd Org See, Washington, D.C.
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
PROGRAMMING
(Addition to HCO Bulletin of Sept 12, 1959)
To the Maxims of programming mentioned in HCO Bulletin of September
12th, 1959, add:
MAXIM ELEVEN: Never spend more on a program than the income from one
person signing up can repay.
MAXIM TWELVE: Never permit a new program to inhibit the success of a
routine one or injure its income.
(Issued as HCO B 21 September 19S9 by Peter Hemery, HCO Communicator WW.]
286
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
GREEN ON GOLD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 16 OCTOBER 1959
CenO
ROUTING OF COMMUNICATIONS TO LRH AND HCO WW
All communications to LRH and HCO WW shall be through the following
channels: Staff Member to Department Head to Association Secretary to HCO
Secretary to HCO WW.
Communications not so addressed will be returned for proper routing.
Censorship of communications to the end of denying HCO WW vital
information is forbidden. If communications are not agreed with, the
forwarding person at any point in the chain may add his comments to the
despatch.
LRH:dd.rd L. RON,HUBBARD
Copyright @ 1959 Executive Director
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 SEPTEMBER 1964
Remimeo Sthil Staff
PUTTING NEW PERSONNEL ON THE JOB AND TAKING
OVER WHEN PEOPLE QUIT OR ARE TRANSFERRED
(Reissue of Pol Ltr of Oct 18, 1959)
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 (I 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.
287
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 See in a Central Org or
the HCO Sec in an HCO must capture all mest, and 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 arid 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 mest, 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 See. 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
dispatches, 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 importantpeople in the place.
Things work better this way.
CLAY TABLE ADMINISTRATION PROCESSING
To put a person on post who already is, use the steps of Clay Table
Clearing in their staff co-auditing but limit the process to the post,
other jobs they've had, etc.
Then have the staff member mock up in clay the functions and lines of
the post and its relation to the org, Sthil and field and wow!
L. RON HUBBARD
LRH:jw.rd Copyright (D 1959, 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The last two paragraphs were added in the reissue.]
288
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 DECEMBER 1959
CenOCon
SCIENTOLOGY STAFF MEMBER CODE
1. Do not alter-is or not-is the policies and programmes of the
organization.
2. Do not invalidate or correct the policies as issued to you.
3. Use the policies and programmes which improve the organization's
success and which achieve the organization's goals.
4. Keep all appointments once made. (You have an appointment with the
organization from 9 a.m. to 5.30 p.m., plus your appointments with the
public.)
5. Do not make a habit of working until 10 p.m. every night.
Occasionally as needed is all right, but habitually done, the flow can
get stuck. Work efficiently during the day and you won't have to work
nights, too.
6. In fairness to yourself, your co-workers, the Organization students
and preclears, see that you get as much rest at night as you personally
require, and that you are properly fed to permit maximum performance of
your daily duties at the Organization.
7. Do not permit a frequent change of staff post turnover. Be sure the
individual is capable of doing a job before putting him on a post, that
he is willing to take the post, that he feels he can handle that post.
8. Do not sympathize with staff members, students, preclears or the
public. Help them instead. Do not validate "victimism". If you cannot
help them at the moment, only acknowledge and let them know you
understand.
9. Never permit yourself or another staff member to stop the forward
progress of our goals, programmes and policies on your own or their own
independent decision. If policy needs changing, use the proper
communication channels to communicate your views.
10. Never walk off from your post during the official working hours. If
you have to be away from your post, insure that it is covered, with the
knowledge and, approval of your department head.
11. Never get angry with other staff members and let it go at that.
Communicate with them until the problem is resolved.
12. Always reduce every income lag, whether it be money, students or
preclears, by continued use of the policies and programmes which have
proved workable. Do not allow workable policy and programmes to go by
the boards.
13. Always continue a programme as long as it produces interest and good
inflow, and no longer.
14. Be willing to grant beingness to every staff of a Scientology
organization and to those persons on our communication lines.
15. Never mix the policies of our Organization with those of various
other organizations.
16. Maintain two-way communication with all staff members and all persons
on our communication lines.
17. Never use your post authority to obtain personal and unusual favours
or unusual compliance from other staff members for your own personal
profit.
18. Estimate the current status and policies of your post with reality
and do not work on some imagined post with imagined policies.
19. Do not justify or make excuses for any mistakes you make on your
post. Communicate about it and get it straightened out before it gets to
be a mistake of large magnitude. Keep the communication lines clean and
clear. Understand the policies, communicate about them until you do.
LRH:vmm.rd Mildred Galusha
Copyright @ 1959 HCO L.R.H. Sec. Washington DC
by L. Ron Hubbard for
ALL RIGHTS RESERVED 289 L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1959
Fran Hldrs
HCO Offices
HCO Secs
FORMER STHIL STAFF
All former Sthil Personnel have no certificates until they have done the
following: Written down all their overts and withholds on Scientology
Organizations, LRH and Scientologists to the last detail and signed them
and sent them to me to be checked out on the list at Sthil to make sure
that's all. Further, all Scientology Organizations and Activities and Comm
Lines are off limits to them until they have completed the above. They
shall be removed from all mailing lists.
I think this is the kindest action that can be taken as they will spin
in on their oyerts unless these are washed out. This is a pretty big overt
for them and they won't be safe to themselves or the field until they have
completed it.
L. RON HUBBARD
Executive Director
[See also HCO P/L 7 December 1959, Scientology Cleanup, Volume 1, page
363.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 DECEMBER 1959
Sec ED
PERSONNEL DEPARTURE REQUIREMENT
It is required that all personnel departing from a Scientology Org (but
not transferred) write down all their overts and withholds on Scientology,
pes, Auditors, Scientology Orgs, Personnel, Executives and related
personnel including myself and Mary Sue Hubbard, and submit the list to the
person in charge of the Organization and have the list checked by the HCO
Secretary on an E-Meter.
This is for the person's own benefit and for the benefit of Scientology.
No final cheque may be forthcoming until this is done. Association Sees
may be disciplined for an omission of this.
L. RON HUBBARD
LRH:js.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
290
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 FEBRUARY 1960
Cen0con
ORGANIZATION SECRETARY HAT
(Originally taken from a Telex message from
LRH to HCO London, Sept 2, 1960)
The Organization Secretary's fundamental job is to enforce policy. This
is in actuality the full extent of his hat.
It is also understood that the Organization Secretary will be the
foremost promoter of the organization and that he will do much reaching the
public.
The Organization Secretary also has the hat of financial management when
it has been specifically granted to him. This hat consists entirely of
making certain that income is always greater than outgo.
The Organization Secretary is the person who sees to it that the work
gets done. He is Personnel Director for the organization but in actuality
can only remove department heads and can do this only after receiving
permission from the Executive Director unless he has been given the right
to do this independently. In any case, the Organization Secretary must
inform the Executive Director at once of any change in department heads.
The Organization Secretary may not dismiss a staff member without
consultation with and permission from that staff member's department head
in actual practice. Only in theory can he dismiss anybody in the
organization.
As the fundamental job of the Organization Secretary is to enforce
policy and see that it is carried out, he may not depart from policy
without specific permission from the Executive Director. Further he must be
an authority on policy. It is found by most experienced Organization
Secretaries that they are very rarely asked to make a decision by a staff
member without being able to quote policy and standard organizational
practice. Most staff and organization problems do not call for brilliant
solutions. They call for knowing the policies and enforcing them.
The best Organization Secretary would be the following:
I . The best public promoter of Scientology in the organization.
2. That person in the organization who knows policy best.
3. The person most willing to run good steady 8c on the staff.
4. The person who has the soundest ideas on finance.
5. The person who can do every job in the organization better than
anybody else in the organization.
6. That person who can best stay calm when all about, etc.
7. Who knows his business.
As you can see, this excludes business men from being the best Org Sec.
A good Scientologist who could combine being a whirling dervish with calm
business judgement and good personnel management would just about fill the
bill.
It is notable to remark that the most successful period in HASI London
occurred when it was handled by a man who more than answered these
requirements. And that his successor capably carried forward almost totally
on enforcing policy, retained the form of the organization but did little
else and still had an enormously successful run of it. By this we can see
that the foremost requisite of an Organization Secretary is knowledge of
policy and carrying it out. It has been adequately demonstrated that HASIs
that do not do this don't succeed very well.
291
Foremost amongst Org See DON'Ts, are:
Don't be ignorant of policy.
Don't fail to carry out policy.
Don't fail to consult with the Executive Director.
When major changes are envisioned in the organization don't fail to keep
the Executive Director informed.
Don't pull people off projects and posts faster than they can keep track
of things. Don't fail to consult with Department Heads when making
changes in the Organization.
Don't fail to advise the Advisory Council of important plans.
Don't fail to advise the staff of what's going on.
Don't get fouled up financially or cause financial beefs or
difficulties.
Get all the ideas in the world. Do all the promotion you can think of.
But understand and enforce policy and you will win as an Organization
Secretary.
LRH:js.aap
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard Executive Director
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO POLICY LETTER OF 19 MARCH 1960
CenOCon
ORG BOARD
The following Hat additions have been approved:
HCO SEC HAT - PERIODIC DUTY
An HCO See should occasionally get the Central Org Dept Heads and Org
Sees 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 See 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 See would take him to the Org Bd 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.
LRH:js.gh.rd Peter Hemery
Copyright@ 1960 HCO Secretary WW
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
292
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Sthil HCO POLICY LETTER OF 30 JUNE 1960
HCO Sees for info
Assn Sees for info
ADMINISTRATIVE TRAFFIC TREND
If you care to study the administrative traffic lines of HCO WW you will
find that the traffic breaks down into two headings:
(a) Routine, and (b) Emergency.
All heavy traffic and all unexpected loads come under the heading of
emergency. There is no variation of the routine traffic load except that it
tends to increase somewhat in volume as the amount of business transacted
throughout the world increases. Therefore there is nothing you can do with
ROUTINE traffic to ease off the general work burden except to groove it
more smoothly and reduce the number of times it is handled and generalize
methods of caring for it. Therefore only internal efficiency will reduce
the traffic load of routine traffic.
This however is not the case with EMERGENCY traffic. It is emergency
traffic that brings about the sudden rushes, the peaks, the overloads and
the flaps. Therefore to smooth out and handle administrative traffic at
Saint Hill it is necessary for everyone to understand the nature of
emergency traffic and to work toward the prevention of emergency traffic.
Only this action can now do more to enormously change and ease all posts.
Definition: An emergency is an unpredicted circumstance which
necessitates fast and unplanned handling.
You would do well to have a thorough grasp of that definition. An
emergency is unpredicted. If you predict a happening you are prepared for
it and it is not an emergency but rather tends toward routine providing you
plan well enough.
An emergency requires high level fast thinking, usually in the absence
of complete data. Planning becomes guessing and hoping. And while this adds
to the excitement of the world it doesn't add anything to confidence and
security. Even if all the emergencies are kicked upstairs to be handled by
the more authority policy level executive they still bounce back at the
lower levels if only as a chain reaction of executive nerves and
impatience.
When we are talking about emergencies we are talking about the things
which happen that unsettle morale and disrupt lines, pull people off post,
make nerves raw and set the teeth on edge. One can live in this kind of an
operating environment but one doesn't have to if he understands the nature
of an emergency.
The only time an emergency occurs is when someone EARLIER has erred. Any
emergency we have had at Saint Hill can be traced directly back to a
dropped ball either in Saint Hill or in an HCO or Central Organization
Office somewhere in the world. Sometimes we see one coming and issue orders
to prevent it. We fail to make our postulates stick somewhere in the world
as an order. The order is for some reason or other not carried out. The
months or weeks go by and suddenly BANG we have an emergency on our hands.
So it isn't enough for us to predict an emergency. We must have a planned
handling of a circumstance complied with somewhere else usually in order to
prevent an emergency from occurring.
Example: We drop a ball. A Central Org orders an important number of
books or meters. The order gets messed up. The next thing we know we are in
a cable rush-to-fill-the-order emergency and up to our ears in phone calls,
special letters, etc. Now somebody dropped a ball somewhere and routine
activities were not carried out. Thus they became emergency activities.
Example: A Central Org fails to remit on schedule on some order. This is
followed by some minor emergency action on the despatch lines and in the
accounts section.
Example: A special bulletin is sent out on the handling of some expected
difficulty somewhere. The bulletin does not get typed. BANG we have sudden
traffic here. Or somebody -fails to follow it at its destination or follows
it too slowly or even dully. Bang our comm lines are tumbling. Our typists
are getting out heavy traffic. Our communicator is rushing things here and
there. Tempers get uneven.
All you have to know about an emergency besides its definition is that
from high to low on staff and on our lines there is a reaction which jolts
our routine lines out of
293
arrangement and increases our work, and that when we fail to predict by
various means (all routine) emergencies elsewhere we get them ourselves.
Our trend then in Saint,Hill organization of Administrative lines is to
increase the effectiveness of our routine actions so as to prevent
emergencies with their unnecessary traffic. This of course also increases
the survival and security of every person throughout all our organizations
and is then not just a personal or self centred activity.
In order of greatest occurrence our emergencies can be classified as
follows (roughly): Personnel, Promotion, Material distribution, financial,
legal, procurement, technical and lastly comm failures.
We have recently refined all our administrative system internally and it
is working very well indeed. We will now move forward to a level where
every member of staff can inspect various reports received from all over
the world, so as to be able to predict both internal and external
emergencies and foretell by trend of action in all localities where
emergencies are likely to appear and handle them in our own good time on
easy lines, rather than at the last moment on tight nervous lines and
without data. This system would apply also to our internal activities and
would apply as well to the departmental activities of all Central
Organizations and other HCO Offices. It is not as ambitious as it sounds.
All you have to know is the answer to each of the above classifications in
any given area and here at Saint Hill, and by seeing slumps or dives in
each of the subjects named from week to week catch the ball no matter who
is dropping it, and put the area and subject to rights while there is still
time and before any emergency has developed.
Meanwhile even before a system is rigged to do this I invite your
attention to these principles and your interest in smoothing out future
emergencies before they happen. If we do this and only if we do this will
all continue to go well, for our lines are picking up in volume already and
can be predicted to treble in traffic in the next twelve months.
LRH:js.rd L. RON HUBBARD
Copyright (a) 1960 [Note: This P/L was reissued on 18 Dec. 1964
changing only
by L. Ron Hubbard the routing to: Gen Non-Remimeo, Franchise for Info,
Post
ALL RIGHTS RESERVED Staff Board.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1960
SA only Issue II
Info All Cen Orgs
EXECUTIVE TIME SALVAGE AND CONFERENCES CURTAILED
I find that HCO Bulletin of August 27, 1958, page 264, paragraphs 5 and
6, is being violated.
It should be adhered to scrupulously.
Also conferences amongst executives and departments held in executive
offices are using up hours and hours of valuable time. Despatch releases
containing the info and phone or personal check on it by the issuing
executive usually suffice.
I myself find despatches, general staff releases, phone and personal
visits to offices get the work done better, get the pictures much clearer
and get the job done.
On studying staff time investment, I have already salvaged 200 + hours
of auditing time per week for the Org.
I have no objection to Executives being in their offices. I object to
many meetings, conferences, and staff members being called in when they
should be on post.
I believe it may be necessary for all executives to be on the job
Saturday afternoons, but haven't taken this step yet, thinking I may be
able to salvage effectiveness during the week.
Hours of work for executives are the same as staff members.
LRH;js.rd L. RON HUBBARD
Copyright @ 19 60
by L. Ron Hubbard
ALL RIGHTS RESERVED
294
HUBBARD COMMUNICATIONS OFFICE
23 Hancock Street, Joubert Park, Johannesburg
HCO POLICY LETTER OF 22 DECEMBER 1960
S.A. Only
NO OVERTIME
There is no such thing in a Scientology Organisation as overtime. A
person can hold down two jobs and two hats or more and occupy these at
different times of the day, and he is paid units separately for these
separate hats. An example of this would be the Day HPA Instructor, who also
has the hat of Evening Co-Audit Instructor. He is paid units for day HPA
Instructor, and he is paid units for Evening Co-Audit Instructor.
There is no such thing as a person, like the Day HPA Instructor, being,
paid overtime for handling his duties of Day HPA Instructor. This sort of
thing was ordered stopped some time ago, and this order has been disobeyed.
This means that the many people on staff have had their units lowered by
the few in this fashion.
It is expected of a staff member that he gets his particular job done.
If because of his own inefficiency he cannot get this job done during
working hours, then he should not be rewarded for such inefficiency by
being paid overtime.
A difficult organisational problem occurs when one person covers two
posts at two different times of the day but appears to be holding down one
job and "gets overtime", when he leaves or is transferred, a job is left
uncovered and it is not noticed.
If you hold two different jobs at two different times of the day, you
are paid for each job with a different pay cheque and different units. So
sort out your jobs if they occur at different times of the day. A person
working an eight hour day draws units and no overtime on it ever, no matter
what time he puts in. If he or she holds another 3 to 4 hour job evenings
or mornings, it is paid as another job, has its own hat and duties and its
own unit allocation and its own pay cheque. But if, for instance, a PE
personnel decides to work mornings on his PE job, there will be no overtime
paid. If a boy is mailboy all day he draws no overtime if he works late as
mailboy. If he also has a cleaning job after hours, he is hired for it at
its own pay.
So only if you have been hired to work at another staff job at a
different time of the day than your regular working hours can you be paid
for it.
I will not OK further overtime lists nor will I pay them. 1 will employ
staff personnel on additional jobs requiring additional hours if
application is made to me in writing.
Your dept head is wholly responsible to see that this is straightened
out at once and blame him if you lose any money because he doesn't
straighten this out.
MARY SUE HUBBARD Treasurer HCO Assn Secretary Johannesburg for L. RON
HUBBARD
MSH:des.rd Copyright @ 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
295
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 APRIL 1961
Central Orgs
City Offices
Assn See
Post on Staff B. Board
ASSN SEC DUTIES
Included in the various duties of the Association Secretary are two
daily inspections, one in the morning and one in the afternoon of each
department or activity of the organization.
Of each department head or staff member, the Assn See should ask three
basic questions. These are:
1 . What are you doing?
2. Are you having any difficulties (with your lines or activities)?
3. What can I do to help?
I have found when acting as an Association Secretary that these twice
daily tours of the Organization are vital in producing coordination. I have
found that calling staff members off post and into my office except for
technical discussions, produces few gains.
I have also found that, as in the case of being D of P, it is fatal to
invent solutions for the counter creations and that ninety percent of the
questions I am asked are already covered by policy and can be answered by
quoting policy.
I have also found that almost all staff members are intensely willing,
work hard and need no driving or duress and that I can help them best by
taking their willingness
for granted and actually helping them with their activities.
LRH:jl.rd L. RON HUBBARD
Copyright Q 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MAY 1962
Central Orgs
SOLUTIONS
This Policy Letter is inspired by a dispatch from Julia Salmen, Org
Secretary in Los Angeles.
Julia observed that "every time an extra-ordinary solution has been put
in, instead of following policy exactly-it's just like with an auditor or
PC. It didn't work and creates future hours of going back and cleaning it
up-so it might just as well be done properly in the first place, no matter
who or why the extra-ordinary solution is demanded."
So, next time somebody comes up with a terrible problem, and demands an
extra-ordinary solution, why not try the extra-ordinary solution of finding
the solution in existing policy.
Nine hundred and ninety-nine times out of a thousand, you will find it
right there.
Know your policy.
Issued by: Peter Hemery
LRH:cw.rd HCO Sec WW
Copyright @ 1962 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
296
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO Secs HCO POLICY LETTER OF 20 MARCH 1963
Assn/Org Secs
SELF-DETERMINISM IN CENTRAL ORGANIZATIONS
I want to concentrate on the consolidation of technical and to write
some books.
I have discovered that the daily flow of PTP-type despatches calling for
urgent decisions from me, resolve themselves a few days later without any
action from me whatsoever! So, I have decided that I am going to handle
these perhaps once a week as I used to do from now on.
Therefore, it becomes necessary for Organizations to take very much more
responsibility for their day-to-day operations. Also, remember that trained
staff at HCO WW is there to advise you on any matters you can't handle or
on which you need guidance.
All the policy is there to handle Org operations and, particularly, I
would like you to draw your Org's staff-members' attention to the policy I
first issued on May 22, 1959, on Central Organizations Efficiency, and
which has recently been re-issued in Re-issue Series (4) dated November 7,
1962.
We are growing up very much more rapidly than many realize. We have made
it. It is now merely a matter of consolidation and then, very fast
expansion. Your self-determinism on your posts and that of your staff
members will help very greatly.
I am always glad to hear from you. I'm not off the lines. LRH:gl.rd
Copyright @ 1963 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED [Note: HCO P/L 22 May 1959 is in Volume 0, page 71.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 MARCH 1963
Central Orgs Issue II
FIC0 Sees
Assr, Sees
Org Secs POLICIES IN FORCE
OR GIASSN SECS, HCO SECS, FILL IN AND RETURN TO ME
I wish to call to your attention that very few HCO Policy Letters have
gone out of force and aside from occasional mention of outmoded processes
or as specifically modified, remain the regulations for the conduct of
Scientology no matter how old they may be.
Please report to me as follows:
Is HCO Policy Letter of December 13, 1961 "Extension Course Completion"
being given attention?
Is the HCO Policy Letter of January 17, 1962 "Org Rudiments Reports to Me"
overl6oked in your organization? -
This has never gone out of force and these reports are closely watched by
me.
LRH:dr.rd
Copyright @ 1963 L. RON HUBBARD
by L. Ron Hubbard (Note: HCO P/L 13 Dec. 1961 is in Volume 4, page
136;
ALL RIGHTS RESERVED HCO P/L 17 Jan. 1962 is in Volume 1, page 314.]
297
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JULY 1963
CenoCon
CONTINENTAL DIRECTOR HAT WRITE-UP
The following Continental Director Hat write-up was submitted recently
by Jack
Parkhouse, Continental Director, Africa:
1. 1 regard as a primary activity of the post to take care of things on
the continent that have been in the past sent to Ron for handling so
that Ron has as much undisturbed time in research as we can help him to
get.
2. The policies I most refer to are those in an Assoc See's hat.
3. Do whatever is necessary to keep up technical in all Orgs.
4. Keep admin efficient and minimally staffed.
5. Think up promotional projects and liaise with HCO Continental on
these.
6. Work with the Assoc Sees and also via HCOs to get Org form in and
keep it in.
7. Handle legal in order to give local Assoc Sees more attention in
their orgs.
8. Keep up morale.
9. Keep a check on finances to make sure no org goes under financially,
10. Improve relations between orgs.
11. Keep riding people on the missed withhold programme.
12. Spot camouflaged holes and get them remedied.
13. Provide immediate solutions wherever a crisis arises, but if there is
time make the local Assoc See suggest solutions.
14. Make orgs keep expenditure to a minimum so as to allow finances to
accumulate to enable a constant flow of people to the SHSBC.
15. Refuse to carry an org or its problems except in a crisis.
16. Get finances between orgs straight and keep them straight (this is
one of the worst causes of games conditions between orgs).
17. Watch out for games conditions developing and cure them fast.
18. Set goals for orgs and for depts within orgs.
0. Keep an eye open for wasted efforts and channel them into more
effective lines.
20. Refuse to allow all sorts of odd local activities to develop. To look
at each suggestion carefully and see what problem they are trying to
solve and then clamp down hard on the dept that is flubbing, I have
found every suggestion for a new service to be based on the flubbing of
an existing service.
21. Don't ever propose an idea to your orgs. Get all the pertinent facts
together first and then issue an order. I've found any proposal results
in the most god-awful Q and A.
22. At all times, liaise with HCO Cont, to ensure that HASI and HCO lines
are kept clean.
Jack Parkhouse
The purpose of the post can be placed on the Org board as follows:
Purpose:
To execute the policies and orders of L. Ron Hubbard, and to co-
ordinate organizational activities in the Continental area.
To get people to get the work done.
To ensure a high technical level and good administrative form
throughout the continent.
To forward Scientology through expanding and setting up Scientology
Organizations.
To be the Senior Assoc Sec/Org Sec for the Continental Area.
To Raise, at all times, with HCO Continental to ensure that HASI
and HCO lines are kept clean.
Issued by: Robin Hancocks
Dep HCO Exec See WW
LRH:dr.rd for
Copyright (D 1963 L. RON HU13BARD
by L. Ron Hubbard
ALL RIGHTS RESERVED Authorized by: L. RON HUBBARD
298
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 DECEMBER 1963
Confidential to:
Cent Dirs
HCO Con Sees
Assn/Org Secs
HCO Areas
THE "MAGIC" OF GOOD MANAGEMENT
(Some tips of value which, while they do not form the rationale back of
my own actions, will be found of practical use.)
(Hat Check: HCO Sees should Hat Check this Policy Letter on Assn/Org
Sees and Assn/Org Secs should Hat Cheek it on HCO Secs up to Continental
Level.)
The sole actual criteria by which skill in management is estimated in
this society and by us in any one management person is financial volume and
solvency.
This does not mean that Scientology is obsessed with making money. But
money does buy a lot of things Orgs and staffs need and under poverty
inspired propaganda, "making money" has come into bad repute. In actual
fact the only real sin in our present system of economics is to be poor,
even in Russia.
Financial volume and solvency are the final test of any manager of a
Scientology Organization or area, large or small. If the Organization isn't
making lots of money, if the staff isn't well paid, if there's no good cash
surplus to hand, if book stocks are not well up and paid for, if the tape
bills aren't paid up to date and the 10% is overdue and behind, then the
natural conclusion at headquarters is that there isn't much good managing
being done. The criticism is leveled solely at the person managing the Org
or its HCO and no other factors or explanations are taken into account.
Finance, in this society, is still our best index, and so we use it to
judge the competence of management. People who say we shouldn't have money
merely want us to fail. The data is looked at this way: A good manager's
organization is highly solvent; a bad manager's organization is broke.
Staff, conditions of the area, local flaps, these are never taken into
account.
There are no forgivenesses for insolvency from the society and there is
no better index of the kind of job the manager is doing.
To have high financial volume and to be solvent, a manager need only (a)
follow established patterns, (b) see that there are competent people on
staff and that they are doing their work, (c) that service gets rendered on
a highly personal basis, (d) that there isn't a lot of entheta and natter
coming from disaffected staff members and hangers on, (c) that the spirit
of Scientology is recognizable in the Organization, (f) that people aren't
over-restimulated by the "dangerous environment", (g) that there are lots
of bodies moving through the shop, and (h) that the place is obviously for
Ron and in agreement with his plans. Given just these things, success is
certain. Given one or more of these poorly done or badly out and failure
starts to creep in, given several out and there's no Org, much less no
manager.
These points of success mean many other things but they also mean high
volume solvency. And high volume solvency is the index of success in the
present economic framework of society no matter how socialistic the society
appears.
The route to volume and solvency is milestoned by following these few
points:
1 299
A. ESTABLISHED PATTERNS
Follow established patterns of the Org. Don't keep breaking them up (or
distracting personnel on post) with new projects and wild ideas. Arid don't
follow them so Simple Simon that there's no initiative ever displayed in
handling Org problems. The best promotion channels are already built into
the Org pattern.
B. UPGRADE STAFF STATUS
See that people want to work for the Org and make it a pleasant and
happy thing to work for the Org. Stamp ruthlessly on propaganda that
interferes with Org personnel procurement in the field.
Continuously hold up the proper image that staffs are made up of the
better Scientologists and make it true. Make it worthwhile to be on staff.
Arrange it so that a staff member has more status than a field
Scientologist. Discourage the idea that a staff member is there "just to
help out" as a favour. Permanent staff membership should be a coveted
status and an enduring career. After all, we'll be running things one of
these days. And who will we count on? Staff members of tried and proven
record, of course. Get competent people on staff, give them status and hold
them on staff. Don't go in for transience and see that they do their own
job, not a lot of others. And treat them with courtesy and respect.
C. SERVICE
Be sure service gets rendered. The person trained must be well and
interestedly trained and his or her problems in training handled. The
person there for processing must be processed at the case level to get a
win and processed interestedly and personally to a win. Tear the place
apart if non-trained students drift off or non-winning pes emerge from the
HGC. Don't ignore these ever. Give good service. Give the people what they
came for. Schedule their time briskly and oversee their progress alertly.
Look at the students and pes every week and see how they look and act
accordingly.
D. MALCONTENTS
See that the place stays clear of entheta and natter. Use O/W liberally.
Spot the spinning malcontent and do something energetic. Don't get
reasonable about natterers. If they're hypercritical they have overts. If
they have a real complaint they'd talk to the management, not everybody
else. These people are just nuts and they spread disaster. They drive off
all the good staff members and prevent new ones, yet there they stay
nattering madly about things they don't understand and haven't read. As
they drive off good personnel, if you don't watch it you wind up with only
nuts. So the natterer is no light problem. Don't hire them in the first
place, but if you do by accident, deep six them during the probation period
provided. Don't fill up an Org with disaffected persons just because you
have to have bodies. This is a tough one because at least half the people
about are incapable of understanding what's going on but capable of howling
like mad about it. They prevent work. They're just chaos merchants.
Natterers that hang around an Org, with "an apartment nearby where all the
students go" should be processed or shot from guns.
E. THE ATMOSPHERE OF AN ORGANIZATION
The Spirit of Scientology is one of help, a flippancy for the
Authorities Who Know Best, a hope of getting onward, the one possible
escape from the condemnation of this place. It doesn't include doubt and
"I've an open mind" or reasonableness about those who would stop us. It's
an aura of new horizons, a better life, an invitation out of the muck of
all the misspent yesterdays. It's an offer to be born again. When it is
discounted, played down, put alongside of psychology, medicine or self
betterment Carnegies, it's being betrayed. The door is being closed on the
millions. Omit playing my tapes, omit remembering why we're here, go into
agreement with the idea we're just another Org like Murrays and you've had
it. The atmosphere of Scientology is a lot more important than new
buildings and modern furniture.
300
F. THE DANGEROUS ENVIRONMENT
Keep down the danger in the environment by actually winning steadily
against it. As per Scientology Zero, don't increase it. Only the Merchant
of Chaos does that. The natterer is obsessively selling a dangerous
environment, trying to frighten others, trying to decry their belief in
Scientology because it gets in the road of their desire to alarm and
frighten others. Don't increase the danger in the staff member's
environment by sudden firings, wholesale staff reductions, etc. It's the
manager's job to find work for his staff to do, not reduce the staff to fit
the work. Use job security, reassurance and nice steady wins to reduce the
danger of the environment. Some day every Scientology Org will be sanctuary
for any person within it by civil law. Just now, handle this by keeping
morale up and winning against the outside. Don't fire or let off permanent
staff members. Increase the volume of work to do. And laugh at these
attacks. That's all such puny attacks deserve anyway, no matter the noise
they make. The staff uncertain of its jobs, uncertain of the staying power
of Scientology and the Org, cowed by raging executives and threats is in an
apathy of no-work. One sweeping firing can wreck a place for a year. One
threatening Staff meeting can reduce work for weeks. Raise staff tone with
raised security, good temper, wins they know about, and steady even if
small progress against our enemies. And publish the wins so they don't come
only on a rumour line. And boot out the Chaos Merchant-whose sole task is
selling "dangerous, hopeless environment".
G. BODIES IN THE SHOP
Make sure that lots of bodies move through the shop, no matter whether
they're spending or not. Just work all the time to move lots of bodies
through the place. Don't let letter registrars drive them off with high
prices threatened. Don't let reception turn everybody away. Hold open
evenings and Sunday teas and tape plays and Congresses and Co-Audits, Move
bodies through the shop in volume. The instinct unfortunately is to keep
the place quiet and stop traffic. Don't let it happen. Just keep people
pouring in and out, no matter how or for what. And your standard promotion
lines if in place will get their shares of course sales and intensives and
books. The manager's first job is not to "run an organization" but to see
that bodies move through the shop and build an Organization to care for
them and then to keep bodies moving through the shop and increase the body
volume. All else, if other points here are in place, will follow. You can
forecast any slump coming by a body count. When that public body traffic
drops, watch it. Within a few weeks, there goes the unit.
Mail in the Mailbox is an index of how many bodies are going to be in
the shop. Get large volumes of letters out and large volumes of answers.
Any letters out are better than no letters out. Too much emphasis on
quality of letters is just another way of excusing low mail volume. And
will result in few bodies in the shop. Do your best to hold quality up and
keep goofs down-but get mail pouring into the mailbox.
Get books avalanching into the public (your first line of reach,
actually) and you'll have more bodies in the shop.
An Org is home to Scientologists. If you've no place for them to sit and
talk or leave the shopping bag, you'll have closed the door on a lot more
bodies in the shop. So field auditors prowl and steal pes. All right, hang
up a sign "We are not responsible for any bad results from cut rate co-
auditing or processing not supervised by us."
Open the door with books, mail events and interest and keep it open. And
you'll soon have a volume of bodies in the shop. Then accommodate the flow.
And still keep the channels open for new bodies, no matter how crowded you
get.
No Organization was ever solvent without bodies in the shop and channels
for new bodies to put in the shop. However you get them in or why, do it.
Concentrate hard on new traffic flow.
301
H. A HUBBARD SCIENTOLOGY ORG
This final bit is added not out of any pride or conceit or bid for
loyalty. It has been consistently observed by many observers that when a
place seems to be critical of or in disagreement with Ron or cool toward
his plans, the public falls rapidly away. No squirrel has ever survived.
Treat a bust or a personal office of mine with disrespect and the public
falls away. Apologize for my policies and the public stays off in droves.
There's nothing of superstition about this. The public wants Scientology
Ron's brand and they don't buy other brands. In thirteen years, every
squirrel or disaffected or critical office has miserably failed.
The "we agree in most things with Ron but _" sees the coat tails of the
public, not their faces. Only recently a large office nearly crashed on
this one alone. I repeat that this is no self-interested observation. It is
just fact. "This office doesn't fully agree with Ron" is a sure trademark
of failure. I can name nearly a hundred (independent, nearly all of them)
failed centres who for all their work and often creditable actions, new
furniture and exteriors, failed and failed hard on just that point. Just
fail to keep the name plate on the door of my personal office bright, just
let some student's critical remark about a tape go by and you've promptly
got less public. Of course the one who discounts this point of success the
most is already failing the worst. It's bad taste for me to mention it but
it is true and has to be brought up in any monograph on the success of a
Scientology office. I know of two or three million dollars spent and lost
on forming offices because this was not appreciated as a factor in success-
and this at times when Anti-Ron newspaper stories were at their peak!
Success in our times is measured by quantities and material gains. By
our society's operational system, spiritual gains are often unobtainable in
the absence of material things. However much you may regret this, we do
live in this society and operate within its financial framework.
The manager's record before the board's eyes, whether he or she be
Central Org or HCO, is considered basically successful or unsuccessful by
measure of balance sheets. It is just a measure. Good income means good
quarters, a cheerful staff, successful service and everything listed above
in place. It means Scientology is winning. I do not receive direct benefit
from that balance sheet. But I receive direct information from it. And the
basic point, not forgiven by any other point, is that good and well done
organizational Scientology is high volume and solvent Scientology. And all
new appointments and changes in Org top personnel are made by the board
with that point in mind.
Of course, you can sell Scientology short, grab a lot of money for no
service and have an apparent solvency. But I have found that this takes
about six months to catch up with an Org, at which time it starts to go
broke in earnest in a soured community. All solvency is measured by yearly
averages, not sudden spurts. Consistent incomd means all above points in.
I just thought you'd like to know. We're not in it for money. But
solvency is our best broad yardstick of consistent service and high
activity and the quality of management of any Org is judged accordingly.
L. RON HUBBARD
LRH:dr.rd Copyright @ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: This P/L was reissued on 21 April 1970, changing the Confidential
distribution to Remimeo and adding Founder under the signature. ]
302
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 SEPTEMBER 1965
Remimeo
Div Secs
WEEKLY SECRETARIAL PERSONNEL REPORT
Each Divisional Secretary is fully responsible for the personnel in
their division.
Therefore, the Secretary of each Division shall daily check upon the
presence of his personnel. These checks are done:
I . At the start of the daytime or evening working hours.
2. At the mid-point of the daytime or evening working hours.
3. At the end of the daytime or evening working hours.
The report form is marked in the appropriate day's square, according to
the code given, against each person working in a division as listed in a
column by the Divisional Secretary.,
This report replaces the LRH Daily Report system and is to be handed in
with the Divisional Advisory Committee's reports at the required time for
review by the Advisory Council.
After the Advisory Council has received these reports, they are routed
to the Personnel Control Officer in Dept I to compare with payroll records
with his own personnel spot checks.
Please note that the report is attested to by the Divisional Secretary
of the day org for his personnel or by the Foundation Divisional Secretary
for his personnel.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
303
WEEKLY SECRETARIAL PERSONNEL REPORT
TO: ADVISORY COUNCIL WITH DIVISIONAL AD COMM REPORT CODE: X =
On Post S = Start of Working Hours
THENTO: PERSONNEL CONTROL OFFICER TO COMPARE WITH PAYROLL RECORDS
0 = Not on Post M = Mid Point of Working Hours
L = Late E = End of Working Hours
DIVISION WEEK ENDING LE = Left Early
STAFF MEMBER THURS FRIDAY WEEKEND MONDAY TUESDAY
WEDNESDAY THURSDAY
E S M E S M I E S M E S
M E S M E S M
4
1
-
H
ATTESTED BY ATTESTED BY
DIVISIONAL SECRETARY FOUNDATION DIVISIONAL SECRETARY
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I FEBRUARY 1966
Gen Non-Remimeo Issue 11
Exec Sec Hats
LRH Comm Hat Exec Div
DANGER CONDITIONS
INSPECTIONS BY EXECUTIVE SECRETARIES,
HOW TO DO THEM
An Executive Secretary who does not get around his or her divisions now
and then and see what is going on can make a lot of mistakes.
Inspections are desirable. But when an Executive Secretary makes one he
or she commonly issues an order or two, and if this is done without that
division's secretary being present it is a by-pass and willy-nilly begins
the formula of the Danger Condition and can unmock a section or department
or even that Division.
A senior can inspect, chat, advise, but must never issue an order on a
by-pass unless he or she means to handle a dangerous situation and start
the formula. For the formula will run, regardless, if a by-pass begins.
The way to inspect, then, is to collect the seniors and go around, and
issue orders only to the next senior on the command channel, never to his
or her staff.
Example: HCO Exec Sec wants to see if books are stored safely. The HCO
Exec Sec can nip out and look on his or her lonesome providing no orders
are issued. Or the HCO Exec See grabs the Dissem Sec and the Dir Pubs and
the head of the books section and goes out and looks. And if the HCO Exec
Sec wants a change in it all, the order is issued to the Dissem Sec only.
It is a great temptation to tell Books-in-Charge how and where to put
what, for an HCO Exec See is one normally because he or she is smarter and
more knowledgeable about orgs. But if one is to advise Books-in-Charge, one
had better have the rest of the command chain right there and talk to the
next senior below HCO Exec See.
You would be surprised how many random currents a senior type senior
like an Exec See can set up with a few comments that skip the command
channels and what a mess it can make for a Secretary or Director, no matter
how wise the comments.
Secretaries who order a Director's officers in the absence of the
Director or, much worse, section staff without Director or Section Officer
thereby court and make trouble.
You can unmock a section or a whole department by sloppy command lines.
It is not merely the "correct" thing. It's the vital thing to follow
command channels as nobody can hold his job if he is being by-passed by a
senior. He feels unmocked, and the Danger Condition formula begins to
unroll.
The correct way to route an order to a person two or three steps down
the command channel is to tell the next one below you to order the next,
and so on.
If you have to tell the Director of Tech Services to have his Housing
Officer post a list of houses on the bulletin board, you really don't have
a Director of Tech Services anyway as he would have done it as the natural
thing. So an order in such an obvious case is not the right comm. The right
comm is an Ethics chit on the Dir of Tech Services for not posting the
available houses on the bulletin board.
A smart senior is a senior because he is smarter. But when this is not
true and the
305
junior is smarter, you get an intolerable situation where the senior
interferes. If a dull senior interferes continually on a by-pass, it's a
sure way to start a mutiny. And a senior who doesn't inspect or get
inspections done does not know and so looks dull to his juniors who have
looked.
The safe way in all cases is to issue orders that are very standard on-
policy and obvious and to issue them to the next one on the command channel
and then in the future inspect or get an inspection. If on the inspection
one finds non-compliance with a standard on-policy order, one promptly
calls for a hearing on the next one down the line who received the order.
Here's a terribly simple example: Org Exec See sees statistic for Tech
Div down. Issues order to Tech See, "Get the gross divisional statistic up
at once." Now nothing could be plainer or more standard. In two weeks the
Org Exec See looks at the statistic, sees it is even further down and calls
for a hearing on the Tech See for non-compliance or a Comm Ev to get all
the evidence in about the matter.
This is about as basic as you can get with an inspection, an order and a
further action all by a senior, the inspection being done by OIC and
reported by graph.
Life in actual fact is very simple and an org is today a very elementary
mechanism.
It is easy to run an organization providing one makes it run and handles
things in it that refuse to run.
Where an Exec See is baffled on occasion is the apparent unwillingness
of a section to function. Now this is so far down the command channel that
info on it does not easily arrive back at the top.
The thing to do where possible is personally inspect. Or get it
inspected. One often finds the silliest things.
Example: Book Shipping statistic is really down, man, down. One orders
and harangues and argues trying to get books shipped. One gets the quantity
of books looked into. It's okay. One gets shipping materials looked into.
They're okay. A Shipping clerk is on the Org Board. But orders to the
Dissem See just never get books shipped. So finally one gathers up the
Dissem See, Dir Pubs and Books-in-Charge and goes down to Book Shipping-Lo!
They have been building a machine that wraps books tightly when a rock is
rolled off a bench! (This actually happened in DC in about 1958.) It has
taken a month to build it and will require another to finish it and one and
all in that Division are convinced this is the answer. The order? "Break
that machine up and start wrapping books by hand and I want that backlog
gone in one week." To the Dissem See, of course, in front of everyone for
his soul's sake. And publish the order in writing as soon as possible.
So you see, you have to inspect because what seems logical and okay to
juniors may be completely silly. Remember, that is why they are juniors and
have seniors.
Frankly you can never guess at what holds some things up. You have to
look. Often you can solve it for them. But solve it with their agreement
and on command channel if you want it done.
You can't always sit in an ivory tower and issue orders. You have to
know the ground and the business.
Over a period of fifteen years of active management of these
organizations I have a pretty good idea of what can happen in one. And to
one.
I try to be right more often than wrong. I don't try to be perfect as
one's best plans are often goofed. I try to get done what can be gotten
done. And I carry a little
306
more pressure on the org that it can really accomplish.
I inspect. You would be surprised at how often I do and what I find out,
It sometimes looks to people that I use a crystal ball in taking the
actions I take because they see no possible route by which the data could
have reached me.
They forget how many lines I keep in operation. And also, I do operate
on a "sixth sense".
For instance all accounting summaries today are done for governments,
not for management. A manager has to develop a sixth sense concerning
financial status of the org. One has to be able to know when the bills are
up, the income inadequate and to know when to promote hard and stall
creditors even with no data from accounts or contrary data that proved
false.
Today with OIC this is easy. But I ran orgs successfully with no OIC for
years just by sensing the financial situation. In theory accounts keeps one
fully posted. In actual fact they often goof in filing bills owed and even
in depositing money.
There are many things one can sense, OIC or no OIC.
The thing to do is to inspect or to get the area you sense is wrong
inspected.
I have today LRH Communicators. They are pushing projects home. They
also can tell me why projects won't push home because they have looked.
An Exec Sec or a Secretary has HCO's Inspection and Reports and a Time
Machine to check compliance. And this is how it should be.
But nothing will substitute for inspection by one or for one.
And the Exec Sec who thinks it's a desk job is being very naive. The org
would run better if Exec Sees had no in baskets.
If an Exec Sec watched statistics like a hungry cat at a mousehole and
inspected like fury every time one went down or stayed down, the org would
expand and prosper.
Providing Inspection was done.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
307
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 FEBRUARY 1966
Remimeo
Exec See Hats
See Hats
LRH Comm Hat DANGER CONDITION DATA
Director Hats
WHY ORGANIZATIONS STAY SMALL
The size of an organization depends upon this law:
A LARGE ORGANIZATION IS COMPOSED OF GROUPS. A SMALL ORGANIZATION IS
COMPOSED OF INDIVIDUALS.
If you really understand this principle and use it properly you will be
able to have a large organization.
There are other factors such as (1) the desirability and quality of
one's commodity, (2) the able promotion of it, (3) the ability of the heads
of groups in the organization to catch dropped balls and (4) the close
following and comprehension of the policies of the organization and its
groups,
But the gross monitoring law is as above. When one does not know this
and apply it one has a small, semi-bankrupt organization that overworks
everyone and underpays.
This rule applies to a planet or a nation and is most readily seen in
these gross terms. A planet with nations will be far more prosperous than a
planet with one central government governing the individuals of a planet.
Socialism fails (and it always fails) because of two factors:
(a) The government seeks to run the individual, and
(b) Socialism unmocks companies.
At this writing the prosperity difference (and there is one, Russia
currently starving) between the democracy of the US and England and the
Super Socialism of Russia is that the "West" still has companies and the
"East" (Russia and China) has abolished them. Russia seeks to run the
individual. It has collective farms, etc, but they won't leave a manager
alone-to manage-they govern his workers.
To the degree that England and the US tax the individual and seek to
govern him they will dwindle in size.
England at this writing is undergoing one unmock of the whole empire
solely because it is by-passing the manager and the governor and directly
seeking to govern individuals through income tax, "benefits", etc.
The US is about to come to pieces. Like all big countries on the way out
it never looks so good as when it is already about to fall apart. The US is
by-passing the states and US companies and is therefore putting the
governors, managers and the states and companies in Danger Condition. This,
unrepaired, will unmock states and companies and collapse the sub-group on
which the big group called the US depends for an organization is composed
of groups. Non-Existence is the Condition just below Danger. A Danger
Condition carried on too long drops down scale to non-existence. A large
group made up of non-existences is of course non-existent itself. Thus by-
pass by the heads of a big organization of the heads of its internal small
organizations works toward non-existence. It is really quite simple. To
make an organization get smaller all one has to do is by-pass the sub-
groups and run the individuals only and the org will collapse or struggle
along at near-collapse NO MATTER HOW BRIGHT ITS MANAGER MAY BE OR HOW HARD
HE OR SHE WORKS OR HOW BRIGHT THE STAFF IS, OR HOW GOOD THE PRODUCT, the
violation of the law in the second paragraph will decay.
Fantastic, isn't it?
All one has to do to make an organization grow is apply the law that a
large~
308
organization is composed of groups. It is NOT composed of individuals.
In absolute proof of this, in a tiny org it is always observed that
everyone there wears each one all the hats. It is a madhouse of individual
cross-endeavour. Show me an org that stays small and I will show you an org
where every staff member is wearing all the hats in the place. They can't
grow because they violate the law that a large organization is composed of
groups.
Russia, just yesterday sweeping the world, has begun to lose ground and
her empire withdraws. Russia won't allow companies. She never says to the
head of Georgia "Get your statistics up, bub" and leaves him to it. Instead
she governs the Georgian individual with spies, secret police and even
income tax and is more apt to shoot the head of Georgia if his statistics
do rise as he is then looked on by a paranoid central government as capable
enough to be a menace. Russia once governed via cells and did so as long as
she was expanding. Now she has Income tax! Russia expanded despite bad
management solely because she was composed of cells and collectives-but she
went too far and erased the individual entirely, so, though growing she
starves. Her groups were mainly dedicated to politics, not production,
which is a frailty of governments anyway. But the basic group is composed
of individuals. (For heaven's sakes don't tell Russia as we don't want her
growing-tell her she must govern her individuals individually and she'll
vanish. You can tell the US, if you like, but only because no president yet
ever listened to anything except his popularity poll and with only a four
year career, isn't likely to. In the US, the government itself vanishes
regularly and only the companies, with plenty of interference, keep the
civilization going.)
England's sad old empire was great as long as India was run by the East
India Company, etc, etc. Its colonies and dominions did fine right up to
the moment the government in Westminster and Whitehall started to run the
natives as individuals, by-passing the company controlled colonies. Then
the "Empire" started to go broke because it never was a political empire
but a commercial one. As a political empire it uniformly failed until about
350 years ago it began to charter companies to rule and govern foreign
lands. Then it got an "empire". When it began to by-pass its company heads
and set up crown controlled governors and then by-pass these it ceased to
be an English Empire and it looks today that soon there won't even be an
England. It could not control even one colony the moment it started to
govern individual colonial citizens on a by-pass of the colonial companies.
You can use the same argument they use. That "concentrating only on
groups is hell on the individual". Marx used that line. Well it isn't true.
When you get too big a group the individual in it, suffering the whole
pressure of the state, suffers. The reverse is true-"by concentrating only
on groups the individual is protected and prospers".
Now we get to the philosophic question in the law, how large is large,
how small is small.
Oddly this is easily answered, unlike most philosophic conundrums. You
have to have the answer to "how big should a group be in order for the
individuals in it to be effectively managed without oppression in order to
get the job done". That asks and answers it. A correct group size is one
where the individuals in it are not made too small by the group being too
large. This is a ratio question. The Government of England! and the
individual Englishman are of incomparable magnitude. What the hell can Joe
Cockney a citizen do against the Government of England! Nothing! So Joe
Cockney goes to pieces. You can't have a comm line between a Billion
horsepower motor and-one grasshopper! Something is going to explode and it
isn't the Billion h.p. motor. It's the grasshopper. Therefore when the
management unit is too big the individual (despite all the protection laws
in the world) becomes apathetic and can't work or doesn't see himself as
important enough to bother about.
So what is a proper sized basic group?
A GROUP IS A PROPER SIZE WHEN THE INDIVIDUALS IN IT CAN EASILY APPROACH
THE MANAGER OF THAT GROUP ON A FAMILIAR FRIENDLY BASIS AND BE SURE HE KNOWS
WHAT THEY'RE DOING AND WHY AND IF THEY'RE DOING IT.
The individual in that group is not oppressed. His charm counts. He
feels up to arguing with that manager. The executive (with a deputy on his
side) feels up to
309
confronting the rest of the group. His own personality counts.
'Me only reason you have strikes and labour unions is that this group
law has been violated. Too many individuals in the group for them to know
intimately their manager on a friendly co-operative basis.
This is all Marx is about. Marx is really a protest against too big a
group solved by creating a protective state (an overwhelmingly large group)
that "rescues" the individual! So Communism is a mess. For by making a
state group one overwhelmed the individual and sure enough the only
criticism of Communism that a Communist will tolerate is that it has too
big a "bureaucracy" by which he means too big a government for an
individual to confront. Communism goes even further. It abolishes the
individual utterly! It forces him to be a group. And that is very bad for
individuals are the building block of the small group. So Marx neither knew
nor solved the basic problem of government. He didn't know the above 2 laws
about organizations and groups so Communism, supposed to solve individual
oppression, is the most individually oppressive form of Government on this
planet.
How many individuals can effectively compose a group?
It depends on the ability of the manager to handle men on an individual
basis. This varies. But such men or women as can handle a large number are
very, very rare. So we take a safe answer.
A fairly safe answer is six-the manager of the group plus five
individuals, one a deputy manager.
This is determined by the answer to this question:
How many subordinates are you willing to work with on the job? Five
others is about all you'd care to stretch it. Two others would be too
comfortable-even too dull. But you can stretch it up to five.
Thus we could stretch out an org composed of groups of six persons-a
manager, a deputy and four-making 6 maximum in each group.
And you now have the size of the largest building blocks it takes to
make a big org. Six persons in each.
If we pyramid this we have (each maximum):
5 staff members and their In-Charge as a unit;
5 units and the section executive in a section;
5 sections plus the department's director in a department;
3 departments and the secretary, a deputy and a communicator in a
division;
4 divisions in a portion and the Org Exec Sep and a deputy and a
personal see;
3 divisions and the HCO Exec See plus her deputy and a personal sec in
the HCO portion,
Or with a full Exec Division set up:
4 ES Comms in an Office for the Org Exec Sec and a personal sec;
3 ES Comms in an Office for the HCO Exec See and her personal see.
But we build downwards by groups of six if we expand further, rarely
exceeding 5 and an Executive.
You see then that the moment the HCO Exec Sec starts handling Address in
Charge, the jump is too great as it puts Address in Charge up against the
equivalent of the total executives of units and sections of HCO! It makes
his group too big. It makes him too small (being such a small part). He
gets rattled, feels oppressed, tends to snarl because he is overwhelmed-his
group is too big so he is too small. Simple as that.
310
So long as an Executive only handles 2, 3, 4, 5 people he can handle his
job because they know him. The people under him can handle their sub-groups
so long as they contact only 2, 3, 4, 5 people and themselves.
For instance, so long as . there are only 5 Continental Orgs, Exec See
Communicators will feel comfortable, providing the Continental Orgs have
each 2, 3, 4, 5 orgs under them and have in their turn ES Communicators.
So proper organization for expansion builds in blocks of 6 maximum-5 +
an executive. That can be 5 groups plus an Executive as you go up or 5
staff members plus an executive as you go to the bottom.
Wherever this is violated the organization (whether a nation or a
company or us) will dwindle. Where it is kept, the organization will grow.
I warn you that 5 plus an executive sized groups is hard work, even a
strain at times, but it can be done. 6 or 7 + an executive is quite too
much. And a Government vs Joe Doakes is a complete smash as Joe is only
maybe 1/70,000,000th as big as the Government!
So never by-pass. Completely aside from the true mechanics of the Danger
Formula where by-pass results in non-existence, it is hell on the Executive
and every member of the organization to have continual violation of the
maximum groups size.
If an executive feels overworked, even with all Dev-T cared for and
policed, then that executive has below him violations of group size and is
by-passing some point that should have an executive below him, with a group
under that executive. The overworked executive is trying to handle more
than five other people directly. (Five staff members or five group
executives.)
It's like boxes in boxes in boxes. But in this case 6 boxes at the most
fit comfortably.
If a department has 8 sections under its director, then we have to group
the sections by giving the Director 2 who each control 4 sections. This is
a very comfortable director for he has a group of 2 + the director. He can
loaf. But his assistants will sweat. So add I assistant and divide the
department's sections into 3 groups, 3, 3 and 2 and you will have a more
efficient department.
That's the way you juggle it about to prevent overwork by Executives and
overwhelm of individuals.
If you want to increase efficiency on a 5 + executive group, always make
one of the 5 a deputy and slightly senior to the other 4. The four can then
approach the deputy to see if they should approach the executive on matters
they feel uneasy about. This adds a gradient.
There are various ways to juggle this about. An executive with 7
sections can take 3 himself and give a deputy 4, etc. Lots of ways to do it
but just stay at or below I + 5 if you can.
The senior to the group exec is not counted as a member of the group.
Here and there we violate this. A Comm Ev is not as acceptable as a
Hearing because one person faces more people. Jury trials are a horrible
strain and a crueltybecause one has to face about 14 people! (Judge,
prosecutor, jury.) Too many!
So those are the laws which underlie organization.
But you can have it all on the org board and not practise it and
collapse. If an Exec See is approaching 15 staff members past their
executives, it can wreck the place as the staff members go into apathy, the
secretaries go into non-existence and bang! no org.
So completely aside from Danger Condition, violations of following
proper group organization will bring any organization, a planet, a state,
an org, into a mess.
311
I
This is what underlies the decline and fall of civilizations: the state
begins to govern the individual!
An organization is composed of groups not individuals. And that truth
followed and practised in the flesh as well as on paper will bring about a
happy civilization, a happy nation and a flourishing org.
SUMMARY
A LARGE ORGANIZATION IS COMPOSED OF GROUPS, A SMALL ONE IS COMPOSED OF
INDIVIDUALS.
The primary difference between the opulent West and the starving East is
that the West still permits companies. This means to some extent the
Western nations are composed of groups so they are still somewhat
successful.
A GROUP IS A PROPER SIZE WHEN THE INDIVIDUALS IN IT CAN EASILY APPROACH
THE MANAGER OF THAT GROUP ON A FRIENDLY BASIS AND BE SURE HE KNOWS WHAT
THEY ARE DOING AND WHY AND IF THEY ARE DOING IT.
More than 5 persons plus their executive tends to be too large a group.
The persons under an executive can of course be executives of groups.
And the five persons below each of those executives can be executives of
groups.
If things aren't organized this way the individual is crushed. The
executive is crushed by overwork and the persons under him are overwhelmed.
By-pass of an executive, aside from putting him in danger, overwhelms
the members of his group and makes them do less and makes them feel
attacked and lessens their sense of their own power.
2 + an executive is also a group but the executive is not really working
to capacity.
With all Dev-T cared for an executive will be overworked if he is over
more than four subordinates.
The principal reason orgs stay small is no matter how fancy their org
boards they do not actually practise what is on the board but by-pass or
pay no real attention to command lines and so in actual practice are only
one or two oversized groups-which results in them staying small and being
overworked and also underpaid as their system in actual practice is
inefficient.
The moral is, practise, proper grouping as provided by the org pattern,
never by-pass and so expand and have a happy staff.
L. RON HUBBARD
LRH:ml.rd Copyright@ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: For further information on Danger Conditions see Conditions, Volume
0, pages 189-249. See also HCO P/L 9 April 1972, Correct Danger Condition
Handling, page 409 in this Volume, and HCO P/L 3 May 1972, Ethics and
Executives, Management Series, page 317.1
312
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MARCH 1966
Remirnec,
Exec Sec Hats Exec Div
ATTACKS ON SCIENTOLOGY
SEX AND ORGANIZATIONS
It is interesting that a review of faltering orgs that got into trouble
in their areas each one had a bad sex entanglement high on staff.
A Review of actions of orgs and attacks over the last 15 years makes it
stand out sharply that an org which is mixed up sexually in the higher
echelons will not be effective, will have low statistics and can't defend
itself on the public front.
Such are not attacked for loose sexual relations. They are just too
decayed to do a good job of defense or follow policy. So they become
subject to attack.
The last UK attack was easily rebuffed and so are many attacks. But
where an org is caved in by bad sexual messes, it doesn't seem to be able
to defend itself on the general front.
We don't often get such situations as a sex-mess org but where we do,
they get into severe trouble on other counts.
Sex, obsessive and promiscuous, is a blood brother of psychosis. Note
the sex stress of Freud, the sex orgies in institutions between patients
and attendants and psychiatrists. Note the book (early '50s, U.S.) by
Psychiatrist FREDA FROHMM REICHMANN, where she tries to get her fellow
psychiatrists to leave their patients alone. It is a text trying to make
them ethical in their practices. It reveals a sordid picture.
This is given as an indicator. I know only 4 orgs in all the 16 years
before this writing that collapsed or came near collapse at one period in
the history of each. And each one was sex crazy. (LA 1950, Melbourne early
60s, Johannesburg 60s, Washington 62 on. Each of these got into severe
trouble. LA 50 collapsed, Melbourne collapsed, Johannesburg nearly
collapsed, DC is being saved only by strenuous effort.)
So we have an indicator that when an org in the upper strata starts
tolerating sexual promiscuity you can expect serious trouble of other kinds
just ahead within the next year or two.
This also applies to psychiatry as we will start knocking them out
shortly.
I am not talking about an occasional "affaire" or a slip. I am talking
about general dedicated sexual misconduct by staff as the ordinary
occurrence.
As a speculation it might be the early Christians (who were no fools as
they built strong organizations) discovered in the first century or two
that a Church which went sexually off-beam didn't last and so banned it.
They may have banned it so hard they made even casual Christians madly anti-
sex, which is a lot too much. Certain it is they saw sex as an
organizational menace and did not see that violent anti-sex was just as
crazy, being the other side of the same coin.
Thus Exec Secretaries should be alert for an org going off the beam.
Watch in low statistic orgs that don't recover easily for heavy sexual
promiscuity and get the sex loops out of it quick, particularly out of its
upper executive level. For I promise you that that org will absorb
thousands of man-hours of work to rebuild if sexual misconduct is let go
on.
The label of sexual promiscuity easily attaches to persons and is not
always true. So be very thorough in the investigation and be sure the
charges are factual. If so, shoot quick. Don't caution. Experience with
such has taught me that no amount of persuasion or orders will (a) bring up
their statistics or (b) stop the catastrophe' they will walk into. Only
prompt removal of the offenders will get the org going up again.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
313
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1966
Issue II
Remimeo
All Executive ADMINISTRATIVE KNOW-HOW
Hats
Executive and Governing Body Errors and Answers
Anyone in an executive position must be in possession of information
concerning his post and the functions of the organization or unit he is
heading. Lacking it he becomes the effect of post and organization and
begins to create unreal orders and situations which result in down
statistics all around.
In principle anyone in charge of anything should know the workings and
functions of every unit, item or action of which he has charge. If he lacks
such he should be careful to take advices from his juniors before issuing
any order to make certain it can be carried out, is necessary and conforms
to workable practice.
Anyone while learning an executive post and yet acting as that executive
should spend the bulk of his time in study and should issue NO orders and
approve of NO orders until he has taken up the matter with those who will
be affected by those orders before they are issued.
Eventually as one learns his post, after months or years, he or she can
begin to issue orders independent of taking advices first from those the
orders will affect.
In this way an executive not yet well trained or experienced can keep
things going while he is studying his position and those things under him.
An executive cannot call himself fully competent or informed until he
has studied all literature, past orders and policies which affect his
position or any activity under him and can handle any machine or operation
in any unit of which he has charge.
Until then he had better adhere closely to the rule that before he
issues any order he had better consult with all those it will affect.
However, in doing this, he must not at the same time issue only popular
orders or orders tending to break down the existing structure just to
reduce labour or hours on the job or raise pay.
A great many persons fail as executives solely because they:
(a) Do not proceed as above on a new job or promotion or
(b) Fail to hold together and control the activities in which they
find themselves in charge or
(c) Use their position solely to buy popularity or
(d) Form a clique for their own self protection against the mob.
It takes a very sensible person to succeed on a new job as an executive
without previous experience or previous study but if a person follows this
advice as given herein he or she can win and hold the statistics up and
even raise them.
GOVERNING BODIES
Any Council or Conference or Board becomes bogged only for one of the
following reasons:
(A) It is inactive. or
(B) It seeks to solve the wrong problem or
(C) It fails to notice and nullify arbitraries that have been
introduced.
(A) The Inactive Council or Conference or Board may be inactive for a
number of reasons.
It can simply be inactive.
314
It can be inactive as a governing body while individually very busy
issuing orders. This is quite fatal as such orders will conflict with
orders issued by other members of the body also acting individually. The
consequence is that the activity so governed will then seek orders
elsewhere to resolve the confusion of conflicting orders from members of
the governing body-this is how mutinies and revolutions occur and also why
some activities will suddenly create dictators. To use one's status as a
member of a governing body as an individual authority and yet not see that
it is the body that governs will surely bring about mutiny and revolt and
new leaders.
The remedy is of course to permit no orders not agreed to in the actual
conference of the governing body and to reprimand and cancel any orders
issued independently.
If the body is simply inactive and won't become active at all, despite
everything, it should be disbanded as a governing body and its powers
delivered to a single individual. A body inactive that won't act as a body
must not be permitted any power. For example, if an Ad Council is actually
inactive it should be disbanded and its powers individually delegated to
its individual Exec Secs. However, if this is done no powers may overlap.
Some "governing bodies" exist only to satisfy the law and have no power at
all.
(B) Solving the wrong problem means also neglecting to locate the right
problem. There is nothing wilder than orders to remedy situations which are
not the real problems or the vital problems of an activity.
When a governing body is bogged, a well schooled administrator should be
able to see if the body is working on the right problem and if not, to
shift that body's attention to the real problem they should be solving.
An example would be a government seeking to resolve heavy spending when
they have no earning. The real problem is lack of money. Conversely, a
government can seek only to earn more money when they may have a real
problem of fantastically foolish expenditure. In either case by working on
the wrong problem that government can fully crash a country.
A governing body can ride prejudices rather than handle existing
problems, which is another way to solve the wrong problem.
(C) Arbitraries can be introduced which thereafter require constant and
changing solutions which even then do not improve things.
When this happens one must locate the arbitrary itself that is causing
the need of solution and abolish it.
The only mistake one can make is calling any rule an arbitrary, thus
destroying form. One has to isolate a real arbitrary that is causing
needless solutions. When found, it should be removed.
However, one can be so sweeping in doing this that it simply gets unreal
and wrecks the lot. For example, one's laziness or unwillingness to
confront can condemn something as an arbitrary which when removed causes
one to collapse. It is not then an arbitrary but a form or necessity.
An arbitrary by definition is an interjected law or rule or decision
which does not fit or is unnecessary.
fail. Such things can cause a governing body to box about for years and
eventually
Here is an example of an arbitrary that caused endless solutions and
which when not removed destroyed a nation. "Our currency must not circulate
beyond our borders." This was kept unwittingly in force. As money depends
for its value on its scope of potential circulation the money became
worthless and the country caved in. Literally millions of governmental and
individual solutions became necessary after that one arbitrary was
introduced.
So an "arbitrary" can be said to be something which actually violates
natural law and which becomes, when held in place, an enforced lie. This
causes endless board or governing body trouble wherever it occurs.
Here is another example. "Unions have the right to strike." This was
assumed and is not part of any law code as it says, "A body of men has the
right to injure
315
business and property without at least civil recourse for damages by the
business". Protection racketeers assumed the same right. This arbitrary is
a lie since nobody has that right. It laid France open to World War 11, for
instance, as France through the 1930's was one long strike. True unions
have improved pay and working conditions. But there is no right to damage
businesses which support one. By introducing this arbitrary without seeking
sensible means the Western world was opened to inflation, unrest and
conquest by lawless political elements.
So an arbitrary must be something contrary to the general scheme of
things and while a lie is yet held in place by law or public ignorance.
Arbitraries are usually introduced by those, who aren't quite bright
enough to achieve a result through wise measures. And otherwise wise men
thereafter can spend decades and invent whole law codes trying to handle
the problems so set up.
BOGGED ORG
When an org is bogged after a period of success it is almost always true
that an earlier programme or order has been dropped or forgotten.
1 have always been able to trace bogs to skipped orders.
An example is the Qualifications Division programme order. Outer org
recovery was planned so as to improve Qual in each org, then to get staff
training in and then to improve the Tech Division. This order was at first
executed, then was not followed up and the beginning recovery slumped
again. The remedy was to re-institute the original programme.
Ordinarily one doesn't need new programmes but needs the follow-through
on programmes that have not been complied with.
When 1 see a slump occur, 1 first ask what programme wasn't executed or
got dropped. 1 always find it and when re-instituted, things surge. Then 1
find who dropped it and reorganize personnel with non-droppers.
In this admin failure the dropped programme is seldom a little one.
Recently at Saint Hill when statistics slumped 1 found the programme that
was out was selling the Saint Hill Special Briefing Course. It was being
taught but never mentioned. Yet it, not Power Processing, was the. mainstay
of Saint Hill.
Look for the programme or orders that were dropped or forgotten before
you start originating new ones. You may find the dropped one is so huge
that nothing could remedy it. In many orgs the dropped programme was the
original one-to put an org there! Of course no other order will revive the
place as the org wasn't put there in the first place and people think they
are running an org whereas they didn't finish up putting one there to be
run. It's often as simple as that.
DEV-T
An administrator (any executive) who does not know and enforce Dev-T
policies is letting the org down severely. It isn't just his own basket or
office, it's the fact that Dev-Ters are annoying other staff too if they
are into an executive's hair.
A towering In basket is always a sign of an executive not enforcing Dev-
T policy. The whole org will sag if executives don't enforce these.
WHOSE HAT
Once you have Dev-T in hand your basket traffic shrinks but you may
still be overworking by reason of another factor-wearing, unknown, the hats
of others.
I always look up every month or so to see whose hats I am wearing
besides my own.
If I find I am wearing hats not mine, I begin to look around the people
and areas that should be wearing those hats.
If I find the people whose hats I am wearing have seniors below me but
above them, I then examine the work areas of the seniors.
316
I always find one of two things:
(a) The seniors are not active at all or
(b) The seniors are doing something else than their own hats.
On the staff whose hats I am wearing I usually find they are doing
something else-not just inactive.
I then examine the statistics involved. And any finances.
I can then clean up this area by reorganization.
As the seniors are being by-passed I have to assign a Danger Condition
to them and apply the Danger Formula (Ethics action vital).
I get the statistics up and things going in that area and then get the
hats worn.
In this way only an executive can wear his own hats and do his own work.
So if you are training an executive or if you are seeking to get a
governing body or council or committee to function, or trying to make an
org recover, you can use these bits of know-how.
They are vital senior data which, properly employed, can make
organizations run despite lack of training by executives and even very
strange governing bodies.
Just apply the data contained herein and magic!-all will resolve.
LRH:rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 OCTOBER 1966
Remirneo Issue I
All Executive
Hats
ADMINISTRATIVE KNOW-HOW 11
Actions, Executive, for handling Disastrous Occurrences
There are three steps necessary on the part of a senior executive who
discovers a situation which may be disastrous to the org.
The Executive's actions are as follows:
I . Issue orders of a remedying or preventive nature instantly by
directive, to remain in effect until all data is in. This is called
an Urgent Directive.
2. Appoint a Board of Investigation to investigate the matter, with
orders to investigate fully and couch findings in terms of a
directive or policy for issue.
3. Pass or modify the Board's findings as orders to supplant the
Urgent
Directive issued as I above. This is called the Final Directive or
Policy.
THE URGENT DIRECTIVE
To do I - issue a sweeping order to handle the situation. This is vital
as there isn't time to get all the facts. The order may be fair or unfair,
correct or incorrect, but at least it does something to arrest a
deteriorating situation.
This Urgent Directive may, however, be in fact wide of the mark but it
is only going to remain in force until superseded by orders based on all
the data obtained at leisure.
317
Dictatorships are somewhat successful as proven in the past and they run
only on urgent directives. So the system is not all bad. However, for such
a directive to remain law forever is obviously wrong as it may be wholly
arbitrary and may eventually get in somebody's hair. But not to issue it
just because one has little data is to ask for disaster.
So in the face of disaster issue an Urgent Directive as best you can and
hope you are right in your directed action.
THEBOARD
Convene now a Board of Investigation composed of impartial members who
will investigate thoroughly.
Order them to turn in their findings in the form of law that can be
issued exactly as they wrote it.
Trouble with such Boards, they "recommend" in an often rambling way and
as they aren't really writing law they tend to overlook things.
Democracies have a terrible habit of only appointing committees to
investigate without issuing any urgent directive first. This leaves a
vacuum of direction and courts disaster. Such bodies may take a long time
to bring in their findings. This is a great weakness-to let an abuse go on
while one investigates.
THE FINAL DIRECTIVE
When the convening authority has the Board's findings to hand, he
studies the proceedings and findings to make certain that the disaster is
fully handled by the findings and that further disasters of like nature are
inhibited by these findings from occurring.
If he is satisfied on this score (that the findings are adequate), he
must now see that they do not violate the fast flow system of management to
any great degree and that they are as adequate as the Urgent Directive in
arresting the disaster. If so, the executive sends the findings through
regular channels with all papers to make them into law. Until actually law,
the Urgent Directive is still in force.
If he is not satisfied or doubtful that the findings are adequate he can
convene another Board to do a better job. If he does convene another Board,
the Urgent Directive remains in force.
The findings actually become law only when-
(a) The convening authority has passed them as they are or modified
by himself or another Board;
(b) The findings have gone through all steps necessary to become
law;
(c) The findings are finally the law.
Then the Urgent Directive is cancelled. It must be cancelled when the
findings become law and may not remain as a possible arbitrary.
The above is good administration.
Some governing bodies use only urgent directives.
Some use only committees or boards or senates.
To use less than all three in the face of a disastrous situation is poor
admin.
Example: Income goes down like a shot.
1. Issue an Urgent Directive calculated to get income up like a shot. 2.
Convene a Board to find out why it went down and to discover what was
dropped out and find how to get it back up. 3. Supplant the Urgent
Directive with the findings.
318
Where policy is concerned, the channel is longer as more people must
pass on it. But directives are also law. So one should not issue a
directive in the face of disaster and just hope. One should do all three
steps above.
By disaster is meant a circumstance or situation that is crippling and
may adversely affect a whole or a part of an org. Low income is a heavy
risk that may result in disaster. A heavy continual expenditure may result
in a disaster. Any gross divisional statistic going down and staying down
is courting disaster. And such should be handled with the three steps as
above. Then the org form and duties, if bent out of shape by the Urgent
Directive won't stay out of shape forever.
As a comment, statistics when they change suddenly and go down mean that
something has been dropped or some arbitrary order has been given. Stats
going steeply up also mean a change has occurred and it can be very
disastrous not to find what it was that was so good. So one can also use
the three steps to handle a sudden soaring statistic to maintain it rather
than stay in the dark. Example: Letters out soars to an all time high.
Issue an Urgent Directive, "No person or line may be changed in the Dissem
Division on peril of a Comm Ev." Then convene a Board and find why and get
some law on it. Then supplant the Urgent Directive with the new directive
resulting.
This in no way alters the need of a directive to be passed by the LRH
Comm or a policy letter to be passed by all specified terminals before it
becomes policy.
PERSONNEL
Steps 1, 2 and 3 can also be used on personnel where the executive
thinks a staff member is the reason. Suspension from post pending
investigation would be the Urgent Directive in this case. However, the
staff member so suspended may not be deprived of wages and must be given an
apology if found not to be the reason. And no real action may be taken
unless there is an Ethics action recommended by the Board and only if the
person is found guilty in that Ethics action.
In this case there are four steps:
I . Urgent Directive
2. Board of Investigation
3, Ethics Action or no Ethics Action
4, Final Directive either (a) restoring the personnel and stating
the real causes in the form of a separate directive with long range
actions to handle the situation, or (b) appointing a new personnel
and recommending in a separate directive long range actions to
handle the situation.
The steps are four because there are two matters involved: (a) the
personnel and (b) the situation. Even if the personnel was at fault there
must be something else wrong too if a personnel got into a post who didn't
belong there.
L. RON HUBBARD
Founder
LRH:rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
319
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 MARCH 1968
(HCO POLICY LETTER OF 31 OCT013ER 1966 Issue II
Amended and reissued)
Remirneo
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.
320
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 @ 1966, 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED[Note: The reissue expanded the section under "Where to
File".)
321
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1966
Remimeo
ADMINISTRATIVE KNOW-HOW
LEADERSHIP
Leadership is one of the most misunderstood subjects in Man's
dictionary. But it is based almost solely on the ability to give and
enforce orders.
An order or directive is necessary to bring about coordination of
function and activity without which there could be disagreement and
confusion.
In an organisation there is more than one person functioning. Being of
comparable rank and having different purposes (hats) they can come into
conflict and disagreement in the absence of a plan or order or directive.
So, without orders, plans, programmes, one does not have an organisation.
One has a group of individuals. We see in earlier policy letters that a
group composed only of individuals cannot expand and will remain small.
Oddly enough, such a group will also remain unhappy. It will have a low
affinity with the public and each other and if you know the Affinity-
Reality-Communication triangle, you will realise that all three points drop
if one does. Agreement being the basis of Reality, you will find a group of
individuals will disagree with each other and have a low Reality on what
they are doing or what to propose and even what to do.
Most people confuse a "taut ship" with a harshly led ship. Actually
harshness has nothing to do with it. The right word is positiveness.
If a group is led by someone whose programmes and orders are very
positive, then the group has a chance of going into agreement with one
another and so their Affinity improves and so does their Communication and
Reality.
So if one issues no orders, a group will remain a group of individuals,
out of agreement with each other, will do little and will remain small or
at least nonexpanding.
Bill, of equal rank to Joe, cannot give an order to Joe nor vice versa.
Thus no orders exist between them. Occasional agreements do occur but as
their jobs are different, they rather tend to disagree on what is
important.
A person with a senior standing to both Bill and Joe can give the two an
order and this becomes the basis of an agreement.
The order doesn't even have to be liked by Bill and Joe. If they follow
it, they thus "agree" to it and being in agreement on this they get Reality
and Communication on it as well.
Even poorly thought out orders angrily given, if issued and enforced,
are better for a group than no orders at all. But such orders are the low
end of the scale.
Positive, enforced orders, given with no misemotion and toward visible
accomplishment are the need of a group if it is to prosper and expand.
The group is full of "good fellows". This does not give it success.
The group is full of plans. These do not give it success.
What it needs are positive orders leading to a known accomplishment.
Many obstacles can exist to that accomplishment but the group will
function.
We call it "leadership" and other nebulous things, this ability to
handle a group, make it prosper and expand.
All leadership is, in the final analysis, is giving the orders to
implement the programme and seeing that they are followed.
One can build this up higher by obtaining general agreement on the how,
why and what of programmes. But to maintain it there have to be orders and
directives and acceptance or enforcement thereof-else the group will fall
apart, sooner or later.
322
Positive orders and directions on positive programmes inevitably cause
expansion. Being wise or a good fellow or being liked, does not accomplish
the expansion. People in the group may be cheerful-but are they going
anywhere as a group?
So the whole thing boils down to:
Positive directions and their acceptance or enforcement on known
programmes bring about prosperity and expansion.
No or weak orders bring about stagnation and collapse.
The ideal is to have programmes with which the whole group or a majority
agrees fully. Then to forward these with positive orders and obtain
compliance by acceptance or enforcement.
But regardless of the enthusiasm for a programme, it will eventually
fail if there is no person or governing body there to issue and enforce
orders to carry on the programme.
Thus we have the indicators of a very bad executive whose group will
disintegrate and fail no matter how cheerful they are with the executive.
Bad leaders:
I . Issue no or weak orders,
2. Do not obtain or enforce compliance.
Bad leadership isn't "grouchy" or "sadistic" or the many other things
man advertises it to be. It is simply a leadership that gives no or weak
orders and does not enforce compliance.
Good leadership:
1. Works on not unpopular programmes
2. Issues positive orders
and
3. Obtains or enforces compliance.
These facts are as true of a governing body as they are of an
individual.
A typical example of a bad governing body, at the present stage of its
formation at least, is the United Nations. It has great ideas about how
better Man should be perhaps, but
1. It issues a confused babble of orders when it issues any
and
2. It issues orders for which it can obtain little or no
compliance.
Note that it is also insolvent, at war within itself and that it has not
made a dent in its prime programme, the prevention of war.
However these things come about, they are nevertheless true. It is a
very poor governing body and far more likely to vanish than expand.
You can count completely on the fact that an executive or a governing
body that does not adhere to not unpopular programmes, that does not issue
positive orders and does not obtain or enforce compliance will have down
statistics.
And you can be sure that an executive or governing body that formulates
or adheres to not unpopular programmes, that issues positive orders and
that obtains or vigorously enforces compliance will have up statistics.
Wisdom? Popularity? These unfortunately have little or nothing to do
with it.
The way to have up statistics, a prosperous and happy group is far more
simple than complex Man has ever realized.
LRH:jp.rd L. RON HUBBARD
Copyright (D 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
323
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 NOVEMBER 1966
Remimea
ADMIN KNOW-HOW
GOOD vs BAD MANAGEMENT
The difference between good management and poor management can be the
loss or gain of the entire organisation.
Financial Planning is a vital part of management. Good financial
estimations and the ability to figure out without vast accounting the way
things are in an org is an ability which is vital to good management.
The manager, given a few vital facts, who then needs an accountant to
tell him how things are, is of course incompetent.
Management is a high skill. Socialist or worker governments are flat on
their uppers because they do not comprehend the degree of insight required
in a successful manager. When they harass, mess up and sometimes shoot
their managers they promptly begin eras of starvation as in Russia, China
and to some extent under their socialisms, in recent years, England and the
US. The amount of time any manager has to spend in the US or England
battling with government clerks who aren't skilled enough to run a
tricycle, assisted, is easily a third of the manager's time.
The essence of good management is CARING what goes on. The worker-
oriented fellow cares for the worker but not for the organisation. So we
have a final extinction of the worker by the organisation vanishing and no
longer able to employ. The consequence is the widespread depression just
beginning. Real help for the worker is also making sure there will be work
for him to do. When the organisation is gone, there is only misery, the
dole, revolution and sudden death. The "worker-oriented" manager lacks the
insight into the skill necessary to manage. So to him an organisation is
something to be bled. It is a bottomless pit of money. Such a person's
total "skill" is how to get something out of the organisation. But you
can't take out more than comes in. Management is entirely beyond the
ability of such people. They don't know what it is all about. They do not
care what happens to the organisation. Then suddenly the machinery all
stops and everyone starves.
Whole countries go this way when the mess begins.
The basic difference between organisations that run and those that
collapse is simply somebody caring what happens to the organisation itself.
A good manager takes care of the workers. He also takes care of the
organisation. A worker-oriented fellow-union leader, agitator, do-gooder-
cares only for the worker and thus does the worker in. So he is actually a
suppressive. For the whole bang shoot goes to pieces and the end product is
dismal unemployment, depression, malnutrition, starvation. You have to have
lived through such a period to learn dread of it. And that's what caring
nothing for the organisation finally results in.
A worker-oriented person is deficient in pan-determinism. He or she
cannot see that the health of all demands he take into account workers and
the org. Therefore he or she is below the ability to determine both sides
of things and so makes a very poor executive, being lop-sided, given to
"them and us", playing favourites and unable to see two sides of a
question. Such abilities are vital in an executive, so he isn't one.
A worker-oriented person is not nice to individual workers-he or she may
shoot them-but only about collective "workers".
1 Poor source identification goes with lack of pan-determinism so a
person cannot see or solve the real problems around. So such people can't
even operate as executives.
Thus you can know them. The org or country always fails.
So you want to watch this "poor-worker" pitch in an executive. If he
cares only for the worker and nothing for the org, if he is only interested
in what he or the workers can get out of an organisation, then you are
looking at somebody who in the long run will put one and all on the street.
324
You see here and there bared teeth at the org or the idea of the org.
Along with it, if you look, you will find a heavy carelessness about the
org's money and property and also a heavy effort to get something for the
workers. Here you have a full-bodied case. This person won't ever succeed
and should never be an executive. Never. For he'll do the workers in.
A good manager cares what happens, what's spent, what prosperity can
occur, how the work is done, how the place looks, how the staff really
fares. He is dedicated to getting the show on the road and he takes out of
the line-up obstacles to the org's (and staff's) progress.
Caring what goes on and not caring is the basic difference. Caring for
something else while working is the mark of the labourer, not the
executive.
If you have to start an economy drive, look for the people who fight it.
Quietly remove them from executive posts. You have a labourer, steeped
privately in "us-poorworkers" and "get what you can" and "spend the org out
the window".
If you care what happens to the org and the size of the pay check as
well you will be very careful to develop an insight into finance,
efficiency and the state of the org.
If you see bills owed soaring above cash on hand, you will also see
executives who care nothing for the org. They are worker-oriented, anti-org
people and you had better put a thumb down on continuing them as
executives. Along with that unfavourable graph you will also find demands
to borrow money, sell assets to pay bills and a near refusal to promote or
make money.
1 have learned all this the hard way. 1 pass it on for what it is worth.
1 can say these things because no man on Earth could seriously challenge me
for not caring about people or staffs. 1 do care. And the ultimate in
caring is to make sure there is an org there.
So please be alert to these points in conducting Ad Council meetings.
Inevitably the hardest job is financial planning. But in that sphere you
will show up the executives and the labourers. Watch and when you find you
have a worker-oriented person there, realize you don't have an executive.
Get one.
SUMMARY
Bad management is therefore detectable on these points:
1 . The Bills-Cash ratio will be high in bills and low in cash.
2. There is an effort to borrow money rather than earn it.
3. There is a heavy effort to sell assets rather than make money.
4. There is more effort to collect debts, particularly from
seniors, than to make new income.
5. There will be an effort to be supported.
6. There will be low affinity in the org for the org and its
public.
7. There will be protest and flash-back at efforts to get them
solvent.
8. There will be non-compliance with orders of senior management.
The remedy is to:
A. Find the most worker-oriented senior executive and remove him or
her.
B. Find the anti-org executives and staff and remove them.
C. Put in the senior posts those who most care what happens to the
org.
D. Enjoin and conduct careful financial planning and measures.
E. Remove from executive posts those who object to them or don't
comply (that may have been missed in A and B).
F. Resurrect neglected orders and main programmes and get them
complied with.
G. Be exceedingly careful not to appoint people there in the future
who don't care what happens to the org.
It does not much matter how one goes about this. If one wants the org
and its staff to prosper, the above measures must be done and quickly when
the Bills-Cash ratio of an org threatens the continuance of it and the
staff their jobs.
LRH:jp.rd
Copyright @ 1966
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
325
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 NOVEMBER 1966
Rernimeo
ADMIN KNOW-HOW
EXECUTIVE FACILITIES
FACILITY DIFFERENTIAL
When a senior executive has the ability to make money for the
organisation or greatly raise statistics and when this ability has been
demonstrated, that executive should have facilities.
This ability is often discoverable by the absence of the executive from
post for a period or when the executive is pulled off by emergencies. In
such a time the income of the org may sink.
The degree the income shrinks is the 'Tacility differential" of that
executive. It is worth that much to the org in facilities to have the
executive on post. Example: With that executive on duty-income $8000 per
week. With that executive absent-SS000 per week. This is the 'Tacility
differential" of that executive. It is, in this example, 83000 per week.
This means that the org could afford $3000 per week extreme to provide that
executive with facilities for his work to keep him from overload. For it
will lose $3000 a week if this executive is distracted or overloaded. Of
course nobody expects the org to spend S3000. It just shows the extreme
amount it could spend. One cannot afford not to spend some of it for
facilities for this executive. The moment it does spend some of it-
providing this executive does have this influence on income or production-
the differential rises as the org makes more money or as the stat goes up.
This trend can be pushed up and up.
Executives don't deserve secretaries or communicators. They earn them.
If an executive has no "facility differential" he should not have special
personal help.
The "facility differential" can also be judged from other statistics but
income is the primary one.
For instance we have just found my "facility differential" for Saint
Hill Org only. It is, based on losses during a six months absence and gains
for the last part of the year, �244,000 per annum for just this year. Thus
the org could afford to spend �244,000 per annum to furnish me management
facilities.
In this case the computation is made by the org's increased indebtedness
for the first six months plus the lack of reserves set back and the rate of
dismissal of debt in the last six months plus the reserves set aside. The
increasing debt and reserve absence for six months is added to the debt
reduction and reserve presence for the last six months, giving the total.
Income and other personnel remained similar all through the year but began
to fail and was picked up by me at the half year.
The value is actual cash wasted in my absence and a beginning failure
set up by bad tech and the recovery in terms of cash retained and income
upsurge.
Naturally, this is a very high sum at this time (though quite
accurate).
The org however cannot afford not to give me every facility required to
keep me on its lines.
These total only a few thousand a year for extra personnel and admin
facilities, not anywhere near �244,000. Thus, if the org (SH only)
permitted me to move off its lines and failed to provide me facilities, it
would lose on the current balance sheet, �244,000 per annum in actual cash
and would in fact go broke. It can't stand that much loss. So, the answer,
nothing to do with my wishes, is that SH must provide me facilities for its
own sake. Pay has nothing to do with it as 1 don't get paid. But SH staff
pay would cease entirely as they would have no jobs.
An org is very lucky to have a few persons who can make money for it,
fortunate to have one and in a mess if it has none.
326
Post title may mean nothing. A Registrar who, on post, brings in $5000 a
week and off post the org gets only $2000 a week is obviously such a
person. The facility differential is S3000 a week!
A Treasury Sec who on post has a cash bills ratio equal but off post the
org, through lack of his Financial Planning, gets a gap of S20,000 for the
three months he is off means a facility differential of $80,000 a year for
that Treas Sec.
The usual reward is promotion but the org often loses income by
promoting a good Reg to a poor Dissem See.
The answer is to give the person facilities as there is a "facility
differential". This may include more pay on post but must include more
facilities, beyond that of other staff members.
Just doing a normal job on post is maintaining income. It takes quite an
executive to raise it markedly beyond normal expansion.
Mary Sue, by actual data of times past, is worth to an org or any single
executive post about 50% of its regular gross income. The fall and rise of
about half the income has been demonstrated in several orgs over many
years. Had she also been subtracted from the SH Org, the facility
differential added to my subtractions would have put it out of existence
before the year was out.
It would be very foolish not to give her facilities. Yet she has never
been known to ask for any and facilities have had to be initiated for her
when they occurred. Thus top executives themselves have to notice this and
demand facilities for the person. If they do not the person at the very
least will go off post or their services [will be] lost because of
overwork.
So one doesn't have a Communicator because one is an Exec Sec or senior
exective. One has one if he or she has a "facility differential" beyond
normal expectancy.
And that tells one who has Communicators in an org. And who has the
facilities.
And it says who must be given Communicators and facilities and who
shouldn't have them.
Granted it is sometimes hard to determine this "facility differential"
in a staff member. But long experience will establish it.
FACILITIES
Facilities normally include:
(a) Those that unburden lines
(b) Those that speed lines
(c) Those that gather data
(d) Those that compile
(c) Those that buy leisure
(f) Those that defend
(g) Those that extend longevity on the job.
One can think of many things that do each of these.
The bare minimum is accomplished by giving the executive a Communicator.
The Communicator more or less covers all the categories above. Then, as
the facility differential rises the Communicator sheds hats by providing
other people to take over these functions as outlined above.
ANALYSIS
The org board pattern (names of divisions, departments and their code
words as per any of our org boards) is an analysis system which can be
applied to any person or job. He is light or heavy on one or more of these
and the pattern gives him or her a clue as to what is wrong.
327
Write them down for yourself and you will see. Which ones don't exist in
your actions, which are in emergency, which are normal and which are high?
This is an ultimate analysis of the state of one's post. Or of one's
life for that matter. One can progress simply by doing this now and then.
These also comprise a total pattern of facilities.
However one needn't go so far to help an executive with a facility
differential at first. Later such an analysis is absolutely necessary to
keep facilities in balance.
At first one only need give the person a better desk in better space and
a better phone and more ball-points.
But a real facility differential amounting to 25% or more of the org's
income (on or off job difference, proven) demands not only these but also a
Communicator.
WHAT IS A COMMUNICATOR?
A Communicator is one who keeps the lines (body, despatch, letter,
intercomm, phone) moving or controlled for the executive.
The Communicator, when not helped by others, really assumes all of (a)
to (g) above and does nothing else for anyone else.
PRIMARY COMMUNICATOR DUTIES
The primary actions of a Communicator concern despatch lines and are as
follows:
1 . Receives all written comm for the executive of all kinds with no by-
pass.
2. Identifies and returns to sender all Dev-T. The executive never
sees it. Notes the senders in a book. Attaches the appropriate Dev-T
Pol Ltr to each returned despatch. Monthly reports the names of
offenders and the number of times to the executive. (For these
people are ruining other staff members too.)
3. Puts all directives, Pol Ltrs, HCO Bs and Ethics Orders and any
statistics in a folder so marked each day.
4. Puts the org despatches in a folder so marked each day. (If
several org areas or Divisions are being handled, puts the
despatches in folders by areas or Divisions.)
5. Puts the personal despatches in a folder so marked each day.
6. Deletes from the lines anything that may be routinely answered
by letter and answers it and puts the originals and typed answers
for signature in a folder so marked each day.
7. Presents the folders named in 3 to 5 inclusive in the
executive's In basket at the beginning of the executive's work day
(and holds all the rest that come in after until the next day).
8. Puts the Signature Folder as per above in the In basket at the
latest moment of the day sufficient to get them signed for the
evening mail.
9. Lays cables and telegrams in the centre of the blotter on the
executive's desk.
10. Comes in for cable answers when called.
11. Picks up and files properly for the executive all Pol Ltrs,
Directives, in the executive's own file.
12. Keeps the executive's own files for the executive's use.
13. Keeps excess paper, magazines, books picked up and filed.
14. Leaves alone things the executive is working on but files them
if not being worked on after a while.
15. Oversees cleanliness and arrangement of desk and office.
16. Oversees ampleness of pertinent supplies, paper, pens, stapler,
clips, etc.
17. Doesn't take up the executive's time with chit-chat or verbal
reports or rumours.
328
18. Handles by-hand rushes for the executive in and out.
19. Blocks all body traffic until its business is established, then
routes it properly. (Except where body traffic is the executive's
business on post, in which case the Communicator smoothes and regulates
it.)
20. Handles phone traffic and keeps it very low, lists abusers as Dev-T.
21. Takes down names of staff body traffic that is not a routine part of
the line and reports it with the monthly Dev-T report.
22. Takes the entheta off the lines but not items which if not handled
will endanger the org.
23. Notes staff who hand the executive problems but do no compliance with
solutions ordered, and recommends Ethics action.
24. Finds out bits of data when instructed to do so by the executive.
25. Keeps alert to malfunctions of lines and reports them for handling to
appropriate persons.
26. Does not take up time of other staff or executives by unnecessary
visits and does not prolong such visits beyond a crisp minimum
transaction.
27. Blocks all lines if the executive engrossed in a project.
28. Keeps own desk and materials neat.
29. Demands a Communicator's secretary if differential great enough and
lines are jamming.
30. Demands other facilities as per (a) to (g) above if the facility
differential is great enough and there is overload.
COMMUNICATOR'S TITLE
A Communicator's title is always his or her executive's followed by " 's
Communicator". To that, when there are more than one, may be added "for
......
being a function or Division.
COMMUNICATOR'S PURPOSE
The Communicator is to help the executive free his or her time for
essential income earning actions, rest or recreation, and to prolong the
term of appointment of the executive by safeguarding against overload.
COMMUNICATOR EXEC ACTIONS
The Communicator has his own executive actions. These come under the
Admin Know-How HCO Pol Ltrs of contemporary date.
If a Communicator can get these and Dev-T Policies grooved in for the
executive the Communicator is invaluable.
A Communicator should know the Dev-T and Admin Know-How Policies star-
rated.
It should be no surprise to an executive to receive from his or her
Communicator a notice that the executive is violating Admin Know-How or Dev-
T policy. "May I call to your attention that you are wearing the Dir
Clearing hat and have been for two weeks," or "You should request from A.C.
appointment of a Board after your 10 July Urgent Directive."
COMPLIANCE
Policing Compliance for a Senior Executive is a vital function of a
Communicator.
When an Executive issues orders and they are not complied with then, as
this builds up, that executive will suddenly behold a shock situation
squarely on his plate.
Non-compliance lets entheta situations backfire right up to the
executive. The degree of non-compliance regulates the number of screaming
emergency messes the executive will have to handle.
The Communicator then keeps an LRH Comm type log and notes in it the
orders
329
or directives issued and notes as well compliance (using Dept I & R and
time machine). At length the Communicator will have a non-compliance list.
This usually involves only a few persons or outside firms.
The Communicator should inform the executive of this by presenting
orders ready to sign nominating Ethics Hearings or Executive Ethics
Hearings (or dismissal of outside firm) on certain persons who consistently
non-comply.
If the executive has a junior post and a Communicator, then for non-
compliance one substitutes "job endangerment" actions which harass the
executive and must be filed and remedied before the executive's statistic
is shattered.
Only in that way can a Communicator defend his or her executive from
being hit by sudden shocks. Non-compliance (or job endangerment) lets the
barriers down on the whole incoming line to a nasty situation which will
then, unhandled, flit the executive with no time lapse left. So he has to
handle a deteriorated situation in a screaming rush. He probably handled it
months before but non-compliance let it worsen. And job endangerment, let
it build up, has the same effect on a junior executive. The amount of bad
news an executive gets in is in direct proportion to the failure of
compliance (or job endangerment) and the Communicator's failure to spot it
at the time. The shorter the time one has to handle a bad mess, the harder
and more shocking it is.
This is the sole reason a competent executive grows tired, wants to
quit, leaves his job.
It is basically Communicator failure to warn him of non-compliance (or
job endangerment) early, so that he can get people who will comply (or get
those who endanger him off his back with their ineffectiveness or
suppression). Or who will do their jobs and not leave them to the executive
or let the executive suffer from their deeds or lack of them.
The fashion of a "private secretary" for every title is of course
nonsense. As not every title by far is an income producer or statistic
raiser.
Giving facilities to titles instead of high statistics denies the real
producer what he needs by soaking up available help into corners that
cannot benefit the org with it.
A normal action of a post is the usual covered (not uncovered) post
which if replaced changes nothing. A real facility differential is a large
change.
Thus if you give facilities to those who have no more than normal
(covered post) facility differential and those who have a marked facility
differential are given no help, you will eventually wipe out by overwork
those who have the facility differential and the org will collapse.
It is not flashy new ideas so much that raise income but efficient
standard actions.
New ideas are fine, when all the old programmes are also working.
An executive who is brilliantly successful is one who can get all the
formal, standard functions going and then add the garnish of bright new
angles that augment the proven track.
Facilities give a valuable executive "think time" and "consider time"
and a fresh alert attitude toward what is going on.
If you want to raise your income as an org, then:
(a) Get all standard actions functioning and staff working and
(b) Spot those with "facility differential" and give them facilities.
(c) Don't falsify any "facility differential" for sake of face or
status.
(d) Make sure that facilities granted know their business or work.
LRH:jp.rd L. RON HUBBARD
Copyright @ 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
330
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 NOVEMBER 1966
Remimeo
ADMIN KNOW-HOW
INTERVENTION
The Urgent Directive System (see HCO Policy Letter of 31 October 1966,
"Administrative Know-How Il") is the one most commonly used, when they have
to intervene, by senior execuitves such as the following:
Founder
Guardian
A Senior Ad Council
Asst Guardian
Exec See
LRH Comm
The routine in this case is more or less as follows:
1. The senior on discovery of a bad situation or non-compliance issues
an Urgent Directive. (If more than one is issued at the same time by
different seniors the list above is the precedence list of what order to
follow.)
2. The senior directs investigation. Senior Ad Council usually appoints
a Board of Investigation, sometimes directly orders a Comm Ev. The Founder
might only require an ED from his LRH Comm in that area. The Guardian might
require only an ED from an Asst Guardian. An Exec See might require only an
ED from his or her Communicator if he or she has one. Or any on the list
may order a Board.
3. The ordering senior, on receipt of the requested directive in draft
form, then returns it to the Ad Council of the org or orgs to which it will
apply. Until the Ad Council acts or some directive to handle the situation
is passed, the original most senior Urgent Directive remains in force.
The above would be the most common admin action, most calculated to
bring things right in the long run.
It is important that until some form of ED is formally passed by the Ad
Council of the org or orgs concerned, the Urgent Directive must be followed
by those to whom it is addressed.
This keeps arbitraries from entering into Admin.
Nothing of course prevents a senior executive as listed above from
simply issuing straight orders with no follow through of an ED. In such
case, the directive is not called an Urgent Directive but is simply an
order in ED form.
DIRECT ORDER
Example: The Guardian discovers that a high unreasonable rental compared
to income is being contemplated. By any means or ED she forbids it and
demands other quarters be looked for quickly. This requires no follow
through beyond the Guardian making sure other quarters ARE found and the
order is complied with.
331
URGENT DIRECTIVE
Example: The Founder finds a long string of people are being labelled
suppressive because they won't separate from Joe Blow. He writes an Urgent
Directive to stop labelling people this way and convenes a Board on the
whole subject in that org, gets their findings in the form -of an ED, sends
it to that Ad Council. They pass it after some, none or many changes.
The Urgent Order ceases to be in force at that moment. He could also
have simply issued a direct order.
Example: An HCO Exec See finds Central Files is not increasing. She
issues an Urgent Directive to round up all CF names lying around the org.
Then investigates personally, writes an ED and puts it before the Ad
Council. They work on it, modify it or expand it and pass it. The Urgent
Directive ceases to be valid. Remember, she could as easily simply have
issued a direct order as above. It could even have been in Executive
Directive form.
Example: An impending law suit is heard of by the Guardian, the Senior
Ad Council and the local Ad Council where it will occur. The Guardian and
Senior Ad Council both issue Urgent Directives and the local Ad Council
passes a directive on it. The Guardian's Urgent Directive wipes out the
orders junior to it and it is followed. On the Guardian getting an ED from
the Assistant Guardian of that org, the Guardian sends the ED before that
org's Ad Council for passage or change. The Guardian's Urgent Directive is
superseded by the Ad Council's directive based on it. But remember, the
Guardian can Comm Ev the lot if the situation is not finally handled,
regardless of the Ad Council directive having been passed, if things goofed
up.
PETITION
A direct order or a straight directive ran be petitioned against after
compliance. The Ad Council simply passes a petition and gives any data
required or an ED to substitute.
It is usually wise to give a better remedy in the form of an ED and get
that ED conditionally passed with the approval of the original issuer of
the direct order or straight directive.
THEORY
Those who do the work sometimes know best and those nearest the scene
are sometimes better armed with data.
A senior executive sometimes has to act without all the data and a wise
senior often so acts when the situation is bad.
But the senior is only trying to remedy the situation in the final
analysis. After his ordered fast action is taken he is ordinarily quite
happy to have help improving the remedy,
DIRECT SUBMISSION
An Urgent Directive or direct order may also be handled as follows by a
senior.
I . Issue it.
2. Send it to the Ad Council of the org to which it applies with
the note: "After you've done this, pass a directive to handle this
sort of thing."
DEMANDED DIRECTIVE
A senior can simply demand an Ad Council pass a directive to remedy a
situation
332
and let them sort it out. This is only done when one has almost no data.
In this case the Ad Council passes one, puts it in force and sends a
copy to the senior via channels stating, "Compliance herewith".
LABELLING DIRECTIVES
When an Executive Directive is passed by an Ad Council, if it wipes out
an Urgent Directive or a Direct Submission or a Demanded Directive, the
resulting ED must bear the fact under its title: Executive Directive after
Board of Investigation -"Cancels Urgent Directive PE 96 Get Income Up"; or
Direct Submission After Urgent Directive-"As Requested by HCO Exec See W/US
to augment her Direct Order Get Income Up"; or By Demand for a directive-
"As Demanded by Ad Council WW in their cable 239 WW Pass a Directive
Increasing Income".
DANGERFORMULA
The Danger Formula applies when such orders by-pass those responsible,
meaning at least an Ethics Investigation must occur to find who was asleep
if any.
However, the Founder or Guardian can issue an Urgent Directive or Direct
Order to any org and order the Ad Council of any org, as they are in fact
seniors of that immediate org, without having to take Ethics action on the
Ad Council WW or the Senior Ad Council to that org. However in such cases
Ad Council WW and the senior Ad Council are informed.
If, however, the Founder or Guardian have to do too much too often they
step back upstairs and investigate the senior Ad Councils. This has been
the usual practice.
The Founder usually uses his LRH Comm and the Guardian her Assistant
Guardian or the LRH Comm in that area to effect orders, get data and submit
to Ad Council.
A Senior Ad Council uses its area representative in its own group or the
LRH Comm in the junior Ad Council to do the same thing.
In practice one issues Urgent Directives when the situation is rough and
simply demands a directive when things look like they will get rough.
Intervention by seniors is hard for juniors to cope with. The best
defense is don't develop bad situations that then require intervention and
keep all stats up and the org expanding.
L. RON HUBBARD
Founder
LRH:jp.rd
Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
(Note: The paragraph under "Labelling Directives" which contained a
typographical error in the original issue, has been corrected per HCO P/L
21 December 1966, Correction to HCO Policy Letter of 17November 1966,
"Admin Know-How, Intervention".]
333
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 DECEMBER 1966
Remimeo
ADMIN KNOW-HOW
EXPANSION
THEORY OF POLICY
It is not very hard to grasp the basic principle underlying all policy
letters and organisation.
It is an empirical (observed and proven by observation) fact that
nothing remains exactly the same forever. This condition is foreign to this
universe. Things grow or they lessen. They cannot apparently maintain the
same equilibrium or stability.
Thus things either expand or they contract. They do not remain level in
this universe. Further when something seeks to remain level and unchanged
it contracts.
Thus we have three actions and only three. First is expansion, second is
the effort to remain level or unchanged and third is contraction or
lessening.
As nothing in this universe can remain exactly the same, then the second
action (level) above will become the third action (lessen) if undisturbed
or not acted on by an outside force. Thus actions two and three above
(level and lessen) are similar in potential and both will lessen.
This leaves expansion as the only positive action which tends to
guarantee survival.
The point of assumption in all policy letters is that we intend to
survive and intend so on all dynamics.
To survive, then, one must expand as the only safe condition of
operation.
If one remains level one tends to contract. If one contracts one's
chances of survival diminish.
Therefore there is only one chance left and that, for an organisation,
is expansion.
PRODUCT
To expand any company needs a demanded product and will and skill to
produce and deliver it. It can be a service or an item.
If a company has a demanded product and will and skill to produce and
deliver it, it must organise to expand. If it does it will survive. If it
organises to stay level or seeks to grow smaller it will perish.
This is easily observed in nations. Whenever one seeks to remain the
same or to lessen itself it usually perishes. It need not seek only to
expand its borders. It can also expand its influence and service. Indeed,
the effort to expand borders in a nation without increasing a demand for
its influence and products is a primary cause of war. If a nation expanded
the demand for its influence and products it would expand without war. When
a nation seeks to merely expand by force of arms and does not expand the
demand for its products one gets a dark age or at least a social
catastrophe.
Rome, early on, was in great demand for its social technology and
manufacturing skill and only a cruel streak in her made her wage war to
expand. Britain, for instance, was ready to welcome Roman baskets and
pottery and art and had been demanding them for nearly a century when
Caesar's vicious ambitions actually wrecked the smooth progress of Rome by
enforced expansion by arms in excess of the demand for Roman products. This
was one Roman product nobody wanted-Caesar and his legions.
Psychiatry's product of further insanity was not in demand by the people
but by the state which sought to crush people or at least hold them down.
So psychiatry expanded by government regulation not by popular demand and
so at this writing stands in danger of complete extinction, for its
influence depends utterly on "expanding" into the legislatures and
government treasuries and no expansion whatever of any demand from the
public and no product except slaughter.
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The Roman Catholic Church once had a healing product, by actual
treatment and by relics and miracles and was in great demand by the public
and eventually even the barbarians. But she began to fight progress in
science and knowledge and her product turned into exported ignorance backed
by autos-da-f6 (burning heretics) and thus ceased to expand and today is
rapidly shrinking.
Buddhism, earlier than that, expanded continuously as it never sought
new extension of territory other than that of learning. Buddhism failed in
India alone because its monks became licentious, ceased to deliver true
teachings and were swept up, most likely, in India alone, by the Muslim
conquest of that unhappy country sometime around the seventh century.
Britain of the 20th Century actively sought to contract her empire and
did so to the tune of internal economic catastrophe.
SINGLE PRINCIPLE
Thus it should be obvious that contraction leads to death and expansion
to life providing that one maintains a demand for itself and the will and
skill to produce and deliver a product.
If as ours is, the product is very beneficial and if we continue to
produce and deliver the demand is assured. In this we are fortunate. And we
are also fortunate that try as they will no squirrel is ever able to
duplicate our product since one variation (that of changed brand) leads to
others and they promptly have neither product nor demand-that observation
is itself empirical. No squirrel has lasted more than 2 or 3 years in the
past sixteen years. And there have been many. That they squirrel shows
enough bad faith to drive away the public the moment the public hears of
the original.
Thus, providing we maintain the will and skill to produce and deliver we
can expand and proper expansion that will continue is possible.
All our policy then is built on EXPANSION.
It assumes we wish to survive.
And it stresses the production and delivery of a straight non-squirrel
product.
It is calculated to ensure a continued and widening demand by ensuring
that product remains good and beneficial.
The technology itself is complete but it expands also by experience of
admi-nistration of it and simplifying its presentation.
But to alter the basics of the technology will stop expansion because
it is what we
are producing, not what we are building. I
We are building a better universe. It has not been a good universe to
live in so far but it can be.
Our punitive force is our Ethics system and it exists to ensure the
quality of the product and to prevent the blunting of demand for the
product.
INTERPRETATION OF POLICY
The organisation then has all its policy rigged to expand.
It takes many things to ensure expansion.
Thus when you are interpreting policy it should be interpreted only
against EXPANSION as the single factor governing it.
This can serve to clarify questions about policy. The correct
interpretation always leads to expansion, not holding a level or
contraction.
For example, policy bars the entrance of the healing field. This is
solely because there is too much trouble with the occupiers of that field
and only outright war (with no demand) could solve them. This seems to be a
brake on expansion. It is only a brake on expanding by war in the absence
of demand. Therefore the right way to expand is to gradually build up
general public demand, let experience by the public see that we heal and
when the demand is there and howling for us, reinterpret the policy or
abolish it as a brake to expansion. As one can only expand by external
demand for the product, if one seeks to expand in the absence of a specific
demand.for the product, one has war and war doesn't lead to expansion any
more than burning heretics and other brutalities expanded the Catholic
movement.
So one interprets policy against Proper Expansion that is proper.
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CORRECT EXPANSION
Expansion which when expanded can hold its territory without effort is
proper and correct expansion.
Hitler (like Caesar) did not "consolidate his conquered territory". It
was not possible to do so, not because he did not have troops but because
he didn't have a real demand for German technology and social philosophy
before conquering. Thus Hitler lost his war and fascist Germany died. It is
almost impossible to consolidate territory where one was not invited in in
the first place and force had to be used in order to expand.
One can remove a real suppressive by force to ensure demand will then
build, providing he does not seek to force the product on the suppressive
and all those around the suppressive.
The suppressive, as an individual, can be removed by force because he is
an anti-demand factor using falsehood and lies to prevent demand from
occurring. But one, in removing the suppressive, has to be sure one's own
product and delivery are still correct and straight and in no way
suppressive of anything but suppressives.
Further one must leave at least a crack in the door and never close it
with a crash on anyone because a demand still may develop there.
The only way to start a full scale revolution is totally and thoroughly
slam the door. One must always leave a crack open. The suppressive can
recant and apologise. The pauper can by certain actions, no matter how
improbable, secure service. Etc.
In short, use force only to shut down false anti-demand factors. Yet
leave the door at least a crack open in case demand without duress
develops. Never finally shut off a possible demand.
You can stimulate demand. You can create it. But you may only
comfortably and properly expand into demand.
Removal of a suppressive only brings a potential appearance of demand
from the area he dominated. That potential, by some means, the best of
which are good dissemination and service examples, must become demand
before one can truly occupy territory.
Thus areas taken purely by force of arms can never be hold by force of
arms in the absence of demand for product and thus demand by the area for
occupation and consolidation.
As we have a product that frees in an ultimate sense and de-aberrates
there is of course an end to the game. But it is so far ahead, embracing a
whole universe, that it requires minimal consideration.
Expansion requires area to expand into. And we are in no danger of
running out of that.
If we were dependent as nations often think they are on boundary
expansion on one planet, or into one planet's populations as companies
think they are, we would have brakes on expansions due to territorial or
population limitations alone. But we are not likely to encounter such
barriers for a period of time so long we can consider our expansion
potential as infinite-and are the only organisation that honestly can so
consider. We are not conquering land in the government sense anyway.
OVER-EXPANSION
All factors, then, in policy are rigged for expansion.
And this brings about a possibility one can be asked about, that of
overexpansion.
One can "over-expand" by acquiring too much territory too fast without
knowing how to handle it. One can conquer new territory as fast as one
wants IF he knows how to handle the situation.
There are several ways one can "over-expand". They all boil down to
overextended administration lines in a single administrative unit.
In this one must know the principle on which the org board was
originally conceived. It is that of Thetan-Mind-Body-Product.
If there is a thetan, a mind (organisation potential not a harmful mass)
can be set up, a mind which will organise a body which will produce a
product.
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If any one of these elements (Thetan-Mind-Body-Product) are missing then
an organisation will fall.
Man is so aberrated all mental actions seem to him to be reactive mind
actions. But there has to be in organisations a data and problem-solution
coordination unit in order to set up a body. (A thetan can do this without
a lot of mass, having his memory and perception and intelligence.) We have
then an Advisory Council to coordinate acquired data, recognise and resolve
problems. Above it there has to be a thetan somewhat detached from it. This
may be a higher mind (Ad Council) operating as a director to the lower Ad
Council.
The mind must operate to form a body. This body is the Mest (Matter
Energy Space and Time) and staff of the organisation.
This body must produce a product. This in the HGC, for instance, is
resolved cases.
Any smaller part of the whole organisation is also a Thetan-Mind-Body-
Product. Often the executive is both thetan and mind but as soon as traffic
gets too heavy, he must form a separate mind such as an administrative
committee or a personal staff to compose the mind. In such a smaller unit
than the whole org, there is yet a body (the staff and Mest of the unit).
And there must be a specific product. The product sometimes is absent and
sometimes incorrectly assigned but if so the unit won't function.
Over-expansion occurs only when one tries to handle the larger volume
with the same Thetan-Mind-Body-Product numbers one had before.
This tells you why single practitioners can't expand their practices
without overwork.
It also tells you why some executives are upset at the idea of expansion
as they (lacking organisational insight) see it solely as overwork. They
don't see that when you expand volume and traffic you must expand the
organisation.
There is a wrong way and a right way to expand an organisation.
The wrong way is to add staff and facilities endlessly (like governments
tend to do) without adding to the organisation itself.
If you had huge affluences occurring steadily you would soon go into
collapse if you did not expand also by organisational units or branches.
In taking over a new field or area of operation, for instance, one errs
when he adds that traffic to the basic organisation's traffic.
In the presence of huge escalating affluences one must analyse what is
causing them and reinforce them. BUT one must also see what new KIND of
traffic is being added.
If one finds a new KIND of traffic then one sets up a sub-organisation
unit to handle it which is complete in itself.
If we are now getting "business men" in quantity we set up, under the
control of the original organisation:
1. a thetan to supervise it
2. a mind to coordinate it
3. a body to handle it, and
4. a new product called "released/cleared business men".
If we then were to find the new unit, struggling to form itself into 7
divisions on its own by now, gets a lot of demand and statistics on an Org
Exec Course, it must cease to gratuitously coach it and set up its
"Business Academy" teaching the Org Exec Course as Dept 10, appointing a
thetan, mind, body and achieving a product "trained business men" and see
that units to support it occur in other divisions and an Ethics unit to
prevent blunting of demand and re-aberration. This can even go backwards.
One sets up in Dissem a unit called "Business Course Project Promotion
Section" and stimulates the demand and then when it is there puts in its
Department 10.
Soon all seven divisions have extra units to care for this new action,
each unit with a Thetan-Mind-Body-Product. The products are different but
they all add up to "trained business men", whether they are creating
demand, financing or servicing.
So over-expansion is only under-organisation in the main.
One can of course "over-expand" by attempted servicing in the absence
of demand
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causing thus losses in finance. In such a case only concentrate on creating
new demand not on servicing old demands. This by the way is the most common
error in organisations of ours. They shrink because they are not creating
new demand and concentrate only on creating demand in those already
demanding (which is lazy-easy).
New demand is expensive to develop. Thus you often see finance units
frowning on "new demand" expenses and cutting down magazines in number of
issue, not buying new mail lists, etc.
To start a new sub-organisation, one sets up on the basis of potential
demand, sets up Ethics to prevent demand-blunting or bad internal service
or performance, works on increasing the demand, introduces service, sets up
external Ethics to prevent blunted demand, increases the demand by
dissemination to new and old areas of demand, increases service, ensures
product, increases the organisation (not just staffi, increases demand in
new and old areas, stiffens up Ethics, improves service facilities, etc,
etc.
It's continuous expansion of volume, continuous expansion of
organisation, continuous expansion of demand. Where one lags behind the
others one gets trouble.
It is almost impossible to run a non-expanding organisation with ease.
One gets into financial crises, staff troubles and overwork. Decay has set
in. And fighting it is sure to overwork an executive. The easiest course is
to expand. Then one has the help.
Summary: In understanding policy one must understand its key and that is
expansion.
Only a Scientology organisation has an unlimited horizon. But any
organisation must expand to survive.
The only ways you can "over-expand" are to fail to expand with new
demand and keep pace with it evenly with organisational expansion as well
as numbers.
It is easier to expand than to "remain level".
Organisations and units which do not expand cannot stay level and so
contract.
Org executives and personnel are overworked only when they cannot afford
to expand and thus cannot get the help they need to do the work, quite in
addition to there being more problems made by contraction than by
expansion.
Scientology organisations are designed for expansion.
Expansion requires an expansion of all factors involved and when
something expands out of pace with the rest which is not expanding at the
same rate, trouble is caused.
Uniform expansion of demand, Ethics and service into new fields and
areas as well as old areas of operation is needful to trouble-free
activities.
Each member and unit of an organisation has a product which is
different, contributes to the whole product of an organisation.
The ultimate product of Scientology is a universe that is decent and
happy to live in, not degenerated and made miserable by suppressives as it
has been. This is accomplished by the de-aberration of individuals and the
prevention of blunted demand and re-aberration by suppressives and this is
the method of expansion.
If in these early days of Scientology we have any troubles they occurred
by an earlier imbalance of expansion.
Demand was created without handling suppressives which unequal expansion
gave us a backlog of unhandled ethics in the society. All we need do is
catch up our backlog in those organisational functions which were not
expanded when they should have been and all will go smoothly.
Any time you do not expand uniformly with all functions you get an
appearance of over-expansion by some functions. The best answer is not to
cancel the expanded functions which over-reached but to catch them up by
expanding the ones one neglected in support. You will have trouble wherever
you cut back an expansion as that is contraction. The answer, within
reason, is to advance all else to catch up to the expanded portion while
still, more calmly, expanding it.
LRH:jp.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 DECEMBER 1966
Gen Non
Remirnec,
Execs SH
Org Exec ADMIN KNOW-HOW
Course
HOW TO PROGRAMME AN ORG
SAINT HILL PROGRAMMES
In past years we have had many problems resulting in programmes as
follows:
The sequence of major programmes at Saint Hill:
To provide a home for LRH and family in Commonwealth area so
Commonwealth area could be organised and made self-supporting.
To provide admin facilities for LRH in Commonwealth area.
To make Commonwealth area self-supporting regardless of US funds or
customers. (Not yet resolved.)
To train technical and admin staffs for Commonwealth orgs.
To make Commonwealth outer orgs run on their income without their using
all the bills sums owed SH or Ron as part of their operating funds.
To find financial support for SH activities resulting in the SHSBC which
also accomplished the next above.
To handle Commonwealth activities and organisations and also handle US
activities. (Solved by Telex and OIC and later the Exec Div WW.)
To establish SH general broad promotion. (Solved by The Auditor.)
To provide facilities for administering critical high level Tech such as
Power Processes. (Solved by SH HGC.)
To organise SH so it could be administered (made needful by '63-'64
collapse of multiple corporative set-up). (Solved by 7 Div System completed
by end of 1965.)
To refine the Qual Div to prevent all "failed cases", train staff and
improve Tech.
To get Reports of Tax, etc. off continual crash programmes. (Solved by
Treasurer but incomplete of any guarantee of chartered accountant
compliance.)
To get field auditors to cooperate and stop conflicts with orgs (FSM
programme).
To refine the Tech Div. (Finished about August 1966.)
To get in smooth operation on Ethics system.
To operate the Clearing Course and to assembly line Clears. (Still under
refinement but more or less complete.)
To establish and operate OT Course. (Just now under development.)
To beat back continuous attacks by suppressives in the 3rd and 4th
dynamics. (Solved by establishing Intelligence Branch.)
To train up staffs at SH and in outer orgs by Staff Status and Org Exec
Course.
To improve the Cash-Bills ratios of orgs.
To safeguard income once earned by better financial planning.
To reform Ad Councils into representative bodies (now complete with the
formation of an Executive Council).
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f
To assemble all Scn materials. (Flopped by reason of non-compliance but
lately re-instituted.)
Dictionary Project to prevent misunderstood words. (In sporadic and
jerky action to this day.)
To handle legal situations which built up by non-compliance by attorneys
internal and external in org. (Under solution by forming Guardian Legal
Branch.)
To improve and maintain affluences. (Just begun.)
To help Scientology dissemination and attack more broadly to prevent
such quantities of legal defense. (OT Activities programme just begun.)
To safeguard, continue and expand all Scientology orgs. (Worked on a
bit, not really concentrated on except for Cash-Bills and Staff Status.)
General improvement of finances. (OT Activities.)
Buildings for Scn orgs. (OT Activities.)
To establish better audio-visio educational facilities. (Barely begun.)
These have been and are the major programme steps which have been
implemented or are under development at Saint Hill since 1959 and forward
to the end of 1966.
Some of the years covered acquired names such as:
1965 - The Year of Organisation. 1966 - The Year of the Clears. 1967 -
will probably be the Year of the O.T.'s.
It will be noted that each of these programmes solved a self-evident
problem.
It must be realized then that these problems did exist.
If the problems exist again, remember there was already a solution
programme and usually it has only been dropped and the problem reappeared
because it had been dropped. The proper directive action is to re-implement
and improve the solution which is to say in the case of SH, the carTying
out of the successful programmes 40ted above.
Ad Councils are always advancing new programmes and often it is only an
old programme dropped out that needs re-instituting, not a new solution.
Certainly an old problem has cropped up again.
There have been other programmes of course. Many solutions to old
problems and of major importance, are found in Policy Letters. Some
programmes although necessary have never been successfully implemented.
There was the motion picture programme but it is dogged by technical bugs
and became part of the Audio-Visic, programme now being attempted. There
has been the re-write of all books programme but I've been too overworked
to attempt it.
Other future, self-evident programmes will come into being. They will
only fail if earlier programmes, dropped out or not given reorganisation
when needed, bring old problems into view by exposing them. All the
problems underlying the programme solutions above still potentially exist,
held in abeyance only by the programmes.
The best way to form programmes is to isolate actual problems at any
level of operation and solve them either by removing elements that make
them or by instituting a programme. Sensible planning tends toward both
actions.
An unsuccessful programme usually will be found to be solving the wrong
problem or is itself an improper solution to an actual problem.
If you want to establish the validity of a new programme offered by
someone, ask him what problem it is seeking to solve. You can then see if
you already have a solution to the problem, but most often you will see
that no clarified idea of the problem existed and so the solution is poor
or inadequate.
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The common problem of an org is not the development of programmes but
failure to execute existing ones.
Another difficulty with orgs is that they often alter the existing
programme so that it no longer resolves the problem the programme was set
up to handle. A current example is magazines. Magazines exist to solve the
problem of public unawareness of an org. An org has no space unless it is
sending out anchor points to make it. And it is in non-existence for its
Scientology public unless it mails magazines regularly. Magazines do not
develop much new public-that is another, largely unsolved, problem.
Magazines exist to continue the awareness of the existing Scientology
public. Now as these people are already aware of Scientology, the awareness
one is trying to develop is that of the org and its services. Recently
Continental magazines began to issue only Scibittology data. The ads making
the Scientology public aware of the org were toned down and omitted and the
Cash-Bills ratio worsened in orgs. The orgs started toward non-existence.
Significantly the trend was begun by a someone who did not like orgs but
was in favour of Scientology. Issue Authority erred in not looking at old
magazines and comparing them to the current layout. There was a vast
difference. No ads in current ones. The programme had been altered.
Artists are taught to be "original" and to alter. Yet successful artists
painted the same picture their whole lives under different names. These
just seemed new.
To change, alter or drop a programme one must know what the programme
was there to solve. Just change for change's sake is mere aberration
(making the lines crooked).
It's a good exercise for a senior executive to list the problems the org
really does have. To know the programmes of an org that are in is to see
what problems an org would have if they were dropped.
It's healthy to revert a programme now and then by meticulously
examining how it was originally when it was very successful and then put it
back the way it was originally. This is done not by adjusting lines but by
looking up old magazines, old policy, old despatches and issue pieces, even
old tapes. What did it used to consist or. If it is no longer successful:
(a) the programme was altered or dropped and
(b) the orga will have a problem it once had long ago, or
(c) (rare) the causes of the problem have been removed and the
problem no longer exists.
There's lots of trial and error in developing a programme. That's why
any new programme should only be a "special project" for a while, off the
org main lines really, under special management. If a "special project"
starts to show up well in finance (and only in finance), then one should
include it "in" with its new staff as an org standard project.
To run new programmes in on existing lines is to disturb (by distraction
and staff overload) existing programmes and even if good the new will fail
and damage as well existing programmes.
Provide, then, staff and money to pioneer a new programme as a "special
project". If you don't have money or staff to do this you would do far, far
better simply looking over the problems the org faces and get in the old
programmes that handled them. These are known winners and don't forget,
they cost a lot to find and prove as the thing to do. And they took a long
time.
Take the Central Files, Letter Reg set-tip in orgs. That's a standard
programme. Developed in London and D.C. in the mid '50s. If you dropped it
out, an org would fail. The problem is "how to achieve special individual
contact with existing clientele and maintain existing already developed
business." One large firm, 1 was told the other day, that has put in our 7
division system was stunned to find they had never contacted their existing
business clientele. They only had done business with new clientele. This
cost them perhaps 200,000 sales a year! They promptly put in our CF-Letter
Registrar system with a vengeance.
In their case (as in a forming or reorganised org) they weren't even
aware of the problem and so had no programme for it.
It is often the case that one can develop a programme that removes the
need of
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some other programme. If one removes the factors that make the problem, one
can dispense with the programme that solves it. But this is so rare it is
non-human in most instances.
For instance, doctors are a public solution to theproblein of human body
illness. If one removed this problem, one could remove the "doctor
programme" safely. That's why doctors sometimes fight us. We are thought to
be working to remove the problem to which they are a programme. One would
have to have more than a better cure. One would have to remove in the 4th
Dynamic (Mankind) the causes of illness. These would not be what people
think they are as the problem persists and so does the "doctor programme"
in the society. It can't be the right problem. Only enough is known of the
causes of illness to make the problem appear to be handled. Actually the
bad statistic of ill people is rising. We have entered the field in
research only far enough to know that suppressives make people ill but
that's a sufficient departure to make it an Ethics problem, not one in
treatment! By extension of this theory one might find this problem not
caused by Pasteur's germs but by suppressive groups. In that case one would
increase ethics programmes. Eventually, if this solved it, the "doctor
programme" would be diminished as no longer the only solution.
The above is not a statement of intention or a plan. It is an example of
how an old standard programme can become less important. Note that one
would have to (a) state the problem better than it had been stated, (b)
isolate causes of the real problem, (c) institute a "special project" to
handle those causes, (d) see if the problem was now better handled, (e)
abandon it if it didn't handle the problem or (f) make it a standard
programme if it did prove effective, (g) diminish the old programme.
So just dropping a proven programme (without going at it as above [a] to
[f] ) can be a catastrophe as it can let in an old problem when one already
has quite enough problems already.
Abandoned programmes that were successful are currently the main cause
of orgs being in any difficulty.
You can always make an org run better by studying old successful
programmes
and getting them back in. I
If you were to take the above list at Saint Hill, the major SH
programmes since 1959, and simply revert them (make them more like the
original) and reinforce them, income would probably double.
If we abandoned as few as five of these the SH org would undoubtedly
Collapse.
If we added six new programmes directly into the org without seeing the
problem to be solved we could distract staff to a point where the old
standard programmes would suffer and the org would collapse.
Sometimes, even in our orgs, we enter new arbitraries which make new
problems we don't need. Those are the sources we can do without. If we
didn't routinely abolish such org-generated problems we would fade away in
a year.
Therefore we cherish and forward the existing programmes we have and
study them continually to be sure they don't "go out".
This is not a list of the problems faced at Saint Hill, it is a list of
solutions. For these programmes may accidentally be solving problems we
cannot yet clearly state.
This is not a list of all major programmes in Scientology. These are
found in the Policy Letters of past years and particularly 1965.
This is a list of the major SH programmes for use by SH executives and
as an illustration to others on how to programme and to show them that as
Scientologists we use our knowledge of the mechanics of life, problems and
solutions, to govern programmes.
If all the problems we faced were only ours only we could of course
simply audit them out. But we exist in a 3rd and 4th Dynamic which is not
merely aberrated but quite batty. This thrusts problems on us (finance,
international ignorance and intolerance, religious and psychiatric cults,
suppressive governments, retarded or misused scientific technology, lack of
human dignity and a host of other factors).
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We exist therefore in a rather madly tossing sea, beset by numerous
counter currents.
As we grow we can remove vicious causes that make our problems problems.
Only then can we begin to drop certain programmes as the problems will
cease to exist. But at this writing those problems do exist and holding
them in check are numerous solutions we call programmes.
Where one of our standard programmes fails through lack of recognition
we then see a problem charging in on us demanding crash programming by
higher executives.
When we let uninformed or worse people put in new arbitraries or
solutions that solve no problem we disturb old programmes and soon have
heavy trouble through unnecessary programming. (Watching a new
inexperienced Ad Council propose 11 programmes" is a painful experience to
a trained and effective executive. These proposed measures look silly
because they confront no real problems of the org and are dangerous because
they will distract the org from correct existing programmes of which the
new Ad Council seems blissfully unaware.)
When an org doesn't know its programmes it can get pretty silly and
deeply in trouble. If it also knows its problems it is fortunate.
But any Scientology org is rich in programmes already proven and tested
and in exact drill. If it just keeps these going it will win even if it
doesn't see the problems.
As it wins the org expands, can afford more assistance, is less under
duress. Then it can begin to examine the problems themselves (still keeping
the solution as a programme) and possibly remove some of the causes of the
actual problem. Only when the problem is gone can one drop a programme.
A Scientology org is best fitted to do this as its staff is going up
tone by processing and is more and more able to confront and see source.
Therefore it eventually ran remove the causes of its problems since it can
(a) see the problem and (b) see the bad sources which make the problem.
Until it can see, it is not safe to drop any of the solutions. And as
orgs are a channel or a way in themselves they always will have a bottom
strata of people who cannot yet see the problems and so need explicit
programmes to follow. As the lower strata moves up, a new lower strata, by
expansion, takes its place so there is no real end to programmes until the
day comes when the Universe is sane.
And that's not tomorrow or even the day after.
But we are making steady, relentless progress in that direction. Mainly
because of our programmes, well applied.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 DECEMBER 1966
Gen Non- Issue II
Rernimeo Correction and Addition
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, (e)
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 or-, 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 See 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.
344
1. The Exec Sec (or LRH, Guardian or Asst Guardian or LRH Comm)
over that division puts the executives wl-deh should have seen to
the programme in DANGER Condition and personally pushes to get the
programme back in as a programme.
2. If this fails, the Exec Sec (or LRH, the Guardian or Asst
Guardian or the LRH Comm) hauls the whole programme into his own
office as though it were a new special project, gets it personnel
and finance and sets it all up and then gives it over to its correct
dept and division.
The second step comes about when one finds any non-compliance in doing
(1) above. As a Danger Condition was already set up and the Exec Sec (or
other senior) is handling it on a by-pass already, if one still can't get
the programme restarted there is no other action one can take than pulling
the whole thing into one's own office. For sure somebody has a foot on it.
Although we can try to find WHO has, this is no reason to continue to stall
the programme. After a Danger Condition on a programme has existed for a
while with no change of activity, one is wasting one's time to keep pushing
on a via. The easier course is simply to say, "As Address has been in
Danger for some time and still continues to goof, 1, the HCO Exec Sec,
hereby take Address into my office in Division 7 where I will personally
straighten it out and meanwhile the Ad Council is to nominate for the Exec
Council a new HCO Area Sec."
In actual operation-I often do (1) above-call a Danger Condition on a
programme that is not functioning, handle it personally and use Ethics
action on those by-passed.
Sometimes when (1) doesn't work, I realize there is interference still
and haul the whole section into my office as a function of my office. It
may stay there quite a while. Then I will put it elsewhere as a complete
section transfer. Sometimes after the transfer I again have to haul it
back. Usually that's because it went into the wrong place in the org. If
you put a section in the wrong dept or division it just won't function. The
exception is the Exec Div and anything can be put in there for a while.
The common error in (2) is to forget one has it and forget to transfer
it when formed up properly. If one looks over what hats he is wearing one
usually finds a programme or two he has been handling and which he ought to
finish up in final form and put into the org proper.
In theory any exec or even an In Charge can do (1) & (2) above.
If (1) doesn't work then do (2). The main mistake is to forget to
complete the action of (2) by putting the programme back in place in the
org. To prevent that from happening, when you do (2), change it also on the
org board. Then it stays in view. Otherwise one forgets and soon begins to
feel overworked.
Almost any executive is holding on to a special project or two or even a
programme. So one should routinely look over one's own hats and re-find
these and complete cycle on them.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
345
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 DECEMBER 1966
Rernimeo
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.
346
(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 programmes.
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 r6corder 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 treatment) from staff othei: 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
347
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 21/2 percent of the total population. Why spend more than
21/2 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 @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
348
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 FEBRUARY 1967
Org Exec Course
ADMIN KNOW-HOW
THE RESPONSIBILITIES OF LEADERS
A few comments on POWER, being or working close to or under a Power,
which is to say a leader or one who exerts wide primary influence on the
affairs of men.
I have written it this way, using two actual people to give an example
of magnitude enough to interest and to furnish some pleasant reading. And I
used a military sphere so it could be seen clearly without restimulation of
admin problems.
The book referenced is a fantastically able book by the way.
THE MISTAKES OF SIMON BOLIVAR
AND MANUELA SAENZ
Reference: The Book Entitled:
The Four Seasons of Manuela by
Victor W. von Hagen, a biography.
A Mayflower Dell Paperback. Oct 1966. 6/-
Simon Bolivar was the Liberator of South America from the yoke of Spain.
Manuela Saertz was the Liberatress and Consort.
Their acts and fates are well recorded in this moving biography.
But aside from any purely dramatic value the book lays bare and
motivates various actions of great interest to those who lead, who support
or are near leaders.
Simon Bolivar was a very strong character. He was one of the richest men
in South America. He had real personal ability given to only a handful on
the planet. He was a military commander without peer in history. Why he
would fail and die an exile to be later deified is thus of great interest.
What mistakes did he make?
Manuela Saenz was a brilliant, beautiful and able woman. She was loyal,
devoted, quite comparable to Bolivar, far above the cut of average
humanoids. Why then did she live a vilified outcast, receive such violent
social rejection and die of poverty and remain unknown to history. What
mistakes did she make?
BOLIVAR'S ERRORS
The freeing of things is the reverse unstated dramatization (the
opposite side of the coin) to the slavery enjoined by the mechanisms of the
mind.
Unless there is something to free men into, the act of freeing is simply
a protest of slavery. And as no humanoid is free while aberrated in the
body cycle, it is of course a gesture to free him politically as it frees
him only into the anarchy of dramatizing his aberrations with NO control
whatever and without something to fight exterior and with no
exteriorization of his interest he simply goes mad noisily or quietly.
Once as great a wrong as depraving beings has been done there is of
course no freedom short of freeing one from the depravity itself or at
least from its most obvious influences in the society. In short one would
have to de-aberrate a man before his whole social structure could be de-
aberrated.
If one lacked the whole ability to free man wholly from his reactive
patterns, then one could free man from their restimulators in the society
at least. If one had the
349
whole of the data (but lacked the Scientology tech), one would simply use
reactive patterns to blow the old society apart and then pick up the pieces
neatly in a new pattern. If one had no inkling of how reactive one can get
(and Bolivar of course had no knowledge whatever in that field), there yet
remained a workable formula used "instinctively" by most successful
practical political leaders.
If you free a society from those things you see wrong with it and use
force to demand it do what is right, and if you carry forward with decision
and thoroughness, and without continual temporizing you can, in the
applications of your charm and gifts, bring about a great political reform
or improve a failing country.
So Bolivar's first error, most consistent it was, too, was contained in
the vital words "you see" in the above paragraph. He didn't look and he
didn't even listen to sound intelligence reports. He was so sure he could
glow things right or fight things right or charm things right that he never
looked for anything wrong to correct until it was too late. This is the ne-
plus-ultra of personal confidence, amounting to supreme vanity. "When he
appeared it would all come right" was not only his belief but his basic
philosophy. So the first time it didn't work, he collapsed. All his skills
and charm were channeled into this one test. Only that could he observe.
Not to compare with Bolivar but to show my understanding of this:
I once had a similar one. "I would keep going as long as I could and
when I was stopped I would then die." This was a solution mild enough to
state and really hard to understand until you had an inkling of what I
meant by keeping going. Meteors keep going-very, very fast. And so did 1.
Then one day ages back I finally was stopped after countless little
stoppings by social contacts and family to prepare me culminating in a navy
more devoted to braid than dead enemies and literally I quit. For a while I
couldn't get a clue of what was wrong with me. Life went completely
unlivable until I found a new solution. So I know the frailty of these
single solutions. Not to compare myself but just to show it happens to us
all, not just Bolivars.
Bolivar had no personal insight at all. He could only "outsight" and
even then he did not look or listen. He glowed things right. Pitifully it
was his undoing that he could. Until he no longer could. When he couldn't
glow he roared and when he couldn't roar he fought a battle. Then civic
enemies were not military enemies so he had no solution left at all.
It never occur-red to him to do more than personally magnetize things
into being right and victorious.
His downfall was that he made far too heavy use of a skill simply
because it was easy. He was too good at this one thing. So he never looked
to any other skill and he never even dreamed there was any other way.
He had no view of any situation and no idea of the organizational or
preparatory steps necessary to political and personal victory. He only knew
military organization which is where his organizational insight ceased.
He was taught on the high wine of French revolt, notorious in its
organizational inability to form cultures, and that fatally by a childhood
teacher who was intensely impractical in his own private life (Simon
Rodriguez, an unfrocked priest turned tutor).
Bolivar had no personal financial skill. He started wealthy and wound up
a pauper, a statistic descending from one of the if not the richest man in
South America down to a borrowed nightshirt to be buried in as an exile.
And this while the property of Royalists was wide open, the greatest land
and mine valuables of South America wide open to his hand and that's not
believable! But true. He never collected his own debt of loans to
governments even when the head of those governments.
So it is no wonder we find two more very real errors leading to his
downfall. He did not get his troops or officers rewarded and he did not aim
for any solvency of the states he controlled. It was all right if there
were long years of battle ahead for thein to be unpaid as no real riches
were yet won, but not to reward them when the whole place was at his
disposal! Well!
350
The limit of his ability consisted of demanding a bit of cash for
current pay from Churches-which were not actively against him at first but
which annoyed them no end-and a few household expenses.
He could have (and should have) set aside all Royalist property and
estates for division amongst his officers, their men and his supporters. It
had no owners now. And this failure cost the economy of the country the tax
loss of all those. productive estates (the whole wealth of the land). So it
is no wonder his government, its taxable estates now inoperative or at best
lorded by a profiteer or looted by Indians, was insolvent. Also, by failing
to do such an obvious act he delivered property into the hands of more
provident enemies and left his officers and men penniless to finance any
support for their own stability in the new society and so for his own.
As for state finance the great mines of South America, suddenly
ownerless, were overlooked and were then grabbed and worked by foreign
adventurers who simply came in and took them without payment.
Spain had run the country on the finance of mine tithes and general
taxes. Bolivar not only didn't collect the tithes, he let the land become
so worthless as to be untaxable. He should have gotten the estates going by
any shifts and should have state operated all Royalist mines once he had
them. To not do these things was complete, but typically humanoid, folly.
In doing this property division he should have left it all up to
officers' committees operating as courts of claim without staining his own
hands in the natural corruption. He was left doubly open as he not only did
not attend to it, he also got the name of corruption when anybody did grab
something.
He failed as well to recognize the distant widespread nature of his
countries despite all his riding and fighting over them and so sought
tightly centralized government, not only centralizing states but also
centralizing the various nations into a Federal state. And this over a huge
land mass full of insurmountable ranges, impassable jungles and deserts and
without mail, telegraph, relay stages, roads, railroads, river vessels or
even foot bridges repaired after a war of attrition.
A step echelon from a pueblo (village) to a state, from a state to a
country and a country to a Federal state was only possible in such huge
spaces of country where candidates could never be known personally over any
wide area and whose opinions could not even be circulated more than a few
miles of burro trail, where only the pueblo was democratic and the rest all
appointive from Pueblo on up, himself the ratifier of titles if he even
needed that. With his own officers and armies controlling the land as
owners of all wrested from Royalists and the crown of Spain, he would have
had no revolts. There would have been little civil wars of course but a
court to settle their final claims could have existed at Federal level and
kept them traveling so much over those vast distances it would have
crippled their enthusiasm for litigation on the one hand and on the other,
by dog eat dog settlements, would have given him the strongest rulers-if he
took neither side.
He did not step out and abdicate a dictatorial position. He mistook
military acclaim and ability for the tool of peace. War only brings
anarchy, so he had anarchy. Peace is more than a "command for unity", his
favorite phrase. A productive peace is getting men busy and giving them
something to make something of that they want to make something of and
telling them to get on with it.
He never began to recognize a suppressive and never considered anyone
needed killing except on a battlefield. There it was glorious. But somebody
destroying his very name and soul, and the security of every supporter and
friend, the SP Santander, his vice-president, who could have been arrested
and executed by a corporal's guard on one one-hundredth of available
evidence, could suborn the whole treasury and population against him,
without Bolivar, continually warned, loaded with evidence, ever even
reprimanding him. And this brought about his loss of popularity and his
eventual exile.
He also failed in the same way to protect his military family or
Manuela. Saenz from other enemies. So he weakened his friends and ignored
his enemies just by oversight.
351
His greatest error lay in that while dismissing Spain he did not dismiss
that nation's most powerful minion, the Church, and did not even localize
it or reward a South American separate branch to loyalty or do anything at
all (except extort money from it) to an organization which continually
worked for Spain as only it could work-on every person in the land in a
direct anti-Bolivar reign of terror beliind the scenes. You either suborn
such a group or you take them out when they cease to be universal and
become or are an enemy's partner,
As the Church held huge properties and as Bolivar's troops and
supporters went unpaid even of the penny soldiers' pay, if one was going to
overlook the Royalist estates, one could at least have seized the Church
property and given it to the soldiers. General Vallejo did this in 1835 in
California, a nearly contemporary act, with no catastrophe from Rome. Or
the penniless countries could have taken them over. You don't leave an
enemy financed and solvent while you let your friends starve in a game like
South American politics. Oh no.
He wasted his enemies. He exported the "godos" or defeated Royalist
soldiers. They mostly had no homes but South America. He issued no
amnesties they could count on. They were shipped off or left to die in the
"ditch"-the best artisan in the country among them.
When one (General Rodil) would not surrender Calloa fortress after Peru
was won, Bolivar after great gestures of amnesty failed to obtain surrender
and then fought the fort. Four thousand political refugees and four
thousand Royalist troops died over many months in full sight of Lima,
fought heavily by Bolivar only because the fort was fighting. But Bolivar
had to straighten up Peru urgently not fight a defeated enemy. The right
answer to such a foolish commander as Rodil as Bolivar did have the troops
to do it, was to cover the roads with cannon enfilade potential to
discourage any sortie from the fort, put a larger number of his own troops
in a distant position of offense but ease and comfort and say, "We're not
going to fight. The war's over, silly man. Look at the silly fellows in
there, living on rats when they can just walk out and sleep home nights or
go to Spain or enlist with me or just go camping," and let anybody walk in
and out who pleased, making the fort Commander (Rodil) the prey of every
pleading wife and mother without and would-be deserter or mutineer within
until he did indeed sheepishly give up the pretense-a man cannot fight
alone. But battle was glory to Bolivar. And he became intensely disliked
because the incessant cannonade which got nowhere was annoying.
Honors meant a great deal to Bolivar. To be liked was his life. And it
probably meant more to him than to see things really right. He never
compromised his principles but he lived on admiration, a rather sickening
diet since it demands in turn continuous "theatre". One is what one is, not
what one is admired or hated for. To judge oneself by one's successes is
simply to observe that one's postulates worked and breeds confidence in
one's ability. To have to be told it worked only criticizes one's own
eyesight and hands a spear to the enemy to make his wound of vanity at his
will. Applause is nice. It's great to be thanked and admired. But to work
only for that? And his craving for that, his addiction to the most unstable
drug in history-fame- killed Bolivar. That self offered spear. He told the
world continually how to kill him-reduce its esteem. So as money and land
can buy any quantity of cabals, he could be killed by curdling the esteem,
the easiest thing you can get a mob to do.
He had all the power. He did not use it for good or evil. One cannot
hold power and not use it. It violates the power formula. For it then
prevents others from doing things if they had some of the power so they
then see as their only solution the destruction of the holder of the power
as he, not using power or delegating it, is the unwitting block to all
their plans. So even many of his friends and armies finally agreed he had
to go. They were not able men. They were in a mess. But bad or good they
had to do something. Things were desperate, broken down and starving after
14 years of civil war. Therefore they either had to have some of that
absolute power or else nothing could be done at all. They were not great
minds. He did not need any "great minds", he thought, even though he
invited them verbally. He saw their petty, often murderous solutions and he
rebuked them. And so held the power and didn't use it.
He could not stand another personality threat.
352
The trouble in Peru came when he bested its real conqueror (from the
Argentine), La Mar, in a petty triumph over adding Guayaquil to Colombia.
Bolivar wished to look triumphant again and didn't notice it really cost
him the support and Peru the support of La Mar-who understandably resigned
and went home, leaving Bolivar Peru to conquer. Unfortunately, it had
already been in his hands. La Mar needed some troops to clean up a small
Royalist army that was all. La Mar didn't need Peru's loss of Guayaquil-
which never did anybody any real good anyway!
Bolivar would become inactive when faced with two areas' worth of
problems-he did not know which way to go. So he did nothing.
Brave beyond any general in history on the battlefield, the Andes or in
torrential rivers, he did not really have the bravery needed to trust
inferior minds and stand by their often shocking blunders. He feared their
blunders. So he did not dare unleash his many willing hounds.
He could lead men, make men feel wonderful, make men fight and lay down
their lives after hardships no army elsewhere in the world has ever faced
before or since. But he could not use men even when they were begging to be
used.
It is a frightening level of bravery to use men you know can be cruel,
vicious, and incompetent. He had no fear of their turning on him ever. When
they finally did only then he was shocked. But he protected "the people"
from authority given to questionably competent men. So he really never used
but three or four generals of mild disposition and enormously outstanding
ability. And to the rest he denied power. Very thoughtful of the nebulous
"people" but very bad indeed for the general good. And it really caused his
death.
No. Bolivar was theatre. It was all theatre. One cannot make such errors
and still pretend that one thinks of life as life, red-blooded and factual.
Real men and real life are full of dangerous, violent, live situations and
wounds hurt and starvation is desperation itself especially when you see it
in one you love.
This mighty actor, backed up with fantastic personal potential, made the
mistake of thinking the theme of liberty and his own great role upon the
stage was enough to interest all the working, suffering hours of men, buy
their bread, pay their whores, shoot their wives' lovers and bind their
wounds or even put enough drama into very hard pressed lives to make them
want to live it.
No, Bolivar was unfortunately the only actor on the stage and no other
man in the world was real to him.
And so he died. They loved him. But they were also on the stage too,
where they were dying in his script or Rousseau's script for liberty but no
script for living their very real lives.
He was the greatest military general in any history measured against his
obstacles, the people and the land across which he fought.
And he was a complete failure to himself and his friends.
While being one of the greatest men alive at that. So we see how truly
shabby others in leaders' boots amongst men must be.
MANUELASAENZ
The tragedy of Manuela Saenz as Bolivar's mistress was that she was
never used, never really had a share and was neither protected nor honored
by Bolivar.
Here was a clever, spectacular woman of fantastic fidelity and sUl, with
an enormous "flaire", capable of giving great satisfaction and service. And
only her satisfaction ability was taken and that not consistently nor even
honestly.
In the first place, Bolivar never married her. He never married anybody.
This opened up a fantastic breach in any defense she could ever make
against her or his enemies who were legion. So her first mistake was in not
in some way contriving a marriage.
353
That she had an estranged husband she had been more or less sold to was
permitted by her to wreck her life obliquely.
She was too selfless to be real in all her very able plotting.
For this marriage problem she could have engineered any number of
actions.
She had the solid friendship of all his trusted advisers, even his old
tutor. Yet she arranged nothing for herself.
She was utterly devoted, completely brilliant and utterly incapable of
really bringing off an action of any final kind.
She violated the power formula in not realizing that she had power.
Manuela was up against a hard man to handle. But she did not know enough
to make her own court effective. She organized one. She did not know what
to do with it.
Her most fatal mistake was in not bringing down Santander, Bolivar's
chief enemy. That cost her everything she had before the end and after
Bolivar died. She knew for years Santa nd or had to be killed. She said it
or wrote it every few days. Yet never did she promise some young officer a
nice night or a handful of gold to do it in a day when duelling was in
fashion. It's like standing around discussing how the plainly visible wolf
in the garden that's eating the chickens must be shot, even holding a gun,
and never even lifting it while all one's chickens vanish for years.
In a land overridden with priests she never got herself a tame priest to
bring about her ends.
She was a fantastic intelligence officer. But she fed her data to a man
who could not act to protect himself or friends, who could only fight
armies dramatically.
She did not see this and also quietly take on the portfolio of secret
police chief. Her mistake was waiting to be asked-to be asked to come to
him, to act. She voluntarily was his best political intelligence agent.
Therefore she should have also assumed further roles.
She guarded his correspondence, was intimate with his secretaries. Arid
yet she never collected or forged or stole any document to bring down
enemies either through representations to Bolivar or a court circle of her
own. And in an area with that low an ethic, that's fatal.
She openly pamphleteered and fought violently as in a battle against her
rabble.
She had a great deal of money at her disposal. In a land of for-sale
Indians she never used a penny to buy a quick knife or even a solid piece
of evidence.
When merely opening her lips she could have had any sequestrated
Royalist estate she went to litigation for a legitimate legacy never won
and another won but never paid.
They lived on the edge of quicksand. She never bought a plank or a rope.
Carried away by the glory of it all, devoted completely, potentially
able and a formidable enemy, she did not act.
She waited to be told to come to him even when he lay dying and exiled.
His command over her who never obeyed any other was too absolute for his
own or her survival.
Her assigned mistakes (pointed out at the time as her caprice and play
acting) were not her errors. They only made her interesting. They were far
from fatal.
She was not ruthless enough to make up for his lack of ruthlessness and
not provident enough to make up for his lack of providence.
354
The ways open to her for finance, for action, were completely doorless.
The avenue stretched out to the horizon.
She fought bravely but she just didn't take action.
She was an actress for the theatre alone.
And she died of it. And she let Bolivar die because of it.
Never once did Manuela look about and say, "See here, things musn't go
this wrong. My lover holds half a continent and even I hold the loyalty of
battalions. Yet that woman threw a fish!"
Never did Manuela tell Bolivar's doctor, a rumoured lover, "Tell that
man he will not live without my becoming a constant part of his entourage,
and tell him until he believes it or we'll have a new physician around
here."
The world was open. Where Theodosius, the wife of Emperor Justinian II
of Constantinople, a mere circus girl and a whore, ruled harder than her
husband but for her husband behind his back-and made him marry her as well,
Manuela never had any bushel basket of gold brought in to give Bolivar for
his unpaid troops with a "Just found it, dear" to his "Where on Earth ....
?" after the Royalist captives had been carefully ransomed for gaol escapes
by her enterprising own entourage and officer friends. She never handed
over any daughter of a family clamoring against her to Negro troops and
then said, "Which oververbal family is next?"
She even held a colonel's rank but only used it because she wore man's
clothing afternoons. It was a brutal, violent, ruthless land, not a game of
musical chairs.
And so Manuela, penniless, improvident, died badly and in poverty,
exiled by enemies and deserted by her friends.
But why not deserted by her friends? They had all been poverty"stricken
to a point quite incapable of helping her even though they wanted to-for
she once had the power to make them solvent. And didn't use it. They were
in poverty before they won but they did eventually control the land. After
that why make it a bad habit?
And so we see two pathetic, truly dear, but tinsel figures, both on a
stage, both far removed from the reality of it all.
And one can say, "But if they had not been such idealists they never
would have fought so hard and freed half a continent," or "If she had
stooped to such intrigue or he had been known for violent political actions
they would never have had the strength and never would have been loved."
All very idealistic itself. They died "in the ditch" unloved, hated and
despised, two decent brave people, almost too good for this world.
A true hero, a true heroine. But on a stage and not in life. Impractical
and improvident and with no faintest gift either one to use the power they
could assemble.
This story of Bolivar and Manuela is a tragedy of the most piteous kind.
They fought a hidden enemy, the Church; they were killed by their
friends.
But don't overlook how impractical it is not to give your friends power
enough when you have it to give. You can always give some of it to another
if the first one collapses through inability. And one can always be brought
down like a hare at a hunt who seeks to use the delegated power to kill you-
if you have the other friends.
Life is not a stage for posturing and "Look at me!" "Look at me." "Look
at me." If one is to lead a life of command or a life near to command one
must handle it as life. Life bleeds. It suffers. It hungers. And it has to
have the right to shoot its enemies until such time as comes a golden age.
355
Aberrated man is not capable of supporting in his present state, a
golden declared age for three minutes, given all the tools and wealth in
the world.
If one would live a life of command or one near to a command, one must
then accumulate power as fast as possible and delegate it as quickly as
feasible and use every humanoid in long reach to the best and beyond his
talents if one is to five at all.
If one does not choose to live such a life then go on the stage and be a
real actor. Don't kill men while pretending it isn't real. Or one can
become a recluse or a student or a clerk. Or study butterflies or take up
tennis.
For one is committed to certain irrevocable natural laws the moment one
starts out upon a conquest, either as the man in charge or a person near to
him or on his staff or in his army. And the foremost law, if one's ambition
is to win, is of course to win.
But also to keep on providing things to win and enemies to conquer.
Bolivar let his cycle run to "freedom" and end there. He never had
another plan beyond that point. He ran out of territory to free. Then he
didn't know what to do with it and didn't know enough, either, to find
somewhere else to free. But of course all limited games come to end. And
when they do their players fall over on the field and become rag dolls
unless somebody at least tells them the game has ended and they have no
more game nor any dressing room or houses but just that field.
And they lie upon the field, not noticing there can be no more game
since the other team has fled and after a bit they have to do something and
if the leader and his consort are sitting over on the grass being rag dolls
too, of course there isn't any game. And so the players start fighting
amongst themselves just to have a game. And if the leader then says, "No,
no" and his consort doesn't say, "Honey, you better phone the Baltimore
Orioles for Saturday", then of course the poor players, bored stiff, say,
"He's out." "She's out." "Now we're going to split the team in half and
have a game."
And that's what happened to Bolivar and Manuela. They had to be gotten
rid of for there was no game and they didn't develop one to play while
forbidding the only available game-minor civil wars.
A whole continent containing the then major mines of the world, whole
populations were left sitting there, "freed". But none owned any of it
though the former owners had left. They weren't given it. Nor were they
made to manage it. No game.
And if Bolivar had not been smart enough for that he could at least have
said , "Well! You monkeys are going to have quite a time getting the wheels
going but that's not my job. You decide on your type of government and what
it's to be. Soldiers are my line. Now I'm taking over those old estates of
mine and the Royalist ones near by and the emerald mines just as souvenirs
and me and Manuela we're going home." And he should have said that 5
minutes after the last Royalist army was defeated in Peru.
And his official family with him, and a thousand troops to which he was
giving land would have moved right off smartly with him. And the people
after a few screams of horror at being deserted would have fallen on each
other, sabered a state together here and a town there and gotten busy out
of sheer self protection in a vital new game, "Who's going to be Bolivar
now?"
Then when home he should have said, "Say those nice woods look awfully
Royalist to me, and also those 1,000,000 hectares of grazing land, Manuela.
Its owner once threw a Royalist fish, remember? So that's yours."
And the rest of the country would have done the same and gotten on with
the new game of "You was a Royalist".
356
And Bolivar and Manuela would have had statues built to them by the TON
at once as soon as agents could get to Paris with orders from an adoring
populace.
"Bolivar, come rule us!" should have gotten an "I don't see any unfree
South America. When you see a French or Spanish army coming, come back and
tell me."
That would have worked. And this poor couple would have died suitably
adored in the sanctity of glory and (perhaps more importantly) in their own
beds, not "in a ditch".
And if they had had to go on ruling they could have declared a new game
of "pay the soldiers and officers with Royalist land". And when that was a
gone game, "Oust the Church and give its land to the poor friendly
Indians".
You can't stand bowing back of the footlights forever with no show even
if you are quite an actor. Somebody else can make better use of any stage
than oven the handsomest actor who will not use it.
Man is too aberrated to understand at least 7 things about Power:
1. Life is lived by lots of people. And if you lead you must either let
them get on with it or lead them on with it actively.
2. When the game or the show is over, there must be a new game or a new
show. And if there isn't somebody else is jolly well going to start one
and if you won't let anyone do it the game will become "getting you".
3. If you have power use it or delegate it or you sure won't have it
long.
4. When you have people use them or they will soon become most unhappy
and you won't have them any more.
5. When you move off a point of power, pay all your obligations on the
nail, empower all your friends completely and move off with your pockets
full of artillery, potential blackmail on every erstwhile rival,
unlimited funds in your private account and the addresses of experienced
assassins and go live in Bulgravia and bribe the police. And even then
you may not live long if you have retained one scrap of domination in
any camp you do not now control or if you even say, "I favour Politician
Jiggs." Abandoning power utterly is dangerous indeed.
But we can't all be leaders or figures strutting in the limelight and so
there's more to know about this:
6. When you're close to power get some delegated to you, enough to do
your job and protect yourself and your interests, for you can be shot,
fellow, shot, as the position near power is delicious but dangerous,
dangerous always, open to the taunts of any enemy of the power who dare
not really boot the power but can boot you. So to live at all in the
shadow or employ of a power you must yourself gather and USE enough
power to hold your own-without just nattering to the power to "kill
Pete", in straightforward or more suppressive veiled ways to him as
these wreck the power that supports yours. He doesn't have to know all
the bad news and if he's a power really he won't ask all the time, "What
are all those dead bodies doing at the door?" And if you are clever, you
never let it be thought HE killed them-that weakens you and also hurts
the power source. "Well, boss, about all those dead bodies, nobody at
all will suppose you did it. She over there, those pink legs sticking
out, didn't like me." "Well," he'll say if he really is a power, "why
are you bothering me with it if it's done and you did it. Where's my
blue ink?" Or "Skipper, three shore patrolmen will be along soon with
your cook, Dober, and they'll want to tell you he beat up
357
Simson." "Who's Simson?" "He's a clerk in the enemy office downtown."
"Good, when they've done it, take Dober down to the dispensary for any
treatment he needs. Oh yes. Raise his pay." Or "Sir, could I have the
power to sign divisional orders?" "Sure."
7. And lastly and most important, for we all aren't on the stage with
our names in lights, always push power in the direction of anyone on
whose power you depend. It may be more money for the power, or more
ease, or a snarling defense of the power to a critic, or even the dull
thud of one of his enemies in the dark, or the glorious blaze of the
whole enemy camp as a birthday surprise.
If you work like that and the power you are near or depend upon is a
power that has at least some inkling about how to be one, and if you make
others work like that, then the power-factor expands and expands and
expands and you too acquire a sphere of power bigger than you would have if
you worked alone. Real powers are developed by tight conspiracies of this
kind pushing someone up in whose leadership they have faith. And if they
are right and also manage their man and keep him from collapsing through
overwork, bad temper or bad data, a kind of Juggernaut builds up. Don't
ever feel weaker because you work for somebody stronger. The only failure
lies in taxing or pulling down the strength on which you depend. All
failures to remain a power's power are failures to contribute to the
strength and longevity of the work, health and power of that power.
Devotion requires active contribution outwards from the power as well as
in.
If Bolivar and Manuela had known these things they would have lived an
epic, not a tragedy. They would not have "died in the ditch", he bereft of
really earned praise for his real accomplishments even to this day. And
Manuela would not be unknown even in the archives of her country as the
heroine she was.
Brave, brave figures. But if this can happen to such stellar
personalities gifted with ability tenfold over the greatest of other
mortals, to people who could take a rabble in a vast impossible land and
defeat one of Earth's then foremost powers, with no money or arms, on
personality alone, what then must be the ignorance and confusion of human
leaders in general, much less little men stumbling through their lives of
boredom and suffering?
Let us wise them up, huh? You can't live in a world where even the great
leaders can't lead.
L. RON HUBBARD Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
358
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 22 MARCH 1967
AD Execs
Org Exec Course
(Div 1 Dept I ORGENTAND IMPORTANT
Personnel)
Div I Dept 1 for (Reference HCO B of 22 Mar 67,
adherence "Alter-Is and Degraded Beings")
Tech See for
attention
Qual Sec for
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 pes. 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 pes 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 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-
ises 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-ising 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
359
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.
LRH:jp.rd L. RON HUBBARD
Copyright (D 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Non Remimeo HCO POLICY LETTER OF 15 AUGUST 1967
Ad Council (Amends HCO Pol Ltr dated 5.5.67)
HCO Exec Secs
Org Exec Secs IMPORTANT EXECUTIVE ACTION
Any organization whose statistics-
(a) Level Out
(b) Remain Low
(c) Drop
the action to be taken by Exec Secs is to convene a Board of Investigation.
The Board of Investigation is to cover-
(a) Flow of Bodies into the Organization
(b) The flow of mail into the Organization
(0) The flow of funds into the Organization
(d) Any Ethics Outness on principal Execs, and
(e) Any Tech Outness. The last 2 are the causes of org collapses.
The Board is to establish if there are any stuck flows or off policy
handling of the above particles into the organization. Any possible blocks
or violation of fast flow policy on these lines are to be isolated. These
three flows are the ones that PTS and SP inclined people get onto right
away and stop.
Furthermore, investigate the quality of particles leaving the
organization, i.e. letters, bulk mailings, promotional mailings. Correlate
the relation between items out and items in.
LRH:jp.rd L. RON HUBBARD
Copyright @ 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The 15 August 1967 amendment (by LRH) was addition of (d) and (e)
and sentence following. The 5 May 1967 issue was written by HCO Exec Sec,
Saint Hill, Dalene Regenass, for L. Ron Hubbard.]
360
NOT HCO POLICY LETTER CORRECT
COLOUR FLASH
REDONWHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 22 MARCH 1967
Remimeo
Level 0 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 yot4, 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-
ises, or fails to comply you are also dealing with a degraded being but one
who is too much a pe 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-ising 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 Hubbiird
ALL RIGHTS RESERVED
361
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
RED ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Level IV HCO BULLETIN OF 19 AUGUST 1967
and up
Rernimeo
San Execs
THE SUPREME TEST
THE SUPREME TEST OF A THETAN IS HIS ABILITY TO MAKE THINGS GO RIGHT.
This of course is a rather savage and brutal datum for it thrusts aside
all justification, reasonableness, excuses and even does not take into
account the size or obstacles of the opposition.
But please note that the datum is not "are things all right around him"
as this is a passive test and could mean only that he was simply sitting
still.
Whether things are currently all right or not is beside the point. The
thetan who is making things go right may be tackling a mountain of
confusion and of course things are not all right because what he is
attacking is mainly wrong. It is whether or not he is making things go
right in spite of "hell or high water" that is the test.
Many beings live lives of quiet 8'Orrectness without ever once making
anything do anything. Things around them just happen to be orderly. The
social system props them up. But someday-bang-the society gets into a
turmoil which knocks out the props. THEN we see that there were too few
present who could MAKE things go right and that is the end of the society.
Thus died all old civilizations. Their people lived in a system correctness
and things went right only so long as nothing.was going wrong. Then one day
things go wrong. These sophisticated but weak beings never were able to
MAKE things go right and so the whole society collapses.
One might also ask, "What is meant by right?"
This would be forwarding a purpose not destructive to the majority of
the dynamics.
Aberration is by definition "a crooked line". It is from the Latin
aberratio, "a wandering from" and from the Latin errare, to wander or to
err.
A sane person thinks, looks and sees in straight lines. Black is black,
white is white. The aberrated person looks toward black and wanders off in
his gaze to something else and makes the error of saying it is Ilgrey".
You can consider aberration in a passive way (supinely, of no force or
action). A person is sane or not sane. He thinks straight or crookedly.
Now consider aberration in a forceful way. A person looks, then an
opposing force to him pushes aside his gaze or distracts it. But the really
sane, forceful person looks right on through and past the opposition and
sees what is there anyway.
Let us take real action. Mr. Q rolls a ball from A toward B. En route
Opposition X pushes the ball aside toward C. Mr. Q then shoves the ball
toward C and says the reason he did not arrive properly at B was because
......
Mr. S rolls a ball from A toward B. Opposition X diverts the ball toward
C. Mr. S pulls the ball back into line and despite, over and through
Opposition X arrives at B anyway.
You can see that Mr. Q in the first example is willing to be aberrated
or pushed aside or at least does not contest it enough. Mr. Q is aberrated.
Mr. 8 on the other hand was not willing to be diverted and went right on
to B. Mr. S is not aberrated.
Now society, being mainly suppressive, observes that Mr. Q never has
much commotion around him. True, he never arrives and Sets nothing done,
but he isn't noisy so he is "okay".
Mr. S on the other hand makes an awful row and bashes Opposition X on
the head and snarls his way onward toward B. Society says he is a bad
fellow because he
362
has fusses. Of course he also gets something done. But in a decadent
society men are measured by how pleasant they are, not how effective they
are, so Mr. S is regarded as a bit "mad". YET when trouble comes it is only
the Mr. Ss who will save the day wIrile the Mr. Qs all give up and die.
There is another point here, however. That is purpose. The difference
between one thetan's forward thrust and another's is PURPOSE, validity of.
A madman can also go from A toward B relentlessly where B is a totally
undesirable and destructive point. But in actual practice, real madmen
never really arrive at the B they wanted to arrive at. A madman only goes
toward but never really arrives. So he only makes everything go wrong.
B must be a desirable point not destructive to a majority of the
dynamics for rightness to occur.
So there is the savage and bare datum:
THE SUPREME TEST OF A THETAN IS THE ABILITY TO MAKE THINGS GO RIGHT.
People who explain how wrong it is all going and who have reasons why
and WHO AREN'T PUTTING IT RIGHT are the real crazy people in the universe.
The only ones crazier than they are are the ones who are quite happy to
have everything fall and go wrong with no protest from them. And the only
ones even worse are those who work endlessly to make things go wrong and
prevent anything from going right and oppose all efforts instinctively.
Fortunately there are a few around who DO make things go right in spite
of everything and anyone.
LRH:jp.rd L. RON HUBBARD
Copyright @ 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
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 Sen orgs
can be
put. They are:
I . 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
LRH:jp.rd Founder
Copyright @ 1967
by L. Ron Hubbard
ALL RIGHTS RESERVED
363
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 OCTOBER 1967
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:
I . 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
I . 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 Ist
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 Sen 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.
364
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.
I . No change in Ethics.
2. No change in Case.
3. No change in Admin.
These people have
I . 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 ropee' 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 90,70.
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 Q1967 by L. Ron Hubbard ALL RIGHTS RESERVED
365
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 OCTOBER 1967
Issue I
Remimeo
Hats Exec
Secs; ORGENTAND IMPORTANT
#2 IN EXEC SEC HATS FOLDER
HCO EXEC SEC DUTIES
ORG EXEC SEC DUTIES
Where an org is not expanding, the fault is always with the Exec Secs,
actually and legally.
If the Exec Secs get in Ethics correctly they can get in Tech. If they
can get in Tech they can get in Admin.
The performance of duty of an Exec Sec must be properly understood.
I It is not a desk job.
2. The Exec Sec (for HCO or Org side) must be better at every job on his
side of the org than the staff member holding it.
3. Exec Secs get the people to get the work done and see that they get
it done.
4. Exec Secs must NEVER NEVER NEVER hold ANY ADDITIONAL POST no matter
the size of the org for if they do so they can't wholly be Exec Secs and
the org is leaderless, degenerates to a group of people acting
individually and is no longer an org. An org is an inter-dependent
activity coordinated by its leaders. They can however pitch in on any
job to set an example or show how it's done.
Some years ago, at a time when Saint Hill started its soaring climb out
of the doldrums, I trained the two Saint Hill Exec Secs as follows:
(A) Personally and individually INVESTIGATE any Affluence or Danger or
lower Conditions in their sections of the org.
(B) Both together personally investigate any Affluence or Danger or lower
Condition of any divisional statistic, (Including the way legal or
accounts may be handling pressures on the org or attacks.)
(C) Taking actions on any outnesses found in A or B above.
(D) Enforcing the promotional actions of their divisions (as per Pol Ltr,
"Promotional Actions of an Org", of 20 Nov 1965).
(E) Financial Planning-which consists of what to spend money on per
division and what bills to pay according to date-line paying (omitting
public utilities that may cut off service if not regularly paid but date-
lining all else).
(F) An org is handled only by stats, assigning and enforcing Conditions,
and by personal inspection and examples and getting the work done. And
by following the Condition the whole org is really in.
(G) Keep Ethics, Tech and Admin In In.
This was all they did. And the Org soared.
366
They did not appoint boards of investigation to do their work for them
as this would have been a lessening of their confront. They were after all
right there.
They did not handle reams of despatches but learned Policy on Dev-T and
applied it mercilessly.
They did not tolerate staff members bringing them entheta and problems
and demoted or sacked those who did.
They did not sit at their desks and chat.
They were all over the org, picking up this stat and that as per the
steps A, B and C above.
When I run an org directly (as its Org or HCO Exec See or both) I go to
every department and section at least once a day and see what can be done
to help them boost their stats. In doing so I pick up the senior Div
Officers as I go so they are with me in their Divs and Depts and so aren't
by-passed. But I talk to the staff members myself.
And the stats soar.
So the post of Exec See would be best done from a room with no desk in
it (joke) and only a Comm station.
But in all seriousness, nations, armies go to bits because their leaders
sit at desks and never bother to confront anything.
Leaders lead.
And there is nothing quite as horrible as having a leader who sees only
four walls. His confront goes down, down, down.
Another part of my routine when I handle an org or do prolonged inside
work is to get outside at least some of the day even if only for a walk. At
SH I used to go for a drive in a fast car with a camera every afternoon
despite an 18 hour a day schedule on Admin and Research. I made it a point
to get outside and breathe!
So I always made my rounds of the org and I always also got outside and
I also kept my In Basket empty and my Research done and fought the good
fight.
I only order boards in distant places where I cannot easily investigate
personally. Otherwise I do my own.
So when I see an organization's stats down I know its Exec Sees do not
do A to G above and I know they sit at their desks and chat, that they
don't know or shove home Policy on Dev-T, that they are "reasonable" on
Ethics and tolerate staff members who worry them with problems and that
they do not ever get around the org or outside and so aren't doing their
jobs.
I want Exec Sees to do their jobs as Exec Sees. Then and only then stats
will soar.
"The Founder WW Oct 2, 1967
The Guardian WW
Dear Ron,
I have been analysing the actions of the HCO Exec See and the Org Exec
See and they come down to the basic simplicities you originally taught
Monica and me. I write them down as the following and you should pass this
on to others as you did, to us:
367
I Personally and individually investigating any Affluence or Danger
Condition of
posts in their sections of the org.
2. Both together personally investigating any Affluence or Danger
Condition of any Divisional statistic.
3. Taking actions on any outnesses found on I and 2 above.
4. Enforcing the promotional actions of their divisions.
5. Financial planning-which consists of what to spend money on and what
bills to pay according to date-line payment.
6. Keeping Ethics, Tech and Admin Policy in.
Love,
LRH:jp.rd Suzie"
Copyright@ 1967
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[Note: HCO P/L 28 July 1971, Admin Know-How No. 26, Phase I and Phase 11,
page 400, amplifies 2
and 3 in the first section of the above Pol Ltr. J
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 taki ' ng 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.
LRH:jc.rd L. RON HUBBARD
Copyright (D 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
368
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 APRIL 196
Rernitneo
Executive See
Hat STANDARD EXECUTIVE ACTIONS
Once a day each Executive Secretary should walk through his divisions
and inspect what is happening. He should see every Secretary, Director and
walk into every office.
This is an inspection activity designed to keep divisions real by
finding out what is going on. You should ask questions such as . . "How are
you doing?" "Is there anything I can help you with?" This is not designed
to bypass, nor should it be used to do so.
Answers to the questions, anything found wrong is written down by the
executive and orders written up to necessary personnel.
The rule IS: EVERY EXECUTIVE SECRETARY WILL WALK THROUGH HIS DIVISIONS
AT LEAST ONCE A DAY, AND INSPECT ALL ACTIVITIES.
LRH:jc.rd
Copyright@ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MAY 1968
(Issued From Flag Order 805)
Rernimeo
ADMIN KNOW-HOW # 20
ADMINISTRATION
When Admin is OUT, Tech is OUT, and Ethics has long ceased to exist.
You can never send Administrative orders into an out Admin area; you can
only get Ethics in. To do other than to get Ethics in is to only invite
further non-compliance and Dev-T.
In reality, ANY Administration is a symptom of out-Ethics. Any order is
really a criticism. If.a post was really being worn, orders would be
unnecessary.
If someone started giving me orders, then I would wonder about my post.
DO YOUR JOB WITH A PLUS AND A PREDICT. Wear your hat so well, you never
need an order.
Remember: NEVER ISSUE AN ORDER TO GET AN ORDER YOU HAVE ALREADY ISSUED
COMPLIED WITH. Ethics has gone out. When Ethics has to be
put in, responsibility is out.
LRH: sbjs.rd
Copyright (D 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
369
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MAY 1968
Remimeo
HANDLING SITUATIONS
The only tremendous error an organization makes, next to inspection
before the fact, is failing to terminatedly handle situations rapidly.
When I say terminatedly handle I mean finishedly handle. That it is
handled and that's all, boy!
The fault of an organization's woffle, woffle, woffle, Joe won't take
responsibility for it, It's got to go some place else, and all that sort of
thing, is that it continues a situation. It just goes on and on and on
until it finally gets somewhere, goes snap, and that would be the end of
that situation. So what you ought to do is complete action now, in the
first place.
The other day I was looking at why I used to have a high stat
businesswise and cinewise and otherwise, and I suddenly realized I was
peculiar in the vicinity in which I operated. I ended cycles, I could end
more cycles in less time than any organization could dream up. In other
words I was concluding actions.
Ending cycles doesn't consist of shooting people. It consists of seeing
that it stays handled.
One of the things that has happened in the past is that I have had to
rehandle. Situations I had handled became unhandled some place and I had to
rehandle them again.
What you should specialize in is terminating the end of a situation, not
refer it to somebody else.
If the situation comes up in your vicinity well, handle it-that is
finish it off so that is the end of it.
Somebody comes along saying (na tter, natter, natter). I've caught too
many of these guys. Finally I handle the situation, if it hadn't been
handled up to that point. He hadn't been handled up to that point.
When you have got this guy, handle him. Handle him, so that the fellow
is handled from here on to the end of time. Don't try to patch it up so
that it won't cause any trouble.
You have to be on the ball to do this, very much on the ball. An example
was a dissatisfied steward. The guy was going around serving up spanners in
the soup. He's going around, and he's going around and he's going around.
Well, let's handle it right there, now, when he wants the situation
handled. The guy appears for his pay and that's it! Do you get the idea.
It's finished right now.
Please quit continuing situations by reference. Handle! You can develop
more traffic internally, more upsets, more ARC breaks, than anything you
can mention by simply continuing to shunt the responsibility for ending the
cycle of action. That is all it is, just a refusal to take responsibility
for ending a cycle of action.
Somebody comes over to the Registrar to sign up. Does she have to refer
to eight different terminals as to whether or not this person is permitted
to sign up? No. She either signs the guy up or she doesn't sign the guy up.
Take responsibility for the various cycles of action. When you have
taken responsibility for them, let's hear no more about them any place.
L. RON HUBBARD
LRH:jc.rd Founder
Copyright (D 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
370
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OFA 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 were 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 way, unlimited resources. The ability to appear and disappear
mysteriously is a part of Ethics presence.
As an Executive you get compliance because you have Etl-dcs 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 Etl-dcs 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
LRH:ei.cden Founder
Copyright Q 1968
by L Ron Hubbard
ALL RIGHTS RESERVED
371
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1969
Remimeo
RAISE YOUR GROSS INCOME!
The following was written in reply to a query from LRH on the things
that would drop out and that had to be constantly pushed at WW and SH.
Saint Hill
1. The overall thing in my opinion that was lacking was sufficient care
for every single public person in the place. People could be lost on
lines, their folder held up for days by some admin slip, and because no
one was really seeing that they were doing well, or didn't notice they
had slipped off the lines, they became forgotten. One particular case I
recall had been told to go home and she would be called. A month went by
and no one called and she rang me (I knew her in Australia). It turned
out she had merely been forgotten-there hadn't even been a real reason
to wait in the first place. I know the very first thing that I liked
about Saint Hill when I arrived was the greeting from Herbie Parkhouse
and the obvious real care, "Oh, you have just arrived. I'm Herbie
Parkhouse, I see Mary has you and is looking after you, etc." It can be
the most noticed when present and the most noticed when forgotten. This
of course ties in with SERVICE. Immediate attention to the customer in
any business goes a lot further than unnecessary waiting where a file
cabinet is more important than the real live body awaiting service. Real
care includes providing good Tech and good service.
2. Letter Reg section and Adv Reg section would often get unmocked.
Always needing putting back together again. Advance Reg packs wouldn't
go out and income would drop soon after.
3. FSM payments fall behind. Sometimes a fight to get them paid. But
when paid the income would pick up. FSM prize programme would become
neglected and not renewed and FSM activity would fall off. (Current
report from Wayne indicated low FSM activity.)
4. No info packs at all. Then when we did get them often no mailings of
them.
5. Lack of mailings of book fliers. Sometimes none for months, until
remembered.
6. Poor availability of materials on courses. A constant problem (I
recently pushed Pubs re the old order for the SHSBC books and will do so
again).
7. Supervisors missing and sometimes not replaced for some time. (Moved
to another post or removed but not replaced.)
8. Exact scheduling. The exact course hours being kept.
9. The Supervisor on time, not arriving late.
10. Star-rates on HGC and Qual staff would periodically drop out and I
wouldn't mind betting that it has since the Internship was replaced by
Class VIII-I suspect that they may have dropped HGC and Qual auditor
training (no data just a suspicion).
11. CF and Addresso constantly out of date with many wrong addresses.
Thousands of unfiled papers and materials at times. (Various projects
since I left may have cleaned it up.)
12. Undermanned Public Divs. (Or poor personnel assigned to them.)
372
SH Foundation
1. Foundation offers the same services as the Day Org. Each can and
should sign up for the other but the stat is kept properly separated.
2. Foundation fully recognized for its importance. At night it has the
space the Day has during the day. It IS the night and weekend Org.
3. Day and WW Execs stay off the backs of the Foundation and let them
get on with the job.
4. Day staff can work in the Foundation at nights but attention on
getting full time Foundation only staff always.
5. The Foundation must be allowed to sell to any who will take its
services. Petty squabbles only harm, and do not raise statistics. Co-
operation between Day and Foundation does raise stats.
6. Foundation must offer, without cutting Day Org's throat, its services
to Day Org people. They can and do come by the dozen for service at
weekends. But to ensure co-operation of Day Org, Fdn should not cut Day
Org's throat in any way with services that are cheaper.
7. Primary attention in solution of any problem was EXPAND the
Foundation.
International
I . Constant attention to stop or prevent dispersal of CFs. To restore
past dispersed CFs, to increase existing CFs. To get the current CF used
and addresses corrected.
2. Hitting people on long comm lines with harsh ethics (crashes stats).
3. Very often down crashed stats traced to bypass, inadvertent or
deliberate. Got so we would always look for and spot and remedy the
bypass that occurred in any steep drop.
4. Failure to pay FSMs, to renew or even have FSM prize programmes.
S. With London to handle their EC with good ARC, trust them to do the
job, back them up (they dropped badly when first put under ECEU and
handled with poor reality). We would criticize when needed however but
always with good ARC. Careful of what we put on their lines.
6. Lack of trained Tech staff (the mailings I have been putting out to
ECs re Dn programme heavily push getting their staff trained, especially
the present untrained admin staff).
7. Not printing and mailing mags, no Advance Reg packets.
8. Pushed book sales.
9. Undermanned or non-manning of Public Divs.
10. Constant push to get Orgs to open Foundations, not close their existing
one.
11. Constant push to keep RJ in action and being played.
W/O Ken Delderfield LRH Public Aide CS-6 for L. RON HUBBARD Founder
LRH:KD:an.ei.rd Copyright Q 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
373
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1969
Rernimeo
Senior OEC
ADMIN KNOW-HOW #22
THE KEY INGREDIENTS
When we look at organization in its most simple form, when we seek
certain key actions or circumstances that make organization work, when we
need a very simple very vital rundown to teach people that will produce
results we find only a few points we need to stress.
The purpose of organization is TO MAKE PLANNING BECOME ACTUALITY.
Organization is not just a fancy complex system, done for its own sake.
That is bureaucracy at its worst. Org boards for the sake of org boards,
graphs for the sake of graphs, rules for the sake of rules only add up to
failures.
The only virtue (not always a bad one) of a complex unwieldy meaningless
bureaucratic structure is that it provides jobs for the friends of those in
control. If it does not also bring about burdensome taxation and threatened
bankruptcy by reason of the expense of maintaining it and if it does not
saddle a people or production employees with militant inspections and
needless control, organization for the sake of providing employment is not
evil but beyond providing employment is useless, and only when given too
much authority is it destructive.
The kings of France and other lands used to invent titles and duties to
give activity to the hordes of noble hangers-on to keep them at court,
under surveillance, and out of mischief out in the provinces where they
might stir up their own people. "Keeper of the Footstools" "Holder of the
Royal Nightgown" and other such titles were fought for, bought, sold and
held with ferocity.
Status seeking, the effort to become more important and have a personal
reason for being arid for being respected gets in the road of honest
efforts to effectively organize in order to get something done, in order to
make something economically sound.
Organization for its own sake in actual practice usually erects a
monster that becomes so hard to live with that it becomes overthrown.
Production losses, high taxes, irritating or fearsome interference with the
people or actual producers invites and accomplishes bankruptcy or revolt,
usually both even in commercial companies.
Therefore to be meaningful, useful and lasting, an organization has to
fit into the definition above:
TO MAKE PLANNING BECOME ACTUALITY.
In companies and countries there is no real lack.of dreaming. All but
the most depraved heads of companies or states wish to see specific or
general improvement. This is also true of their executives and, as it forms
the basis of nearly all revolts, it is certainly true of workers. From top
to bottom, then, there is, in the large majority, a desire for improvement.
More food, more profit, more pay, more facilities, and, in general, more
and better of whatever they believe is good or beneficial. This also
includes less of what they generally consider to be bad.
Programmes which obtain general support consist of more of what is
beneficial and less of what is detrimental. "More food less disease" "More
beautiful buildings, less hovels" "More leisure less work" "More activity
less unemployment" are typical of valuable and acceptable programmes.
But only to have a programme is to have only a dream. In companies, in
political parties, useful programmes are very numerous. They suffer only
from a lack of execution.
374
All sorts of variations of programme failure occur. The programme is too
big. It is not generally considered desirable. It is not needed at all. It
would benefit only a few. Such are surface reasons. The basic reason is
lack of organization know-how.
Any programme, too ambitious, partially acceptable, needed or not needed
could be put into effect if properly organized.
The five year plans of some nations which are currently in vogue are
almost all very valuable and almost all fall short of their objectives. The
reason is not that they are unreal, too ambitious or generally
unacceptable. The reason for any such failure is lack of organization.
It is not man's dreams that fail him. It is the lack of know-how
required to bring those dreams into actuality.
Good, administration has two distinct targets:
1 . To perpetuate an existing company, culture, or society.
2. To make planning become actuality.
Given a base on which to operate, which is to say land, people,
equipment and a culture, one needs a good administrative pattern of some
sort just to maintain it.
Thus 1 and 2 above become 2 only. The plan is "to continue the existing
6ntity". No company or country continues unless one continues to put it
there. Thus an administrative system of some sort~ no matter how crude, is
necessary to perpetuate any group or any subdivision of a group. Even a
king or headman or manager who has no other supporting system to whom one
can bring disputes about land or water or pay is an administrative system.
The foreman of a labour gang that only loads trucks has an astonishingly
complex administrative system at work.
Companies and countries do not work just because they are there or
because they are traditional. They are continuously put there by one or
another form of administration.
When a whole system of admin moves out or gets lost or forgotten,
collapse occurs unless a new or substitute system is at once moved into
place.
Changing the head of a department, much less a general manager and much,
much less a ruler, can destroy a portion or the whole since the old system,
unknown, disregarded or forgotten, may cease and no new system which is
understood is put in its place. Frequent transfers within a company or
country can keep the entire group small, disordered and confused, since
such transfers destroy what little administration there might have been.
Thus, if administrative shifts or errors or lack can collapse any type
of group, it is vital to know the basic subject of organization.
Even if the group is at effect-which is to say originates nothing but
only defends in the face of threatened disaster, it still must plan. And if
it plans, somehow it must get the plan executed or done. Even a simple
situation of an attacked fortress has to be defended by planning and doing
the plan, no matter how crude. The order, "Repel the invader who is
storming the south wall," is the result of observation and planning no
matter how brief or unthorough. Getting the south wall defended occurs by
some system of administration even if it only consists of sergeants hearing
the order and pushing their men to the south wall.
A company with heavy debts has to plan even if it is just to stall off
creditors. And some administrative system has to exist even to do only
that.
The terrible dismay of a young leader who plans a great and powerful new
era only to find himself dealing with old and weak faults, is attributable
not to his "foolish ambition" or 1ack of reality" but to his lack of
organizational know-how.
Even elected presidents or prime ministers of democracies are victims of
such terrible dismay. They do not, as is routinely asserted, "go back on
their campaign promises" or "betray the people". They, as well as their
members of parliament, simply lack the rudiments of organizational know-
how. They cannot put their
375
campaign promises into effect not because they are too high flown but
because they are politicians not administrators.
To some men it seems enough to dream a wonderful dream. Just because
they dreamed it they feel it should now take place. They become very
provoked when it does not occur.
Whole nations, to say nothing of commercial firms or societies or
groups, have spent decades in floundering turmoil because the basic dreams
and plans were never brought to fruition.
Whether one is planning for the affluence of the Appalachian Mountains
or a new loading shed closer to the highway, the gap between the plan and
the actuality will be found to be lack of administrative know-how.
Technical ignorance, finance, even lack of authority and unreal planning
itself are none of them true barriers between planning and actuality.
Thus, we come to the exact most basic steps that comprise
administration.
First is OBSERVATION. From beginning to end observation must serve both
those in charge and any others who plan. When observation is lacking, then
planning itself as well as any and all progress can become unreal and
orders faulty and destructive. Observation in essence must be TRUE. Nothing
must muddy it or colour it as this can lead to gross errors in action and
training.
Next is. PLANNING itself. Planning is based on dreams but it must be
fitted to what is needed and wanted and what men can do, even with
stretched imaginations or misgivings. Planning has to be targeted and
scheduled and laid out in steps and gradients or one will be laying
railroad tracks that pass through oceans or boring tunnels in mountains
that do not exist or building penthouses without putting any building under
them to hold them up.
The essence of planning is COMMUX(CA TION and the communication must be
such that it can be understood and will not be misunderstood. For unless
those who oversee and those who do know what their part of the plan is,
they cannot execute their share and very well may oversee and do quite some
other action, leaving a monstrous gap and even a structure that ate up
their time and funds but now has to be torn down.
The next is SUPERVISION and supervision is dually needful. It serves as
a relay point to which plans can be communicated and from which
observations as reports can be received; and it serves as the terminal
which communicates the plans as orders and sees that they are actually
done. This gives one the genus of the Org Board as a central ordering point
which has other relay ordering points taking care of their part of the
whole plan or programme. These points are often also the points which care
for local occurrences which must be handled and their frailty is that they
become so involved with local occurrences, oddities and purely local
concerns that they do not or can not give any attention to receiving,
relaying and overseeing their part of the main plan.
Then there are the PRODUCERS who produce the service or the structure or
the product required by the plan. Many plans are marvellous in all respects
but putting somebody there to actually DO the required actions that make
the plan real. The primary fault is to use persons who already have
projects and duties to which they are committed and, with their local
knowledge, see must be continued at any cost but who are forced to abandon
existing programmes or duties to start on this new activity, solely because
the new activity has the stress given it in orders and the old activities
are seemingly ordered left alone. Old companies and old countries could be
said to be "that collection of incomplete and abandoned projects which is
confused and failing".
Finally there is the USER, those who will use or benefit from
the..programme when it is realized and completed. When planning fails to
take this element into account, only then can the whole programme fail
utterly for it, regardless of dreams, labor and expense, is finally seen to
be of no value anyway. Thus all great programmes begin with an
understanding or a survey of what is needed and wanted and a nose and value
count of those who will use it and a costing action in time, labor,
materials and finance, compared to the value of it, even if only aesthetic,
of those who will use it in
376
any way if only to know they have it or to be proud of it or to feel better
or stronger because they have done it.
Thus one gets the points which are the true administrative points:
I OBSERVATION even down to discovering the users and what is needed and
wanted.
2. PLANNING which includes imaginative conception and intelligent
timing, targeting and drafting of the plans so they can be communicated
and assigned.
3. COMMUNICATING which includes receiving and understanding plans and
their portion and relaying them to others so that they can be
understood.
4. SUPERVISION which sees that that which is communicated is done in
actuality.
5. PRODUCTION which does the actions or services which are planned,
communicated and supervised.
6. USERS by which the product or service or completed plan is used.
Administrative Systems or organizations which lack at least the
rudiments of the above system will not bring off the dream and will
accumulate an enormous lot of uncompleted actions. Not a few failures,
bankruptcies, overthrows and revolutions have occurred because one or all
of the above points were awry in an existing organization.
The amount of heroic executive overwork which comes from the omission of
one or more of these vital essential points accounts for the ulcers which
are the occupational disease of those in charge.
When some or all these points are awry or gone, an executive or ruler or
his minister is reduced to an anxiety which can only watch for the symptoms
of bankruptcy or attack or revolt.
Even if so reduced, an executive who fends off disaster while getting in
a system which satisfies the above points has an enormously bettered chance
of winning at long last.
The dual nature of an administrative system or an organization now
becomes plain.
Let us pry apart I and 2 above. The effort to hold an existing
organization together is really different than trying to get a plan into
actuality. In practice one has an organization of some sort. It has
functions and it has local concerns and problems. And it has programmes and
actions from past control centrals or which were locally generated.
To push in upon this plans which, no matter how well conceived or
intentioned, are additional to its load will cause a great deal of
confusion, incomplete projects left dangling and general upset.
To place new programmes into action, two prior actions are necessary:
A. Put in a whole new system paralleling the old existing system.
B. Survey the old system and its existing programmes to preserve
them, eradicate them or combine them with the new plans.
To leave A and B undone is to court disaster. Whether one is aware of
the old programmes or the old organization or not THEY REMAIN AND WILL
CONTINUE even if only as a pile of undone, unsorted papers nobody knows
where to file or as a pile of odd unfinished masonry some future generation
can't identify or will identify with scorn of administrations in general.
377
New leaders are sometimes looked upon as a worse scourge than a foreign
enemy and new patterns of rule are often subjected to overthrow simply
because they did not, out of ignorance or laziness, do A and B above.
One sometimes finds a company unit or a military officer left in some
unheard of place for years, at continuing expense, guarding or nibbling at
some project in a bewildered or philosophic fashion.
The activity remained unremembered, unhandled when a new broom and new
planners entered the scene,
This can get so bad that a company or a nation's resources can be broken
to bits. The old plans, disorganized, not known, discredited, are
superseded by new plans and new ambitions. The old plans are in the road of
the new plans and the new plans prevent old plans from completing. The
result is an impasse. And the men in charge, even at the level of junior
executives, become even more puzzled and bewildered than the workers and
begin to believe no new plans can ever be done, blame the ignorance of the
populace and the cruelty of fate and give up.
All they had to do was put in a complete new parallel system as in the I
to 6 outline above for their new plans and to meanwhile preserve and
continue the old system while they surveyed for preservation, eradication
or combination of it. It is sometimes even good sense to continue old
projects to completion currently with new projects just to maintain
stability in the company or country and somehow find new finance and new
people for the new plans. It is often far less costly than to simply
confuse everything.
Furthermore, all NEW and untried plans should have PILOT PROJECTS which
by test and use must be successful before one incorporates them and their
new workers into the old system as a parallel dependable activity.
A "chicken in every pot" as a campaign promise could easily succeed if
organized as in I to 6 above.
There is a lot to organization. It requires trained administrators who
can forward the programmes. But a "trained" administrator who does not
grasp the principles of organization itself is only a clerk.
At this current writing Man has not had administrative training centers
where actual organization was taught. It was learned by "experience" or by
working in an organization that was already functioning. But as the
principles were not the same company to company and nation to nation, the
differences of background experiences of any set of administrators differed
to such a degree that no new corps could be assembled as a team.
Thus it was said to require a quarter to a half a century to make a
company. But the number of ineffective bureaucracies and national failures
which existed stated clearly that there were too few skilled administrators
and too few training activities.
Man's happiness and the longevity of companies and states apparently
depend upon organizational know-how. Hiring specialized experts to get one
out of trouble is a poor substitute for knowing what it is all about in the
first place.
Organization is actually a simple subject, based on a few basic patterns
which if applied produce success.
If one would dream and see his dreams an actuality, one must also be
able to organize and to train organizational men who will make those dreams
come true.
L. RON HUBBARD
Founder
LRH:rs.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
378
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 OCTOBER 1969
Remirneo
FUNDAMENTALS OF ADMINISTRATION
No. 2
(No. 1 is The Key Ingredients
HCO Pol Ltr 14 September 1969, page 374)
(See also HCO Pol Ltr 28 February 1966
on Why Orgs Stay Small, page 308)
An expert on Administration, called in to straighten out or develop
Admin for a company can ALWAYS be sure of one thing: IT WILL BE JAMMED AT
THE TOP.
Thus he can always do one thing very effectively: HE CAN UNJAM IT AT THE
TOP.
Old time business efficiency experts sometimes knew that the jam was at
the top but considered tl-ds mean~ it was necessary to retrain the, top man
and this being infeasible and unpopular, went down into the plant to do
time-motion studies. As it remained jammed at the top the firm seldom got
more efficient.
Many tales are told about how the top needed retraining, was old
fashioned and hampered things and almost none of them were true.
All organizations that are surviving at all are driven directly from the
top or by a strata of executives immediately below the top and senior to
any one else.
The first action in any attempt to improve an organization is of course
Observation. The first thing to observe is who at or near the top in
executive capacity is driving the organization.
Someone, at the top or several someones just below the top are
overloaded.
This will be the one or several most important log jams or bundles of
stopped flows.
A jam or inefficiency can exist on very low stratas of an organization
without greatly impeding much of anything. But when such a jam occurs high
up it can reduce efficiency, revenue and threaten the whole organization.
The one or more at the top are trying. They are trying hard. Otherwise
nothing would be going at all.
To even hint that any retraining is needed at the top is an
invalidation. Further there is no time available there for retraining.
What is wrong and what causes overwork and despair is that the staff
type persons serving the high level people are not trained or organized to
handle the abundance of action.
This is well within the province of an administrative expert to handle.
Here he is dealing with secretaries, typists, phone operators and junior
executive types who are only too willing to learn how to expedite the
action for the high level key people.
All one needs to tell the key person is that he needs administrative
help and that you'll see that he gets it to take the load off.
Then you organize and groove in those who directly serve him.
He operates actually on a 9 Div 27 Dept system as a person and as an
executive. Those services are fully listed on a standard org board.
The larger the organization being headed, the more numerous must be the
service corps that serves the key executive.
If the organization is small or he is a very junior exec he often has a
secretary but really does not have a communicator. If he can't have more
than one person, one would convert the secretary to a communicator who is
trained to be aware of all the functions involved in a 7 Div 21 Dept org
board. When his secretary learns all this well,
379
in terms simply of basic duties, the load will come off.
But let us go much bigger. In a million man organization, the personal
staff of the upper exec who carries the load would have to be several dozen
people who comprise his personal admin staff only.
All the training the top man would need would come when the rest were
organized and trained and would consist only of "This is your personal
staff. For these functions (divisional) here is who you call." You give him
the personal org board like a new phone card and let him play with it until
he learns it in actual use.
The load would come off, the lines would speed up and the result in
production or accomplishmt nt would be fantastic.
This personal staff would be trained by the admin expert, not to run the
business but simply to handle and expedite all the actions of the top exec.
Overloaded execs who are near the top should also have an organized
personal staff, less numerous, but still with the basic org board fully
covered.
Training these personal staff members is not hard. They are usually very
willing and very amazed that order can exist and that there is a way to
help.
Unless one has sat in or near a top spot he might not have any idea of
how overloaded these are. Or how this overload can delay or prevent
expansion. Where every interview is personal and where every action
contains minor confusions, the brilliance and competence of the most well
meaning high executive is drained into minor chaos.
The president of the United States usually ages twenty years for every
four in office. They go in looking well, they come out of office a wreck.
Look at their pictures before and after. This is the toll of a relatively
efficient if poorly organized personal staff.
Therefore, to handle this, a real, an efficient, a fully trained
personal staff that is groomed to near perfection is vital.
The jammed condition is at the top.
If the top is served by people who fully understand Admin (as per Key
Ingredients, an org board based on natural laws instead of whim, precise
duties and hats) then the observations and inspections bring in the data,
plans go out, get followed up, get executed, the lines fly, the users are
satisfied and the load comes off.
The exact adaption of the standard org board has to be worked out on a
basis of what the top exec or execs have to handle. But it will contain
every division and every department and will be capable of sending out
observation or supervision missions and survey users or voters and doing
all the other things expected of that executive.
The Admin expert will find, with one look at the top execs in almost all
companies and countries where this has not been done that no one man can
possibly carry the loads and functions required of his post. Yet in almost
all cases the job is somehow being done.
What an Admin expert has to do is study and list all the
functionsunobtrusively -of that post and recruit and train a personal 9
Division 27 Department type staff for it, even though it is as few as one
or three or as many as hundreds, depending on the organization size.
The result will be magical in its effectiveness throughout the entire
organization. Plans become actuality, confusions vanish and the statistics
rise.
You can thereafter work out ways to unstop lower executive posts. But
you begin and make your biggest increase at the top.
They need help up there.
L. RON HUBBARD
Founder
LRH:rs.ei.rd Copyright r-\ 1969 by L. RonWubbard ALL RIGHTS RESERVED
380
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1969
Remimeo
Admin Know-How No. 23
DEV T
The entire, complete and only major source of Dev T is ignorance or
failure to grasp CONFUSION AND THE STABLE JDATUM as covered fully in
"Problems of Work" (and LRH Tapes of 1956).
Unless an executive or staff member fully grasps the basic principles of
Confusion and a Stable Datum then the org board is completely over his
head, the reason for posts is not understood and Dev T becomes routine.
A post on the org board is the STABLE POINT. If it is not held by
someone it will generate confusion. If the person that is holding it isn't
really holding it, the confusion inherent in that area on the org board
zooms all over the place near and far.
Any executive getting Dev T knows at once what posts are not held
because Dev T is the confusion that should have been handled in that area
by someone on post. With that stable terminal not stable, Dev T shoots
about.
Excessive transfers in an org promote fantastic Dev T as the posts do
not really get held as people are on them too briefly. "Musical chairs"
(excessive transfers) can destroy an org or area.
The remedy is to get people trained up (OEQ to handle their posts, to
get people on post who do handle their posts.
An essential part of such training is a study of "Problems of Work" and
a full grasp of how a stable terminal handles and prevents Confusion. If
the person cannot fully grasp this principle, he is below the ability to
conceive of terminals and barely able to perceive lines. He cannot
communicate since there are no terminals to him.
REMOTE AREAS
If an area remote from an executive does not contain a stable point to
which he can send his comm and get it handled, then his comm only enters
Dev T into the area and he gets back floods of despatches and problems but
no real handling. The area is not organized and does not have people in it
who have grasped "Problems of Work" or how it applies to an Org Board or
even why there is an Org Board.
Communicating into a disorganized area without first organizing it to
have at least one stable terminal is foolishness.
An Org Board is that arrangement of persons, lines and actions which
classifies types of confusions and gives a stable terminal to each type. It
is as effective as its people can conceive of terminals and understand the
basic principle of Confusions and Stable Data.
A good executive arranges personnel and organization to handle types of
actions and confusions. He does not broadly Comm into disorganized areas
except to organize them.
Any area which gives an executive excessively Developed Traffic (Dev T)
is an area where the persons supposed to be the stable terminals in that
area are not holding their posts and do NOT understand what they are or why
and do not know what an
381
Org Board is and have never understood the Scientology fundamental known as
Confusion and the Stable Datum. They are NOT doing their post or organizing
their areas.
An executive's evidence of this is the receipt from there of Dev T.
The executive's action is to get somebody THERE, get him to understand
Confusion and the Stable Datum and how it applies to posts as Stable
Terminals, get him trained up and use that now stable point to handle
further confusions.
If an executive goes on handling Dev T of people who are not stable
terminals that handle their areas, HE WILL BE FORCED TO WORK HARDER THAN IF
THE POST WERE EMPTY. At least if it were empty, he would get only the
confusion of that area. As it is if the post is improperly held and wobbly
he gets not only the area confusion but also the enturbulation of the
wobbly incumbent.
Volumes could be written about this subject. But there is no reason
whatever not to be able to grasp the fundamentals concerning confusion and
stable data, confusion and stable terminals, apply it to Org Boards, to
areas and to expansion.
Chaos is the basic situation in this universe. To handle it you put in
order.
Order goes in by being and making stable terminals arranged to handle
types of action and confusion.
In organizing units, sections, divs, depts, orgs or areas of orgs you
build by stable terminals.
You solve areas by reinforcing stable terminals.
Executives who do not grasp this live lives of total harassment and
confusion.
The whole secret of organization, the whole problem of Dev T, the basic
ingredient of all expansion is contained in this.
L. RON HUBBARD
Founder
LRH:rs.idm.ei.rd
Copyright (D 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED[Note: For further data on DevT see Volume 0, pages 119
to 152.1
SERVICE
WHY does one wear his hat?
To give service.
Every hat has a Valuable Final Product. The common denominator of all of
these is SERVICE.
Of one kind or another, service is being performed for the org or one's
fellows.
You would be surprised how much Dev-T or confusion would drop out if
people HELPED one another by giving the Service for which the hat was
designed.
LRH OODs 5 April 1971
382
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 NOVEMBER 1969
Issue II
Remimeo
GROSS PROMOTIONAL ERRORS
The Technology of Scientology is very powerful. An org can flourish and
expand in the face of many administrative outnesses, so powerful is the
Tech. When an org does not flourish and expand you know that the errors are
of the grossest proportions.
When a downtrend in Gross Income occurs over a period of time longer
than a few weeks you can be sure that what is not being done or what is
being done wrong by the org is a violation of basic data pertinent to org
expansion. It is not that some internal line has gone out or that some
dispatches are stale dated; it is GROSS GROSS GROSS.
After closely inspecting several orgs with downtrends in their major
statistics, including Gross Income, the following GROSS PROMOTIONAL ERRORS
were found:
I . Virtually no outflow was occurring.
2. The org's field was "roughed up" with no ARC Break progra in in
action to clean it up.
3. Staff members had not been audited.
4. The org image was far below what could be called professional.
Correcting just (1) and (4) above reversed the trends in four orgs in a
row. These are the GROSS PROMOTIONAL ERRORS of an org.
When an org that is able to deliver Standard Tech is outflowing, many
particles being handed out and mailed out to the public and regular
mailings and letters going out to CF, there will be a flow of people into
the org. If the org's image is one of professionalism (staff members well
dressed and competent in manner) many will sign up for and take the org's
services.
A regularly audited staff will want to outflow and will matter of factly
present a professional image to the public. And the outflow will increase
and the sign-ups and starts will rise.
An ARC Broken field, which has accumulated from long periods of out
Tech, will diminish the effectiveness of all your promo by as much as 90%.
Know these GROSS PROMOTIONAL ERRORS well. An org that has declining
statistics has three or four of them flagrantly occurring. Stamp out 1, 2,
3 and 4 above and the org will have up statistics no matter what else is
being done.
W/O Larry Krieger Mission Boom I/C for L. RON HUBBARD Founder LRH:rs.ei.rd
Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
383
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 DECEMBER 1969
Remirneo
Executive Secretary Hats
Executive Hats
Cancellation of
HCO PL 19 July 1963
and London Sec Ed May 4, 1959
EXECUTIVE DUTIES
(The cancelled PL and See Ed above stated that an Executive "got people
to get the work done." This principle has been found to result in some
Executives believing they were not supposed to work. It is an old
management definition. Much more experience on the subject in Scn orgs and
the Sea Org show the following to be more fundamental and more workable.)
An Executive handles the whole area while he gets people to help.
An Executive in charge of an org would "single-hand" (handle it all)
while getting others to handle their jobs in turn.
This gives a practical and workable approximation of what top stat
executives actually do do.
The executive who sits back and waits for others to act when a situation
is grave can crash an entire activity.
Essentially an Executive is a working individual who can competently
handle any post or machine or plan under him.
He is a training officer as well. He designates who is to do what and
sees that a training action is done by himself or others to be sure the
post will be competently held. An executive who accepts the idea that if a
person has a school degree in "waffing Wogglies" or sewing on buttons he
can at once be trusted to waff wogglies or sew buttons is taking a
personnel by recommendation, not by his experience with the personnel whose
work-organization potential has never been tested under that executive. A
camouflaged hole (undetected neglect area) may very well develop in such a
circumstance, which can suddenly confront the executive with a time
consuming disaster.
Thus an executive accepts help conditionally until it is demonstrated to
be help, and meanwhile does not relax his control of a sector below him
until he is sure it is functioning.
In this way an executive is one who does and backs off spots
continually. He could be said to always be doing himself out of a job by
getting the job competently done. However, in actual practice, as post
personnel does shift, he has to be prepared at any time to wade back in and
put it right.
The Supreme Test of an Executive (as in the HCOB Supreme Test of a
Thetan) is to MAKE THINGS GO RIGHT.
To the degree he can maintain his observation, communicate and get
supervision done (see HCO PL on the Key Ingredients) he can achieve
production or service and satisfy users.
As observation is often faulty, especially over long distances, as
Communication is not always received or studied and as supervision is often
absent, the Executive must develop a sensitivity to indicators of outnesses
and systems to correct them.
A very good Executive knows how to "play the org board" under him. He
has to know every function in it. He has to know who to call on to do what
or he disorganizes things badly.
An Executive also has to know neighboring org board arrangements in the
same org, the org board of allies and of enemies.
384
An Executive has to know what users need and want and furnish it. When
normal and routine posts fail under him, the Executive is of course forced
into Non Existence as an executive, has to find what is needed and wanted
and produce it. He applies the whole Non Existence formula to the
situation.
Only if he does not handle fully once he does see an outness does an
Executive go into Liability.
An Executive deals with the frailty of human variations and
distractions. When these engulf his area and he is confronted with the
fruits of alteration and non-compliance, of posts not held and duties
suddenly found left undone, it is up to the Executive to get them done any
way he can. Having handled he applies the Danger formula (or lower as it
appears) to the neglected area.
An Executive has to be somebody who cares about his job and wants to get
things done. If he only wishes the title for status he is of course heading
himself and his area for disaster and it could be said that such an
executive, not meaning to do the job but only wanting the title, is in
Doubt or lower on the third dynamic.
The Executive thinks of the area and organization first and repairs.
Then he thinks of the individual and straightens him out.
An Executive who is worker-oriented winds up hurting all the workers.
The workers depend on the organization. When that is gone they have
nothing.
An organization cannot have more taken out of it than is being put into
it. Efforts to bleed an organization of more blood than it has destroy it.
The preservation of his organization is a first consideration of an
Executive.
In an Executive's hands an organization or one of its areas must be
"VIABLE." That is, it must be capable of supporting itself and thus staying
alive. When his area is parasitic, dependent on others outside it, without
producing more than it consumes, the area and its workers are at severe
risk and in the natural course of events will be dispensed with, if not at
once, eventually.
Thus an Executive is someone whose own sweat and energy keeps an
organization or an area of it functioning. In this he earns and uses help
and they in turn take over executive roles in their subordinate areas and
keep them alive and producing.
An Executive is in the business of SURVIVAL of his area and its people
and providing with service or production an abundance which makes the area,
his own services and that of his subordinates valuable.
If an Executive so functions his own survival and increase is guaranteed
even by natural law. If an Executive functions for other reasons it is
certain the ground will vanish from under him eventually again by natural
law.
An Executive is in fact a worker who can do all and any of the work in
the area he supervises and who can note and work rapidly to repair any
outnesses observed in the functioning of those actions in his charge.
The best liked executive who is most valued by his workers as someone
they need is an executive who functions as described above. One who seeks
to survive on favours given and does not otherwise measure up is not in
fact regarded highly by anyone.
Whatever ideology one finds himself in, the above still applies. The way
to the top may well be marrying the boss's daughter, but the way to stay
there still requires the elements described herein. As bosses' daughters
are few, a sounder way is to learn all the jobs well and study this policy
and just become an Executive.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
[Cancelled by RCOPIL28 July 1971, A dmin Know-How No. 26, page 400.1
385
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MARCH 1970
Remimeo
HOW TO WRITE AN ED OR ORDER
There are no hard and fast rules in writing orders or Eds but some
comments can be made that serve as a guide for those drafting them.
In the first place an Ed or order must COMMUNICATE. It must be simple
and easy to read. Many I have seen are fuzzy or confused.
The person writing it should get a pretty good idea of what the
situation is and what he means and why and what he wants done. So orders
must be INFORMATIVE.
What he wants done must be within the CAPABILITY of the terminal or
terminals he is addressing.
A truly experienced administrator or executive often has to work
without all data
to hand so it is good to add an escape clause of some sorts when one is
doubtful. Such
as "If this situation does exist ". You don't always assume that a
wrongness reported exists in fact as many false reports can get on lines.
Further, the
situation might have been handled. In writing 3 orgs to do something it may
be one has
already done it. So orders should be NON-ACCUSATIVE.
I often get an Ed to be issued or a Flag Order that has a covering
despatch which contains all the reasons, followed by the order itself which
is baffling if the covering despatch is omitted. As the order isn't to me,
why the covering despatch? An order must be able to exist by itself and be
in so far as possible SELF-EXPLANATORY.
As most people are not operating maliciously in any way they basically
appreciate help. So actually an order should try to be HELPFUL.
All such orders are received in an avalanche of other papers, usually on
a jammed overworked line so as far as possible all other things considered
it should be BRIEF.
On orders that carry a broad discovery one should also be INTERESTING.
But above all an order or Ed should be CLEAR.
If you want an order followed it has to be ADDRESSED TO SOMEBODY who
will supervise or produce it.
Orders and Eds that are issued should BETTER THINGS.
It is not enough to say "Stop doing and is often taken all too
literally. One should say what it is one should DO.
When whatever it is is done one should also say to whom it should be
REPORTED.
One of the minor worrisome things to a recipient is for someone writing
an Ed or order to allege data without giving its WHO. It is in fact rather
suppressive to say "Stop throwing pes into jails" without also saying "Joe
Blow says he saw you throw a pc into jail. Could you give us more data on
this?" However, one sometimes has to protect the source of info, as it can
occur that someone giving you good factual data will get shot at the other
end.
SOP in the US "government" when a Senator receives a letter from a govt
employee telling of an outness, is to refer the letter to the employee's
bureau, where, of course, they dismiss the employee promptly-which in that
frame of intellect, handles the whole thing. But in this context, you must
have a vital Admin principle-whenever I have acted on single reports from
staff members and public, I have been sorry I ever brought it up! They were
isolated instances or not true: So you get enough observation either from
several sources or on different lines before you
386
actually act for then your DATA IS ACTUAL. Then you won't be on somebody's
toes
uselessly. And you can say "I have several reports here that your I want
to know what you are doing about it if it still exists. Please advise me.
LRH COMM
LOG THIS QUERY."
The main problem of management and any exec is getting data. Issuing
orders and Eds based on no observation can get one into severe Dev-T and
upset.
There are 2 basic rules in Eds and orders-
1. AVOID GETTING CHOPPY ON LONG DISTANCE COMM LINES.
2. DON'T KEEP SENDING ORDERS INTO AN AREA OR TO SOMEONE THAT IS NOT
COMPLYING. TAKE OTHER ACTION.
Not all Eds and orders written are perfect by a long way and probably
seldom will be. There is no perfect format.
Intuition, past experience and some tiny symptom repeated are all the
data you sometimes have. And you have t,o issue orders on what you know.
And situations are sometimes vitally in need of handling and you have to
handle.
So you have to issue orders and Eds to handle things.
But realize this is a temporary state of affairs for management.
Two things have to be missing that make written orders and Eds
necessary.
A. A clear understanding and write-up of exactly what the terminals at
the other end should be doing as basic actions.
B. A competent personnel at the other end well checked out on A.
C. A workable organizational structure matched at both ends of the line.
When you don't have these things then lots of Eds and orders become
necessary. When you do have these things then your traffic is basically
data traffic and operational planning.
Mission orders in their target form, with their briefing and with
competent missionaires satisfy all these requirements usually. But this is
a special case of a carefully worked out drill. So Missions usually succeed
if their major target lies within their capability and a sensible time
limit.
When a mission is out too long it bogs because it is now a terminal at
the other end that doesn't have any real hat, only a set of expiring M0s.
Because of time and changes in situations their M0s cease to be real. When
this happens they should be recalled, or debriefed on the ground and given
a full hat as per A and B above.
Orders and Eds can be in target form and should be when it's a project
with a potential time expiry.
An Ed decays in one year at which time it is either renewed by an Ed to
continue it or it becomes a Policy Letter which usually should be neated
up.
If you look at the capitalized words in the early text above you find
the desirable adjectives or verbs that apply to writing orders and Eds. One
can use them loosely as a
guide.
L. RON HUBBARD
LRH:nt.ei.rd Founder
Copyright (D 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
387
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MAY 1970
Remimeo
Admin Know-How No. 24
DISTRACTION AND NOISE
Noise is a technical term used in the field of Public Relations to
describe the medley of messages hitting a member of a public besides one's
own message.
The clamoring for attention of many different people, firms, situations
brings about a condition where another voice or despatch is just ONE MORE
DISTRACTION.
We can profitably use NOISE to describe the demands for attention put
upon a staff member, executive, office or org that is being distracted off
a main line of action.
A law evolves-THOSE INDIVIDUALS OR AREAS THAT ARE THE LEAST WELL-
ORGANIZED ARE AFFECTED THE MOST BY DISTRACTIONS.
Let us take an office in Gus Falls, South Alabama. The Public Exec See
chooses personnel and audits, the HCO ES lectures, the OES mows the lawn.
The rest of the staff are assigned to no divisions particularly, they try
to cope but the org makes little money naturally so they "moonlight" (have
other jobs).
The place is a mess, of course. Public, bills collectors, salesmen all
clamor endlessly for the org's attention. The more disorganized the place
is, the more messages each distractor has to originate to get anyone there
to listen. Routine actions, having no lines on which to travel and no one
to handle them become frantic oft repeated emergencies each one with
multiples of messages.
SO, you are an executive in a remote city. This Gus Falls Office is in
your area.
SO, you write them despatches.
You get no answers.
You write more despatches.
And they go unanswered.
Gus Falls just isn't reporting up.
WHY? You are just one more noise in a screaming chaos.
The office manifests mainly DEFENSE. It is being hit so hard with random
voices and despatches that it develops a ridge against all voices, all
despatches.
Anything from you, if it gets read at all, is resented as it's "just one
more awful impossible".
So there are only three conditions wherein you get no answers or
compliance:
1. There is no one there.
2. Your terminal there isn't wearing his or her hat.
388
3. The place is a howling disorganized madhouse.
The remotely located executive who keeps writing despatches into an area
and gets no action or answers has these situations:
A. His orders are unreal in that they are not based on good
observation.
B. His orders are contrary to policy and would produce upsets or
disorganization.
C. There is no one there at the receipt point.
D. The terminal addressed isn't wearing his/her hat.
E. The place is a howling disorganized madhouse.
In any of these cases we get this law:
WHEN YOUR DESPATCHES OR ORDERS AREN'T GETTING ANSWERED OR ACTIONED DON'T
EVER KEEP ISSUING MORE OF THE SAME.
In the special case of E you haven't got a chance of attracting
attention.
There are many things you can do in the case of E.
Whatever you do, if observation and real data to hand (not rumour or
opinion) shows E to be the case, there is one basic rule:
WHEN A PERSONNEL OR PLACE IS DISTRACTED, GET IN ONLY EASY BASICS ONE AT
A TIME.
"Problems of Work" data applies. Stable datum and confusion.
Whatever you do you have to get correct factual observation that is
actual data, not propaganda or opinion.
It could be somebody there is suppressive and is tearing the place
apart.
It could be they just don't know what organization is, that it means
that specialized personnel are assigned to different posts with specific
duties and that command and flow lines are established throughout the
organization. Maybe they don't know that.
It could be only the top strata is in a mess with the staff working well
out of sight from a remote observer. That has happened.
A remote executive or one on the ground confronting this sort of thing
gets his first inkling of it from no-reports or non-compliance or slow
compliance.
His next action is to collect factual data on actual conditions.
His next action is to find out WHO if anyone is disorganizing the place,
and handle that one. But this is with care as such action if remotely taken
can be wrong and the place will just disintegrate.
His next action is to get in single basics like an org board, then hats,
then a comm center, then recruitment, then decent promotion and decent
service.
Often such a group as in E has generated howling financial or even
public emergencies and these are what are screaming for attention. The
thing to do is to put a
389
special section IN CHARGE OF THAT EMERGENCY and route anything related to
it to that special section for full orderly handling. Get the rest of the
place properly organized and conducting business as usual.
It takes a while for an organized activity such as an office to become a
shattered wreck. However an SP put into it as an exec can speed this
process up greatly.
Therefore, anyone seeking to handle the confused area must detect the
symptoms early and handle early.
THE LATER THE SITUATION IS NOTICED THE HARDER IT WILL BE AND THE LONGER
IT WILL TAKE TO BUILD IT BACK UP AGAIN.
The next time you get a DEFENSIVE ANSWER, A SLOW COMPLIANCE or a NO-
REPORT realize that you have on your hands right there, whether in one
person or an org, the symptoms of a situation you must handle. It is any
one of from A to E above.
Honestly and dispassionately figure out which one it is. And realize if
it is D (not wearing a hat) it could be a symptom of an SP so watch it
until you know his (a) Case Status, (b) Ethics record and (c) Production
record or you could make a mistake.
If it's any one of these, A to E, you can find out by dispassionate
analysis based on facts.
But in any event the situation MUST be handled. What is wrong must be
remedied.
,LRH:kjm.rd
Copyright @ 1970 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 MARCH 1970
Rernimeo,
Exec Hats
WARNING SIGNS
(Reissued from Flag Order 980,
and LRH ED 10 INT of I July 1968)
Any Executive should take note of the following points and consider them
as definite warning signs of imminent danger.
I . An area or individual producing no reports is soon to take a very
steep dive.
When you don't hear from an area you can be assured there is something
else going on. So Admin is out. Tech must be out and Ethics is going fast
if not gone.
2. An area which issues false reports can be considered to have had its
ethics pass over cliff way way back. This should be pounced on fast fast
fast.
Use these and it will take a lot of trouble off your lines.
LRH:dp.ei.rd
Copyright @ 1970 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
390
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 MAY 1971
Remimeo
HAS
Staff Hats
SERVICE
The essential ingredient of any post is SERVICE.
A hat essentially is CONTRIBUTIVE. It contributes to the general
production of the TEAM.
CONTRIBUTISM is a philosophy in itself. You find it in The Factors. You
also find it would apply in economics. One CONTRIBUTES. One is CONTRIBUTED
TO. By others CONTRIBUTING to others who then contribute back, one is also
benefitted.
When contribution is cut or not allowed, denied or withheld, one gets
the phenomenon of ARC Break in the form of cut C-Communication. (Where A is
Affinity and R is Reality.)
ARC Breaks precede harmful intentional acts.
Thus you can expect that when CONTRIBUTION is not balanced to some
degree, trouble and upset occurs.
From such breakdowns we get the violence of strikes, political
philosophies and even revolution.
. welfare state requiring no contribution will at length be paid in
revolution.
. hat "worn" without contributing to the team or without contributing
one's real efforts will cause (a) an upset and discomfort in oneself (b) a
harmful reaction from others and (c) reactions within the remainder of the
team.
Morale is dependent upon PRODUCTION. Production is accomplished by
numerous contributions of thought or effort.
Any existing organization or civilization is the sum total of its past
and current contributors in terms of thought and effort.
Some contribute much, some little.
Rewards are not necessarily proportional to contribution and do not
necessarily establish the degree of contribution.
Actually a "reward" is what one desires, not what is given.
Approval and validation are often far more valuable than material
rewards and are usually worked for far harder than mere pay.
Even being part of an important team is a return contribution. Thus
"customer approval" of the team is part of the rewards one achieves.
The subject of what one receives in return for contributing is as
variable as the desires of Man.
Anyone who has a hat is expected to contribute the services outlined by
the hat.
Other teammates and customers or clientele or "the public" expect a
staff member to contribute his specialized services to those who seek them.
Thus SERVICE is a keynote of a hat.
Many years ago when I first looked this over, I had a high position of
command. After a great deal of sorting out, I finally concluded that the
only privilege it conferred on me was THE RIGHT TO SERVE. After that I
could handle the post. And was happy with it.
Certain it is that degradation is inevitable when the Right to Serve is
interrupted or denied.
It is worth thinking about in relation to happiness.
LRH:sb.bh L. RON HUBBARD
Copyright @ 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
391
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 MAY 1971
Rernimeo Issue 11
HAS
Staff Hats
Prod Org Checkshts
SERVICE AND WORK LOAD
The way to decrease the traffic and work load of an org is to
I . Get people to know their hats.
2. Deliver the service each hat calls for.
3. Check out all seniors on all the hats below them as well as the
org board, functions, purposes of units, activities and current
pgms..
4. Be certain personnel people know every hat in the org.
Production in terms of completions will soar.
Volume of work will drop.
Why is this?
NO SERVICE
If every staff member is on a no-service pitch, the body and despatch
volume will rise at least fifteen times and production will decrease toward
zero.
Look it over. Body A goes to Staff Terminal X for some service or other.
Terminal X says "I can't pay you because FP. . . ." So Body A calls on
another staff member who says "Permission is required from G." So Body A
goes to G and is told, "We haven't got a list to hand so. . . ." So Body A
goes .....
Where's the production?
But there's lots of body volume!
Despatch To-From is received by Staff Member Y. He refers it to Staff
Member Z. Who refers it to .....
Where's the production?
But there's sure a lot of despatch traffic!
The system, in vogue in most bureaucracies, even has a name. It's called
"the referral system".
No one gives service. No situation is terminatedly handled.
REHANDLING
When this is cured somewhat, a new situation can develop. A service
facsimile (what one uses to make others wrong) develops.
"You handled it wrong!" is the cry.
So demands to rehandle occur.
This pushes the org back to DON'T HANDLE OR YOU'LL GET REPRIMANDED.
And the increased volume and lowered production set in again.
392
People who know their hats in the first place and give service don't
have to be told to rehandle.
HAT KNOCKOFF
When a senior exec does not know all the hats and their duties, he
misassigns duties.
This knocks off the hats that have been gotten on.
No service results.
When an Exec knows all the hats, the org bd, the functions of units and
activities and current programs he routes and assigns properly and
production goes up and volume decreases.
PERSONNEL GOOFS
When personnel people do riot know all the hats, they misassign. Some
military services I know have this down to a fine art.
This increases hatting and training time. It increases confusion.
It reduces production and increases traffic volume.
The way to increase production and decrease traffic volume is to check
out all personnel people on all the hats of the posts they are assigning.
Then they know.
MUSICAL CHAIRS
By playing musical chairs in an org-frequent changes of post, using
areas of the org as a personnel pool-service is reduced so production is
reduced and volume is increased.
There is a covert method of doing musical chairs. Go around and ask
people if they want different posts. This unstabilizes them, puts them half-
way between posts and reduces service, production and increases volume.
Laziness and fancied economies and lack of expertise in RECRUITING is
always the bug back of musical chairs.
The answer is RECRUIT AND HIRE.
Probably other ways can be invented to prevent delivery and work
everyone like mad but the above are the chief ones.
TO increase production and decrease the volume handled it is vital that
people are:
A. Properly recruited and posted.
B. Hatted with and trained for the post, and all Theory and
Practical and Post drills are done on them.
C. Persuaded to deliver the expected service of the post held.
D. Knowledgeable as seniors who must know their juniors' hats, the
org bd, the functions as well as purposes of units and activities
and current programmes.
E. Helped by signs, routings and forms to give the public or
outside or internal traffic correct routes and terminals where
handling will occur terminatedly.
Want to increase production and lower the work load?
Get this P/L in, in. in!
LRH:nt.act.bh
Copyright (Z 1971 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
393
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 JULY 1971
Rernimec,
All Bureaux
Hats Admin Know-How No. 25
0EC
CLOs OTLs AND FLAG
(References: HCO Policy Letter of 14 September 1969
Admin Know-How No. 22, "THE KEY INGRE
DIENTS" HCO Policy Utter of 8 May 1970, "Distrac
tion and Noise" and the P/Ls of THE DATA SERIES.)
PURPOSE OF CLOs
TO MAKE PLANNING BECOME AN ACTUALITY is the key message of the key
ingredients.
This also unlocks the door to an understanding of Continental Liaison
Offices and Operation and Transport Liaison Offices.
Unless the staff of a CLO or OTL knows the purpose of its existence it
ceases to exist as it will be of no real use.
A CLO or OTL must be of USE to FLAG and ORGS and Franchises and the
public. If it is not then it will become valueless and a burden.
If it does know and if every staff member in it knows its purpose then
it will prosper and its staff will prosper. If not it will become unmocked
and confused.
THE MAJOR PURPOSE OF A CLO OR OTL IS TO MAKE FLAG PLANNING BECOME AN
ACTUALITY IN ORGS, FRANCHISES AND THEREBY THE
VARIOUS PUBLICS.
STEPS
In THE KEY INGREDIENTS you find a cycle of Management as follows.
I . Observation
2. Planning
3. Communicating
4. Supervision
S. Production
6. Users.
Plans in this P/L include Programs and Projects and are the duty of
FLAG.
CLOs and OTLs fit exactly at No. I Observation and No. 4, Supervision.
Orgs fit at No. 5 Production and the Publics at No. 6 Users.
No. 3 Communication occurs internally at Flag; between Flag and CLOs;
internally at CLOs; between CLOs and Orgs and Franchises; and between Orgs
and Franchises and the Publics. There is also internal communication
amongst the Publics and within each Public, known as "Word of Mouth
advertising" and "Goodwill".
Laying out this network of communication is an interesting exercise for
you will see that it is becoming global-over the whole world. In addition
to increasing understanding this will give one a concept of the true size
of the operation. "Publics" is a Public Relation term meaning a type of
"users".
OTLs are an extension of CLOs for the CLO.
If you can conceive of this network of communication you can then work
out the remaining KEY INGREDIENTS,
394
OBSERVATION
Orgs observe for CLOs. OTLs observe for CLOs.
The Stats In Charge of an Org, the Finance Banking Officer of an Org,
the Bureaux Liaison Officer in an Org, the owners of a Franchise and
individuals of the Publics are all Observers (No. I of Key Ingredients).
They send their observations to OTLs and to CLOs.
In the Data Bureaux of a CLO these observations are duplicated and CIC
processed for local CLO use but is at once also sent swiftly on to Flag.
In the Data Bureau at Flag all these observations are assembled by
Continent and Org and evaluated.
From this Flag Evaluation (see Data Series on how it is done exactly)
No. 2 of the Key Ingredients, PLANNING can occur. This step, for our
purposes includes finding the major International successes and outnesses
and the big WHYs or reasons for them. Flag puts these into programmes and
projects and sends them out via CLOs to Orgs and sometimes Franchises.
CLOs and their OTLs now come into their own. They SUPERVISE getting
these programmes and projects in and done. This is the Bureaux system's
PRODUCTION.
The organization and its production results are of course expressed with
the Publics which are thereby served and increased as USERS.
Thus all the KEY INGREDIENTS line up.
FLAG PLANNING
On Flag the basic overall effort is designed and planned. The big broad
situations are spotted and the WHYs (reasons for them) found.
The plans, programmes and projects turned out by Flag are designed to
press on with the major International designs and to spot major falterings
or outnesses.
The results are policy, tech, programmes and projects.
In general Flag does not work on things that fit only an individual org.
What Flag plans and makes projects for fit a type of org or all orgs and
are for the applications of orgs to the various publics.
By proven statistics, what Flag plans will improve or boom an area if it
is applied.
Where Flag Planning, represented by programmes or projects, is actually
gotten into full action in an org, that org will boom.
Also, by long historical proof, where an org or area neglects or doesn't
execute Flag Planning and its programmes and projects, there is a collapse.
This isn't PR. This is the story of the years.
If Flag Planning got into full activity in every area we would have the
planet.
For instance the GI boom is the old Flag Tours orders suddenly
reactivated and carried brilliantly into effect in the Pac area. Flag was
putting tours data and tours training together for a year before the
present GI boom. This was then beautifully carried out by splendid
initiative in the Pac area and spread.
The resulting production of GI came about because Sea Org Officers
brilliantly did it with a spark and spirit beautiful to behold. And it was
successful because orgs were now being headed by Flag trained Flag
Executive Briefing Course grads. Policy was now going in. And the only
falter was where policy was departed from or was not asked for.
So Flag Planning if executed has a long historical background of huge
success.
CLO ACTIONS
This brings us straight to the real duties of a Continental Liaison
Office and its branches called OTLs.
395
A CLO is in charge of its Continental areas. It has direct comm with
orgs. Has or will have Finance Banking Officers and Bureaux Liaison
Officers in each org.
The first duty of a CLO is to observe and get those observations into
its own Continental Information Center (CIC) and observations and reports
and lists of its own activities to Flag.
What are these activities? They are:
A. To observe.
B. To send observations by users, orgs and the publics to Flag.
C. To push in Flag Programmes and Projects.
D. To FIND the WHY (reasons) that any Flag Programme or Project is
not going in in an org or franchise or public and REMEDY THAT WHY so
the Flag Programme or Project DOES go in.
& Keep itself set up and operating on the pattern planned for its
establishment by Flag.
F. Handle sudden emergencies.
Those are the TOTAL duties of a CLO.
They are also the duties of an OTL in respect to its CLO.
ORGS
Orgs and Franchises push in Flag programmes and projects by department
and division and also by individual staff members.
At org level and the level of its publics the org is doing A to F above.
A Bureaux Liaison Officer or an FBO in an org is doing A to F and
answering to
an OTL or CLO. I
The OTL handles one or more orgs as an expanded arm of the CLO and it is
doing A to F.
The CLO is working at the level of individual orgs and franchises and
their publics through them.
Flag works through CLOs then to OTLs or orgs to the publics.
It would be highly informative to lay all this out in Clay. For it IS
the winning pattern. Where it is not understood an area breaks down and
needs emergency actions. SIMPLICITY
The floods of information pouring through these lines make them appear
far more complex than they are.
That a CLO runs its own service org does not violate this in any way.
That's just another org to run.
Let us take an actual example.
Data coming in to Flag over a long period indicated few auditors being
made and slow (unbelievably slow) courses over the whole world. Several
observations were ordered by Flag at one time and another.
The situation was very serious. Slow courses meant no real delivery. It
meant an org had to work too long for too low a payment. It meant no
auditors available. It meant no students would enroll because they couldn't
spare that much time. Orgs couldn't get Class VIs home from SHSBCs.
Observations piled up and up and up. A 3 week course on Flag would
become a 6 months course in orgs. It defied belief.
After a long long study of all this, and first hand experience at Flag
some whys began to show up. The HCO P/L 15 Mar 71 "What is a Course?" was
one answer. The Flag Course Supervisors Course designed to be taught in the
Service Org of a CLO. TRS the Hard Way came out of this.
Each one of these and projects based on them went out from Flag to CLOs
and
thus to orgs.
396
Then the big outness exploded into view. The June-Sept 1964 Study Tapes
were NOT in use in courses!!!! That was the major WHY.
At once the Word Clearing Tech was re-piloted on Flag. Simplified
versions were worked out. HCOBs were written.
Projects to get them in were written.
A whole series of drills, one for every possible Supervisor action were
swiftly put into form by an on-Flag mission and piloted.
These, as programmes and projects are pouring out to CLOs to orgs by
rapid communication as fast as packaged from Training and Services Bu Flag.
Assistant Training and Services Aides in CLO Training and Service
Bureaux should see that they get into each org and franchise, using CLO's
LRH Comm and External Comm Bureaux.
In orgs LRH Comms or Bureaux Liaison Officers should get them checked
out and in.
And EVERY ORG WHICH DOES NOT AT ONCE GET THEM IN AND IN FULL USE is of
immediate interest to the CLO Data Bureau. The Tr and Serv Assistant Aide
should be working to get his org contacts to give him data to find out WHY
they are not IN. And Action should be alerted so it can send a CLO Mission
to find out WHY or remedy the already found WHY.
OTHER DUTIES
"Noise" (HCO P/L 8 May 1970, Distraction and Noise) is the main reason
this does not happen.
The org is in a flap of unworn hats, no personnel and the milk bill.
The CLO Tr and Serv Bu is trying to handle a sick exec.
Noise! Every bit of noise being generated is because the main situations
are not being handled, only the Dev T around them.
Like an HAS who has no time to hire because he is so busy with internal
personnel demands, an org or CLO can be so knocked around by nonsense
generated on the fringes of an unhandled situation that the real reasons do
not get handled.
So "other duties" seem to be so important in an org or a CLO that they
do not carry the line through. Why are they so distracted by so many
outnesses? Because the main line is not in!
There are NO other duties more important than remedying the reason one
has so many other duties!
FLAG REMEDIES
The remedies come from Flag. They are based on area observations from
many sources.
CLO DUTY EXAMPLE
To construct an example of a real CLO in action.
The Asst Management Aide of a CLO finds her Project Board blank for
Bongville. CIC of the CLO states no reports are coming in from Bongville
org. The last stats sent were poor. There is natter in Bongville's field.
On A/Mgmt Aide request, CLO's Action Bureaux writes the MOs for, briefs
and fires a single observer Missionaire.
In Bongville, the CLO's Missionaire manages to find the "Exec Director"
Bongville (who is not the ED supposed to be there according to CLO
Personnel records).
The following conversation takes place:
The org's ED says "Your CLO has no reality on what's going on here in
this org." Question: (from CLO Missionaire) Do you ever send any data or
reports or stats? "No, we haven't time for that. We keep going broke."
Question: Do you know Flag policy
397
relating to pricing and financial planning? "No, we're too busy. All this
questioning is just too distracting. The landlord is threatening eviction."
Question: How much money have you invoiced in the last month? "Oh, very
little." Question: But I see you have a full classroom of students. Have
they all paid? "Oh they've been here a year. They paid
long ago I think." Question: Have you put the Flag Word Clearing
Project into
effect so they'll finish their courses? "The what?" Question: Haveyou sent
anyone to
the CLO Tours Course? "Please, I've got to go now. The HAS just transferred
the
Course Super to the Estate Section and our only auditor to Ethics Officer
and I've got
to, tell our afternoon pes to come back tomorrow .......
TELEGRAM: TO C/O CLO. ADVISE YOU SEND A MISSION WITH A HAS AND AN
AUDITOR AND FBO TO BONGVILLE FAST TO HOLD IT. SUGGEST TWO BONGVILLE STAFF
MEMBERS TO CLO TOURS COURSE AND TWO OF THESE EXECS TO FEBC. NO FLAG
PROJECTS IN. CURRENT ED JOQUIM SOKUM DISTRACTED DISCOURTEOUS TO SO. CHECK
OF INVOICES REVEALS $18,000 UNCOLLECTED FROM STUDENTS NOW ON COURSE NEEDS
FBO AND FINANCE INSPECTOR TO SET UP TREAS AND COLLECT. ADVISE GDN OFFICE RE
LANDLORD EVICTING ORG. NO A/G HERE. BEST = MISSION BONGVILLE OBSERVER.
Now the Observation Mission went out because the CLO Data Bureau found
Bongville was not reporting.
This telegram meets up in CLO's Data Bureau CIC with a ton of public
complaints in the Bongville area.
A rapid evaluation is done by the CLO CIC Evaluator using any current
data on Bongville.
The WHY taken from CLO CIC Evaluation turns out to be an illegal
promotion to Bongville ED of a blown PTS staff member from Chongton Org who
put the whole staff in treason and blew them.
The CLO Product Officer goes into action for the Product of a
functioning org.
CLO ACTION Mission Orders for a new SO temporary ED and HAS for
Bongville are quickly written, the Mission briefed and 24 hours later they
are in Bongville handling. The GO is put in touch with the landlord. The
CLO Finance Office sends an FBO. A/Dissem Aide reroutes a tour to include
Bongville.
The new FBO forces $7,000 in collections by Friday, and gets a Treasury
Sec on post and hatted and the Flag Invoice pack goes in.
The HAS phones the fired BongvIlle auditors, gets three back. Auditing
resumes. Six students are word cleared and completed on course and the Flag
Interne pgm goes in and they begin to work in the HGC making nine auditors
now delivering.
The tech member gets the Mini Super hat on the Course Super. The Flag
Word Clearing pack goes in.
Two Tours students and Two Execs get routed via the CLO for training on
the Flag Checksheet courses.
The ex-ED and the ex-HAS are put on as "HCO Expeditors" pending further
handling.
The HAS reverts the org to cancel out the mad musical chairs, begins to
recruit, form an expeditor pool, train and hat by Flag project orders and
checksheets.
The temporary SO ED produces by coping.
The scene begins to untangle to the degree that Policy and Flag projects
begin to go in.
The Flag ARC Brk programme begins to go in and begins to straighten out
ARC Brks in Central Files.
One month later, the Tours students are back from CLO. The org is
rebuilt enough to deliver. Money begins to roll in.
Two months later the first FEBC comes back, is genned in as Exec Dir.
The second one returns. Is genned in as HAS.
398
They are told to get two more people to the FEBC fast and an A/G is sent
to the GO for training at GO request.
Flag projects are well in.
The CLO Mission pulls out.
The org remains stable but is carefully watched by the Asst Management
Aide at the CLO via her Project Board.
Meanwhile all reports and data have been flowing to the CLO and to Flag.
Flag compares its data, evaluates this and other orgs. Finds ex-staff
members, who have blown from an org are uniformly PTS. A local Flag project
to develop more data and tech on PTS begins .....
And the cycle repeats.
The CLO gets in the PTS project.
When an org doesn't get it in according to a CLO Management Bu Project
Board, data is looked for in the files and an evaluation is done on the
orgs that didn't get it in. If no data, an observer is sent .....
And that's the cycle.
The Flag WHY for the Bongville incident would be a CLO in that area not
manned up and operating fully and not getting Flag Projects in.
The CLO basic WHY that let Bongville go to pieces would be that the CLO
did not watch its Flag Project Bd and did not notice Bongville was not
getting in any projects and was not reporting.
The basic WHY in Bongville was the promotion of unqualified persons to
ED and HAS who did not know or try to get in Flag Projects and instead went
Ethics mad when they began to fail.
SUMMARY
A CLO is there to observe and to get Flag programs and projects in.
When a CLO doesn't report or backlogs, it gets Bongvilles.
It handles Bongvilles. It must have its Assistant Aides, its Bureaux,
especially a Data Bu, and a Mgmt Project Bd, a Missionaire Unit, and an
Action Bureaux to handle Bongvilles.
But every Bongville it has to handle will be because Flag programmes and
projects weren't going in in BongvMe and the CLO didn't find WHY they
weren't going in soon enough.
Flag Level-International WHYs applying to all orgs.
CLO Level-Continental WHYs to remedy to get Flag Pgms and Projects in.
Org Level-Divisional and Departmental and individual WHYs that prevent
Flag Programmes and Projects from going in.
So that's the reason for a CLO-
To observe and to send all data to Flag and to Continentally find out
WHY Flag projects and programmes are not going in in an org and remedy that
WHY and get the programmes and projects in.
That's a CLO.
L. RON HUBBARD
Founder
LRH:sb.bh Copyright 1971 by L. Ron)Tubbard ALL RIGHTS RESERVED
399
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1971
Remimeo
Exec Hats
ADMIN KNOW-HOW No. 26
(Cancels HCO P/L 19 December 69 Executive Duties
which cancelled HCO P/L 19 July 63)
Note: HCO P/L 19 July 63 stated that an Executive should "get people to
get the work done". HCO P/L 19 July 69 cancelled it and stated other
duties.
This cancellation probably robbed some people of a stable datum that
they got people to get the work done.
When an Executive was no longer told he should get people to get the
work done hatting tended to go out and a great deal of overload began to
occur on executive posts.
From an executive not doing "work" the viewpoint swung to the other
extreme that executives only do all the work.
Both policy letters (HCO P/L 19 Dec 69 and 19 July 63) were correct in
their way.
Therefore they are re-stated as follows.
PHASE I - BEGINNING A NEW ACTIVITY
AN EXECUTIVE SINGLE-HANDS WHILE HE TRAINS HIS STAFF.
When he has people producing, functioning well and hatted he then enters
the next phase:
PHASE 11 - R UNNING AN ESTABLISHED ACTIVITY
AN EXECUTIVE GETS PEOPLE TO GET THE WORK DONE.
SINGLE-HANDING
By "Single-handing" one means do it himself, being the one responsible
for actually handling things.
This phase occurs when an executive is forming up his personnel.
PHASE I IN FULL
(HCO P/L 19 Dec 69 Executive Duties, is therefore requoted for this
phase of the activity-he is on the post, most of the rest are new and
flubby.)
An Executive handles the whole area while he gets people to help.
An Executive in charge of an org would "single-hand" (handle it all)
while getting others to handle their jobs in turn.
This gives a practical and workable approximation of what top stat
executives actually do do.
The executive who sits back and waits for others to act when a situation
is grave can crash an entire activity.
Essentially an Executive is a working individual who can competently
handle any post or machine or plan under him.
He is a training officer as well. He designates who is to do what and
sees that a training action is done by himself or others to be sure the
post will be competently held. An executive who accepts the idea that if a
person has a school degree in "waffing Wogglies" or sewing on buttons he
can at once be trusted to waff wogglies or sew buttons is taking a
personnel by recommendation, not by his experience with the personnel whose
work-organization potential has never been tested under that executive. A
camouflaged hole (undetected neglect area) may very well develop in such a
circumstance, which can suddenly confront the executive with a time
consuming
disaster.
Thus an executive accepts help conditionally until it is demonstrated to
be help, and meanwhile does not relax his control of a sector below him
until he is sure it is functioning.
400
In this way an executive is one who does and backs off spots
continually. He could be said to always be doing himself out of a job by
getting the job competently done. However, in actual practice, as post
personnel does shift, he has to be prepared at any time to wade back in and
put it right.
The Supreme Test of an Executive (as in the HCOB Supreme Test of a
Thetan) is to MAKE THINGS GO RIGHT.
To the degree he can maintain his observation, communicate and get
supervision done (see HCO PI, on the Key Ingredients) he can achieve
production or service and satisfy users.
As observation is often faulty, especially over long distances, as
Communication is not always received or studied and as supervision is often
absent, the Executive must develop a sensitivity to indicators of outnesses
and systems to correct them.
A very good Executive knows how to "play the erg board" under him. He
has to know every function in it. He has to know who to call on to do what
or he disorganizes things badly.
An Executive also has to know neighboring erg board arrangements in the
same erg, the erg board of allies and of enemies.
An Executive has to know what users need and want and furnish it. When
normal and routine posts fail under him, the Executive is of course forced
into Non Existence as an executive, has to find what is needed and wanted
and produce it. He applies the whole Non Existence formula to the
situation.
Only if he does not handle fully once he does see an outness does an
Executive go into Liability.
An Executive deals with the frailty of human variations and
distractions. When these engulf his area and he is confronted with the
fruits of alteration and non-compliance, of posts not held and duties
suddenly found left undone, it is up to the Executive to get them done any
way he can. Having handled he applies the Danger formula (or lower as it
appears) to the neglected area.
An Executive has to be somebody who cares about his job and wants to get
things done. If he only wishes the title for status he is of course heading
himself and his area
for disaster and it could be said that such an executive, not meaning to do
the job but only wanting the title, is in Doubt or lower on the third
dynamic.
The Executive thinks of the area and organization first and repairs.
Then he thinks of the individual and straightens him out.
An Executive who is worker-oriented winds up hurting all the workers.
The workers depend on the organization. When that is gone they have
nothing.
An organization cannot have more taken out of it than is being put into
it. Efforts to bleed an organization of more blood than it has destroys it.
The preservation of his organization is a first consideration of an
executive.
In an Executive's hands an organization or one of its areas must be
"VIABLE". That is, it must be capable of supporting itself and thus staying
alive. When his area is parasitic, dependent on others outside it, without
producing more than it consumes, the area and its workers are at severe
risk and in the natural course of events will be dispensed with, if not at
once, eventually.
Thus an Executive is someone whose own sweat and energy keeps an
organization or an area of it functioning. In this he earns and uses help
and they in turn take over executive roles in their subordinate areas and
keep them alive and producing.
An Executive is in the business of SURVIVAL of his area and its people
and providing with service or production an abundance which makes the area,
his own services and that of his subordinates valuable.
If an Executive so functions his own survival and increase is guaranteed
even by natural law. If an Executive functions for other reasons it is
certain the ground will vanish from under him eventually again by natural
law.
An Executive is in fact a worker who can do all and any of the work in
the area he supervises and who can note and work rapidly to repair any
outnesses observed in the functioning of those actions in his charge.
The best liked executive who is most valued by his workers as someone
they need is an executive who functions as described above. One who seeks
to survive on favours given and does not otherwise measure up is not in
fact regarded highly by anyone.
Whatever ideology one finds himself in, the above still applies. The way
to the top may well be marrying the boss's daughter, but the way to stay
there still requires the
401
elements described herein. As bosses' daughters are few, a sounder way is
to learn all the jobs well and study this policy and just become an
Executive.
PHASEHINFULL
Now we come to PHASE Il. The Executive has inherited from a competent
former executive or has himself built (and has prevented transfers and lack
of apprenticeship from destroying) his unit, department, division, org or
orgs.
Now to continue to single-hand will destroy anything that has been
built.
The other policy letter (HCO P/L 19 July 1963) now applies and is so re-
issued.
When an Executive in charge of a working activity continues to retain
the idea "Do all I can" chaos then results. An already formed activity will
collapse.
The only possible datum on which an executive could work effectively in
a formed activity is "Get people to get the work done".
Otherwise the executive does as much as he can and leaves the willing
personnel standing around unhelped and unguided. If we all did this,
Scientology would go nowhere. One auditor can't audit the world. One
personnel cannot do all the work of a Scientology organization.
If each person in the Organization wears all the hats or one wears all
and the rest wear none, you will have:
I . Bad morale
2. Overburdened personnel
3. Underburdened personnel
4. Rapid staff turnover
5. Bad dissemination, processing and instruction
6. Low income
7. Even lower income
8. Public Flaps
9. Chaos.
An executive in a formed org has only two jobs:
I . Policy, promotion and planning
2. Getting people to get the job done.
A post or terminal is an assigned area of responsibility and action
which is supervised in part by an executive. Supervision means helping
people to understand their jobs. Supervision means giving them the
responsibility and wherewithal to do their jobs. Supervision includes the
granting of beingness. Supervision does not mean doing the job supervised.
Thus you have two phases and shades of grey in between.
At a slight sag or a mess-up or failure to hire and hat and apprentice
properly, a PHASE Il situation can drop back into a single-handing PHASE 1.
An executive who again doesn't see that he has dropped out of comfortable
Phase 11 and gotten into a PHASE I must at once again single-hand if only
for a day.
But now the Executive MUST get in ethics, hire, hat and apprentice
people and build once more to PHASE 11.
In short, an Executive has to know how to change gears!
To BOOM dissemination and income and hold the boom, study this well and
be able to shift not only from comfortable 11 to hectic overworked I but
also to push back to Phase Il.
This is the reality of it.
L. RON HUBBARD
Founder
LRH:sb.bh
Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
402
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 AUGUST 1971
Remirneo
PROGRAMS, USE OF
HOW TO SAVE USELESS WORK
Staff time is very often wasted by the failure to use a program-pjt
system.
Example: Dept 4 does a full layout for promo. Then finds it is off
policy and it isn't used. Means wasted work.
Example: Tech Pe Admin is ordered to make a huge board to give pc
addresses. After a lot of work it is never used.
WHY? The job never had any part of a program in the first place. It was
not part of any general activity. Thus it is not part of a team action.
The correct procedure in ordering staff to ANY project that is going to
consume time is to
I . See if there is a situation.
2. Find out its WHY.
3. Get a general program drawn up. Get it approved as a program with who
is to do each part.
4. Get the different parts of the program drawn up as a TARGETED
project. With who is to do each project. Get these approved.
5. Get the projects executed.
6. Complete all the projects.
7. Report the program as done.
This is a correct sequence. To do anything else is to omit steps in the
sequence. This gives two outpoints-omitted steps and altered sequence.
Thus when this procedure is short out, the whole org can look batty. It
can also have its staff frantic and overworked without producing anything.
Usually the Product Officer draws up a Program.
It is vital that he refer to policy to support his program.
The LRH Comm should approve the program as not off policy.
Division heads usually write up the projects. These are approved by the
Product Officer and then the LRH Comm.
The Program is issued as a local ED when approved.
The Projects refer by number to the program and are issued separately as
local EDs.
Their completion is chased up by the Product Officer.
403
The fully completed Pgm. is reported to the LRH Comm.
This looks like a lot of writing. It saves a lot of work.
Programs and projects are easily corrected and brought on policy. The
actual work is costly and impossible to correct.
The wise staff member would clamor for this system. Further he would
ask, when told to repaint the students, "Where is the Program and the
Project order?" He'd routinely find that he was often doing a job not
approved by anyone but his senior. And disapproved of by the rest of the
org.
Programs set priorities. They let a staff work as a team. They get the
coins of the org correctly invested in needful work.
The Ad Council is a wise Ad Council if it demands the right to pass on
all programs originated by its executives before projects are written or
work is done.
Needless to say, a Program must handle actual situations, the situations
which depress production and prosperity.
These are vital steps in running an org or working in it.
Don't run about frantically or sink into apathy. Get your execs and
staff program-project conscious, save work, get prosperous.
L. RON HUBBARD
Founder
LRH:nt.bh Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
DEBUG
The way to debug an order is to name the Valuable Final Product intended
and see that it is achieved.
Any "bug" will be found to be a stop on obtaining the Valuable Final
Product.
Thus, locate the intended VFP.
LRH
OODs 28 March 1971
BILL AND DRILL
The secret of good organization is billing and drilling. An event should
be known weeks ahead and billed and drilled.
LRH
OODs 12 August 1972
404
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 OCTOBER 1971
Remimeo Issue I
Basic
Staff Hat COMM ROUTING
HOW TO TIE UP A WHOLE
ORG AND PRODUCE NOTHING
There are 3 types of Communication routing.
They are
I . Horizontal fast flow
2. Command Channels
3. Conference.
If these are not known one from another the whole org can get tied up.
Despatches hide the desks and the executives. Independent policies cross up
standard programs and chaos occurs.
HORIZONTAL FAST FLOW
The normal flow lines of an org are horizontal.
They do not go up, over and down on the org board. They pass from one
unit to another sideways without going through seniors.
Almost all despatches should travel in this way.
It is fast flow, not inspected by seniors comm.
Examples:
Hatting Officer Dept I despatches Word Clearer Dept 13 directly and is
answered back directly.
C/S Dept 12 despatches Supplies Dept 9 directly and is answered
directly.
Tech page despatches E/O directly and is answered directly.
None of the comm ever goes to the originator's senior or to the
receiver's senior.
Only when something goes wrong or there is a conflict do seniors get
consulted or dive in on the line.
COMMAND CHANNEL
Command channels go up through seniors over to a senior and down to
ajunior. Or they go up through all seniors and back through all seniors.
It is used UPWARD for unusual permission or authorizations or
information or important actions or Compliances. Downward it is used for
ORDERS.
CONFERENCE
This is a line usually from an executive to the chairman of a governing
body such as Advisory Committee or Executive Committee or Aides Council or
Commanding Officer Conference etc.
It is used for program clearance or policy requests.
TABLE
Horizontal = Used for all normal flow.
Command Channel = Used for Unusual permissions or authorizations and
downward for orders.
Conference = Used for getting clearance for programs.
SCRAMBLE
Now if you scramble these, you get chaos.
More and more people produce less and less while working harder and
harder.
405
You even get something that is a liability or a bureaucracy or a
government.
Such a scramble leads to lots of motion but nothing done. Lots of "work"
is visible but the org mysteriously gets insolvent.
Let us look at an example:
Magazine Layout sends a magazine dummy he wants okayed up to Magazine
I/C to Director Promotion to Dissem See to HCO Exec See to Division 7 See
to LRH Comm to Issue Authority who okays it and sends it back on same
route.
This takes maybe 6 days.
It's idiotic. Why? Because an item that should be Horizontal is routed
on Command Channels. FIVE needless terminals get involved. Promo is
delayed.
The correct routing is Horizontal: Magazine Layout to Issue Authority.
The correct time would be a few hours at most even on normal comm lines.
Example:
Suppose we sent the pe after session to the D of P, the C/S, the TEO,
the Tech See, the Qual See, the Director of Certs and Awards and then the
Examiner. And returned him on the same route every session!
Nothing, but nothing would get done in Tech or Qual if one had such
routing! But people sure would be "busy".
WHY
Why does a scramble occur?
Executives get anxious. They want to know everything. So they get
themselves onto all Comm Lines.
Comm Lines are a lousy source of data.
The Executive should be watching PRODUCTS if he wants to know.
The Org Board up to date, the day's statistic investigations and
inspections are the real sources of information. Not despatches.
Thus, by demanding to be on routing lines the executive can jam all
lines.
One has to have a certain amount of trust in handling people.
By direct inspection of the org and its staff an executive learns who is
or isn't on post, who is or isn't working. By sitting at a desk handling
despatches the executive remains ignorant.
REVERSED
Many an org gets reversed in using comm channels wrongly.
Executives and staff activate programs without consulting any conference
and inspect and relay every despatch!
The program one wants to do is thus unknown to others and crosses up all
their programs. Yet at the same time the org is frantically curious about
despatches!
ADVICE
If the org has lots of staff and no income, these conditions will be
present:
A. The comm system is not in as above but is scrambled.
B. No Exec is walking around inspecting and getting people to work
on their posts.
C. Programs, uncleared with others, are being activated that tie up
staff but
produce little.
My advice is straighten it out and obtain production.
L. RON HUBBARD
LRH:nt.bh Founder
Copyright @ 1971
by L. Ron ubbard
ALL RIGHTS RESERVED
406
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 26 JANI
Issue I
Remirneo
All Exec Admin Know-How 29
Hats
Executive Series 5
NOT DONES, HALF DONES & BACKLOGS
There is a very definite, often unsuspected effect concealed in a
backlog. And it is of such violence that it can crash an area's stats while
seemingly working frantically.
BACKLOG (Webster's) noun 3. An increasing accumulation of tasks
unperformed or materials not processed; verb: to accumulate as a backlog.
NOT DONES & HALF DONES
Backlogs occur for various reasons. But the two main classes are (1) NOT
DONES and (2) HALF DONES.
For lack of seeing that a backlog exists, lack of supervision of
existing personnel, other intentionedness of personnel, lack of personnel
to handle the usual or peak volumes, lack of know-how to handle, lack of
resources, and outright sabotage are some of the reasons that account for
NOT DONES.
HALF DONES are as bad as NOT DONES as they bit and piece an area into a
quagmire. Suppose Detroit began to make half cars. All their resources
would be devoured yet nothing would really be produced yet everyone would
look frantically busy; the executive worries would mount up to an
inconceivable fever pitch unless the half done factor was handled.
But half dones are not Always as visible as half-cars. "Have you handled
Bets and Company suit?" "Oh yes." But the case is lost because the filing
papers were only half prepared and half filed.
The same reasons apply for HALF DONES as are listed above for NOT DONES.
The Why of many failures is found in NOT DONES and HALF DONES.
The primary effect (there are others) of NOT DONES and HALF DONES is the
building up of backlogs.
Now, no backlog ever quietly lies there. So long as anything else
depended upon the actions being done, there will be pressure or threat of
one kind or another on the backlogged area.
Thus when an activity becomes backlogged IT GENERATES NEW WORK NOT
CONCERNED WITH REDUCING THE BACKLOG AMOUNT.
Example: An insurance company backlogs claims payments. Torrents of
queries then demand why. The Claims section spends its time answering the
queries, not reducing the number of claims. The volume of work doubles,
trebles, but no claims get paid.
BACKLOGGING AT ONCE DOUBLES THE WORK BY THE ADDITION OF DEMAND HANDLING.
Example: A Central Files fails to stay filed into up to present time.
Demands for items in it cause others to consume all the file clerk's time
tearing CF apart to find particles.
A BACKLOG CAN INCREASE ITSELF BY ADDING DISORDER THAT UNDOES THINGS
ALREADY DONE.
407
Thus a backlog tears up the past work while building up future work.
Example: Personnel backlogs its files, causing it to backlog
appointments. This overloads areas. These areas start crashing down on
Personnel in mobs demanding it provide people. Personnel is then so busy
fending off people it can't appoint. Yet is in frantic action.
A BACKLOG PREVENTS ITSELF FROM BEING HANDLED.
An org that has several backlogs in it becomes frantic and then goes
into apathy.
The cure is to:
I . Got people and do ALL HANDS actions to get the most important backlogs
done.
2. To find the real WHY of the backlog and handle it so a present time
state is then maintained. (Requires a program, followed and Done.)
3. Check out staff on the book PROBLEMS OF WORK.
4. Get staff to do Training Drill Zero on their work areas.
5. Get staff to reach and withdraw from their materials of operation or
areas.
6. Do a survey of attitudes which reveals complaints and reasons for not
dones, half dones, backlogs.
7. Based on the survey campaign hard to remedy NOT DONES and HALF DONES.
8. Be very severe with any beginnings of any future backlogs.
When you see an area or org in apathy, know it has gone the route of not
dones, half dones and backlogs and handle.
When you see an area going frantic know you are looking at not dones,
half dones and backlogs and handle fast before it goes into the much worse
condition of apathy.
Production is the basis of morale.
Not dones, half dones result in backlogs.
Backlogs destroy the possibility of future production.
Thus you know the situation of not dones and half dones will result in
backlogs.
The backlogs will prevent further handling.
This subject is the subject which makes executives harassed.
Behind every upset there will be NOT DONES, HALF DONES and BACKLOGS.
So be very alert.
Dynamite is stick candy alongside of this very explosive subject.
Don't say I didn't tell you.
L. RON HUBBARD
Founder
LRH:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
408
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 APRIL 1972
Remirneo
ETHICS
(Cancels HCO P/L of 7 Feb 70
"Danger Condition 2nd Formula")
CORRECT DANGER CONDITION
HANDLING
When the correct formula for handling a Danger Condition is not done, an
org or
activity or person cannot easily get above that condition thereafter.
When we had the 2nd Danger Formula apparently it was applied but the
real
Danger Formula wasn't. This made some orgs and people remain in or below
Danger
and made it very hard for them to get above that state.
A prolonged state of emergency or threats to viability or survival or a
prolonged
single-handing will not improve unless the actual Danger Formula is
applied.
DANGERFORMULA
The original formula follows:
I . By-pass (ignore the junior or juniors normally in charge of the
activity and handle
it personally).
2. Handle the situation and any danger in it.
3. Assign the area where it had to be handled a Danger Condition.
4. Handle the personnel by Ethics Investigation and Comm Ev.
5. Reorganize the activity so that the situation does not repeat.
6. Recommend any firm policy that will hereafter detect and/or prevent
the
condition from recurring.
The senior executive present acts and acts according to the formula above.
A Danger Condition is normally assigned when:
I . An emergency condition has continued too long.
2. A statistic plunges downward very steeply.
3. A senior executive suddenly finds himself or herself wearing the hat
of the
activity because it is in trouble.
FIRST DYNAMIC FORMULA
The formula is converted for the I st dynamic to
Ist 1. By-pass habits or normal routines.
Ist 2. Handle the situation and any Danger in it.
Ist 3. Assign self a danger condition.
1 st 4. Get in your own personal ethics by finding what you are doing
that is out-ethics and use self discipline to correct it and get
honest and straight.
Ist 5. Reorganize your life so that the dangerous situation is not
continually happening to you.
Ist 6. Formulate and adopt firm policy that will hereafter detect and
prevent the same situation from continuing to occur.
JUNIOR DANGER FORMULA
Where a Danger Condition is assigned to a junior, request that he or she
or the
entire activity write up his or her overts and withholds and any known.
out-ethics
situation and turn them in at a certain stated time on a basis that the
penalty for them
will be lessened but if discovered later after the deadline it will be
doubled.
This done, require that the junior and the staff that had to be by-
passed and
whose work had to be done for them or continually corrected, each one write
up and
409
fully execute the FIRST DYNAMIC DANGER FORMULA for himself personally and
turn it in.
ASSESSMENT
If the necessity to by-pass continues or if an area or person did not
comply, use a meter and assess or get assessed the following questionnaire.
THE TROUBLE AREA
QUESTIONNAIRE
Person's Name Post Date
To be done on the person by one who can correctly operate a meter.
The list is done by telling the person you are about to ask him some
questions on a Meter and then just assess this list for reads.
Mark each read properly. -
(a) - Are you doing anything dishonest?
(b) Are you more interested in something else than your job?
(c) Are you falsely reporting about anything?
(d) Are you doing something harmful?
(e) Are you doing little or nothing of value?
(f) Are you pretending?
(g) , Are you in disagreement with something?
(h) Do you have overts?
(i) Are you withholding something?
Do you know of some out-ethics around you?
(k). Don't you know what your post product is?
(1) Are the products of others around you unknown to you?
(m) Do you have things about your post you don't understand?
(n) Do you have words on your post you don't understand?
(0) Don't you know grammar?
(p) Is there some reason you are not quite on post?
(q) Is someone giving you orders you don't understand?
(r) Are you getting orders from too many places?
(S) Don't you have a post?
(t) Don't you know what your post is?
(U) Have you really not read your hat?
(v) Are you here for some other reason than you say?
(W) Wore you planning to leave?
(X) , Is your post temporary?
(y) What about your post purpose?
(Z) Are you in any way misemotional or upset about your post?
(aa) Are you actually doing fine?
. ' When this has been assessed on a meter one then takes the largest read
or TA blowdown and handles it.
This is done by writing the question letter and the person's answers.
Each question that read is given two-way communication until each
question that read has attained a floating needle.
The form used and the worksheets are placed in the person's folder so
that other handling can be programmed and done as needed.
Operator's Name
410
Probable WHY
WHY
The above questionnaire can also be used to help find a WHY (it will
not directly
find one as the Why has to be rephrased for each individual).
A WHY should always be found for individuals in a Danger Condition.
TROUBLE AREA SHORT FORM
Person's Name Post Date
A short form can be done on someone who is an "old hand" and knows the
tune.
SF 1. Out-Ethics?
SF 2. Overts?
SF 3. Withholds?
SF 4. Disagreements?
SF 5. False Reports?
SF 6. Product Unknown?
SF 7. Products of others Unknown?
SF 8. Post purpose?
SF 9. Situations not understood?
SF 10. Misunderstood words?
SF 11. Misunderstood grammar?
SF 12. Wrong WHY?
SF 13. Omitted materials?
SF 14. Misernotional?
SF 15. False passes?
SF 16. Invalidation?
SF 17. Wrong Orders?
SF 18. Not understood?
SF 19. No situation?
SF 20. Doing fine really?
(Handling is the same as in the long form.)
Probable WHY
Operator
ENDING A DANGER CONDITION
When production has again increased the Danger Condition should be
formally
ended and an Emergency Condition assigned and its formula should be
followed.
L. RON HUBBARD
LRH:mes.rd Founder
Copyright (D 1972
by L. Ron Hubbard
ALL RIGHTS RESERVED
411
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 APRIL 1972
Remimeo
HATTING
(Excerpt from LRH Command Section
of Flag OODs 21.1.72)
"I don't know how to hat people." I hear this every few days. It's like
hearing somebody say "I don't know where my mouth is so I can't eat."
"There you are, the org board." "There's your desk." "Here's where you
get supplies." "Here's your hat pack." "The guy you relieved can answer
your questions." "Read your hat pack." "I will be back in 2 hours to check
you out."
And "What is your post?" "Who is your senior?" "What do you produce on
this post?" "Take hold of these cans." "What are your misunderstoods?"
"What word is it?"
"What machines do you have here?" "This is the instruction manual for
operating that machine." "Study it for an hour, identify all the parts." "I
will be back in an hour to starrate you on it."
"I'm sorry you are confused. Sit right there and confront your area for
two hours."
"Good, we'll run reach and withdraw on your bosun's locker-(or
typewriter or desk or-or-or)."
"Read POW. I'll be back in 4 hours to see if you finished." "Good. Go to
Admin Cramming and to attest if you make it."
"Buy a Vol 0 from the bookstore and read it."
"Joe, take this fellow over and show him a Comm System. .
On and on for WEEKS.
And who does it?
The guy's senior MUST see it gets done (usually done by an Est 0).
The Hatting Officer has a duty to see it is done or do it. And furnish
the hat.
That is HATTING.
It's about as mysterious and difficult as eating an apple.
Except there are no apples for an org if it isn't continually done.
L. RON HUBBARD
Founder
LRH:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
412
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grin~tead, Sussex
HCO POLICY LETTER OF I SEPTEMBER 1973
Remimeo
ADMIN KNOW-HOW No. 30
How is it that the highest paid salaried men in our current civilization
are Administrators? They draw from a quarter to a third of a million
dollars per year. They are paid far far more than professional people, far
more than scientists, more than politicians who above all people should be
excellent administrators. Why? Because they are so rare. Business schools
may turn out graduates by the millions but very very very few of them ever
become top flight executives who can really administer. Why does the
civilization develop so very few of them? Because this civilization has not
had much workable administrative tech and has not even known the basic
natural laws which underlie administration.
The subject of administration is so poorly known because there is so
little data. And because there is so little, the subject itself is not
understood at all by the general population of the planet. Yet there are
very few on the planet who are not the direct effect of administrators.
You hear an administrator talk about PRODUCTION or GROSS INCOME and
possibly suppose this is just a peculiarity or a fixation and that these
facts are distant from general living. Perhaps some people suppose that
such talk and urgings are partof the capitalistic system or something for a
Board of Directors. General public reaction to such things is usually a
nothing-to-do-with-me. The usual attitude to Law and Accounting is a
"beyond me" and an "it's confusing" yet the person is subject every day of
his life to them. It is quite similar but even more mysterious with
Administration.
Administration is not peculiar to capitalism. Or to any special field.
It embraces all of them, even Law and Accounting which are, in actual fact,
Administrative specialties.
Let us look at this abundant and glaring evidence: Russia cannot feed
her people. She cannot clothe them. She has fantastic troubles in moving
them about. Russia, despite her PR, is a failure. She is a failure not
because few people agree with her ideology, indeed, that ideology has crept
reachingly over the world.
And let us took at the capitalist juggling money, money bags and paper
gold and look as well at the health problems and cultural unrest that ride
as problems in his train. The severest criticism of the capitalist is that
communism and socialism grew up and flourished during his reign.
And look at the clanking, swanking military dictators who have replaced
the weak and diseased kings who once ruled the world. They are themselves
replaced by their own kind as fast as firing squads can be assembled by
newly ambitious dictators.
Why do these ideologies fail and why are they so oppressive while they
last?
THEY HAVE TOO FEW TRAINED AND SKILLED ADMINISTRATORS WHO CAN GET A SHOW
ON THE ROAD.
The SURVIVAL of any group depends utterly upon things like PRODUCTION
and EXCHANGE. That is the way the universe runs. When these factors are not
competently handled the group is in poverty or vanishes.
Civilizations have not vanished because they had the wrong ideologies or
ran out of resources. First and foremost they vanished because they had no
technology of the mind and could not handle people because they did not
know the basic fundamentals of life. And right along following that they
did not really know the tech of administration or even what administrators
were or could do.
413
Their survival was in question the moment they did things with
individuals contrary to the basic laws of life: they began to believe they
would get Reaction A by some strange rite, but instead of that got Reaction
B. They not only did not have mental technology, they adopted practices
contrary to basic laws. And so they were torn with revolts. And wars.
And their survival fell to nothing when they did not know or practice
fundamental administration and violated the basic rules through ignorance
or sloth.
If one is going to have a group in this universe that survives and wins
through its obstacles, it must have and apply basic laws. It does not have
to be 'a perfect group but it must not be an ignorant group.
While the happiness of the individual may depend upon mental tech, apart
from any group, he cannot survive well as a group member if he has no
knowledge or understanding of administrative tech.
If one goes on living in this universe he is sooner or later the subject
of administration as a member of a group. In cave days, if one had to stay
in his cave starving because of a saber-toothed tiger prowling, he would
have had two choices: he either stayed in his cave and starved to death or
he learned about saber-toothed tigers; when he knew about saber-toothed
tigers he would now have new choices of how to avoid, how to kill or even
how to employ saber-toothed tigers; when he had settled this he would now
have a path of action he could predict. The jungle in which he lived was
subject to certain rules, no matter who laid them down, God or the old old
Biological Survey. In other words even in cave days one was the effect of
an Administrator.
When one had solved the crude tooth and claw existence one could rise to
a small niche of administering on his own; animals could be domesticated,
plants when planted would grow, wood when carved would make things, metal
when formed would make things that made things.
The moment one was headed in the direction of survival he was headed in
the direction of production. So many killed deer made so many meals, it
also made so many hides which made so many beds and jackets. The exchange
with the deer was quite unequal as there was nothing for the deer and the
deer protested by ceasing to exist and one got into goats and cattle.
Similarly when the wild roots gave out, for there was no exchange for the
roots, one had to plant them and tend them. Consumption any way one looked
at it eventually got into production that equalized or tended to, exchange.
When one could administer a small area, so many plants, so many goats,
he was in his own right something of an administrator. He learned there was
technical tech and he learned there was administrative tech also. And these
things of all others continued to guide his survival.
One can of course decide not to go on living in this universe. But now
he falls into two new choices: he either goes to another universe or drops
into a sort of self cave. In the other universe he will probably find
himself under a new Administrator or a new set of rules even if he alone
makes them. And if he chooses a sort of nowhere self cave he has done so
because he never solved the saber-toothed tigers.
Thus one is confronted with certain incontrovertible facts. 1. HE MUST
SEEK THE TECH OF SURVIVAL AND APPLY IT; 2. HE WILL SURVIVE AS WELL AS HE
CAN ADMINISTER OR HANDLE ADMINISTRATION.
As a member of any group, the PRODUCTION and GROSS INCOME or EXCHANGE he
hears his executives talking about APPLIES TO HIM DIRECTLY. What ideology
or system one embraces, his well being, his safety, his happiness will
relate to PRODUCTION and EXCHANGE and the ease with which these are
attained or maintained is determined directly by his understanding of and
ability to handle Administration.
There are thousands and thousands and thousands who might give you far
far different basics for life. But watch it! They are touting for some
administrator or seeking to avoid ALL administration in every case, one or
the other!
414
One either lone-wolfs his life or one gets through with a group. In the
first place one must think mainly of personal money or one must think of
the group's survival. The regulating factors in either case are
ADMINISTRATION resulting in PRODUCTION and EXCHANGE.
Bank robber or bank president, these harsh facts of life still apply.
Democratic politician or autocratic commissar, these are still the main
determining factors of life.
The welfare state seems so wonderful a dream to the socialist: why is it
then that ghetto people riot because THEY HAVE NO JOBS but are only on
welfare? It is true, surveys show. The recipients of welfare, whether a
Roman guttersnipe, a white Swede or a Black American, become crippled as
beings: they are the TOTAL effect of administration, they have no cause
factor short of a riot. They want JOBS * For they instinctively realize
that they are in little better position than the cave man with the saber-
toothed tiger outside. They have been disenfranchised as members of the
group, dwellers of the universe. They cannot exchange, a somewhat fearful
thing, they do not produce and they are forbidden causative control or
causative administration. They recognize no matter how dimly that they have
beenset up as zeros. And this is not only unhappy, it is dangerous.
Reversely, when people offer nothing in exchange, do not produce and
cannot or will not administer they become pawns. Sometimes they think they
are merely the subject of meanness or rancor, But if.they do not produce or
exchange and cannot share in administration they become zeros. Their fate
is decided already, by themselves. It would not matter for a moment what
some administratordid or did not do, such people have reduced their
survival to a point that it is prey to the lightest wind. These facts are
as inevitable as "apples fall", as harshly real as a tiger's claw and as
predictable as tonight's darkness. Their only possible choices are 1) to
cease~to exist (which is impossible for a thetan) or 2) get in a position
or situation or state of mind to produce, exchange and administer. There is
a third choice-to leave this universe.
Life is, or can be, a pretty grim proposition. One may float along on
the production of others like the recently demised "Leisure Class" of 19th
century infamy or like a hobo being chased by every householder and cop.
One can go along in the numb world of the middle class watching his public
docility while he hypocritically sins behind doors and conforms with a
capital C. One can creakingly labor in the world of the endlessly being dug
ditch for some unknown pipe. Or one can simply confront the whole thing,
pain, misemotion, punishments, rewards and all and produce and exchange and
learn to handle the administrative system he is in and himself administer
his life and environ.
One can hear countless reasons why it is too awful or too deadly to find
out about the tiger. But you hear these reasons from the cowardly dead.
One can hear a million arguments against being a tiger or the
Administrator who orders tigers about. But one is talking to people who are
not living.
The stark facts are these: one knows and handles administration, one
produces, one exchanges OR one dies as far as this universe is concerned.
That's why you hear an Administrator who means well for the group
talking about PRODUCTION and EXCHANGE. That is why one never hears a
politician who means ill for the group mention them.
And that's why the person who can use administration to bring about
-production and exchange is so highly paid by status and respect or why his
group is so highly paid. He is dealing in SURVIVAL. And the skills, he uses
are well worth knowing and using.
Caves are damp.
Bring on the tigers!
The sun is shining.
L. RON HUBBARD
LRH:sr.rd Founder
Copyright @ 1973
by L. Ron Hubbard
ALL RIGHTS RESERVED
415
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 OCTOBER 1973
Remimeo
Admin Know-How Seties 31
ADMINISTRATIVE SKILL
An administrator is one who can make things happen at the other end of a
communication line which result in discovered data or handled situations.
A very good administrator can get things handled over a very long
distance. A mediumly skilled administrator has a shorter reach.
As this scale declines we get people who can make things happen only at
arm's length.
It is interesting that administrators are valued in direct proportion to
the distance they can reach and get things handled over. Persons who can
handle things only at arm's length are valued but not in proportion to a
long-reaching administrator.
The complexity of situations and things handled is also a test of the
administrator. If one began at the highest level of capability of handling
things thousands of miles away and at the bottom of the scale handling
things at arm's length one would also find complexity entering the picture.
The artisan can, by means of heavy MEST communication lines and tools,
make all manner of things occur but mostly within his visual sight line.
The day laborer who can only handle a shovel usually can only handle the
simplicity of lifting a few pounds of dirt to a definite position.
One of the troubles PTS people have, as an example, is handling
something over a long distance communication line. One can tell them to
handle the suppressive, but one must realize he may also be giving the
order to someone to handle another person several thousand miles away. This
is a high level of administrative skill and is usually no part of a PTS's
ability, whatever other technical considerations may intervene.
Estimating situations thousands of miles away and handling them
terminatedly is actually comparable to an OT ability.
There is no effort here to include artists and technicians who do work
with their hands, for this is another class of activity requiring enormous
technical skill and ability.
, However, very few people understand the administrator or what he is or
what he can do, yet the whole world is the effect of good or bad
administrators.
The administrator has technology with which to discover and handle
situations and if he is a very good administrator his handling is
ordinarily constructive; but whatever it is, it is firm.
A skilled administrator therefore can be defined as ONE WHO CAN
ESTABLISH AND MAINTAIN COMMUNICATION LINES AND CAN THEREBY DISCOVER, HANDLE
AND IMPROVE SITUATIONS AND CONDITIONS AT A DISTANCE.
When you fully grasp this and realize it is the basic simplicity that is
the basic all of an administrator's further complex technology you can
estimate an administrator's efficiency or effectiveness.
If you are engaged in administration this basic truth will serve you
very well if you fully understand it and use it.
LRH:rhe.nt.rd L. RON HUBBARD
Copyright @ 1973 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
416
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I FEBRUARY 1966
Issue IV
Remimeo
STATISTICS, ACTIONS TO TAKE
STATISTIC CHANGES
When statistics change radically for better or for worse look for the
last major alteration or broad general action just before it and it is
usually the reason.
Example: Letter out statistic falls and falls. In investigating look for
the last major change in that area and if possible cancel it and the
statistic will then rise. Let us say that just at the top of the down drop,
the 3rd week in November, the Dept of Registration was given new dictation
equipment. Take it away and restore the old arrangement and routing pattern
that was in use with it and sit back and see what happens. The statistic
will probably recover.
Example: The Field Staff Member Commission statistic has been very low
and suddenly leaps to affluence. You want to reinforce it so you study what
happened just before it. As it takes a bit of time on a statistic that has
longer comm lines, you look a bit earlier. You find the Dir Clearing began
to send FSMs big info packets they could give people. So you okay lots of
such info packets to be given out and the affluence of the statistic
continues. And you write LRH what made it do that so a Pol Ltr can be
written.
I learned this while researching the life force of plants. Everytime I
saw a research bed of plants worsen, I queried what routine had been varied
and found invariably some big change had been made that wasn't usual.
It is change that changes things for better or for worse. That's the
simplicity of the natural law.
If you want to hold a constant condition, don't change anything.
If you are trying to improve something make changes cautiously and keep
a record of what is changed (like all orders must be by SEC EDs). Then you
watch statistics and if they decline you hastily wipe out the last change.
And if they improve you reinforce the change that began it.
For instance we know the 7 Division System pattern works for the better
it's gotten in in an org the more its graphs go up.
The Org Board of summer 1964 also works for a small org because it
started their statistics up. But it was not good enough to maintain height
of statistic when a certain size was reached. So we got the 7 Division
pattern of 1965.
It is of course obvious that if Joe as Org Sec did okay and if replaced
with Bill who is only 15 the Org Division will falter.
But frankly it is not just a personnel question by far.
Personnel equates against case gain more than personality. In December
1965 at Saint Hill, the gross divisional statistics very closely matched
the case progress of the Secretaries of each division. You can almost
assign a post by:
I . Grade of Release, and
2. Leadership Survey, plus
3. Experience in org.
Those 3 factors take into no account personality or aptitude much
contrary to all the tests the 19th Century psychologist or 18th Century
phrenologist would have made and used.
417
So while personnel changes are always a possible reason for radical
shifts in statistics, they are by no means the major ones.
Shifts of comm lines, functions, policies, equipment, duties, locations
are quite often far more responsible for graph shifts.
Personnel comes into it this way: When you make a bad rearrangement and
you have an incompetent personnel also you have disaster!
If you make a bad rearrangement and the personnel are good the statistic
drop may be only a small one as they cope. So even small drops should be
investigated, particularly around good personnel.
The morals are these: If you have a disaster (big Danger Condition) find
the big change which preceded it or the missed order and get that fixed and
also shift personnel.
If you see a person who has a good record coping like mad, inspect the
area of that post to find what needs fixing up, what changes were made that
overpressured that post and get it right.
THE PAUSED STATISTIC
During expansion, one has areas where statistics become level.
Here statistics pause because lines jam. People get overworked and
confused.
The traffic is just too heavy.
And where do you really repair in such a case? More clerks? No! Always
look to the lines of the highest post in the overloaded area and get them
eased.
In expansion the person who never notices is the man in charge. And his
lines are the most crippling to the org if jammed.
Example: Org See and Org Division stacked up and coping frantically. Org
Exec See wonders what to do. Their statistics are paused (in a level line).
They are overworked. Hire more clerks? No. Sort out the Org See and be sure
more help is furnished on that post. Then the Org See (with a personal
Secretary to sort her mail, etc.) looks up and starts sorting out the
Division.
The old trick I used to use was to tell an overworked director "Draw me
up a list of all the hats you are wearing". And he or she would finally
bring one in, round-eyed. "35 hats!" I recall one saying.
I would take the one nearest the director in duties and fill it with a
staff member and the department would ease off.
Somebody like the Div 7 See or the LRH Communicator can do this to Exec
Sees. If they are slaving, make them put on somebody to unjam their lines.
They'll straighten the rest out.
So a paused statistic comes from the jammed lines of the topmost
executives and is best remedied by easing them.
An org today is not run on personalities. It's run on statistics. All
orders are based on statistics. The old personality system used by the
business world and military is as yesterday as the rack and almost as
cruel. Go modern. Use statistics only.
L. RON HUBBARD
LRH:ml.rd
Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
413
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo
Guardian Hat HCO POLICY LETTER OF 6 MARCH 1966
Exec Secs Hat
HCO Area Sec Hat
Dir I & R Hat REWARDS AND PENALTIES
All HCO Hats
LRH Comm Hat HOW TO HANDLE PERSONNEL AND
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 everyone 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.
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.
419
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 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 BingCrosby 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.
420
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
property. 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.
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 f,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 nonproduction 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.
LRH:ml.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
421
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 NOVEMBER 1966
Issue I
Remitneo
ADMIN KNOW-HOW
STATISTIC INTERPRETATIVE
STATISTIC ANALYSIS
The subject of making up statistics is probably well known. How one
draws one. But the subject of what they mean after they are drawn is
another subject and one which executives should know well.
Things are not always what they seem in statistics.
BACKLOGS
A backlog caught up gives one a high soaring statistic which promptly
slumps. To call the soar affluence and the slump emergency is an executive
error,
When you see a leaping and diving pattern on something that can be
backlogged you can be very sure it has been.
This activity is working in fits and starts, usually only occasionally
manned.
For a long time, nothing is done or counted, then suddenly a month's
worth is all counted in one week.
So when you see one of these draw a line halfway between peaks and
depressions, more or less the same distance from each and you can then read
the statistic as rising or falling.
CAUSATIVE STATISTICS
In any set of statistics of several kinds or activities, you can always
find one or more that are not "by luck" but can be directly caused by the
org or a part of it.
An example is the "Letters Out" and "Completions".
Gross Divisional Statistics. Whatever else is happening, the org itself
can improve these as they depend only on the org, not on "fate".
So if you see the gross divisional statistics generally down or going
down for the last couple or three weeks and yet see no beginning upsurge in
the current week in "Letters Out" and "Completions", you know that the
org's management is probably inactive and asking to be removed. For if they
saw all stats going down they should have piled in on "Letters Out" and
"Completions" amongst other things as the least they could do. They can
push those up.
So amongst any set of statistics are those which can be pushed up
regardless of the rest and if these aren't, then you know the worst-no
management.
ENROLLMENT vs COMPLETIONS
If you see a statistic going up in "Completions" and see a falling
"Enrollment" statistic you know at once the body repeat sign-up line is
out.
People who graduate are not being handed their Certs and Awards by a
Registrar but are being given them by Certs and Awards or in mass meetings,
or in some way repeat sign-up is not being procured.
Thus the 40% to 60% repeat sign-up business is being lost.
This also means, if continued over a long period of time, that bad
technology is present as poor word-of-mouth advertising is going around.
Look in such a case at a third statistic, Qual Collections. If this is
poor or very, very high, you can be sure that lack of enrollments is caused
by bad tech.
A very high Qual Collections statistic and a low enrollment statistic is
a terrible condemnation of the Tech Division. Gross income will soon after
collapse as tech service just isn't good.
COMPARING STATISTICS
Thus you get the idea. Statistics are read against each other.
422
A statistic is a difference between two or more periods in time so is
always comparative.
Also two different statistics are comparative such as in examples above.
PREDICTION
You can predict what is going to happen far in advance of the
occurrence, using statistics.
High book sales mean eventual prosperity. Low book sales mean eventual
emergency all along the line.
High gross income and low completions mean eventual trouble as the org
isn't delivering but is "backlogging" students and pcs simply by not
getting results. Carried on long enough this means eventual civic and legal
trouble.
Low FSM commissions may only mean no FSM programme. But if there is an
FSM programme, then it may mean bad tech. So a low Completion and low Qual
will mean an eventual collapsed FSM statistic also as the FSM's own area is
being muddied, up by failed cases.
High book sales, high letters out, high Tech and high Qual statistics
mean the gross income statistic will soon rise. If these are low then gross
income will fall.
Bills owed and cash in hand are read by the distance between the two
lines. If it is narrowing, things are improving; if widening, things are
getting worse. If they are far apart and have not closed for a long while,
with the cash graph below, the management is dangerous and not at all
alert.
THE DANGEROUS GRAPH
All statistics on one set of graphs giving a sinking trend line is a
dangerous situation.
One draws a trend line by choosing the mid-way point between highs and
lows and drawing a line.
If all these lines or most of them are down, the management is
inactive.
FALSE COMBINATIONS
When a Continental Org includes its own org on its combined graphs for
area orgs it can have a very false picture.
Its own. org's stats obscure those of the area orgs which may be dying.
Thus if you include a big function with a lot of small ones on a
combined graph you can get a very false idea.
Thus, graph big functions as themselves and keep them out of small
functions of the same kind.
The Continental Org should not be part of a Continental Exec Div's
statistics. Similarly SH stats should not be part of WW's.
A combined statistic is of course where you take the same stats from
several functions and add them up to one line. A very large function added
into a combined graph can therefore obscure bad situations. It can also
obscure a totally inactive senior management as the big function under its
own management may be wholly alert and competent but the senior management
is masked from view by this one going concern, whereas all its other points
except the big one may be collapsing.
THE BIGGEST MISTAKE
The one big godawful mistake an executive can make in reading and
managing by graph is being reasonable about graphs. This is called
JUSTIFYING A STATISTIC. This is the single biggest error in graph
interpretation by executives and the one thing that will clobber an org.
One sees a graph down and says, "Oh well, of course, that's and at
that moment you've had it.
I have seen a whole org tolerate a collapsed Completions graph for
literally months because they all "knew the new type process wasn't working
well". The Tech Sec had JUSTIFIED his graph. The org bought it. None
thought to question it. When it was pointed out that with the same
processes the preceding Tech Sec had a continual high graph and a
suppressive was looked for it turned out to be the Tech Sec!
423
Never JUSTIFY why a graph continues to be down and never be reasonable
about it. A down graph is simply a down graph and somebody is goofing. The
only explanation that is valid at all is "What was changed just before it
fell? Good. Unchange it fast!" If a graph is down it can and must go up.
How it is going to go up is the only interest. "What did we do each time
the last few times just before it went up? Good. Do it!"
Justifying a graph is saying, "Well, graphs are always down in December
due to Christmas." That doesn't get it up or even really say why it's down!
And don't think you know why a graph is up or down without thorough
investigation. If it doesn't stay up or continues down then one didn't
know. It takes very close study on the ground where the work is done to
find why a graph suddenly rose or why it fell.
This pretended knowledge can be very dangerous. "The graph stays high
because we send out the XY Info Packet" as a snap judgment may result in
changing the Dissem See who was the real reason with his questionnaires.
And the graphs fall suddenly even though no Info Packet change occurred.
GROSS REASONS
Graphs don't fall or rise for tiny, obscure, hard to find reasons. As in
auditing, the errors are always BIG.
Book sales fall. People design new flyers for books, appropriate display
money, go mad trying to get it up. And then at long last one discovers the
real reason. The book store is always shut.
A big reason graphs fall is there's nobody there. Either the executive
is double hatted and is too busy on the other hat, or he just doesn't come
to work.
STICKY GRAPHS
Bad graphs which resist all efforts to improve them are made. They don't
just happen.
A sticky graph is one that won't rise no matter what one does.
Such a graph is made- It is not a matter of omission. It is a matter of
action.
If one is putting heavy effort into pushing a graph up and it won't go
up then there must be a hidden counter-effort to keep it down.
You can normally find this counter-effort by locating your biggest area
of non-compliance with orders. That person is working hard to keep graphs
down.
In this case it isn't laziness that's at fault. It's counter-action.
I have never seen an org or a division or a section that had a sticky
graph that was not actively pushing the graph down.
Such areas are not idle. They are not doing their jobs. They are always
doing something else. And that something else may suddenly hit you in the
teeth.
So beware of a sticky graph. Find the area of non-compliance and
reorganize the personnel or you, as an executive, will soon be in real hot
water from that quarter.
Those things which suddenly reared up out of your In basket, all claws,
happened after a long period of sticky graphs in that area.
Today's grief was visible months ago on your stats.
SUMMARY
The simple ups and downs of graphs mean little when not watched over a
period of time or compared to other graphs in the same activity.
One should know how to read stats and what they mean and why they behave
that way so that one can take action in ample time.
Never get reasonable about a graph. The only reason it or its trend is
down is that
it is down. The thing to do is get it up.
LRH:jp.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
424
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I NOVEMBER 1966
Remimeo
STAFF RESPONSIBILITY FOR THE ORGANIZATION AS A WHOLE
The product of a Scientology organization is changed conditions. When
staff chases statistics for statistics' sake, they lose sight of the
product of the organization.
Any given statistic is a MEASURE of the product of that part of the org,
whether it be section, department or division. When the measuring stick is
distorted it opens statistics to counterfeiting.
Any attempt by staff members, junior or senior, to inflate a statistic,
whether by false report or by irresponsible production of the statistic
(i.e., writing one line non-communicating letters in order to get lots of
letters out) is counterfeiting a statistic in order to look good. Such
counterfeiting is a high crime. In giving a false measure it endangers the
org, as the graph may look good, and execs, on a fast flow system of
management, would not look in that area for outness, when, as a matter of
fact, gross outness and irresponsibility will be in that area.
ACKNOWLEDGEMENT REPORT
Staff members, in addition to their post hat(s) do have a responsibility
for the org as a whole and their own product and the production of their
section, department and division contribute to the total production of the
org. There are many opportunities to take responsibility for the org in
addition to one's post hat(s), that are not doing someone else's hat. In
order that taking such responsibility may be reflected in a staff member's
records, the following is instituted:
A staff member who does some action which is above the call of duty
of his or her post hat may write an Acknowledgement Report on
himself detailing what it was he did and how it benefited the org.
This is sent to Div I for filing in his or her Personnel File. In
reviewing staff for promotion, such self Acknowledgements are taken
into account in assessing the staff member's responsibility level,
along with other data and statistics.
No one is to be embarrassed about acknowledging himself as there is no
other way sometimes for the data to become known. For example: Staff member
sees a number of coke bottles on the grounds left by someone else, unknown
to him. He picks them up and returns them to the canteen. Unless he
acknowledges himself for this, it is likely to go totally unnoticed by
anyone. So his Acknowledgement Report takes care of getting it known, and
thus seniors can know who takes this extra responsibility.
(Of course, this policy is in no way to be interpreted as giving anyone
permission
to do someone else's hat.)
Compiled by a Board of Investigation
Signed by: Ray Thacker
Anton James
John Lawrence
for
L. RON HUBBARD
LRH:jp.rd Founder
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
425
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JULY 1967
Remirneo
FIXED PUBLIC CONSUMPTION OF PRODUCT
Any Scientology organisation (or any organisation) which is working in
any way upon a fixed statistic of consumption will eventually fail. By
"fixed consumption" is meant estimates of the public's consumption of
product as a limit on production.
There are several ways to "fix a consumption statistic", These are:
1. Provide just so many auditors for the HGC to agree with expected pes.
2. Schedule just as many courses in the Academy as one thinks there will
be students.
3. Provide just enough quarters to handle the expected quantity of
business.
Unless one disregards the expectancy and unless one simply furnishes all
the service one can, regardless of past statistics, the org will go
downhill.
Several orgs work on the basis that there is just so much business and
that one must only cater to that. Sydney, Auckland and some others have
gone so far as to hold a one student course with hours arranged to fit that
student. Joburg has in the past let the pc decide how and when he is to be
audited and has had a registrar assigning the hours (with 35 auditors on
the payroll and pcs getting 2 hours each a week, 35 auditors were
delivering only 100 auditing hours a week!).
Any org that does not simply provide good uniformly scheduled service
will fail.
Let us have an example of a car industry working on a fixed consumption
statistic. The directors look up the last year and see that 1,000,000 cars
were bought. They decide then, for this year, to make 1,000,000 cars. As
they keep doing this year to year they eventually begin to make less and
less cars and one day go out of business.
That is NOT the way to go about it.
What the directors should have done was ignore the last year's stat and
call in the head of production and ask, "How many can you make this next
year?" The guy says, "2,500,000". The Board says, "Good. Make them." Then
the Board calls in their Distribution Division and says, "Tell the dealers
they will get 2 and 1/2 times as many cars next year so be sure and get
ready to sell them." And the Board calls in the letter reg and says, "Write
every owner of one of our cars that he is going to be very pleased with his
next model. And mail a magazine to all of them once every two months
tracing the new model's development."
Now, in practice of course no car industry has any letter reg or Central
Files of customers and their Dist Div is a sort of list of dealers so that
Board couldn't do that. But a Sen org can!
Now let us examine the exact same procedure in a Scientology org if it
were followed.
Wrong way: The Exec Council sees how many students and pes were trained
and processed last year and arranges to train and process that many this
year. The registrar working alone must keep up some quota so begins to make
special deals in desperation.
The org goes downhill. Like Auckland, Sydney and Joburg did.
426
Right way: The Exec Council calls in the Tech See, Director of Training
and Director of Processing and Director of Tech Services and says, "What is
the maximum number of students and pes that we can handle?" These
executives figure it out and say, "500 students and 210 pcs." The Exec
Council then tells them to do it, and calls in the Dissem See and says,
"Have your people contact and sign up 750 students and 350 pes in the
coming year." They call in the Dist See and say, "Double the names in CF."
They call in the HCO Sec and say, "Get in Ethics in this whole area and
also locate and give us a list of all failed cases in the past three
years." This last list they give to their Field Staff Members with orders
to offer a free S & D and get the people in.
The Exec Council does NOT work on a fixed statistic of last year or any
year. It DOES NOT CONSIDER IT IS STOPPED BY A FIXED CONSUMPTION. It does
not try to limit its business to expected business.
Of course it is silly to think there is any limit on the people who are
to be trained and processed. We have not even touched the 3,000,000,000
potential Scientologists on this one planet.
If you schedule a continuous course in the Academy and teach it, it will
fill up. IF you don't break it into arbitrary periods. People who run a
course every six weeks or every year always eventually fail. You have to
run a continuously enrolling course.
At Saint Hill we held to enrolling every Monday for many years. Then a
couple years ago I ordered enrolment on arrival (any day of the week) and
enrohnents increased.
If the service is there it will be used. If it is there only by wait it
will not be used.
Sometimes you have to teach a full course to an empty Academy for weeks
or months when you start this, but given good, well and precisely scheduled
classes and all tech in, the place will fill up and stay filled.
Sometimes HGC auditors sit around for weeks with no pes after a full HGC
is organised but they will eventually have pes if the service is there.
There IS NO FIXED CONSUMPTION.
When you do not provide the service first. it will not be used. You
cannot drum up business unless the service is certain. The best way to have
certain service is to provide it before it is demanded. Then, as it exists,
it will be used.
You can promote before your service is complete only so long as the
service will be there when demanded.
In general org management it is very easy to fall for a fixed
consumption idea and limit everyone to it. The only sure way to proceed is
to operate with maximum possible service while bringing maximum pressure to
bear on the Dist and Dissem Divisions to fill the place up.
There is no limit to the number of students and pcs. Why limit the sign-
ups?
L. RON HUBBARD
Founder
LRH:jp.rd Copyright (D 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
427
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF IS 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 Bligh 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.
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
428
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.
LRH:jp.cden
Copyright @ 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
WHAT IS A STATISTIC?
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.
[Excerpted from HCO P/L 16 December 1965, Statistics of the International
Executive Division. A full copy is on page 36.1
429
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1967
Rernimeo
ADMIN KNOW-HOW
CONDITIONS, HOW TO ASSIGN
Every post and part of an org must have a statistic which measures the
volume of product of that post. The head of a part has the statistic of
that post.
Every post or part of an org has a product. If it has no product it is
useless and supernumerary.
An Exec See has the products of his or her portion of the org. The first
product of an Exec See is of course his or her portion of the org's
divisions. If the portion itself does not exist then of course the Exec See
has no stat at all as an Exec See even if very busy-so he or she is not an
Exec See despite the title. This is true of a department head, a section
head and a unit head. One can't really be the one in charge if the thing
one is in charge of doesn't exist. Also things that don't exist themselves
can have no product.
The whole rationale (basic idea) of the pattern of an org is a unit of
3. These are
THETAN
I
MIND BODY PRODUCT.
In Division One the HCO See is the thetan, Department One the
MIND, Depart
ment Two the BODY and Department Three the PRODUCT. The same pattern holds
for every division.
It also should hold for every department and lower section and unit. And
above these it holds for a portion of an org. In the HCO portion of the org
we have the HCO Exec See as the thetan, the Exec Div (7) as the MIND,
Division One as the BODY and Division Two as the PRODUCT. And so with other
parts of an org. They always go THETAN
I
MIND BODY PRODUCT.
Now if you know and understand and can apply this you can not only plan
or correct an org or one of its parts, you can also assign Conditions
correctly. You need data gained from inventories or counts of items or the
statistic assigned and drawn.
It is not enough to only follow graphs. That is a lazy lazy lazy no
confront method when used alone. Graphs can be falsified, can be too fixed
on one thing and can ignore others unless you read all the graphs of the
part you are interested in.
Graphs are a good indicator and should be used wherever possible. BUT
you must also keep in mind that it requires ALL the graphs to be wholly
accurate in a Conditions assignment and the most accurate Conditions
assignment possible and that the graphs must be based on ACTUAL figures.
So, to begin, you look at the graphs. You look for recent ups and downs.
Then you look for trends (long range drifts up or down). Then you look for
discrepancies. Like high enrollment-low income, high letters out, low
enrollment weeks later.
It is safe enough at first to simply assign moderate conditions
(Emergency, Normal, Affluence) by the current ups and downs of the graphs.
This should result in expansion.
EXPANSION (product increase) is THE WHOLE REASON you are assigning
conditions in the first place, so you expect reasonably that if you assign
conditions by graph you will get expansion.
Now, after a while (weeks or months) you see you are getting expansion
so you go on assigning conditions by graph. An Exec See would also inspect
the physical areas of Dangers and Affluences as a matter of course.
BUT let us take the reverse case. You assign conditions by graph (and
inspections of Danger and Affluence) and what you are assigning conditions
to DOESN'T expand!
430
Well, now we get to work. There is something wrong.
The first thing that can be wrong is that what you are assigning
conditions to
really doesn't exist. The Director of Comm does not have a Department of
Comm. He has only a messenger-telex operator, no way to handle his other
departmental functions and answers the phone himself.
So, finding no Department REGARDLESS OF OTHER REASONS ("can't get staff"
"income too low" "no quarters") you bang him with a Condition of Non-
Existence. Because he obviously doesn't exist as a Dir Comm, having no Comm
Dept. (Non-Existence is also assigned for NO USE and NO FUNCTION.)
Now, if this assignment to the Dir Comm of Non-Existence-with no further
help from you, mind-does not result in a Comm Dept in a reasonable time you
assume he doesn't want one to be there and you assign a Condition of
Liability.
You don't explain it all away. That's what he's doing so why imitate
him?
You don't say, "He's just overwhelmed -new-needs a review-natter natter
figure figure." You simply ASSIGN!
He STILL doesn't get a Comm Dept there.
You inspect. You find the Ethics Officer isn't enforcing the Liability
penalty ("Pete is my pal and I . . ."). So you assign the Ethics Officer a
Condition of Liability as he gets, naturally, what he failed to enforce.
Now they mutiny and you assign a Condition of Treason, shoot both of
them from guns and fill the posts.
The new incumbents you tell, "The boys before you aren't here now and
aren't likely to be trained or processed until we get around to the last
dregs so we hope you do better. You begin in Non-Existence. I trust you
will work your way out of it at least into Danger before the week is out.
As you are just on post, the penalties do not apply for Non-Existence. But
they will after 30 days. So let's get a Dept of Comm and an Ethics
Section."
Now of course, if the E/O had to be shot from guns, Dir I & R is at once
assigned a DANGER CONDITION complete with penalties as that section was in
his/her Dept.
If there's no HCO (Div 7, 1, 2) part of the Org the LRH Comm of that org
yells for the next senior org to act. And if there's no LRH Comm the next
senior org should see that it's gone by lack of stats or reports or
expansion and act anyway.
Now you say, "But that's ruthless! No staff would ........
Well, such a statement reasoning is contrary to the facts.
The only time (by actual experience and data) you lose staff and have an
unstaffed org is when you let low stat people in. Low stat personnel gets
rid of good staff members. An org that can't be staffed has an SP in it!
Orgs where Ethics is tight and savage grow in numbers!
Man thrives oddly enough only in the presence of a challenging
environment. That isn't my theory. That's fact.
If the org environment is not challenging there will be no org.
We help beyond any help ever available anywhere. We are a near ultimate
in helping. At once this loads us up with SPs who would commit suicide to
prevent anyone from being helped and it lays us wide open as "softees" to
any degraded being that comes along. They are sure we won't bite so they do
anything they please. Conditions correctly assigned alone can detect and
eject SPs and DBs.
So if we help so greatly we must also in the same proportion be able to
discipline. Near ultimate help can only be given with near ultimate
discipline.
Tech can only stay itself where Ethics is correctly and ruthlessly
administered. Admin like ours has to be high because our orgs handle the
highest commodity-life itself.
So our admin onlyworks where tech is IN. And our tech worksonly where
Ethics is in.
Our target is not a few psychiatric patients but a cleared universe. So
what does THAT take?
The lowest confront there is is the Confront of Evil. When a living
being is out of his own valence and in the valence of a thoroughly bad even
if imaginary image you get an SP. An SP is a no-confront case because, not
being in his own valence, he has no viewpoint from which to erase anything.
That is all an SP is.
BUT the amount of knowing havoc an SP can cause is seen easily if only
in this planet's savage cruel wars.
431
An executive who cannot confront evil is already en route to becoming
suppressive.
Next door to the "theetie-weetie" case is the totally overwhelmed
condition we call SP (suppressive person).
It is so easy to live in a fairyland where nothing evil is ever done.
One gets the image of a sweet old lady standing in the middle of a gangster
battle with bodies and blood spattering the walls saying, "It's so nice,
it's only a boy's game with toy guns."
The low statistic staff member who never gets his stats up is making low
stats. He isn't idle. It's a goodie-goodie attitude to say, "He just isn't
working hard." The chronic low stat person is working VERY HARD to keep the
stat DOWN. When you learn that you can assign conditions and make an org
expand.
When stats WON'T come up, you drop the condition down. Sooner or later
you will hit the REAL condition that applies.
Conversely as you upgrade conditions you will also reach the condition
that applies. Some staff members are in chronic power. Who ever assigns it?
They take over a post-its stats soar. Well, to measure just stats of the
post taken over as his condition is false since his personal condition is
and has been power. And if it is power, then that personal condition should
be assigned.
That is very easy to see.
BUT what if you have a personnel who whenever he or she takes over a
post the stat collapses!
Well you better assign that one too. For just as the one in Power works
to maintain up stats, the one in the lower condition, whether one cares to
confront it or not, works too and is just as industriously collapsing not
only his own post stats but also the stats of posts adjacent to his! So he
is at least a Condition of Liability as the post if vacant would only be in
Non-Existence! And as somebody next to it might do a little bit for it, it
might even get up to Danger Condition, completely unmanned!
DISCREPANCIES
When there are discrepancies amongst statistic graphs SOME graph is
false.
When you find a false graph you assign anyone who falsified it
intentionally and knowingly a Condition of Liability for that action is far
worse than a non-compliance.
And you had better be alert to the actual area where the false graph
originated as it has a tiger in it. Only physical inspection of a most
searching kind (or a board if it is distant) will reveal the OTHER crimes
going on there. There are always other crimes when you get a false report.
Experience will teach one that if he really looks.
RECIPROCITY
It is more than policy that one gets the condition he fails to correctly
and promptly assign and enforce.
It's a sort of natural law. If you let your executives goof off and stay
in, let us say, a Danger Condition yet you don't assign and enforce one,
they will surely put YOU in a Danger Condition whether it gets assigned or
not.
Remember that when your finger falters "on the trigger".
That natural law stems from this appalling fact.
We didn't, a long long time ago, get in Ethics. We goofed. And the whole
race went into the soup where it remains to this day.
And if we are to live in this universe at all at all we are going to
have to get in Ethics and clean it up.
Whether that's easy to confront or not is beside the point. The horrid
truth is that our fate is FAR more unconfrontable!
Now we have to have highly skilled Tech to bail us out. And I assure you
that tech will never get in or be used beneficially at all unless
1. We get Ethics in, and
2. Unless Scientology orgs expand at a regular rate.
Only then can we be free.
So that's how and WHY you assign and enforce conditions. It's the only
way
everyone finally will win.
LRH:jp.rd
Copyright (D 1967 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
432
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 FEBRUARY 1968
Remimeo
ADMIN KNOW-HOW #18
STATISTIC RATIONALIZATION
"Rationalizing a statistic" is a derogatory term meaning finding excuses
for down statistics.
Finding excuses or reasons why a stat is down does NOT bring it up and
at best is a scathing comment on the lack of foresight or initiative of the
executive in charge of the area.
What is wanted is (1) prevention of stats going down and (2) quick
action to bring them up.
Being reasonable about their being down should be regarded as AGREEMENT
WITH THEIR BEING DOWN. Which is, of course, suppressive.
"Well, the letters out stat is down because we were paying a girl so
much per letter and 'policy' stated we could not hire anyone so we fired
her and that's why letters out is down."
That was an actual rationalization given in Wash D.C. for the collapse
of the org last year.
To begin, there is no such "policy" and surely no policy exists to have
down stats. So, here the felony is compounded by seeking to blame policy
for a down stat which for sure revealed the action as a suppressive effort
to rationalize (and get away with) a down stat.
The only reason stats are down, ever, is because somebody didn't push
them up. All other reasons are false.
IDtE FIXE
Some people have a METHOD of handling a down stat which is a fixed idea
or clich6 they use to handle all down stat situations in their lives.
These people are so at effect they have some idea sitting there "that
handles" a down statistic.
"Life is like that." "I always try my best." "People are mean." "It will
get better." "It was worse last year."
They KNOW it isn't any use trying to do anything about anything and that
it is best just to try to get by and not be noticed-a sure route to
suicide.
Instead of seeking to prevent or raise a declining stat in life such
people use some fixed idea to explain it.
This is a confession of being in apathy.
One can always make stats go up. Hard work. Foresight. Initiative. One
can always make stats go up. That's the truth of it, and it needs no
explanations.
L. RON HUBBARD
LRH:jp.rd Founder
Copyright @ 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
433
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
All Execs HCO POLICY LETTER OF 25 OCTOBER 1968
Rernimeo
Org Exec Course IMPORTANT
introductory
ADMIN KNOW-HOW
When trying to get stats up you must realize that what GOT stats up will
GET stats up,
Using new, unusual experiments can crash your full intention.
In new Programmes the BUGS have not been worked out. It's like a newly
designed piece of machinery. The clutch slips or the h.p. is sour.
New programmes are undertaken on a small scale as PILOT PROJECTS. If
they work out, good. Spot the bugs, streamline them and prove them. Only
then is it all right to give them out as broad orders.
So it isn't good for an EC to hand out strings of orders. Or for an
executive to start a lot of new projects.
There is a thing called STANDARD ADMIN. It comes from the Policy
Letters.
When we produced the wild, soaring tech stats with the Sea Org Class
VIII Auditor programme IT WAS BY PUTTING IN THE EXACT PROCESSES AND GRADES.
By going Super Standard we got 100% case gain.
It is the same with Policy. If you get an org in with Super Standard
PolicyPromotion, form and Admin-the stats SOAR.
TELEX ORDERS
Instead of sending out a mad avalanche of orders on Telex, an exec
should only send the number and date of the Pol Ltr he wants in AND THEN
SHOULD RIDE THAT ONE ORDER until it is in.
To choose WHAT Policy Letter is of course the trick. One has to know
something about the Conditions of the org before sending the order.
TRYING TO GET ALL POL LTRS IN at once can also swamp an org. "Get on
Policy" is a meaningless remark. Get on such and such a Policy, if it is
obviously out, is a very valuable action.
GENERAL EXEC ACTIONS
EDs are there to say WHAT policy should be concentrated on, not to give
new orders.
An Executive who is wise, gets in Policy on a gradient (little by
little, building it up higher and higher, keeping the old in while adding
in the new).
To understand how to do this, one must be able to conceive of basic
outnesses. It requires real genius to discover how gross and how basic an
outness can be.
An Exec pounds away with a high level policy on how to do accounting. Is
his face red when he finds the reason for the muddle is that there isn't
anyone in the division!!!
Once we almost "did our nut" trying to find what outness had unmocked an
org. All sorts of involved conclusions were reached. All manner of orders
given without any improvement. And then "murder outed". EVERY registrar in
the org had been removed and no new ones appointed. The public couldn't
find anyone to sign them up.
I once sent a Continent into Power simply by discovering that it had not
appointed people to the posts of Exec See in any org! How "out" can it get?
As soon as Exec Sees were appointed, the whole Continent went into Power.
I once read an ED which (a) removed all executives but one and then (b)
gave 20 complex orders "to be done at once". The one remaining personnel
could not have executed any of them. I at once cancelled ALL EDs not issued
by myself and shortly up went the stats.
Wondering why no mail is ever mailed does not call for a complex policy.
It calls for a policy about the form of the org, how it must have Exec
Sees, Divisional Sees. For there to be no mail going out can only mean
there's nobody on post!
434
A Divisional Sec trying to get in his division's policy must look first
for GROSS outnesses. They are never small. And then he must get them in by
Policy. Then they'll stay in.
There IS a Standard Admin. It deals in simplicities. People are on post.
Particles flow. Promotion is done. Tech is delivered. The org board is up
and is followed.
If policy isn't in at that level of largeness, it will never go in on
higher points.
Knowing an org inside out is also knowing who to tell to do what and
what policy to get in when. It's like knowing how to drive a car. It won't
go if you don't know where the ignition switch is located. Policy outnesses
occur and unusual ideas are put forth only by those who don't know what is
usual in the first place.
Like Standard Tech, in Standard Policy the results come from getting in
the basics and doing them well.
LRH:jp.ei.rd L. RON HUBBARD
Copyright@ 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 OCTOBER 1969
Remimeo
DOWNSTAT CAUSES
The most usual reasons for dwindling gross income statistics are:
1. Out Tech.
2. Lack of an enterprising ARC Br Reg and ARC Br Auditor to keep
the field cleaned up.
3. An incomplete or unused CF.
4. Incomplete or unused Address files.
5. Lack of books or poor book distribution.
6. An incomplete Executive Council.
7. A staff not trained on the Org Exec Course.
8. A staff not basically trained in tech.
9. Lack of meter availability.
10. Non-standard Public Divs which do not do the basic prom actions
resulting in new names to CF.
In 3, 4 and 5 above one finds personnel wanting to actually DO the
essential work necessary at a purely hard work level. Also orgs tend to
"retire" parts of their CF or "save money" (and go broke) by not doing full
mailings to their address plates.
There are many other actions which can cause down stats, of course, but
these have to be pretty bad to actually keep stats depressed.
The promotional actions of an org have to be in, the A/G has to keep the
area defended and the basic functions as per the Org Board have to be in.
But wherever stats are down and stay down, the above ten reasons have to
be looked at and handled.
You would be utterly amazed at the reasons that can be given as to why
the above 10 are not in.
One that is not listed is the most dangerous one: REASONABLE
EXPLANATIONS OF WHY STATS ARE DOWN. Given anyone in an org at all, the
above 10 are
the real reasons.
LRH:nt.ei.rd
Copyright @ 1969 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
435
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 I 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 unreal financial planning, which makes the org cost more
than it makes.
If all other stars 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 @ 1970
by L. Ron Hubbard 436
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 FEBRUARY 1970
Remimeo
STATISTICAL JUDGMENT
(Ref. HCO PL 5 Feb 1970 "Statistics, Management by"
and other PJ s on this subject which recent PU
clarify but do not modify)
When one is managing by statistics, one does not manage by gross income
only.
There can be a tendency for management and staffs to believe an org is
all right because it has a rising gross income graph. This is not true. The
Gross Divisional Statistics must be observed before the Gross Income can
mean very much.
"We can't touch the South Lansing Org because its GI is on a rising
trend." "The EC was changed when the GI was rising." "I was wrongly removed
because the GI was rising." These are all meaningless statements unless we
studied all the Gross Divisional Statistics.
Statistics must be studied and judged alongside the other related
statistics.
A rising income graph can even be shown sometimes as an actual threat to
an org if the Tech delivery stats are down and stay down. It means the org
is selling and not delivering and may very well crash shortly,
A high Qual graph once got a Qual Sec removed. It was high because Qual
ran a campaign against Tech, invalidating gains so the pcs; would have
needed reviews. A high Qual Income graph compared to a low "successful
hours delivered" graph in Tech can mean the org is sick. Tech isn't
delivering good service so Qual is in Affluence.
Low books sold means the org will fall flat in a few months.
Low outflow means trouble soon.
An income graph needs the bills figure (Cash-Bills Ratio Graph) to see
if the org is solvent and is handling its Financial Planning well. It might
be costing far more than it makes.
An org can have an increasing gross income graph and a much more rapidly
increasing bills graph. It is unhealthy and may crash.
A good Cash-Bills ratio with low bulk mailing means the org is staying
solvent but not promoting-and it will go to pieces soon.
Somebody is idiotically saving money on promotion and probably wasting
it like mad elsewhere. It has happened often,
The GI should be rising. That seen, the next action is to reinforce it
by making all the other Gross Divisional Statistics rise also, making bills
go down and reserves go up. Then one must be sure that the expenses are
less than the income.
If an EC, a manager, a staff will see to these things and see that their
Admin is up to date and their product quality is high, they're in clover.
If they also see that their PRO Area Control is excellent, they will
surely take and eventually be supreme in their area.
One often has to look long and hard in a division to find why its stat
is down but there is always an obvious, curable internal reason, which
found and remedied, pushes the stat up.
The Divisional stat is made by the stats of the sections, units and
individual staff members of the Division.
The GI is made from high divisional stats.
That is how it is done and that is what is meant by Statistical
Management.
LRH:jz.ei.rd
Copyright @ 1970 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
437
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 AUGUST 1970
Remimeo
STATISTIC MISMANAGEMENT
A no-cause attitude toward statistics expresses itself in various ways.
I . No stats at all in that they are not computed, collected or posted.
2. Stats computed and collected but not posted or issued.
3. Stats posted but disregarded in handling.
4. Stats posted and looked over but reasonably explained.
The head of an organization or division who is not going to make it
operates this way:
HANDLING EVERYTHING AND TOO BUSY TO ORGANIZE AND ENFORCE STATS.
Sooner or later but we hope at some time he will realize that he is only
handling unworn hats that result in no stats.
The rule is of course: Cope by all means but spend some of that time
organizing. If one does not devote some time to organizing then his cope
will increase and he will drown for sure with increased cope.
If everyone in an org wore his hat there wouldn't be odd bits left to
handle.
If an org staff half wears its hats then everyone in the org is wearing
some piece of everyone else's hats and the result is bedlam. At the top
there is total cope.
A measuring stick for a worn hat is a stat.
Half worn hats have half stats or none.
By making sure every post is filled and every post has a stat, one can
then progress toward less and less cope, more and more result.
If the stats are an indication of the Ideal Scene then low stats show a
departure from the Ideal Scene and one can find out WHY and get the stat up
again.
Thus the Ideal Scene can be approached.
Down stats or none at all are a wide departure from the Ideal Scene.
Where the stats are lowest or absent the departure is greatest.
For example, one org's individual stats were very low. They were posted.
It was a very rag tag, bobtail, out tech scene a long way from the Ideal.
Another org had no stats even compiled or posted and was making about I/
I Oth of fts normal income and collapsing. The head of it had worked
himself to a dead end, had ceased to cope and was not even there!
REASONABILITY
Even with posted stats, one can defeat the purpose of them by being
reasonable or alter-izzy about them.
"Well, the study stat is down but I know why. Our top student
graduated." "We
have a slump in Treasury stat but I know why 11 lknow why
11 "
........ ........ I know why
That off the cuff "I know why" without even looking carries with it a
spectator flavour unless one (1) went and looked and (2) figured out how to
get it up.
One area with 15 blown students using a "I know why, Joe graduated"
explanation is being a bit kooky.
"Yes, we know all the stats are down but there's been a football game
.......... is a big out-point statement in itself.
I traced some of these "I know whys" down once and found them covering
up holes you could lose an elephant in. The "Joe graduated" explanation for
lowered point stats disclosed a 50% non-attendance being neglected!
438
So this off the cuff shrug showed a hat not being worn, seniors sweating
and the head of the place madly trying to handle OTHER COMPLICATIONS
ARISING FROM THE SAME POST.
So if you don't have stats and they're not collected and posted and used
prepare to do an awful lot of coping!
Also prepare to have injustice, overload of good workers, heavy ethics,
unpleasantness and overloaded seniors.
To have anything running one has to have stats, they have to be
computed, posted and USED.
Locating the real WHY of down stats takes a considerable study of the
area where they are down.
The gross outnesses are usually
Inadequate personnel procurement Inadequate training for or on post
Inadequate Org Bd Use of PR instead of sweat to get by.
One lesson you learn when you have been at this for a while:
THE INCOME OF AN ORG IS TOTALLY UNDER ITS OWN CONTROL.
All public flaps and catastrophes do is upset the staff. They have
almost NO effect on public or inflow potential. One could even say that
public flaps are assisted by down stats in the org. The staff, having
produced poorly or poor quality of basic product then invites a flap. Down
stats generate down stats.
In this universe and on this planet in particular there are a lot of
nuts. They would fight baby rattles if they thought it threatened their
baby poisoning business! The percentage of nuts is about 10%. Of that 10%
21/2% are the Chief Nuts.
They are so crazy one almost has to help them shoot himself.
When Dianetics was NOT USED for 18 years (1951-1969) to handle illness
orgs eventually got into trouble = No Dn stat.
When Scientology was not fully used (1965-1970) there was a lot of
public trouble.
The MOST trouble was in 1968 when neither Dn nor Scn was in use.
So a no product no stat condition is the same graph as the trouble
graph.
But the org stats were affected only internally! By Internal causes!
So any org determines its own stats-all of them!
So the basic gross outness re stats is not to have real stats and not to
compute, publish, use and PUSH THEM UP.
The "I know why" doesn't carry with it a "let's find a WHY that we can
remedy and push the stat up".
While all this is modified of course by whether or not you have an org
product you can do and offer, it is a comment that the quality of the
product and creating a demand for it only determines the ceiling of the org
as a whole.
Having a real product that one does well brings about an almost no-
ceiling condition.
As I write this our ceiling is retarded only by the necessity of
catching up with 18 years of disuse of Dianetics and 5 years of Scientology
"quickie delivery". We are issuing new scenes and stats at this writing
that give an index of quality of product delivered. That takes off the
ceiling.
The only thing that could go wrong is not establishing, collecting,
computing, posting and using the stats to establish a nearer and nearer
approach to the Ideal Scene,
not just for us but for the planet.
LRH:rr.rd
Copyright (D 1970 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
439
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 OCTOBER 1970
Remimeo
STAT INTERPRETATION
The interpretation of statistics includes trend.
TREND means the tendency of statistics to average out up, level or down
over several weeks or even months as long as the situation remains.
The closer one is to the scene of the stat, the more rapidly it can be
adjusted and the smaller the amount of time per stat needed to interpret
it.
One can interpret one's own personal statistic hour to hour.
A division head can interpret on a basis of day to day.
An Executive Secretary needs a few days' worth of stat.
An Executive Director would use a week's worth of stat.
A more remote governing body would use a TREND (which would be several
weeks) of divisional stats to interpret.
In short the closer one is to a statistic the easier it is to interpret
it and the easier it is to change it.
One knows he had no star on Monday-he didn't come to work. So Tuesday he
tries to make up for it.
At the other end of the scale, a Continental Executive Council would
have to use a trend of weeks to see what was going on.
TRENDS can be anything from Danger to Power, depending on the slant and
its steepness,
This would be a Danger TREND:
(plotted by weeks)
The dotted line is drawn roughly through an average in all TREND cases.
This would be an Emergency TREND:
As you can see, it is not so steep.
440
This would also be an Emergency TREND as it will collapse-nothing stays
level long.
-/A- AAV_~,_~_ ~
This would be a normal TREND:
Any slight rise above level.
This would be an Affluence TREND:
This would be a Power TREND:
No different level pitch than Affluence but way high on the graph.
A single day or week's graph goes into Affluence differently:
A
/V~
Point A is the single Affluence. The TREND however is barely normal as
the single surge did not maintain itself.
441
REMOTE MANAGEMENT
Not knowing TRENDS, remote management can err. An Org or Division may be
in an Affluence Trend and because the lost week's stat was a bit down,
actions can be (and have been in the past) taken against the org or one of
its divisions and break the winning streak,
The reason for this Policy Letter is several cases of remote management
failures to use trends to estimate the state of an org by its stats.
A remark "All GDSes were down" could be at first glance factual until it
was seen that all GDSes were in Affluence Trend.
REASON
The reason for this is found in the Data Series Policy Letters.
A valid statistic is the best indicator of the Ideal Scene.
When an Org or Division has departed from its Ideal Scene, it cannot be
made to recover in an instant.
The re-approach to the Ideal Scene for a group is by a gradient approach
because so much has to be done.
One can't ordinarily jump from making 2 cars a week for months to 2,000
cars a week in one week. Workers, tools, materials, machinery out of use
all have to be moved back into line. It may go to 15 cars, then 120 cars
then 200 cars then 750 cars then 800 cars then 20 cars then 1,000 cars then
1,500 cars then 1,800 then 2,000.
It is so easy for a thetan to postulate a fact and so arduous to move it
into Mest Universe existence that management tends to be impatient.
"Get CF Straight" takes 11/2 seconds to say but may take 6 weeks of time
for a manned up specially appointed crew to accomplish.
"Get CF Straight" is easily said to an existing undermanned staff. They
do but "Letters Out" falls to 10 from 1,200.
It is so easy to think it. But thinking it isn't doing it.
The right way is to program it. "Recruit 2 new staff members. Hat and
train on CF. Get CF straight" is the right statement.
WHY stats go up and down traces to backlogs being caught up, to new
projects given overloaded staffs, to unreal planning, to Finance squabbles
and failures to hire, hat, train and program.
So wildly varying stats in an org's divisions almost always mean Finance
poorly handled, hiring, hatting, training is poor. Utilization of staff is
not good.
But by TREND it shows the overall tendency to approach or depart from
the Ideal Scene.
When you are close up you can do something about it and when you are far
away the day's or the week's stat has already changed before any order
could ever arrive.
In remote management, not managing by TREND is a serious fault as one's
orders are always rather unreal.
An upward TREND even if only slightly upward shows people are trying and
level or downward shows it is in trouble.
TREND is the overall measure of expansion or contraction and is the most
valuable of stat messages.
LRH:sb.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
442
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 MAY 1971
Remimeo Issue II
OEC Checksheet
READING STATISTICS
In a local org area one reads the Division stats for the WEEK. A Dept
reads its stats by the DA Y, A section does it by the HOUR. You can also
read all Div GDSes by the day; successful orgs do.
TRENDS are used in more remote areas from the org, to indicate
successful leadership or broad admin or tech situations. TRENDS are used
locally to estimate expansion or warn of contraction.
Thus in weekly condition assignments one only considers two things: that
exact week and the slant of that one line. Steep near vertical down: Non E.
Down: Danger. Slightly down or level: Emergency. Slightly up: Normal.
Steeply up: Affluence. Near vertical up: Power.
The volume of the stat has little to do with it. Level at high or level
at low are alike Emergency.
The proof of this is that you always find a why and it's always some
change.
Typical argument about stats: "I know it's down a bit but it's so high
generally that it's Power." "I know it rose but it's so low that it's
really Non E." All this is being reasonable. Status think.
When you don't value stats this way you don't catch the improvements or
flubs that, piled up, wreck an org.
I recall a D of T who had high high stats. One week they plunged. He
said, "Oh of
course. We graduated some students and But I rejected that and
looked and
looked and lo and behold they'd changed their method of handling students!
This,
found and repaired, sent their stats soaring!
When you let status reasoning get into stat assignment of conditions,
the org has had it!
The weekly condition assignments must be accurate. Only in that way can
one maintain expansion.
Also, it's a bit mean to nag around about a rise. "But it isn't much of
a rise, you're really in too low a range to have a rise count ........
A rise is a rise. They at least got more. Now, better organizing, they
will get more than that. Week by week it goes up.
Similarly to discount a fall just because stats are high high high is
folly. They could do week before last's as they did it. So what was wrong
that they couldn't do it again? If they got exhausted at it week before
last they need more help, obviously. Or better organization.
Only if you use the single week can you properly locally manage.
If you keep it up the org will start to occupy more space, need more
people, need more equipment. Actually the area control of the org increases
and stability and viability increase.
If stat declines for the week are brushed off the org will shrink,
become less stable, will demand more work by fewer and will be a burden.
When you manage by the stat you don't go wrong. But it has to be an
honest stat and explanations that aren't the real why have to be rejected.
As you work with this, all becomes revealed. And one has a total control
of
survival.
LRH:sb.rd
Copyright @ 1971 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
443
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 8 APRIL 1957
ADVISORY COMMITTEE
The Advisory Committee Mandate of 1956 is amended as follows:
"The Advisory Committee shall be composed only of the following persons:
The Technical Director; The Director of Administration; The Director
of Training; The Director of Processing; The Registrar; and HCO
Secretary.
"When any significant change in its membership occurs (one third or
more) (cumulative) there shall be an election by the new membership of a
Chairman, but in no case shall a Chairman immediately succeed himself."
"The Advisory Committee shall report its minutes to the Association
Secretary who in turn shall report to the Agent for Gt Britain and the
Treasurer only."
"A copy of the Advisory Committee minutes may also be sent by the
Association Secretary to the Advisory Council in Washington."
"The Minutes of the Staff Meeting shall be forwarded to the Advisory
Committee as well as the Association Secretary and the Advisory Committee
may express its opinion of and recommendations concerning the Staff Meeting
minutes. The Advisory Committee action on Staff Minutes may not prevent
them from being submitted to higher authority."
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
LONDON
HASI POLICY LETTER OF 9 APRIL 1957
GRIEVANCES
Any staff member shall be entitled to present any grievance he may have
in writing or in person before the Advisory Committee when it is in session
on Tuesday afternoons at 3 p.m.
Such grievance shall be courteously and justly heard and any action
recommended by the Advisory Committee shall be forwarded to the Association
Secretary for his action. The Advisory Committee may not take action
without the further sanction of the Association Secretary.
L. RON HUBBARD
FOUNDING CHURCH POLICY LETTER May 8, 1957
ADVISORY COUNCIL
The following persons are appointed to the Advisory Council.
Dir of Training, Fernando Estrada, Chairman
Dir of Processing, J.M. Brand
Registrar, Maxine Lawrence
HCO Secretary, Mildred Deen
Distribution Center, Robert Perrin
L. RON HUBBARD
Executive Director
LRH:md.rd Founding Church of Scientology
444
FOUNDING CHURCH POLICY LETTER
May 15, 1957
ADVISORY COUNCIL - COMPOSITION OF, MODEFIED
Director of Administration - Unfilled
Director of Training, Fernando Estrada, Chairman
Director of Processing, temporarily L. Ron Hubbard, Jr
Accountant, Marilynn Routsong
HCO Secretary, Mildred Deen
Distribution Center, In Charge, Bob Perrin
LRH:md.rd L. RON HUBBARD
FOUNDING CHURCH POLICY LETTER
May 27, 1957
As of today the appointments of the Ad Council shall be
Judy Breeding, Director of Administration Al Kozak, Director of
Processing John Fudge, Director of Training Mildred Deen, HCO
Secretary.
Dr. Steves, Org Sec, is requested to supervise the election of a new
chairman and the conduct of the Council at its next two meetings.
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C.
HCO POLICY LETTER OF 2 JULY 1957
FINANCIAL REPORTS, WASHINGTON, D.C.
The following financial reports are required in the Advisory Council
weekly reports in this order.
This changes only Part A, not B, C, etc.
All after week's deposit - no check book balance.
Founding Church Account No. I (Bank Balance)
Founding Church Account No. 2 (Bank Balance)
Founding Church Total:
Distribution Center (Bank Balance)
HASI (Bank Balance)
Founding Church Receipts (Gross for Week)
Dist Center Receipts (Gross for Week)
HASI Receipts (Gross for Week)
Total Receipts:
Founding Church Bills Payable ................ Dist Center Bills Payable
.................... HASI Bills Payable .........................
Total Organization Debt:
Accounts Receivable, Founding Church .......... Accounts Receivable,
Dist Center .............. Accounts Receivable, HASI ..................
Total:
LRH:md.rd L. RON HUBBARD
445
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C.
FOUNDING CHURCH POLICY LETTER OF 8 AUGUST 1957
. POWER OF VETO
As regards the Advisory Council Minutes:
Power of Veto may be exercised by the Organization Secretary or the
Executive Director.
The Organization Secretary may veto or refer any minute.
The Executive Director may veto or pass any minute.
Minute is only valid with a specific acceptance from the Executive
Director, giving its number and date.
LRH:ind.rd L. RON HUBBARD
[Note: This FCDC P/L was reissued by London as HASI P/L 28 Nov '57,
changing "Organization Secretary or the Executive Director" to "Association
Secretary or the Agent for Great Britain".)
ADVISORY COUNCIL
Purpose: To advise the executives of the organization as to needed changes
and policies. To act as a meeting ground for department heads. To assemble
and report the statistics of finance and action to the Executive Director.
To advance ideas for promotion and improvement.
L. RON HUBBARD
[Excerpted fromHCO P/L 27 November 1959,Key to the Organizational Chartof
the FoundingChurch of Scientology of Washington DC, page 138. It was later
reissued as HCO P/L 12 October 1962. Foran earlier version of this, see 9
January 1958, HASIPurposes as per Organizational Board, page 122.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 SEPTEMBER 1964
General Non-Remimeo
PURPOSE OF ADCOMM
Sometimes organizations tend to forget what the basic purpose of an
Adcomm is.
The original purpose was given in HCO Policy Letter of Oct 12, 1962, and
is now amended as follows:
"To advise the Assoc/Org See on Promotional Matters relating to the
various Departments. "
This purpose should be read at the beginning of every Adcomm meeting
held in
all Orgs. It should be prefaced, "This meeting is held to advise
etc."
LRH:jw.rd
Copyright @ 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
446
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 AUGUST 1965
Remimeo
COUNCIL AND ADCOMMS
Advisory Committees heretofore convened are abolished.
New Advisory Committees are set up by Division.
There will be one "Adcomm" for each Division except Division 7.
It will be composed of the three directors of the Division or their
representatives, and chairmaned by the Secretary of the Division or his or
her representative.
The Divisional Adcomms should meet in the last hour of the working day
Friday.
Each Adcomm meets separately.
The Divisional Adcomm has ready the statistics of the Division and takes
these up in an effort to improve them.
The entire purpose of the Adcomm is to arrange to improve statistics for
its departments, sections and units.
The period taken up is the week closed on Thursday. Thus the day's
statistics for the meeting go to the next Adcomm. Like accounts, each
statistic week closes on Thursday at 2.00 p.m.
The minutes of the Adcomm, together with all statistical reports, are
forwarded to Inspection and Reports where they must arrive by noon Monday.
These statistics are promptly compiled by Inspection and Reports for
night letter to Saint Hill to arrive Tuesday morning, and are copied for
the Advisory Council.
THE ADVISORY COUNCIL
The Advisory Council meets on Tuesday afternoon in the last hour of the
working day.
It is composed of the HCO Exec See and the Org Exec See and is
understood to include LRH.
Receiving all Adcomm Statistics, the Advisory Council determines the
states of condition of the org, each Division or separate departments and
publishes the states assigned as from the Office of LRH.
The Advisory Council does all minor planning and adjustments necessary
as an Executive Admin Letter, local.
Should large changes be envisioned, the change must be authorized by LRH
also and is issued as a SEC ED from Saint Hill.
SUMMARY
This is the general plan of management:
Section Officers may hold meetings with their section to brief them.
Department Directors may hold meetings with their department's personnel
to brief them.
The Division has an Adcomm to compile and take up their statistics and
plan and issue orders to improve statistics.
The whole Org has an Advisory Council to take up the statistics of the
divisions and issue orders to improve them.
Huge changes cannot be made by an Adcouncil unless also authorized by
LRH.
None of these bodies has any more authority than the persons and posts
they contain. The Advisory Council is not a Board of Directors but is an
assistant body to the actual Board of Directors at Saint Hill.
Adcomms may issue Admin Letters for their division.
Adcouncils may issue Admin Letters for the Executive Division and assign
conditions.
447
Large changes or transfers must be in the form of a SEC ED issued only
from Saint Hill.
FOUNDATION
All this also applies to a Foundation, except that in its early days
such meetings are not vital and are included in the day Adcomms, etc.
As the Foundation grows it will need to hold its own Adcomms and
Adcouncil. When this becomes a fact, the only difference is that the
Adcomms are held in the last half hour of Friday night's work and the
Adcouncil is held in the last half hour of the Tuesday night following. The
procedure is otherwise the same.
LRH:ml.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
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.
There are many other statistics, many even more important than gross
divisional statistics. 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.
L. RON HUBBARD
[Note: Excerpted from HCO P/L 30 September 1965. A full copy of this Policy
Letter may be found in Volume 0, page 200, and in Volume 1, page 328.
Considerable evolution of the Statistics for Divisions has occurred since
this policy was first written by LRH. As of November 1973, the following
P/Ls have amended the statistic section-deleted in this excerpt-of this
Policy Letter:
2714/67 Tech Division Statistic, 1-345,4-10 5/4/73 All Orgs-
TwoAdditiomlHCO GDSes
22/9/69 HGCStatistic, 1-357,4,12 TechlAdmin Ratio and Personnel
Points Stars
29/3170 7'ech and Qual Stan Revised 10/5/73 & revision of 22/9/73
17/6/70 OICChange-Cable Change, 1-359 Gross Book Sales GDS-How
to Count
512/71 FEBC Executive Director Org GDSes 14/6/73 The Success
Stories GDS
5/2171 Org Gross Divisional Statistics Revised 30/6/73 The
Qual GDSes
12/3/73 Treasuyy Divisions GDSes-A 11 Orgs, 3-5 19/7/?3
Personnel Points Stat-Weekly Report Form
2/8/71 Hatring Points GDS Change 23/10/73 Pubs Orgs-Stat Change
18/9/71 A OLA Division 6 Defined 8/11/73 & revision of 24/11/73
5/12171 Statistics-Dissem Division The VFPs and GDSs of the
Divisions
1012172 & revised reissue of 12/6/?3 of an Org
Higher Org-New Name to CIF Definitions 2 1/1117 3 SO Orgs Div 6 VFP
and GDS
7/6/72 AO and AOSH Money for Training-GDS 24/11/? 3 The VFP and
GDS of HCO
for Quals 24/11173 New Qual GDS and VFP
448
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 OCTOBER 1965
ernimeo
All Staff
Routing
AD COMM REPORTS AND MINUTES
Here is a complete routing for the weekly statistics and Ad Comm
reports:
I . On Thursday afternoon OIC Clerk distributes in the baskets of each
person three blank forms.
2. The person receives the statistics form and fills it out accurately.
3. He keeps one copy for his own reference.
4. He routes one copy to his Dept Head.
5. He routes one copy to the Div Secretary.
6. The Dept Head accumulates all statistics for his dept and takes them
with him to the Ad Comm on Friday at 5.30 p.m.
7. The Secretary accumulates all her/hi's statistics routed to her by
the various individuals, staples them together by Dept and files them
for her reference.
8. At the Ad Comm the Secretary for the Ad Comm (not the Div See) takes
notes on the discussion of the statistics, notes which statistics are
up or down, notes all recommendations-decisions, and orders issued
during the Ad Comm and includes in his minutes.
9. At the end of the Ad Comm the See is handed all the statistics from
each Dept.
10. The See for the Ad Comm then takes these and his notes and types up
the minutes.
11. He then signs the minutes as Ad Comm See and paperclips them to the
Statistics and routes to the Div Secretary for her/his signature.
12. The See then routes them all to the OIC Clerk for graphing. They must
arrive there by Monday noon so the OIC Clerk will have time to deal
with all of them.
13. The OIC Clerk completes all graphs and turns all the Div's statistics
and minutes (neatly stacked in consecutive order, i.e. Div I on top,
Div 2 beneath it, etc) over to the LRH Communicator by noon Tuesday to
route to the Exec Dir.
14. The Exec Dir (or in the other orgs, the Ad Council gets the report at
this point) sees these and the LRH Communicator then routes them to the
Executive Advisory Council.
15. The Executive Ad Council, when finished with these, routes them to HCO
Files Officer.
16. The HCO Files Officer files them separately by Division and in
consecutive weekly sequence.
The routing is followed by the Evening Foundation as well, except at
the point of No. 13. The Evening OIC Officer places the completed graphs
and statistics with minutes in the Day OIC Officer's basket for their
forwarding with the Day Reports.
The outer orgs' OIC Officer forwards the designated OIC data by telex
on Monday to St Hill for the OIC Officer's handling.
The new OIC data that will be required from Orgs is not compiled as yet
but as soon as these have been validated it will be issued as a Policy
Letter. Until this has been done the usual OIC data is reported,
compartmented into Day and Foundation.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
449
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 OCTOBER 1965
Remimeo
ADVISORY COMMITTEES
It is up to AdComms to assign conditions of Emergency to Departments.
If the ADVISORY COUNCIL discovers an even slightly down statistic in the
Gross Divisional Statistic and finds that that AdComm in its meeting the
previous Friday did not locate the cause and assign an emergency to it, the
Advisory Council may assign a Condition of Emergency to the entire division
regardless of the slightness of the gross drop,
AdComms must establish and assign statistics for their departments and
sections or units and individuals.
An AdComm may assign a personal state of emergency to any person in that
division.
PAY ADJUSTMENTS
Applies to all orgs on Unit Pay
An individual, unit, section, department or division will, effective 15
November 1965, have a unit pay reduction of 20% of its units if it is
assigned a state of emergency.
An individual, unit, section, department or division, effective 15
November 1965, will receive an increase of 20% of its units if assigned a
state of affluence.
STATES ASSIGNMENT TABLE
Exec Division - States assigned for the whole Exec Division by Saint
Hill only in accordance with gross income.
Divisions - States assigned by the local Advisory Council on the basis
of the Gross Divisional Statistic.
Departments - States assigned by the Advisory Committee of that
Division, by the Advisory Council or the HCO Secretary.
Sections - States assigned by the AdComm of that Division or by the
Advisory Council or by the HCO Secretary.
Units - Same as sections.
Individuals - Same as sections.
POLICY
No org, portion or individual in an org may be without an assigned
state. No states may be assigned anything or anyone save on the basis of a
graphable statistic.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
450
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead Sussex
HCO POLICY LETTER OF I I JANUARY 1966
Sthil only
Exec Sec Hats
(SH & WW)
Secretary Hats
ADCOUNCIL AND ADCOMMS ORDERS,
ISSUE OF
ADVISORY COUNCIL ORDERS, ISSUE OF
Advisory Council orders are issued by Secretarial to the Executive
Director only.
Independent AdCouncil orders are forbidden.
ADCOUNCIL SH
The procedure for AdCouncil Saint Hill is as follows:
On every Tuesday afternoon the Advisory Council meets to take up
Financial Planning and the AdComm reports and statistics.
The results of this meeting are expressed as Financial Planning Orders
and Assignment of Conditions to the Divisions and any other orders or
comments of the AdCouncil.
These are written up properly as a Sec Ed and are forwarded to the
AdCouncil WW for approval. If approved they go to the Executive Director
for OK to issue.
ADCOUNCIL WW
The Advisory Council World Wide meets every Wednesday afternoon.
Its procedure is as follows:
It takes up the AdCouncil SH minutes and passes or alters them and sends
them on to the Executive Director for OK as a See Ed.
The AdCouncil then takes up the statistics of the International Division
itself. It issues any orders as a See Ed and forwards it to the Executive
Director for approval and issue.
It then takes up International Statistics org by org and draws up
general Sec Eds WW or individual Sec Eds for orgs and sends them to the
Executive Director for approval and issue.
No orders are issued by the AdCouncil SH or the AdCouncil WW except on
the above lines.
The initials of the Executive Director are required for approval and
issue but where the Executive Director is not available in person, the LRH
Keeper of Seals and Signatures (usually the LRH Communicator unless one is
appointed) merely signs with no power of alteration and no power of non-
approval.
ADCOMM ORDERS, ISSUE OF
The orders of an Advisory Committee are similarly routed.
451
An Advisory Committee, as the advisory group of a division, meets every
Friday about 5.30 pm and conducts its meeting on the statistics of the
division for the week ending Thursday 2.00 pm (the day before).
The AdComm assigns conditions for its departments, sections and persons
for the Division in accordance with statistics and confirms any personnel
appointments or transfers or dismissals.
The AdComm Reports are forwarded to the Advisory Council SH which
approves or alters them and passes them on to the AdCouncil WW which
approves or alters them and passes them on to the Executive Director for
approval and issue. If the Keeper of the Seals and Signatures only is
available the orders are simply approved and issued as a See Ed for the
division to which it applies with copies to the two AdCouncils.
A divisional See Ed is numbered consecutively, is on blue paper and is
headed "SEC ED (number) Div (number of Division) followed by the name of
the Division abbreviated", example "SEC ED 136 Div 2 Dissem".
The orders in any event should be issued by Friday morning of the week
after they were written by the AdComm.
The whole purpose of this routing is to prevent contradictory orders and
provide a single channel of issue.
All See Eds not written by the Executive Director personally are
hereafter signed by the originating person or body followed by "For L. Ron
Hubbard, Executive Director".
LRH:ml.rd L. RON HUBBARD
Copyright (D 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
FINANCIAL PLANNING
The Financial Planning Hat is worn by the Advisory Council.
HCO P/L 26 Nov. 1965, "Financial Planning"
Financial Planning is an activity that is shared in by the head of each
Division. - LRH, January 1971
COMMITTEE MEETINGS
It is policy of some duration that FP Committees meet in the evening
when officers are not vitally needed to supervise lines and Iship]
production.
LRH, Flag OODs, 20 November 1970
See Volume 3, Financial Management -Financial Planning, pages 26-
81,P~ices, Establishment of pages 82-90, and Price Engram, pages 91-136,
for the policies of Financial Planning.
452
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I NOVEMBER 1966
Remimeo Issue 11
ADVISORY COUNCIL
(Effective on Receipt)
(Cancels all HCO Pol Ltrs specifying the conduct of the
Ad Council and its formation except those which merely
mention it as a governing body)
(Cancels all HCO Policy Ltrs reference to "Advisory Committees")
FORMATION
Definition: The Advisory Council is that body of executives in immediate
charge of an organisation subject to supervision by a further governing
authority.
Name and Authority: The Advisory Council is either written in full or as
"Ad Council" or as "A.C." plus the name or initials of the place
governed and in no other way. The Advisory Council is "advisory" to the
Board of Directors of the governing body corporate who may at any time
over-ride its actions or cancel its directives or policies or recompose
its membership.
Purpose: The purpose of the Advisory Council is to help LRH govern
Scientology, Scientology Organisations and their staff, Scientologists
and groups or public who look to Scientology for control or regulation,
without denying the authority of the Advisory Council and so rendering
it unable to carry out its purpose or oppressing the individual to the
detriment of the many.
Decisions: All decisions of the Advisory Council are taken on the basis of
statistics and regulation and law specified or exerted by it is itself
regulated by the relative statistic of the organisation, group or
individual to which they are directed, the formula being the better the
statistic the less regulation and the worse the statistic the more
regulation. But no decision may be taken to reduce the expansion of
Scientology and the statistics of hostile forces or individuals are
interpreted only as they reduce or increase Scientology statistics.
Organisation: The Advisory Council shall be so organised as to represent
those persons or groups or organisations or subordinate or senior
Advisory Councils influenced by the Advisory Council.
Legal Orders: Any order, directive, law, or policy proposed to an Advisory
Council must exist in a final form before presentation even though it
may be modified or cancelled or require passage by a higher council or
other authority before becoming effective. The Ad Council may not
entertain or discuss ideas, plans, programmes, rules, orders,
directives, law or policy which are not brought before it already in
issuable and final form except to appoint Boards of Investigation,
Committees of Evidence, order Ethics Hearings or assign conditions.
Frequency of Meeting: An Advisory Council must meet at least once a week as
near to the moment of formulation of the statistics of the previous
week's activities as is practicable to provide it with statistics.
COMPOSITION
Chairman: The Chairman of the Advisory Council shall be one of the two
senior executives of the organisation to which it is attached and the
other shall be the Deputy Chairman, this being determined by election by
the other members.
A.C. Secretary: The Dissemination Secretary (or Director or Officer) shall
be the Secretary of the Ad Council.
Master at Arms: The HCO Area Secretary (or Director or Officer) shall be
the Master at Arms of the Ad Council and shall report all non-
compliances with orders and shall keep order at Council Meetings.
Keeper of Records: The Division 7 Secretary (or Director or Officer) shall
be the keeper of the files and records of the Ad Council.
Quorum: Two-thirds of the members of an Ad Council must be present before
any business may be conducted, but deputies of members may be counted in
the quorum.
MEMBERSHIP
An Ad Council may have no less than seven actual members.
453
There is no limit to the number of members.
No org or group or individual represented on an Ad Council may be
represented by more than one voting member.
The Ad Council may limit its membership but in any event must include:
The two most senior executives of the organisation in that area.
The senior executive as representative for each type of division
(department or section in junior orgs).
A representative of the org immediately senior to it.
A representative of each org, group of orgs or body governed.
VOTES
Each member shall have one vote only except the Chairman who may vote
only in the case of a tie vote.
VETO
The Chairman may veto absolutely any action, speech, bill, directive or
measure without further recourse except that three-quarters of those
present, the Chairman excepted, may over-ride any such veto.
MAJORITY
A majority of votes is required to pass any order, directive or measure.
A Policy Letter requires a three-quarters majority to pass that Ad
Council but must go to other passing agencies as prescribed before it
becomes effective and in force.
ATTENDANCE
Irregular attendance of Ad Council Meetings shall cost the offender his
membership and, when applicable, org post, or in volunteers any staff
status.
CENSURE
A majority vote may censure any member present or absent.
Failure to abide by policy regarding Ad Councils and their conduct or
misconduct at proceedings, or failure to obey the Chairman or Master at
Arms in all matters except firmly held opinion or how a vote is cast, can
censure, fine or remove a member from one or all Ad Council Meetings or
membership.
TREASON
Provocative utterances calculated to overthrow the existing government
or discredit it or Scientology or Scientology principles or orgs shall be
deemed treasonable by an Ad Council and sent at once to Ethics.
ORDER OF PRECEDENCE
Members take precedence in divisional order in seating or privileges.
ORDER OF SENIORITY
Ad Council seniority is as follows:
(Any senior extensions of Scientology) Ad Council WW Ad
Council WW Org Ad Council Continental Org Ad Council Zonal
Org Ad Council Sub-Zonal Org Ad Council Area Org.
The Ad Council of the WW Org is not on the via line between Ad Council
WW and Continental Orgs but is senior to Continental Orgs.
COLOUR FLASH
General Ad Council orders shall be blue.
Ad Council orders applying to a division or division type shall be the
colour flash of that division.
Ad Council directives to the public or non-org shall be in black ink on
white paper.
454
CONDUCT
Care must be taken to:
1 . Inform all directly affected by an order or directive.
2. Not to jam conim lines with too broad a distribution.
3. Not to put in new solutions to problems already caused by an
arbitrary.
4. To accept or discuss no matters not brought before it in
issuable form.
5. To refer to especially appointed Boards of Investigation any
situation requiring Urgent Directives at the time the Urgent
Directive is issued or when one has been issued.
MEMBER DIRECTIVE
Any member of the Ad Council may author and issue an Urgent Directive
outside the meeting of the Ad Council by obtaining a majority of signatures
of Council Members. But if so, the next Ad Council Meeting must appoint a
Board of Investigation into the situation being remedied and must in any
event cancel any Urgent Directive by proper and detailed orders based on
facts accumulated within six weeks of its issue.
Members have no other precedence or authority outside the Ad Council by
reason of being a member of it and may not be obeyed as "a member of the Ad
CounciP' without incurring penalty for receiving an illegal order.
Members have authority in their own right as specific executives when
they are such, which they may utilise but not exceed.
NO executive in an organisation may issue an Ad Council directive or
Divisional directive without the majority approval of the Ad Council
(including Urgent Directives as above). But this may not be used to prevent
the head of a part of an erg from giving direct orders to his own part of
the org. But if these orders change or infringe any directive or policy the
matter must be brought before the Ad Council at the next meeting or be
considered an illegal order. Bringing such an off-directive or off-policy
order before the Ad Council does not condone it.
RULES OF ORDER
Those parts of Roberts Rules of Order which apply shall govern the
proceedings of an Ad Council.
COMMITTEES
The Ad Council may appoint Committees amongst its own members to handle
special programmes or actions but not to inquire into matters as this is
done by Boards of Investigation appointed by the Ad Council, the difference
here being that a Committee is only appointed to obtain execution. A Board
is appointed to get data and write its findings and orders or directives in
issuable form. Where possible a Committee shall not be appointed where
ordinary channels of execution exist and none may be appointed to encroach
on the already assigned duties of erg executives.
COMPOSITION AD COUNCIL WW
The composition of the Ad Council WW (to which other members may be
added by it) is as follows:
HCO Exec See WW, Chairman or Deputy Chairman Org Exec Sec
WW, Chairman or Deputy Chairman
HCO Exec See SH, Member
Org Exec See SH, Member
SH Foundation Representative
I-RH Communicator WW, Keeper of Seals and Sig
Member
Divisional Organiser HCO, Master at Arms
Member
Divisional Organiser Dissem, AC Secretary
Member
Divisional Organiser, Treas, Member
Divisional Organiser, Tech, Member
Divisional Organiser, Qual, Member
Divisional Organiser, Dist, Member
Divisional Organiser, Exec, Keeper of Records
Member
455
Continental Representative SH,
Member Continental Representative, E.U.S.
Member Continental Representative, Europe
Member Continental Representative, W.U.S.
Member Continental Representative, Anzo
Member Continental Representative, S.A.
Member Field Staff Member Representative,
World
Member Franchise Representative, World
Member Student Representative, World
Member Preclear Representative, World
Member OT Base Representative, Member
Other members as required.
Non-voting associates as desirable to represent non-Scientology groups.
COMPOSITION SH AD COUNCIL
HCO Exec See, Chairman or Deputy
Org Exec See, Chairman.or Deputy
HCO Area See, Master at Arms
Member
Dissern See, AC Secretary Member
Treas See Member
Tech See Member
Qual See Member
Dist See Member
Div 7 See Member
LRH Comm SH Representing WW, Keeper of Seals and Sig
Member Student Representative SH Preclear
Representative SH European Representative, Eur FSM
Representative, SH Other members as required.
Non-voting associates as desirable to represent non-Scientology groups.
COMPOSITION CONTINENTAL AD COUNCIL
HCO Exec See Continental, Chairman or Deputy
Org Exec See Continental, Chairman or Deputy
Any actual Continental Divisional Organisers
as may be vitaL
HCO (Exec) See, Org attached to Continental,
Master at Arms
Member
Org (Exec) See, Org attached to Continental,
Secretary
Member
Area Representative (An area under that Continental)
Member
Asmany Area Representative (An area under that Continental)
as there Member
are Area Area Representative (An area under that Continental)
Orgs Member
Area Representative (An area under that Continental)
Member
Continental FSM Representative
Member
456
LRH Communicator Continental Representing WW
Keeper of Seals and Sig
Keeper of Records
Member Continental Student Representative
Member Continental PC Representative
Member Continental Group Representative
Member Continental Public Representative
Member
COMPOSITION OF A FOUNDATION AD COUNCIL
HCO Senior Exec, Fnd Chairman or Deputy
Org Senior Exec, Fnd Chairman or Deputy
LRH Comm, Fnd Representing Day Org
Keeper of Seals and Sig
Member HCO (Div Dept Sect) Senior, Fnd
Master at Arms
Member Dissem (Div Dept Sect) Senior, Fnd
AC Secretary
Member
Treas (Div Dept Sect) Senior, Fnd .
Merriber Tech (Div Dept Sect) Senior, Fnd
Member Qual (Div Dept Sect) Senior, Fnd
Member Dist (Div Dept Sect) Senior, Fnd
Keeper of AC Records
Member
Fnd FSM Senior Member
Org's Foundation Representative
COMPOSITION OF AN AREA AD COUNCIL
HCO Senior Exec, Area, Chairman or Deputy
Member
Org Senior Exec, Area, Chairman or Deputy
Member LRH Comm Area Representing Continental
Keeper of Seals and Sig
Member HCO (Div Dept Sect) Senior, Area
Master at Arms
Member Dissem (Div Dept Sect) Senior, Area
AC Secretary
Member Treas (Div Dept Sect) Senior, Area
Member Tech (Div Dept Sect) Senior, Area
Member Qual (Div Dept Sect) Senior, Area
Member Dist (Div Dept Sect) Senior, Area
Member
Div 7 (Div Dept Sect) Senior, Area
Member Area Fnd Representative
Member FSM Representative, Area
Member Student Representative, Area
Member
457
PC Representative, Area
Member
Public Representative, Area
Member
CONTINENTAL, AREA AND FND REPRESENTATIVES
Insofar as possible a Continental or Area representative must be native
to or familiar with the Area or Continent represented and if possible one
who has actually worked in the Continental or Area Org represented.
Where possible the Continental and Area Orgs and Foundation represented
should give or not give its approval to a representative who is normally
nominated by the senior org.
In some distant future with orgs larger in size, Continental and Area
representatives will actually be elected and sent by the Continental or
Area Org or Foundation Ad Council which sends them. But where size and
finance do not permit, these representatives are nominated by the senior
org from its own staff as a full or part time duty and the salary is paid
by the senior org. But as size and finance permit selection and salary will
be paid by the represented body.
A senior Ad Council must examine the credentials and specifically accept
a representative before he can be seated, even when it nominates for
acceptance by a junior org. .
Student, PC, FSM and public type members ordinarily serve without pay on
a volunteer basis but if so they receive the discounts of staff members.
They need not be students, PCs, FSMs or members of the public.
REPRESENTATION
Representatives of a senior or junior org must represent the interests
of what they represent and to fail to do so shall be a just complaint by
what they represent or the Ad Council to which they are attached and may be
removed on orders or petitions from the represented body or by dismissal by
the Ad Council to which they are attached. But no representative may be
removed for protest of orders or measures he believes hostile or harmful to
what he represents. While his protest may be over-ruled by the Ad Council
to which he is attached, he may make it known by rider on the order,
directive or policy that he dissented.
PACKING THE COUNCIL
To pack an Ad Council with members so as to weaken the authority of the
governing body or obtain favours of an unusual nature for represented
bodies shall be unlawful and when this occurs it must be remedied by the
Board of Directors of the governing corporation by dismissing from that
Advisory Council all the nine org senior officials.
LRH COMM VETO
As the representative of LRH and a senior Ad Council, the LRH
Communicator may veto any measure passed by an Ad Council if the measure is
specifically contrary to policy. The LRH Comm may not however interrupt
proceedings as the Chairman may with a veto. If the LRH Comm vetoes a
measure, directive, order, etc he must show the policy letter which the
measure, etc infringes. The LRH Comm also has a vote as a member.
CAMPAIGNING
Any campaigning by a representative of an Advisory Council for election
must be restricted to a display of personality, statistics, experience and
case state. Any candidate seeking election, selection or appointment by
promises which will cause expense to the Ad Council shall be considered
ineligible for election and may not be accepted as a member of the Ad
Council if elected. The reason for this is found in any democracy where
successive elections are won by further promises of personal material gain
to voters which promises, fulfilled, are the reason democracies are
normally insolvent.
Payment for appointment to an Ad Council at once becomes an Ethics
charge and no person found guilty may be accepted thereafter on any Ad
Council.
Nothing in this section prevents an Ad Council member or candidate from
campaigning on the basis of raised statistics or generally improved
efficiency.
LRH:jp.rd L. RON HUBBARD
Copyright @ 1966 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED (Important. See also HCO P/L 21 Dec '66, page 466.1
4SS
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1966
Remimeo
AD COUNCIL APPOINTMENTS
APPOINTMENTS
Appointments of memberships in an Advisory Council are made by the
Advisory Council from the nucleus of the HCO Exec See and Org Exec Sac or
chief officers of the org.
Members consist of the HCO Exec See, Org Exec See (or HCO See and Org
See in Six Department Orgs or the HCO Director and Org Director of Six
Section Orgs) and the senior executive of each division (dept, section in
Six Dept and Six Sect Orgs).
The HCO Exec See (or HCO Secretary or Director) and the Org Exec See
(Org Secretary or Director) being the two chief officers of an org, are
appointed by the next senior Ad Council to that org or, in the case of the
highest Ad Council, by the Board of Directors of the Corporation.
These two chief officers of an org in turn appoint the heads of their
divisions (dept, sect in 6 Dept and 6 Sect Orgs) and so in effect appoint
the remaining organisation staff members of the Ad Council.
Exceptions are LRH Communicator of an Org who is appointed by the LRH
Comm WW in every case, and the Guardian who is appointed for life as
provided in other policy letters.
Other exceptions are Area Representatives who are nominated by the next
senior Ad Council and appointed by the org represented. More than one
person may be nominated but only one may be elected.
Bodies that are not orgs represented on an Ad Council are invited by the
Ad Council to forward names for nomination which then, judged by statistics
and case state, are returned to the body as nominated for election.
TERM OF OFFICE
Membership in an Ad Council may be terminated by the mutual consent of
the two senior members of the Council, for cause such as lowered
statistics, lowered statistics and lack of case progress, or lowered or
poor statistics and a bad Ethics record. Ordinarily members having adequate
and rising statistics may not be removed from an Ad Council and if such a
removal occurs and statistics can be demonstrated, the removed member may
petition the next higher Ad Council for reinstatement and if the record is
proven reinstatement must occur.
All members of an Ad Council (the two senior members by the next senior
Ad Council and the remainder by the two senior members) should be reviewed
annually for (a) adequate and rising statistics (b) adequate case progress
up to OT and (a) attendance. Where these are proper the member should not
be removed but where they are definitely wanting, the member must be
removed. Removal does not influence any org contract held but does
influence the post held.
Such review should occur yearly before I January of the ensuing year and
the recomposed Ad Council should meet as a new body after the first of
January.
Appointments and composition of Ad Councils are issued by a senior Ad
Council or the Board of Directors for the two senior members and by the two
senior members for their own Ad Council.
459
Composition of an Ad Council or its actuality may not be held up in
order to complete its numbers but must be composed of the required seven
before the first of January of each year. It may subsequently be added to
during the year but the new appointments last only for the remainder of the
year.
MEMBERSHIP VOTES
While an Ad Council member may hold more than one membership he or she
has only one vote no matter how many memberships are held.
PUBLICATION
The widest possible publication should be given the composition of an Ad
Council in the sphere it governs.
This enables orgs and bodies influenced by it to know they have a
representative on it and to whom they should address themselves to obtain
Ad Council attention.
ROUTING TO AD COUNCIL
The public and orgs and bodies represented should NOT address "the Ad
Council" but their proper representative on it, enclosing any matter they
hope will be called to the Ad Council's attention. When letters or
despatches are sent "To the Ad Council", the Dir Comm of the org must route
them back to the sender, enclosing a circular naming the Ad Council members
and requesting it be returned to that member correctly for action with the
proper representative encircled on the form. This must be done politely so
as not to ARC Break the sender, beginning "It is in your interest to know
that you have a representative on the Ad Council etc."
The representative of the senior org on a junior org's Ad Council is the
LRH Communicator in every case and matters should be so routed.
There is therefore no terminal called "Ad Council". Things for its files
go to the Dissem Executive who keeps its records.
Things to be brought before it are brought by the representative or
member most concerned.
PROCEDURE
When anything is passed by the Ad Council, as it must be pre-written by
its sponsor, it is initialled by the Chair with any changes, is passed to
the LRH Comm for any veto by reason of policy and is then passed by him to
the Dissem Executive for publication, the last step not necessarily
occurring during the meeting as time (maximum allowance two days) may be
required by the LRH Comm to verify policy on it or even cable for it.
If a Chairman or Council veto occurs of a measure, it is passed back to
its sponsor.
If an LRH Comm veto occurs, it is reported at the next meeting of the Ad
Council and returned to sponsor.
MINUTES
The minutes of an Ad Council are brief. They give the time and place of
the meeting, the persons present by name, the measures offered (by
identification only not by their text) with the sponsor and whethex passed
or vetoed. An LRH Comm veto occurring after the meeting is noted at the
next meeting.
These minutes are kept in a durable loose leaf book. One copy,
initialed by the Chairman at the time he or she signs the minutes, is sent
to the next senior Ad Council with any orders or directives attached and
one copy to the WW representative
460
of that Continental Ad Council along with copies of the directives, orders,
etc.
In filing, the keeper of records files orders or directives of the
meeting, where passed, in a complementary file to the minute book. This is
done regardless of such orders and directives being part of another file
system since the Dissern Executive's files are considered Master Copies and
may be looked at but not removed.
An additional copy of the minutes and one each of orders and directives,
etc are posted on the staff org board.
OIC statistic graphs are not part of Ad Council files even though
submitted as they must be each week to the Ad Council's HCO Representative
for presentation. No graphs are mailed to the senior org or WW as they are
already there as cabled.
Minutes should be brief and brisk. Their main use is to show who
sponsored measures, and whether they were or were not passed and by what
majority. Such minutes should furnish a sponsor and voting record of each
member. Where measures are vetoed they must be very briefly noted as to
substance as there is no further general record, all copies of vetoed
measures going back to sponsors.
READING OF MINUTES
The reading of minutes of the last meeting is dispensed with, only LRH
Comm vetoes being reported.
SPONSORED MEASURES
Members should keep copies of what they sponsor, whether passed or
vetoed, for their own files and note on them what happened. Such a file may
be useful in matters of criticism or removal or in recomposition of an Ad
Council.
APPOINTED BODY
Even though the majority of an Ad Council is an appointed body, it is
not authoritative in that wise executives appoint only by past statistics
and case and membership is held by statistics and state of case.
Thus admonition of and removal of members, being subject to petition to
a higher body, is restrained and the rule is followed that one can speak up
to the height of his or her statistics.
Similarly, a junior Ad Council should be left alone if its collective
statistics are good and should be interfered with only when its situation,
by statistic, appears to be in a state of deterioration.
Thus members of such bodies have more freedom and free speech than might
be at first glance supposed.
DEPUTIES
Any member can appoint a deputy to appear for him or her, from time to
time, the deputy being chosen by the member.
However, the member represented by his deputy is yet held responsible
for the statistics and success or failure of the membership. The member,
not his appointed deputy, is admonished or removed if the deputy errs or
presents poor statistics or is ignorant of what is wanted.
The appearance of the deputy counts as attendance by the member but is
noted in the minutes as "Smith by Deputy" instead of "Smith".
461
ROLL CALL
An Ad Council Meeting is called to order by the Master-at-Arms who reads
the roll-call from a pre-prepared list, marking absent with an X, present
with a circle and "by dep" when by deputy.
The sheet is then handed to the Chairman who calls the meeting to order
by stating "A Quorum being present, the meeting is called to order". If no
quorum is present the Master-at-Arms is sent to find enough to make one.
The Chairman then asks for first business and recognises anyone who stands.
The person recognised may not speak until recognised.
Recognition takes place by the Chairman stating the member's name and
representation.
The member now presents his business which the Chairman directs to
discussion and then to vote.
Voting is done by a count of hands and is established by majority.
A policy veto announced by an LRH Communicator is announced at the
beginning of the meeting and if the LRH Communicator stands at the start of
a meeting he or she must first be recognised by the Chair. The LRH Comm
announces the veto, reads with date and page the policy it violates and
sits down.
A Chairman veto at any time may veto a discussion, subject or measure
but not a policy veto. When the Chair announces a veto, one of two things
must happen; either everyone sits down accepting it or the representative
whose measure or discussion is vetoed may ask for a vote on the veto. Only
if he obtains a three-quarter majority may the veto be over-ruled. The
Chair is bound to ask for a vote if the vetoed person vetoed by the Chair
requests it.
Anyone speaking must stand and be recognised. The Chairman may dismiss
from the meeting anyone who speaks without standing or comments while
seated or who comments or speaks without recognition from the Chair. It
will be found this shortens meetings when closely followed.
VOTING
Voting is by a show of hands which are counted by the Master-at-Arms and
reported to the Chair. 'Me Chair asks "Those in favour?" and the hands are
counted, then "Those opposed?" and the hands are counted.
DISCUSSION
Any member who begins or continues comments from his chair or whose
reports are unduly long or whose comments seem irrelevant may be admonished
from the Chair which simply states, "I wish to recognise another member".
Or in case of persistence on a measure to an irrelevant degree, "I veto
that" or, "I am putting the matter to a vote".
SPONSORED MEASURES
Measures offered by sponsors are read by the recognised sponsors,
seconded or not and discussed and voted upon if seconded.
AMENDING MEASURES
Amendments to measures are offered verbally by recognised members and
discussed if seconded and voted upon if seconded. The sponsor changes the
measure before handing it to the Chair if passed.
462
REPORTS
Routine reports should be omitted. The custom of having each member
report is too time-consuming.
Statistics are to hand and those changes of interest in the statistics
may cause the Chair or another member to ask for a report. Only in which
case is it given.
COMPLIANCE
The Chairman, looking over past Ad Council orders, may ask for brief
compliance reports from the members responsible for such compliance. Such
reports are asked for from the Master File and the directive or measure
itself is marked by the Chair as complied with or not.
Non-compliance when discovered, if sufficient time has been allowed,
must be met by an order to the Master-at-Arms from the Chair to convene
either a Board of Investigation or an Ethics Hearing on the non-compliance.
CLOSING A MEETING
A meeting may be closed at any stage of its progress by a motion from
the floor, a seconder and- a majority vote. The Chairman then says "The
meeting is closed".
SAMPLESCHEDULE
Roll Call
Meeting opened by Chair
Any LRH Comm vetoes
Any Urgent Directives occurring between meetings
Statistics Reviewed
Reports required by reason of statistics
Measures offered by Sponsors with discussions and amendments and voting
Financial Reports and Planning
Review of measures for compliances
Closing of Meeting
Collection of papers by Keeper of Records.
L. RON HUBBARD
Founder
LRH:jp.aap Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Important. See also HCO P/L 21 December 1966, Advisory Council, page 466.1
463
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 NOVEMBER 1966
EXEC SECS & AD COUNCIL
The responsibility for the existence, solvency, longevity, good order
and expansion of an area or Continental or Worldwide Activity is that of
the Executive Secretaries.
Although an Ad Council directive is passed by the Ad Council, it is
within the ability of the Exec Sees to form the Ad Council in the first
place of executives who are competent. Therefore an Ad Council cannot be
blamed without involving the Exec Sees directly.
Furthermore an Exec See may issue orders without regard to the Ad
Council to resolve down statistics or enforce rising ones. The orders must
be followed but may become a matter of discussion in an Ad Council for
their improvement. Should a dispute arise on this point it is referred to a
senior Ad Council which may however simply enforce the original Exec Sec
order if it has merit.
When either or both Exec Sees fail to carry out his or their
responsibilities, four things can happen:
I . The Founder may intervene and take charge, or
2. An Assistant Guardian takes over temporarily or lengthily some
or all Exec See functions to bridge the gap of good authority. This
is done by the Guardian WW. But may be requested of the Guardian WW,
or
3. A Senior Ad Council may take measures to remedy the defaulting
Exec Sec or Junior Ad Council or
4. The local Ad Council to which the defaulting Exec See or Exec
Sees belong petitions, on resolution, the next senior Ad Council.
They can also petition the Founder or the Guardian as a group.
Whether or not an Exec See is incompetent or defaulting depends on the
state of statistics entirely. In principle, if the statistics of divisions
under the Exec Sec are good statistics there can be no real question of
defaulting or incompetence by that Exec See but there may be against the
other Exec Sec whose statistics are not good.
However, there are these exceptions:
A. If an org is threatened by approaching insolvency or is sued
because of lack of ability to pay bills, both Exec Sees must be
given a Comm Ev ordered by the Guardian or the Senior Ad Council,
and removed from post. This is reasonable because an Exec Sec who
gets no co-operation from the other Exec See in Financial Planning
or general solvency has it well within his or her power to file a
job endangerment chit with the Ad Council senior to his or her own,
against the other Exec Sec. If none has been filed, both are
removed. If one has been filed both are Comm Eved but it is possible
the one who tried to take steps and filed chits might not be removed
by the Comm Ev.
B. If an org loses its quarters by sale without completely ready
adequate new quarters well within its budget to handle, both Exec
Sees must be Comm Eved. This is also true if the Founder or Guardian
or a senior Ad Council has to intervene to remedy the situation even
if the quarters aren't lost.
C. If an org loses its quarters by a failure to renew its leases
both Exec Sees must be Comm Eved. This is true if the Founder or
Guardian or a senior Ad
464
Council has to intervene to get quarters retained before they are losL
D. If the erg becomes Involved in a legal dispute or scandal that
threatens its demise or its public repute, both Exec Sees are Comm Eved.
Petition for removal of an Exec See should be made by an Ad Council for
any of the offences above. However, no petition is needed for the Founder,
Guardian or a senior Ad Council to act.
A local Ad Council should petition for a warning or removal of an Exec
See who:
E. Becomes involved in sexual misconduct.
F. Misappropriates funds.
G. Demands unusual bargains for personal gain for granting or
continuing a post (nepotism).
H. Appoints or piomotes staff members who have bad statistics.
1. Assigns a "facility differential" falsely to accommodate self or
a friend without clearly deserving it.
J. Accepts unusual favours from students or pcs.
K. Is consistently late for work or absent from work or doesn't
work.
L. Condemns policy or refuses to apply it.
M. Attempts to discredit or blame a senior governing body or
persons above the level of that org to anyone else but that senior
body or person.
N. Has consistently bad statistics.
0. Makes no cast: gains or effort to attain them up to the Grade of
OT.
If one of the above is discovered by higher levels and the Ad Council
has not acted they are included in the Comm Ev. And if a motion has been
made with good evidence and cause and yet was not passed, if action is
taken at a higher level any Ad Council member who voted against it or
abstained is included in the Comm Ev.
On such a motion the right of objection of the Chairman is not valid.
The authority of an Exec See is, therefore, ample, but is only as good
as his or her statistics over a long period, for the Exec See can of course
remove any Ad Council member for any of the above charges or bad
statistics, usually requiring both before removal.
L. RON HUBBARD
Founder
LRH.jp.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
(Important. See also HCO P/L 21 December 1966, Advisory Council, page 466.1
465
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 DECEMBER 1966
Issue I
Remirneo
ADVISORY COUNCIL
(Cancels HCO Pol Ltr I Nov 66, Issue II, Advisory Council; cancels all HCO
Pol Ltrs specifying the conduct of the Ad Council and its formation
previous to 1 Nov 1966; cancels HCO Pol Ltr of 2 Nov 1966, Ad Council
Appointments, and HCO Pol Ltr 17 Nov 1966, Exec Secs and Ad Council.
Cancels ED 110 INT, Ad Council Formation. Modifies Authority of Divisional
Organiser in HCO Pol Ltr of I Nov 1966, Issue 1.)
Note: Ad Council operation specified in the above cancelled Policy Letters
began on 9 Nov 1966 and a severe consecutive week decline of SH statistics
ensued beginning 24 Nov 1966 and continuing. Thus as any action preceding a
slump must be cancelled as possibly contributive, the Ad Council as
outlined in the above policy letters is cancelled and reorganised as
follows. The theory is that if an Executive Secretary does not issue direct
orders, he cannot be responsible for statistics. Therefore he must be aloof
from the Ad Council.
The Advisory Council of an organisation shall be composed of the heads
of divisions and various representatives, duly elected, of field auditors,
students, preclears and public bodies and representatives of subordinate
organisations and a representative of the senior organisation or, in case
of the highest Ad Council, a representative of the senior officer of
Scientology and the Board.
EXECUTIVE SECRETARIES
Executive Secretaries may not be members of the Advisory Council.
EXECUTIVE COUNCIL
The two Executive Secretaries of an org shall constitute an Executive
Council.
APPOINTMENTS
All representatives of an Ad Council must be elected to it by a majority
vote of the Ad Council and the appointment confirmed by the two Executive
Secretaries, on submission of the results of election by the Secretary of
the Ad Council.
Exception: Heads of divisions are automatically appointed to the Ad
Council.
PURPOSE
The Advisory Council purpose is: To advise the Executive Secretaries or
Executive Council as to required directives and policies and to implement
directives and policy for approval and to examine statistics and conditions
and implement remedies or intensification for approval and to originate and
recommend for approval promotion ideas.
POWERS
The Advisory Council has the power of passing directives, policy letters
and any requisite materials submitted to it already drawn in issuable form,
of modifying such bills, and of recommending by passage of the Ad Council
such measures to the Executive Council.
466
CHAIRMAN
The Ad Council shall nominate and elect its own Chairman.
LRH COMM
The LRH Communicator is the member of the Advisory Council representing
the next senior organisation to the Advisory Council.
The LRH Communicator is a non-voting member of the Executive Council,
except at such times as there is a deadlock on the Executive Council when
he, by obtaining the views of the senior Executive Council after advising
them, may vote accordingly.
REFERRALS
Urgent Directives (HCO Pol Ltr 31 Oct 66, Admin Know-How II) issued by
either Executive Secretary or the Executive Council may be referred for
final action to an Ad Council by the originating officer or body.
BOARDS OF INVESTIGATION
The Advisory Council may appoint Boards of Investigation. But the final
measures recommended in issuable form by such a Board may not become law
until passed by Ad Council by majority vote and referred to the Executive
Secretary.
POWERS OF EXECUTIVE SECRETARY
An Executive Secretary may run and issue orders to his own divisions
without referral to the Executive Council or the Ad Council.
POWERS OF A SECRETARY
A divisional secretary may issue orders to his own division without
recourse to or approval from the Executive Secretary above that division or
the Executive Council or the Advisory Council.
RESPONSIBILITY
An Executive Secretary is responsible for the state and activities of
his or her own divisions. The Executive Council is responsible for the org
as a whole and the divisional secretary is responsible for the state and
activities of his or her division.
Unless relegated to the Guardian WW and thus to an Assistant Guardian in
the org, Financial Planning is the full responsibility of the Executive
Council. The Cash-Bills ratio of the org is wholly in the hands of the
Executive Council but only if it is such as to endanger the org or its
future and shows no growing assets or reserve may it be handed over to an
Assistant Guardian whose power over Financial Planning will be considered
absolute until relieved by the Guardian.
REMOVAL
The Advisory Council may remove one of its own members for misconduct
constituting a crime but must replace the removed member at once on the
authority of the Executive Council.
The Executive Council may remove the head of a division and thus remove
the person from the Ad Council without notice but with explanation.
A removed member of the Ad Council may request a Board of Investigation,
or may petition the Executive Council of his own org or the Executive
Council of the next senior org for reinstatement, giving substantiating
statistics and evidence.
467
An Ad Council may by a 3/4 majority vote and for a proven crime or high
crime, request the removal of an Executive Secretary. Such a measure must
then be forwarded, with any evidence, to the Executive Council of the next
senior erg. If in the face of actual evidence beyond reasonable doubt the
measure is rejected by the Ad Council of the next senior erg, the Ad
Council may appeal it to the erg next senior to that or to the Guardian WW
for action.
In this connection, an Executive Secretary whose divisions are bringing
the org to a state of collapse, or who is unlawfully absent from post, or
who is accepting or demanding unusual favours of students, pes or staff, is
considered to be committing a crime.
If an Ad Council having evidence of such delinquency does not act it
must become interested parties to any future Comm Ev called because of the
crimes and should such a measure be advanced, found true but not passed,
those voting against it shall become liable to the same sentence as any
higher body may eventually pass against the offending Executive Secretary.
REMOVAL EN MASSE
If an Executive Council removes an Ad Council majority in orders close
to one another or en masse, the entire matter must be brought to the
attention of the next higher Executive Council which must send a person or
persons to hold hearings on the matter and recommend action.
DISSIDENT VOICE
A dissident voice raised against measures or orders on the floor of the
Advisory Council may not be removed or disciplined therefore.
However, the consistent effort by any Ad Council member to bring about
the discrediting of an Executive Secretary, a higher official of
Scientology, without a specific crime, with evidence, assigned shall be
considered mutiny.
FALSE REPORT
An Ad Council member who urges action based on a report thereafter
proven to be false, and if the false report was used to discredit or
deliver power or profit to himself or his division or personal friends, the
matter becomes an Ethics matter.
Ad Council privilege exists.
Ad Council privilege may not be used or abused to overthrow or attempt
to overthrow the authority by which it is safeguarded.
PROCEDURE
The Ad Council shall be governed by Roberts Rules of Order as far as
they shall apply.
Note: For six department orgs the above organisation applies, substituting
Director for Secretary and HCO See and Org Sec for Executive Secretary who
nevertheless are provided for as "Executive CounciF' above.
A six section org has no Ad Council. If it proves too time consuming a
Foundation may omit an Ad Council until it has 100 staff members.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright (a) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See also HCO P/L 26 October 1968, Executive Council, page 472.1
468
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 DECEMBER 1966
Issue 11
Remimeo
EXECUTIVE COUNCIL
The two Executive Secretaries (or the HCO See and Org See of a Six
Department org) constitute an Executive Council.
This is the highest governing body of an organisation.
It is assisted by an Advisory Council which meets at a time of week
prior to the Executive Council meeting.
PURPOSE
The Executive Council has the purpose of conducting a successful
organisation.
The Highest Executive Council is appointed by the Board of Directors
with the approval of the Guardian WW.
POWERS
Financial Planning (unless relegated to an Assistant Guardian by the
Guardian because of a poor Cash-Bills ratio or lack of reserves or actual
assets) is a primary duty of the Executive Council.
Any and all measures passed by the Ad Council must be passed by the
Executive Council before they can be issued as having force (except policy
letters).
POLICY
New policy developed in the Ad Council or the Executive Council must go
through all additional lines prescribed by early policy letter before being
issued as policy.
CONDITIONS
All Conditions are set and declared by the Executive Council.
Conditions may be suggested by the Advisory Council.
LRH COMM VETO
The LRH Communicator may veto any measure of the Ad Council or the
Executive Council that is undoubtedly against policy and must show the date
and line of the policy violated.
DEADLOCK
In case of deadlock in an Executive Council only then does the LRH
Communicator have actual participation. The LRH Comm in such a case
requests decision by a senior Executive Council, forwarding all data, and
then for it and as it orders, casts his vote in the Executive Council.
469
APPOINTMENTS
The Executive Council appoints all heads of divisions and ratifies newly
elected membership in the Advisory Council.
REMOVALS
The Executive Council may remove members of an Ad Council because they
have ceased to be heads of divisions or for a specific charge or crime,
against which the removed person may appeal.
EXECUTIVE APPOINTMENTS
The HCO Exec See and Org Exec See are appointed by the senior Executive
Council on a basis of statistics, state of case and experience.
COLLECTIVE RESPONSIBILITY
The only collective responsibilities of an Executive Council are the
Cash-Bills ratio of the org, its reserves and actual assets and for the
successful conduct of an org as a whole.
Each Executive Secretary is responsible for and is personally known by
the gross divisional statistics of his or her divisions.
In establishing responsibility in an Executive Council for a poor Cash-
Bills ratio, poor public repute or a declining org, a senior Executive
Council should consult the statistics of the divisions under each Executive
Secretary as well as the org as a whole in order to remedy the matter by
new appointment.
ACCEPTANCE FOR ISSUE
The Executive Council may not accept for issue any measure passed by the
Ad Council which is not already in issuable form and must return for any
changes and may not rewrite such measures.
FORM OF ISSUE
All directives continue to be issued in the same form as previously
except that they are signed (for an Ad Council directive or measure):
As passed by the
Advisory Council and
Authorised by the
Executive Council
Forthe
Boards of Directors
(for an Executive Council directive or measure):
Executive Council
For the
Boards of Directors
LRH:jp.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
[Note: See also HCO P/L 26 October 1968, Executive Council, page 472.]
470
NOT HCO POLICY LETTER CORRECT
COLOUR SLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE
SEA ORGANIZATION
FLAG ORDER 588
ED 1006 INT 28 March 1968
ESSENCE OF FINANCIAL PLANNING
1. How much HAVE things cost, Over a period of a few months, take all your
running costs and get a weekly average of what your expenditure is.
Use past three months to adjust next three months.
2. How much WILL things cost. List possible future expenditure of those
things required for expansion, such as air fares, added rentals,
purchases, uniforms, more personnel, equipment.
3. How to RETIRE capital investment. This consists of having to know what
the capital investment was, that was used to start the organization
going, may be loan overdraft; from this estimated sum, an increasing
percentage is paid back each week.
4. Know these points: What services produce your income. How to promote and
how not to economize on it. Who to bill - those who you give service
to and provide goods to. How to guarantee delivery and quality of
your service. What is coming in, all current monies owed, returns of
any type, e.g. new contracts, new personnel, new business,
promotion, and any payments. That you can lose more profit than you
can save in expenses.
.............. L. RON HUBBARD
% Founder
NOT HCO POLICY LETTER CORRECT
COLOUR SLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRIJ ED 32 INT Date 26 October 1968
EXEC COUNCILS AND FINANCIAL PLANNING
When an Org gets strangled financially and the Exec Council lets the
strings go on FP and drops out Finance Policy there is no causative Exec
Council as Thetan of the Org. In such a situation the Execs have long since
ceased to be members of the group and have betrayed my trust. The condition
is TREASON.
This is not a threat, simvly the truth.
.............. . 9"\
L. RON HUBBARD
Founder
[Note: More data on Financial Planning and the role of
the Executive
Council/Advisory Council appears in the Financial
Management-
,' "ZIF090 Financial Planning section of Volume 3, pages 26-8 1.1
471
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 OCTOBER 1968
Remimeo
EXECUTIVE COUNCIL
(Amends HCO Pol Ltrs of 21 Dec 66, Issue I
and Issue II "Executive Council")
The third member of the Executive Council, the PUBLIC EXECUTIVE
SECRETARY, is to be included in all Executive Councils and all Policy
Letters which state only "two members".
Nothing else is changed.
The Public Executive Secretary controls the Public Divisions.
The Public Divisions are the three former departments of Division Six,
each one becoming a division in its own right.
Divisions 6, 7 and 8 now have the functions of former Departments 16, 17
and 18. Division 6 has the former functions of Dept 16 and Division 7 has
the former functions of Department 17 and Division 8has the former
functions of Department 18.
The former sections of Dept 16 become the Departments of Div 6. The
former
sections of Dept 17 become the Departments of Div 7. The former sections of
Dept 18
become the Departments , of Division 8.
The Executive Division now becomes Division 9 instead of 7.
This should be put up on all org boards and number changes made in all
previous Policy Letters.
The reason for this is, Scn orgs have been found to have a weakness in
public reach with only one division (formerly Div 6) doing the action. The
health and income of an org depend upon heavy continuous watchfulness and
actions in the public divisions.
It has been found that orgs fail to expand where they do not have a
competent Public Executive Secretary and manned and functioning public
divisions.
LRH:jp.ei.rd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
13LUE ON WH1TE
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRH ED 7 INT Date 16 March 1969
CLOSING OR COMBINING ORGS
CLOSING OR COMBINING ORGS WITH THEIR FOUNDATIONS IS UNLAWFUL AND IS AN ACT
OF HIGH TREASON. PLANNING FOR THE OPENING OF NEW ORGS IS THE DUTY OF EACH
OES. ALL SUCH PLANNING MUST INCLUDE THE PRIMARY TARGET OF HAVING AND
TRAINING STAFF.
16032 RED
............
L. RON HUBBARD
Pounder
"441 .....
F00
472
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 APRIL 1970
Remimeo
CONFERENCE HATS
Why do Committees fall? Why do Parliaments pass such strange bills? Why
does one get unreal solutions out of conferences?
The facts are these as we have lately discovered.
1 ' 1
When a person comes to a Conference:
A. He dumps his own hat.
B. He picks up a planning hat.
C. He expresses opinions not data.
D. The Group Think is based on collective opinion, not on actual
data.
E. Results are unreal.
Example: You call in a plumber, an electrician and a concrete man. You
ask for their opinion. They decide on a building with a helicopter port
roof! But they don't schedule when or how they plumb, elect or concrete!
That's an example of what happens in conferences.
You have 7 experts in their lines. They could contribute data which
means FACTS. But they can dump their hats and pool opinion! Thus an unreal
solution can occur.
One of those hats must be a planning hat. The others all tend to grab
that hat. Their own hats will surely then fly straight up to the Manager or
Commanding Officer or In Charge who then has to redo it all.
The correct, vital actions of any conference member are:
1 . Prepare your data before coming to the Conference.
2. At the Conference tenaciously wear, defend and don't depart from
your own hat.
3. Refuse any temptation to wear a planning hat. Insist on the
planning member doing the planning.
4. Express only data. Do not give an opinion even when asked for
it. Differentiate between summation of data and opinion about data,
5. Refuse to go along with the opinion of others, demand they stick
to hard facts.
6. Make sure that any final decision also contains your data and is
based only on the data of others.
Lo and behold, the Conference so conducted will actually bring about
sound plans and sound decisions.
If you really understand and really follow this rundown and in any
conference demand it be followed by all other members, Conferences will be
able to produce results and even when held for a senior to finally decide
upon, will produce valuable results. It is not vital to have a senior's
final decision at all if the Conference is well done as above.
This is in fact a valuable breakthrou and if used makes democratic proc
sses
real and also possible. gh
Try it.
LRH:dz.ei.rd L. RON HUBBARD
Copyright (D 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
473
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
SLACK ON WHITE
DIVISIONAL OFFICERS CONFERENCE
AND AIDES CONFERENCE
These fail by misuse. They are bodies to approve or modify prepared CSW
of members for passing by higher authority. They are NOT planning bodies
which originate. It can approve, reject or modify. Its individual members
prepare CSW for the committee before its meeting. Authority senior to the
committee is then assisted.
Planning when required is done by the Planning Member.
The heads of divisions should be the only ones present at a DOC. Anyone
originating must do so only by CSW for the DOC beforehand. It then
approves, rejects or modifies as a body.
This then goes to Command for ordering and issue.
A DOC conducted otherwise is a waste of time and no real help.
All matters that influence other Divs should never be issued
independently by a Divisional Head but should be submitted with full CSW
prepared beforehand to the DOC which then approves, disapproves or modifies
and forwards to Org Command.
The DOC can be asked by Command to advise and if so the DOC sends it to
the Divisional Head responsible for that subject who does the CSW for the
DOC which then discusses, approves, rejects or modifies and sends it back
to the EC.
The whole upset with committees is they are used wrongly. They are not
there to PLAN. They are there as individuals to be informed and have a say
in modifying or approving or rejecting material drawn up before.
This is also true of the Aides Conference.
FOS and PLs sent direct to me, for instance, is a committee or
conference by-pass. These deny info and a say to all the other Aides. Also
I often have to submit them back to other individual Aides to see if it is
all right-a function of the Aides Conference.
This is an interesting breakthrough on committee management.
LRH, COMMODORE
[Note: Taken from LRH Flag 001)s of 24 January 1970.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 APRIL 1970
Remimeo
CONFERENCE PLANNING OFFICER
(Reference: HCO Policy Letter of 9 April 1970 - Conference Hats)
In HCO Pol Ltr of 9 April, 1970, Conference Hats, there is a "Planning
Member". In a small committee or conference the "Planning Member" is the
Chairman.
Where there is a Planning Member in the general line-up of posts, planning
is his hat. Any member who finds his own data incompatible with the data of
another member or with planning must raise an objection from the viewpoint
of his own hat only. If the Planning proceeds contrary to his data, he must
file an Objection in writing saying why and giving his data and attach it
to the Conference minutes.
LRH:dz.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
474
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
SLACK ON WHITE
SEA ORGANIZATION
FLAG ORDER 2478 17 June 1970
CONFERENCE ACTIONS
(See FO on Conference Hat, FO 2408)
Robert's Rules of Order, so famous and so abused, went out of style for
us with the issue of Conference Hat.
A democracy adheres to the principle that the majority rules and that
the minority is either neglected or persecuted.
The lazy action is to pass things with majority vote.
The work comes in when a program or proposed ED or action has to be in
such condition of rightness that all conflicts with it are handled.
A Divisional Officers' Conference or Advisory Council or Committee, for
instance, represents certain different divisions. Supposing it proposes a
resolution that all QM watches will be stood by Division 2 personnel. As
the 2nd Mate in charge of Div 2 is one voice out of 9, this proposal could
be passed 8 for, I against. So you see the idiocy of it.
Robert's Rules of Order were all right until the Communists found how to
manipulate meetings. (See a "Short Course in the Secret War" by Christopher
Felix concerning democratic manipulations in Hungary resulting in a
Communist take-over.) In 1950 1 saw a Communist chairman manipulate
meetings so that no dissenting voice was ever recognized and any important
issue was stalled and tabled. Robert's Rules finally had an alien tech
catch up with it. So there must be holes in that procedure. We have no idea
of anyone taking over our councils but we can see that they are often
unreal. The bug is using Robert's Rules of Order-chairman, recognition of
one speaker at a time, majority vote, etc.
The chances are that a conflict in a meeting will always be a minority
as the conflicting voice is probably the only one who knows the area which
the proposed measure, disturbs.
Therefore, one should revise his viewpoint of committee or meeting
duties.
If one brings CSW and his own hat to a conference and gets what he needs
and defends his area, then the whole idea is at once nullified by "majority
vote" or any vote at all!
The Chairman considers anything passed which is not protested. He
considers it vital to revise anything that is protested until it is fully
acceptable.
These provisions apply:
I . The whole conference must be briefed on any measure.
2. The measure in conflict must be (a) adjusted at once in the
conference or (b) returned to its submitter for better CSW.
If an item or proposal is returned for CSW it is LOGGED BY THE SECRETARY
as incomplete and MUST 13E TAKEN UP AGAIN in a completed form at the
earliest meeting. Otherwise the meeting loses control.
In the case of a prior Divisional Conference things coming up in it MUST
BE HAMMERED INTO A GENERAL PROPOSAL by the Divisional Officer and
475
submitted to the higher meeting. This proposal is taken up by the higher
conference, any conflicts shaken out of it and when no longer protested is
considered passed.
Example: In Div Conference a student says he has no checksheet. The Div
Officer must look at why by taking it up in the conference as he does not
control compilations. He proposes that urgently required checksheets be
completed. It develops from the Div Officer over Compilations that his
personnel is on a special duty. The first Divisional Officer then adds to
his proposal so it reads, "Urgently required checksheets must be provided
and Compilations personnel are exempt from special duty until all
checksheets are done." The personnel Div Officer says, "No, there's no one
available to do the special duty." The Conference demands why? and the
personnel officer says he's not permitted to transfer anyone. This runs
back the arbitrary. So the measure becomes, "The urgently required
chocksheets are to be done at once by Compilations and the personnel
officer is permitted to transfer personnel to remedy this overload of
Compilations." There is no further conflict. It is considered passed,
somebody else is transferred to the "special duty".
Compare this to "majority rule". "One of my students urgently requires a
checksheet. I propose checksheets are provided at once." Compilations
Senior: "My Compilations I/C is on special duty." Chairman: "Votes! 8 to 1.
Passed. Next measure." And SO THE ACTION OF THE CONFERENCE PLASTERS THE ORG
WITH UNRESOLVED ARBITRARIES AND CRASHES IT. For obviously that checksheet
will never get done if Compilations I/C is off on Special Duty! So the
Conference acts but nothing ever happens! Soon nobody pays any attention to
it.
Command should require all Div Conference notes and all papers of any
DOC or higher Conference are forwarded to him and should get in the purpose
and function of these conferences by carefully noting what officers should
have brought things up and didn't and what proposals were passed without
protest from the one who should have. It will quickly become visible that
one or two are not doing their jobs. Inspection of divisions will result in
confirming the neglect showing up in conference by one or two. Action
should be taken accordingly.
The organization is an interplay of actions. One area not acting can
stall the whole org. The visible point to command is the meeting of the
heads of the various divisions of major functions.
By getting officers who do make proposals and do defend their hats just
by these two things the org will rapidly build up in effectiveness.
All the overload of command comes from unhandled divisional
responsibilities. And it shows up at once in a DOC or Ad Council by (a)
failures to make proposals and (b) failures to defend one's hat. The
failures to present proposals on things necessary to running a Div is a
symptom of neglect that will be borne out by inspection. Failures to defend
one's hat result in strewing the org with arbitraries and will result in a
crashed org.
C/Os who try to make up for conference deficiencies without also putting
in greater efficiency in conferences will single-hand themselves half to
death.
An org or a ship can be made to run well. Its survival depends utterly
upon its running itself, not being hand fed and babied and excused.
Checkouts or no checkouts, data or no data, plan or no plan, it is fully
expected in the SO that the man on the post can do and must do his job.
L. RON HUBBARD
Commodore
LRH:nt.rd
476
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 17 NOVEMBER 1958
PROJECT ENGINEERING
Definition:
An HCO Project Engineer is one who furnishes the live impetus,
dedication and guidance necessary to the accomplishment of a special
Scientology research, administration or diplomatic project.
Stable Datum:
A Project Engineer is one who helps, never forces.
He moves fast and persuades others to do so. He can use the considerable
authority of HCO and I-RH to get his job done but he will find his greatest
authority is the value of the project and other people's understanding of
it.
Where he has to use force of authority to get the job done he will find
a project weakened by just that much resentment as is generated back
against it.
A hot line is a fast ARC line. A Project Engineer does not support
authority, he increases existing authority by building something for it to
have authority over-a point which will always be favourably received by
Association Secretaries.
Rules:
Only one special project may be assigned to a staff member in addition
to his regular staff post or if he is graduated to full time by reason of
the growing importance of his project still only one project may be
assigned to him. There may be no departments of special projects, except
perhaps one which appoints and receives the reports of HCO Project
Engineers and such a unit would be entirely HCO and never HASI.
Even when a special project becomes a HASI department, the HCO Project
Engineer may not be separated from HCO and may not be a departmental person
who is running it now for the HASI. Reason: HASI changes department heads
too often. Example: PE Foundation which has not in the past been followed
through even though it has had "the full attention of the HASI".
Funds:
Initial funds for a special project are furnished by HCO, but only to
the point of the expenses of make up or administration. Book publishing
costs, advertisements. payroll, etc of a special project in view of the
fact that it is totally for the benefit of the HASI and its income, shall
be borne by the HASI.
Description of a Project Engineer
Reason for Appointment:
It has been our observation in the past that no specific person in the
HASI has been responsible for the carrying out of a book sales project. A
case in point is "All About Radiation". Interest aroused in the public was
tremendous yet we find the Association Secretary while the book is still
best selling recommending that it be "remaindered" because there are too
many on hand.
A book survey demonstrated that it was one of the best sellers of the
HASI yet no programme was undertaken to utilise public interest aroused.
Estimated lost revenue: �100,000.
HCO Sales Project Engineer for this project or any project should
concentrate on the following: regardless of who is doing the work, to
shepherd and pressure such a
477
book in for its first publication, to meet the deadline date by being sure
ample quantities of the book are on hand. To make sure that the ads are
timed for maximal impact. To overcome all resistances such as those of
staff members, publishers, finance, accountants, newspaper advertising
people, shipping agents, etc, all or any of whom may break the timing of
the project for one or another reason which appears valid in their own eyes
but which is not valid from the project's viewpoint.
Any project is a gamble and is the risk of money and time against public
interest, however failure, to follow through, time, and align finance can
cripple the project before it ever starts or can break the back of a
worthwhile project after it is begun.
Many things can happen to derail or wreck a project and the Project
Engineer must not permit this to occur.
HCO layout may be laggardly because of their work and their pressures.
The printers may be full of promises and empty of deliveries. Newspaper
people may give trouble with the ads. Nobody in the HASI may undertake to
make sure the book is in bookstores and in adequate supply. The book may be
very popular and sell out all of its copies at once, and short-sightedness
may fail to provide additional copies to meet the demand. The public
interest aroused may pound in vain on the HASI for service without,
anything being set up in the HASI such as group meetings, discussions or
lectures to handle this public interest and if people are collected by the
project it may be that nobody routes them into training and processing in
Scientology and most and foremost, if the project is successfully started
and all these obstacles are overcome and handled, the organization may
forget about the project, about the time it should be giving it another
kick.
I have started many projects and promotions in Dianetics and Scientology
which at the beginning had a chance of success. Invariably they have been
crippled internally when they have been altered. Usually by administrative
knuckleheadedness or financial close-fistedness or just an outright
aversion on the part of executives to have that many people streaming up
the front steps demanding service with money in their hands.
At this writing staff has had nearly a year of low units which could
have been remedied at any time by simply carrying out existing projects.
The mission of the HASI is to do its job, terminal by terminal and line
by line. Just by doing this job in a routine fashion it will succeed.
Special projects boost the income and dissemination. They attract public
attention. They should not drag people off post inside the HASI and disrupt
the routine actions which are winning, but similarly these people, busy
every day with their own tasks, should not be permitted to stop or disrupt
a special promotion project simply because it seems to be not quite part of
their jobs.
A Project Engineer should be able to get his job done, not by dragging
people off post or kicking lines aside, but setting up the lines and
terminals necessary for the traffic induced by the particular nature of the
project. It is his mission not to let the organization make a project fail
by disinterest or wariness at the thought of that much more work.
The Project Engineer is a person with a mission which he is to
accomplish without too much authority. If he cannot get his facilities from
the HASI directly he must appeal to the Executive Director for special
consideration or orders to do or pay.
It will be looked on very poorly if an HCO Project Engineer starts
clogging the Executive Director's lines and playing the usual trick of
advertising people of making L. Ron Hubbard front for the organization and
do all the promotion. The HCO Project Engineer is a special assignment for
the project and it is up to him or her to keep up courage and not to get
discouraged simply because nobody seems to know the importance of his
project except himself. This is the very reason he is on the job.
What is the use of starting a special project and outlaying hundreds of
pounds or even thousands to make something go and then abandoning it before
it even gets into full stride.
478
The Project Engineer is there to make sure that this abandonment does
not occur once we are committed to the action.
The Project Engineer can be likened to a bridge-builder who is throwing
bridges across small streams in the teeth of the enemy far in advance of
the cumbersome main forces of his organization. It is sometimes a matter of
frenzy to such an engineer that he does not get the men or materials he
needs to do his job, and indeed when he asks the main forces for them he
finds them entirely ignorant of the obvious fact that they in the very near
future will need those bridges. The main forces act as though they intend
to sit there for the rest of their lives totally ignorant of the enemy,
streams to be crossed or things to be done.
If a Project Engineer has to be relieved of his project it will be
because he has not appreciated or understood the quality and character of
his post. He has not got anything to do it with and he does it anyway and
not all the cumbersomeness of authority or lack of interest of the main job
can discourage him.
The Project Engineer in essence has enough to confront. He is fighting
to the front. poorly supported and criticised from the rear, but if he wins
he has the singular
situation of a win in spite of in spite of in spite of
I am counting on the Project Engineer to see the thing through even if
they boil him in oil, cut off his pay cheque, amputate his national
insurance and cut off his buttons; I can assure him I would always have a
new set for him if he carries on.
The main danger of Project Engineering is that it will suck everybody
off post and throw them totally into the project and leave no main force if
the job is done well, therefore the Project Engineer should have as part of
his patter to people on post in the organization "I don't want to pull you
off your job, that's where you belong and that's
what you are doing well, but and "I know you have many more
important
things to do and rightly so, however He must at once sell the HASI
on the
importance of his project and the consequences of neglecting it totally and
gain the
interest of the HASI staff at large to keep the organization running and
stay on post
regardless of what he is doing. Therefore the Project Engineer uses the
lines of the
organization only where he does not burst them and demands special project
personnel
as fast as he needs them where the activity is gaining momentum to the
pitch of a full
time activity.
The Project Engineer may start out on part time and carry on on a part
time but if his project is beginning to demand by its growing volume more
attention than he can afford and if the project is starting to suffer
because he is holding down a full time staff job also, then he has the
right and authority implicit herein to demand he be transferred fully to
the project and thereafter as he needs people and can demonstrate the cash
value of it, to the sceptical regular staff that he receive first part time
help from other staff members and then when this is out of hand and it's
hurting other HASI work, that he obtain wholly separate, new and distinct
project people full time.
In this way by gradient scale we can easily take this whole Society and
we fully intend to do so, but we won't do so in my experience without the
participation and dedication of project engineering conducted by totally
interested people. For instance the HASI could have had 13 units through
most of 1957 and all of 1958 if they had paid any attention whatsoever to
the demands and popularity of certain special projects.
L. RON HUBBARD
LRH:rs.mp.cden
Copyright @ 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
479
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 17 NOVEMBER 1958
PROJECT ENGINEERS
THREE tYPES
There are three types of HCO Project Engineers.
First is technical and is assigned to research projects.
The second is administrative and is assigned to sales and service
projects.
The third is diplomatic and is assigned to areas of special difficulty.
Model instructions for a research project are contained in the HCO
Project Engineer 5th London ACC letter of November 17, 1958.
A model letter for an administration project is HCO Project Engineer
"Have you Lived Before?".
At this writing there is no model for diplomatic since no vast trouble
seems to exist.
It is usual to assign staff auditors to iliese projects on a part time
basis, their activities taking place after their auditing day is finished.
Only one project may be assigned at one time to one person.
DEFINITION: HCO Project Engineer is one who furnishes the live impetus,
dedication and guidance necessary to the accomplishment of a special
Scientology research, administration or diplomatic project.
They are assigned by L. Ron Hubbard or the HCO Secretary with the
approval or understood approval of L. Ron Hubbard. In cdses where an HCO
Project Engineer is appointed on an emergency basis without the direct
approval of L. Ron Hubbard information concerning it should be forwarded to
LRH so that he can condone it, augment it or dismiss it. There is no harm
in appointing too many Project Engineers except that HASI however will
begin to get restive if hit from too many sides by too many projects, none
of which they may find in their sphere of direct interest since they may
have projects of their own, in which case it may be necessary for an HCO
Secretary to appoint a diplomatic project engineer just to find out what is
going on with some HASI project.
This is the extent and scope of Project Engineering of which you will
see much more due to the failure of large organizations to carry through
even where their bread and butter is concerned, much less the greater good
of Scientology.
L. RON HUBBARD
LRH:rs.mp.vmm.cden Copyright @ 19 5 8 by L. Ron Hubbard ALL RIGHTS RESERVED
480
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO PROJECT ENGINEER:
"HAVE YOU LIVED BEFORET'
Effective date: 17 November 1958
Duration of project: Three years
Purpose:
To ensure the maximum sales, distribution and dissemination of "Have You
Lived Before?".
Procedure:
Finished materials will be handed over from HCO Project Engineer No. 1
to HCO Project Engineer No. 2. At this point HCO Sales Project Engineer
takes over and makes sure that HCO completes the layout for photolitho,
cover and copyrights of the actual book for "shooting" at the printers. HCO
Sales Project Engineer No. 2 makes sure that finance issues the cheques
demanded by the printer in order to print and in case this is refused makes
sure the cheques are presented to LRH for signature. Gets adverts okayed by
LRH while book is being printed. Makes sure that the ads will appear
simultaneously with the readiness of the book.
Puts ads in the "Daily Sketch", "Daily Express", "News of the World" and
all psychic newspapers. Magazine ads are placed in "Prediction", etc. as
early as possible. (Their deadline will be the hardest to meet to get them
out by the time the book is out or as near to the book time as possible.)
Contacts firms that broadly distribute books so that they will put the
book in the book-stalls.
Makes sure that any book buyers who buy books from the HASI are
contacted via "Certainty" in a special issue devoted entirely to this book.
Makes sure that a printed leaflet, very fancy, is made up which can be
thrown about to bookstores, book distributors, book buyers, can be left in
the film show, on the HASI reception desk-are made and then continue to be
available, repeat, then continue to be available.
Make sure that the book is delivered and mailed for all orders received
and after the book is sold out or is selling out rapidly that a new order
for copies is placed at once with the printers. (It is a matter of interest
that nothing kills the sale of a book faster than being permitted to go out
of print before all possible copies have been sold since this causes a
delay and a waiting which kills off all enthusiasm.)
In case there is difficulty in obtaining finance from HASI for a reprint
or for replacing ads which are already pulling, HCO Sales Project Engineer
must have the cheques prepared and must himself send them to LRH for
signature substantiating his need for them by giving the book sales figures
and the stock on hand.
The procedure of advertising and selling and placing new book orders is
repeated over and over until there is finally no demand whatsoever for the
book, at which time this project is ended.
Currently with this above the Sales Project Engineer must make sure that
meetings and lectures are made available to people coming to the HASI to
find out more about past lives. He must be sure that personnel exists to
give such talks and hold such meetings. He must be careful to ensure that
every phone call received by the HASI concerning past lives is routed at
once to a specific terminal the Project Engineer
481
has coached to handle such calls and that the calls do not go up in the air
or go nowhere or fail to be answered well.
It could be imagined that the Project Engineer is the person who
receives these phone calls or who gives the lectures or who even mails the
books, but this is not the case. The Project Engineer only makes sure that
these details are being handled and checks on it as many times a week as he
feels it necessary to bolster his own confidence and nobody else's that the
project is being handled and is continuing.
Things to prevent:
Prevent a failure of layout adequate to the task.
Prevent difficulties from occur-ring in placing book manufacturing
contract.
Prevent the book from being stalled for lack of funds.
Prevent the book from going out of print.
Prevent the ads from being unrepeated, keep them placed as long as they
are
drawing and in the publications doing the most selling.
Finally prevent this project from being eclipsed by inattention or "more
pressing
ones" or "inadequate funds".
Attitude of Project:
These stable data must be inserted into all conversations, lectures and
reviews and particularly in newspaper reports interested.
I . That the HASI is a staid calm authoritarian Scientology Institute.
2. That Scientology is a broad subject that interests itself in
anything and everything that concerns man's social progress.
3. That studies such as this are Dianetic crazes and belong to
Dianetics which Scientology has now begun to study.
4. That past lives and the whole subject is however dangerous out
of the hands of experts and only such experts as Scientologists
should be permitted to study them and common Dianetic practitioners
should not be permitted to handle them.
5. That hypnotism is not necessary and is indeed quite bad.
6. That this is the longest series of cases ever undertaken for
study amongst some people and all past data on this subject was the
product of a few cases of questionable repute.
7. That we don't believe this, we are only studying it and the
evidence is available to anybody in the HASI files.
The above data must be instilled and drilled into every HASI staff
member who is handling the public on past lives.
Outside auditors:
Project Engineer also handles all queries, arguments, upsets on the part
of field auditors connected with this project.
The above is the extent of this project. It is an HCO project in making
the HASI survive and get a high unit in spite of all opposition and
further, any difficulties encountered or diplomacies needed in addition to
those of the HCO Project Engineer No. I should be referred to the HCO
Secretary or her assistant for special projects.
L. RON HUBBARD
LRH:cden Copyright Q 1958 by L. Ron Hubbard ALL RIGHTS RESERVED
482
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London, W. I
HCO POLICY LETTER OF 15 AUGUST 1960
Re-issued from Sthil
Assn Sees
HCO Sees
DEPT OF GOVT AFFAIRS
(Cancels any previous directions to set up a Special Zone Dept)
(This Policy Letter is mandatory all Central Organizations)
There shall be established on a board level and outside the structure of
the Central Org and HCO but under the board of HASI Ltd, a new department
to be called "The Department of Government Affairs".
More and more, as governments disintegrate under the threat of atomic
war and communism, central organizations have had to give high executive
time to governmental affairs to the great loss of the organizations
themselves. The enturbulence entered into Scientology activities by legal
matters, tax matters, and matters of assisting governments to maintain
stability, has sapped our time and fixed our attention to our own loss.
Now to remedy this situation, I wish to contain and cordon, in a
military sense, this incursion and to prohibit utterly and completely such
entrance (of these matters or our own project for governments) into Central
Org or HCO comm lines. In other words, Central Orgs and HCOs are run by,
for and as Scientology service and activity units and the special
Department of Government Affairs shall handle other matters and
specifically deny such non-Scientology matters entrance into organizational
comm lines.
The Department of Government Affairs shall be headed and directed with a
minimum of personnel and shall not be able to call upon the personnel of
the Central Org or HCO for further assistance than the relay of
communications.
The Director of Government Affairs shall be a fully qualified person of
good judgement subject to control of the Board of Directors and shall be
subject to the advices and directions of the Board and the HCO and Assn
Secretary. Only Washington and South Africa are excluded from supervision
of the Dept by the Assn Sec, Org See and HCO Sec. In all other offices the
Director of Government Affairs shall be subordinate to the Assn Sec and HCO
Sec.
Under this department comes the corporation's solicitors, attorneys,
chartered accountants and any attorney or accountant hired directly by the
corporation for outside legal or tax or filing purposes.
The allotment and issue of shares comes under this department, but the
actual invoicing and banking shall be done as always by the Dept of
Accounts or, for HCO, by the HCO Secretary.
All contracts, filings with the government, all tax reports and their
preparation, corporation minutes, annual meetings, legal papers, suits
against and by the corporation, whether HASI Ltd or HCO Ltd, all legal
investigatory work and detectives, all contacts with government agents,
bureaus and departments, all assistance to governments, messages to
governments, handling answers from governments or courts shall be cared for
by the Department, whether to advance or protect Scientology or its
corporations by government or legal channels.
All legal documents and the Valuable Document files for HCO and HASI
shall be kept by the Department in a proper safe in accordance with
previous rules written for the keeping and handling of valuable documents.
All share sales reports and all legal, governmental and corporation
reports to be made to the boards shall be made to it by this Department.
No shares may be advertised or issued save with the approval of this
department.
No contracts, purchases or mortgages may be undertaken without the
approval of this Department and then only by the action of this Department.
483
It is clearly understood that the Department shall not undertake
financial management for the Central Org or HCO nor may it direct the
Central Org or HCO on purely Scientology affairs or Scientology
dissemination except where these may impinge directly upon the government,
and even then this Department is enjoined from forcing government laws or
rulings upon the Central Org or HCO by threat of danger or ominous advices,
nor may the Department employ either solicitors nor accountants who
specialize in ominous advices to the Orgs since the Orgs could be
discouraged or impeded by such.
The object of the Department is to broaden the impact of Scientology
upon governments and other organizations and is to conduct itself so as to
make the name and repute of Scientology better and more forceful. Therefore
defensive tactics are frowned upon in the department. We are not trying to
make the Central Orgs and HCOs "be good". We are trying to make their reach
more secure and effective. Only attacks resolve threats.
In the face of danger from Govts or courts there are only two errors one
can make: (a) do nothing and (b) defend. The right things to do with any
threat are to (1) Find out if we want to play the offered game or not, (2)
If not, to derail the offered game with a feint or attack upon the most
vulnerable point which can be disclosed in the enemy ranks, (3) Make enough
threat or clamor to cause the enemy to quail, (4) Don't try to get any
money out of it, (5) Make every attack by us also sell Scientology and (6)
Win. If attacked on some vulnerable point by anyone or anything or any
organization, always fiiid or manufacture enough threat against them to
cause them to sue for peace. Peace is bought with an exchange of advantage,
so make the advantage and then settle. Don't ever defend. Always attack.
Don't ever do nothing. Unexpected attacks in the rear of the enemy's front
ranks work best.
Never put the organization on "wait" because of courts or other matters.
It's up to the Department to make the actions of HCO Sees and Org Secs
right, not enjoin right actions on the HCO and Org Secs.
To win we must have treasure and verve. If a Central Org and HCO
function perfectly as service units then treasure and consequent security
for the further advance are to hand. If the Department operates with verve
and elan, even with rashness, it will afford a screen behind which
organizations can work.
Example: BMA attacks Scientology in Australia via the government.
Answer: throw heavy communication against the weakest point of the BMA-its
individual doctors. Rock them with petitions to have medical laws modified
which they are to sign. Couple the BMA attack with any group hated by the
government. Attack personally by threats or suits any person signing
anything for the BMA. Slam the matter into politics, advance a bill into
parliament that strips the BMA of all legal rights by opening healing to
all. Make the attack by the BMA look ridiculous. Attack medical practices.
Investigate horrible practices loudly. (Always investigate loudly never
quietly.) Make the distinct public and governmental impression and BMA
impression that they've run into a barrage of arrows or electronic cannon
and that continued attack by them will cause their own disintegration. As
all this is being done on a thought or idea level the restimulation of
their engrams results in the total impression that they are surrounded by
their own dead and the battery may fire again at any minute. And if one
makes in writing not one slanderous or libelous statement, there is no
defense by them. This example is patterned on what just happened and what
we did in Australia where we are winning strongly.
The personnel of the Department should be freed of past track legal and
governmental everts by the HGC using evening auditing. This is a must or
the Department will otherwise attract attacks. Further, the higher the
department personnel is raised on "control" through running help, the less
action will have to be undertaken by it and the more it will actually
accomplish without violent action.
The goal of the Department is to bring the government and hostile
philosophies or societies into a state of complete compliance with the
goals of Scientology. This is done by high level ability to control and in
its absence by low level ability to overwhelm. Introvert such agencies.
Control such agencies. Scientology is the only game on Earth where
everybody wins. There is no overt in bringing good order.
The offices of the Department, so far as is possible, should be so
situated as to bring no government traffic into the main avenues, comm
lines or halls of the Central
484
Organization or HCO or so as to divert it to the maximum extent from said
avenues,
comm lines and halls.
The following personnel appointments are made, conditional to
acceptance, as
Directors of Government Affairs:
United States: Marilynn Routsong Los Angeles: Dick Steves
South Africa: Jack Parkhouse Australia: Denny Gogerly
London: George Hay New Zealand: Steve Stevens.
In the United States and South Africa the head of the Department of
Government
Affairs shall be also Trustee or Area Director of the Central Organization
while the Org See and Assn See shall not be, but will be officers of the
corporation.
This policy letter and these appointments are prompted by the following
facts:
I My own traffic on government legal affairs is far too heavy and I
need help of
magnitude on a continental level.
2. HCO Sees and Assn Sees are having difficulty holding down their Orgs
and the field because of the time demanded by government affairs.
3. The activity will get heavier rather than lighter.
(a) The deterioration of government order is accelerating with
consequent confusion in all related affairs;
(b) Increasing amounts of order must be maintained by us at a
governmental level against the possibility of finding our areas
without governments.
4. We are about to file HASI Ltd and HCO Ltd in all areas with the
attendant heavy legal and governmental action necessary.
5. We are about to arrange for the release of and the issue of over half
a million pounds of shares to the public, thus making heavy demands on
legal and government lines.
6. We are about to finance and erect various media of communications,
such as radio
stations, on the various continents and this will require enormous
amounts of liaison and action in such a department.
7. We are about to finance and find new quarters in the United States
and such activities come under the new Department.
8. Due to new clearing techniques, our sphere of control is widening.
This is purely a case phenomenon, but will be felt heavily by Orgs in
the future. It is necessary to
provide comm lines for this widening of influence.
LRH:js.gh.cden
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 AUGUST 1960
All Orgs
Sec EDs
DEPT OF GOVT RELATIONS
The Dept of Govt Relations may not use Org personnel for typing and
mailing,
and may only use Org personnel for reception, switchboard and despatch
purposes.
Where numbers of mailing pieces are envisioned or where numbers of
outside
letters are to be sent by the Dept of Govt Relations, these may be done
either by
outside agencies or by a full or part time secretary to the Dir of G R. The
necessary
high appearance of G R letters and mailing pieces does not admit the use of
mimeo and
G R may not use organizational mimeo machines.
LRH:js.rd
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
485
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 AUGUST 1960
Dept Govt Affairs
Special Zone Dept
Assn Sea
HCO Sea SPECIAL ZONE DEPT
The Special Zone Department is herewith combined with the Dept of Govt
Affairs.
At such time as Special Zone produces direct income it will be returned
to a separate department.
All persons who have been active in Central Org Special Zone Depts are
thanked and it is suggested they be used part time in the Dept of Govt
Affairs.
LRH:js.rd
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 OCTOBER 1960
HCOs
Central Orgs
US APPOINTMENT AND ORGANIZATIONAL TREND
Marilynn Routsong, long time able officer of FCDC has been appointed HCO
Executive Secretary America.
She has been Govt Relations Director. She retains that post as part of
her HCO duties.
The trend is to consolidate Govt Relations and Special Zone with HCO as
it seems feasible.
I have finally sorted out front line promotion into broad public testing
and the new Basic Course "The Anatomy of the Human Mind". Data on these
will be with you soon.
No other Govt Relations or Special Zone shifts are being made at this
time. Special Zone, however, will gradually shift into broad public and
business testing clinics, and Govt Relations, having cleaned up the most of
the loose ends, will shift to HCO or into broad publishing and Govt
activities.
Govt Relations and Special Zone are not abolished.
LRH:js.aap L. RON HUBBARD
Copyright @ 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
486
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 13 MARCH 1961
CenOCon
Hat Write-up
DEPARTMENT OF OFFICIAL AFFAIRS
The Department of Official Affairs exists as an extension of the office
of the
Continental Association Secretary.
Purpose: The bettering of the public representation, legal position and
govern-
ment acceptance of Scientology.
ACTIONS
(a) Following and enforcing current organization policy with regard to
press and
handling such press queries and matters.
(b) Following and enforcing policies with regard to the legal status of the
organizations of Scientology in the Continental area.
(c) Co-operating with societies having similar organizational goals.
(d) Worsening the public belief and attitude toward societies and persons
having
purposes counter to Scientology goals.
(0) Giving hearings and assistance to field members who have ideas to
advance
Scientology.
(f) Bringing continuous pressure to bear on governments to create pro-
Scientology
legislation and to discourage anti-Scientology legislation of groups
opposing
Scientology.
(g) Handling field and organization problems of security.
(h) Keeping newspaper and other files relating to Scientology and anti-
Scientology
groups, persons and activities.
DESCRIPTION
Examining the purpose and action of this post, it should become apparent
at once
that we have here in actuality the equivalent of a Ministry of Propaganda
and Security,
using crude old-time political terms.
This is a very important post and must be held only by a person whose
security is
excellent and who has a flair for such matters.
An active department could secure, by one means or another:
(a) The absence of unfavourable press and possibly someday
favourable press;
(b) A strong legal position for the organizations in the area;
(c) Heavy influence through our own and similarly minded groups on
the public and official mind;
(d) The failure of influence of hostile groups and persons;
(c) High ARC with and good effectiveness of field auditors on 3rd
Dynamic programmes that do not hinder the Central Org or absorb much
of its attention;
(f) A pro-Scientology government of the area;
(g) An absence of field rumours, oppositions and failures;
(h) A filed knowingness about the activities of friends and enemies.
OPERATION
Although this department may appear to have the 3rd Dynamic as its
target, it
does not in fact handle anything but INDIVIDUALS.
To accomplish its actions it needs only to make friends and allies of
Individual
People who can influence.
For example:
487
(a) The action of making better press consists of making friends with a
publisher who commands reporters and does not really consist of handling
reporter&
(b) The action of achieving a strong legal position consists of
cultivating the friendship and respect of a very good attorney and
persuading him to hold up the authority of the company and its board
through leading him to respect them.
(c) The action of influencing groups consists of making a favourable
impression on the head of the ally groups.
(d) The action of bringing about the failure of a hostile group is
accomplished by finding and releasing the truth about the leader of that
group.
(e) The action of influencing energetic Scientologists is accomplished by
making a friend out of the Individual and acknowledging what he says and
encouraging what he wants to do, without really becoming involved in his
programmes.
(I) The action of bringing about a pro-Scientology government consists of
making a friend of the most highly placed government person one can
reach, even placing Scientologists in domestic and clerical posts close
to him and seeing to it that Scientology resolves his troubles and case.
(g) The action of reducing hostile field rumours consists of running them
down doggedly to the person who is spreading them and directly
confronting that person and disposing of his personal opposition.
(h) The action of accumulating files consists of accumulating files and
knowingness about Individual Persons who are friends or enemies.
MAXIMS
If it's a group problem find the key person and influence him.
If it's nebulously about a group without any mention of a key person,
discard it.
Only data about individuals is valid for use.
Only action upon individuals is productive.
Forget they. Find him or her.
Use Scientology to resolve individual problems.
Never abandon an attack until you have found and contacted the key
person. Then apply Scientology.
Get volunteer Scientologists interested in this game and helping.
PERSONNEL NOTE
A person who cannot deal with individuals but is fixed on the 3rd is not
well fitted for this post.
The person best fitted for the post of Director of Official Affairs is
one who likes people and who is easily liked.
An orderly, pleasant gentleman or a personable charming lady who has a
flair for order and intelligence about formulating and guiding ideas to
individual minds would admirably fill this post.
Our dear friend Peggy Conway was ideal for this post.
One of the purposes of this post is to prevent the Assn Secretary from
having to engage in social and personal activities solely for the purpose
of furthering Scientology. If the Assn See's Sec. receives invitations for
the Assn Sec to visit of an evening to "further Scientology" the Assn Sec's
Sec infers that the right person to invite is really the Director of the
Dept of Official Affairs, unless, of course, the Assn Sec really wants to
go.
It could be that the fate of nations hangs on the actions, brilliance
and skill of the Director of Official Affairs in handling individuals to
gain help for Scientology.
LRH:ph.rd L. RON HUBBARD
Copyright @ 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
488
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1961
Issue 11
cenocon
DEPARTMENT OF OFFICIAL AFFAIRS
(Cancels earlier Directives concerning
Depts of Govt Relations and Special Programmes)
Anyone now holding post as Dept of Government. Relations or as Director
of Special Programmes should be re-titled "Department of Official Affairs".
The field responded only faintly to Special Programmes.
The activities connected with governments have increased.
Where field activities warrant, a Central Organization may have a
Department of Official Affairs to combine all former duties and activities
performed by the Department of Govt Relations and Special Programmes.
Where such departments do not exist, all such activities will be handled
by the Assn Sec or the HCO Continental Secretary. But where much time is
being spent on government liaison, co-operation with societies and the
filing of legal papers and matters, a Department of Official Affairs must
be created as per HCO Policy Letter of March 13, 1961, Issue 111, as these
matters are time consuming and deter the Assn Sec from performing his intra-
Organizational duties.
LRH:ph.rd L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL AD 15
Gen Non-Remimeo HCO DIVISION (1)
ORG DIVISION (3)
LEGAL AND PROMOTION
Policy: Legal activities, outside lawyers' or attorneys' suits, may not be
under the Organization Secretary ever but must be under HCO.
Reasons: Persons connected to Finance value money too highly, being in
charge of it and sometimes involve the org in needless suits.
Corporate structure is part of the Office of LRH and new orgs and other
orgs and requires legal primary connections. Therefore it is extra expense
to have two legal departments.
Legal control is part of the functions of Justice which belongs to HCO.
Policy: Promotion expenditure must never be under the control of the
Organization Division. It belongs solely to HCO.
Reasons: London in 1958, Johannesburg in 1964, to name two, went nearly
broke when their economy curtailed magazine mailings and promotion.
The magazine costs and extent of mailing must never be controlled by
anyone connected with Finance as they seek to save on it when they, quite
properly, seek to reduce expenses on other things in the org.
LRR:wmc.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
489
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF IS FEBRUARY 1966
Remimeo Francbise FSMs
ATTACKS ON SCIENTOLOGY
(Cancels all Sec Eds and Pol Ltrs to the contrary)
Having had some time to think this over and having studied the matter
with great care, I have isolated the most successful response to meeting
any and all attacks on ScientologY, its organizations and Scientologists
and as of this date this becomes policy.
ADVOCATETOTALFREEDOM
That is the policy-advocate total freedom.
There are technical reasons for this which an auditor will recognize. To
discharge later incidents from a mind, one must get the first or basic
incident of that kind. In this case the basic aberrated incident was the
suppression of freedom of the being. Just before that there must have been
freedom. Thus advocating total freedom hits the true basic incident.
This is also the basic purpose of Scientology and the basic purpose of
people, so it all agrees well.
This is also easiest to do. It is easier than fighting Parliaments or
building up cases against people who attack us.
The only liability of using this policy (total freedom) is that it
releases energy (a Scientologist knows this as "blowing locks") which looks
disturbing but is weakened.
No other approach we have used worked. We are alive not because we
fought but because we went on doing Scientology in spite of anything.
So never advertise an attack. Just advocate more strongly "Total
Freedom!" and show how Scientology can attain it for the individual.
Careful summary of our past actions in the face of attacks and an
analysis of various changes in human history show that the best and only
effective thing we did or anyone ever did was advocate freedom. The precise
practice of Scientology obtains total freedom so never advertise anything
else but total freedom and the Scientology services and steps that bring it
about. Courses, processing are the gradient scale to total freedom.
That's the answer no nation or person can stand up to-if we keep saying
it long and loud. SCIENTOLOGY IS THE ROAD TO TOTAL FREEDOM.
Used in argument one can invent -reasons to baffle the attacking agency
or person-but all these reasons should add up to everyone has rights to
total freedom.
I think this alone can move mountains.
LRH:mi.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
490
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF IS FEBRUARY 1966
Gen Non-Remirneo Exec Sec Hats HCO Area Sec Hat Legal Hat Section 5 Hats
ATTACKS ON SCIENTOLOGY
(Continued)
(This Pol Ltr augments HCO Pol Ltr of
IS Feb 66, Attacks on Scientology)
When you hold up an image of freedom, all those who oppress freedom tend
to attack. Therefore attacks, on whatever grounds, are inevitable. Holding
up a freedom image is however the only successful forward action even
though it gets attacked.
It remains then to take the handling of attacks off emergency, predict
them and handle them by proper tactics and administrative machinery.
The first group of actions have not been effective in handling attacks:
(The G stands for Group, the following are 3 different Groups of actions):
G. 1. 1. Hiring expensive outside professional firms;
G.1.2. Writing Scientologists to write their representatives in
government;
G. 1.3. Advertising the attack to the Scientology "field";
G. 1.4. Being carefully legal in our utterances.
This Second Group of Actions has been of some small use in deterring
attacks:
G.2.1. Direct letters from the org to a Congress or Parliament (ruined
the US
Siberia Bill);
G.2.2. Circulating pamphlets about the attack (got rid of Wearne out
of the Enquiry);
G.2.3. Suits against sources of libel and slander.
The Third Group of Actions have been positive in stopping attacks:
G.3.1. Investigating noisily the attackers;
G.3.2. Not being guilty of anything;
G.3.3. Having our corporate status in excellent condition;
G.3.4. Having our tax returns and books accurate and punctual;
G.3.5. Getting waivers from all people we sign up;
G.3.6. Refunding money to dissatisfied people;
G.3.7. Having our own professionals firmly on staff (but not halfway
on staff);
G.3.8. Going on advertising total freedom;
491
G.3.9. Surviving and remaining solvent by stepping up our own usual
activities;
G.3.10. My catching the dropped balls goofed by others and hired
professionals;
G.3.1 1. Being religious in nature and corporate status.
As you read over the above you should be able to see where our funds
should be placed.
In the first group you can see large possible outlays to professional
firms, attorneys, accountants. This is money utterly wasted. They flop and
we have to do it all ourselves anyway. The fantastic cash cost of mailings
to Scientologists was evident in DC where it ate up all their "freedom
funds". And by advertising the attack to Scientologists we only frighten
them away from the org and lose our income as well. So we must never do
these three things.
The second group above are not very costly and constitute a proper line
of defense and should be undertaken. But they must not be counted on to do
more than impede an attack. They will never stop it cold. This second group
is like an infantry defensive action. It is necessary to oppose the enemy
but just opposing will not finally win the fight. That is done only by
taking enemy territory.
The third group contains the real area for the outlay of funds and
stress of planning. This group has an excellent history and has ended off a
great many attacks beginning in 1950. Therefore one should take care not to
leave any of these out whenever an attack is mounted on us.
INVESTIGATION
It is a curious phenomenon that the action of investigation alone is
head and shoulders above all other actions.
This is most like Scientology processing, oddly enough, where the
practitioner seeks the hidden points in a case. As soon as they are found
the case tends to recover, regardless of anything else done.
Groups that attack us are to say the least not sane. According to our
technology this means they have hidden areas and disreputable facts about
them.
As soon as we begin to look for these, some of the insanity dissipates.
It is greatly in our favour that we are only attacked by mad groups as
people in that condition (1) invariably choose the wrong target and (2)
have no follow-through. Thus they are not hard to defeat providing one (A)
looks for their hidden crimes and (B) is irreproachable in his conduct
himself.
We discovered this more or less by accident. The basic discovery was
that the interrogation of a policeman produces a confusion and an
introversion; it is his job to interrogate-so you reverse the flow, mix up
his "hat" so he doesn't know who is which, and you reach for his own
doubts.
These people who attack have secrets. And hidden crimes. They are
afraid. There is no doubt in their minds as to our validity or they
wouldn't attack so hard at such cost. Society tolerates far worse than we
are. So they really believe in us. This hampers their execution of orders-
their henchmen really don't share the enthusiasm for the attack for after a
bit of investigation it becomes obvious to these henchmen that the attack
smells. This impedes follow-through.
And when we investigate, all this recoils on the attacker. He withdraws
too hurriedly to be orderly.
An attacker is like a housewife who tells City Hall how terribly her
neighbours
492
keep house. But when you open her door, the dishpans and dirty diapers fall
out on the porch.
All you have to do in lots of cases is just say you are going to rattle
their door knob and they collapse.
I can count several heavy attacks which folded up by our noisily
beginning an investigation of the attacker.
Our past liability in this was that we depended on outside firms,
enquiry agencies, etc. And these have too many clients and we have too
little control of their direction. The answer is to organize and maintain
our own proper corps for this action.
The other items in the third group are self explanatory and if any of
these are missing then we will be less successful.
For years and years I have had this "hat" of attack handling. In January
1963 1 took a calculated risk and devoted my time to research. I knew we
had better get all our answers and complete our technology. But in doing so
I could give only a small amount of time to the US and Australian attacks.
DC followed orders and we got out of the US morass. Australia didn't and
sank. But it became plain to me that we had to set up a part of our orgs to
handle this "hat" as obviously I can't be there forever. So even #10 in the
third group-my handling counter-propaganda-will have to have help.
To hold up to Man an image of spiritual freedom is adventurous. Man is
suppressed. And those who oppress him have a peculiar frame of reference.
This is:
I . If anyone became free or powerful, a suppressive believes he would
promptly be slaughtered. He never realizes that it is the suppression that
gets him knocked out, not the character of Man.
2. If any advance were made that would improve Man, then all old
commercial interests with their answers, would become worthless. It never
occurs to such to advance with the times.
3. They have dirty houses.
Thus, in meeting any attack we must:
(A) Recognize an attack in time to act;
(B) Get Group 3 above in full action with an emphasis on investigation;
(C) Get Group 2 in action as needful for defense.
Thus we have LOOK, INVESTIGATE, DEFEND as the short formula. And all the
while hold up an image of total freedom and have ourselves clean hands.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
493
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 1 MARCH 1966
Exec Sec Hats
HCO Area See Hat
Org Bd Section Hat Office of LRH
Secretary Hats
THE GUARDIAN
The post of THE GUARDIAN is established herewith.
The Guardian is the most senior executive of Scientology just below the
Executive Director. The post is senior to Executive Secretaries.
The character of the post is best understood legally as "Trustee" or
even "Proprietor Sole" and exercises the powers and carries out duties
similar to that of a high church officer entrusted with the funds or
survival of his group. The Guardian may use the signature "Trustee" in
business letters or dealing with outside interests such as law firms and
may claim and establish the status of proprietor sole when corporate status
of Scientology funds or interests is in question.
The Office of the Guardian is located in the Office of LRH.
The Guardian may have personal secretaries and clerks and these are in
the Office of LRH and the Executive Division and are, for personnel
purposes, under the LRH Communicator as Co-ordinator of the Office of LRH
and the Division 7 Secretary.
The Guardian is posted in every Executive Division by post and name in
Division 7.
In other than the International Executive Division, if the org is large
enough there may be an Assistant Guardian but if so the Guardian is posted
and also the Assistant Guardian for the Area Org.
The purpose of the Guardian is:
TO HELP LRH ENFORCE AND ISSUE POLICY, TO SAFEGUARD SCIENTOLOGY ORGS,
SCIENTOLOGISTS AND SCIENTOLOGY AND TO ENGAGE IN LONG TERM PROMOTION.
The Guardian has five actions:
Policy
Danger
Affluence
Long Range Promotion
Information
POLICY ACTION
(Note: See HCO Pol Ltr I March 66 for the full plan of the Office of
Guardian.)
The Guardian, without relieving the LRH Comm from his duty of refusing
to pass anything contrary to policy, enforces and issues policy and passes
on any new policy recommended on channels already established but usually
re-issues and enforces existing policy.
This section has the LRH Mimeo Unit.
The basic files and Archives of policy and technology and artifacts
belong to this section as the Archives Unit.
This action also has files of all recommended policies.
DANGER
This action is the "LRH Heavy Hussars Hat". This function is to move in
heavily where there is a threat of great importance to an org or
Scientology after the usual
494
lines and posts have goofed. The term comes from the old cavalry purpose of
Hussars who were held in reserve until a battle line was dangerously bowed,
at which they were sent in to straighten it out.
This activity contains a file unit consisting of every See Ed issued by
any erg. This file system has a separate file in which every danger
condition declared on any staff member is filed by erg and date. It also
has a file of every Ethics order issued by org and date.
This activity also contains a file of org boards of all orgs.
The activity can call on OIC WW for graphs of any period.
The section can conduct investigations into any slump.
All Danger Conditions regardless of when and how assigned are traced as
to what changed before they occurred and a full record of all findings is
kept and published.
The Guardian can demand a hearing for removal of any Scientology
Executive when:
(a) The Guardian has had to wear the Heavy Hussar Hat to rescue a
decayed situation;
(b) No AdCouncil or others seem to be effective in righting a
danger condition.
Heavy Hussar actions include heavy emergency promotions on a zero time
limit to salvage a situation, financial or otherwise.
AFFLUENCE
All commendations or Honours have to be passed by the Guardian before
issue and are issued in the name of the Executive Director.
This however is a secondary function of this activity.
The primary function is to be informed of and to trace every affluence
awarded to find out what happened before it occurred and to publish
findings.
This activity has a file of all affluences ever declared and another
file for the full findings. None of this relieves the AdCouncil or HCO from
finding, declaring and discovering what happened. It just makes certain the
action has been taken and that it is correct and gets published.
In this activity the Guardian can convene a "Board of Commendation" to
look into affluences and find what caused them and publish the result and
commend the responsible parties.
LONG RANGE PROMOTION
Without relieving any HCO Exec See or Dissem See or ES Comm Dissem, Dist
See or ES Comm Dist of promotion responsibility, the Guardian works out or
calls for and approves the long range promotion of Scientology.
This activity draws up motifs for magazines for a year in advance, draws
up Congress names.
The activity tells the org what to promote, what to stress and co-
ordinates promotion.
The section can get promotional ideas and the Guardian approving them
see that they are carried out.
INFORMATION SECTION
Both planetary and organizational information is handled by this
activity.
Information is defined as data leading to predictions of occurrences and
useful in forecasting events and so assisting planning and in handling
matters arising from events.
The Planetary Information Unit works with newspapers, economic
newsletters, bulletins of information services, etc, and keeps a file of
clippings under headings of
495
interest to Scientology. By such studies one can predict which way cats are
going to jump and organize to meet situations which may threaten
Scientology from possible enemies or to take advantage of situations which
might benefit Scientology.
The Org Information Unit receives copies of all SO #I letters watching
for upsets or trends in specific areas in order to correct those in control
of the area and regularly reviews the number of Dead Files per area to see
if some area of Scientology has more dead filed than others.
It is true that entheta in an area is proportional to org incompetence
in that area and real trouble in areas has always been preceded by at least
two years of heavy entheta in public letters from that area.
The Planetary Planning Unit works out ways to prevent future attacks and
how to take advantage of situations that will develop.
The Org Planning Unit predicts trouble by such things as too much
entheta from an area, too much sex going on in an org and, working closely
with HCO plans how to reorganize the org in that area without destroying
it. Such planning also handles a public programme for an entheta area to
weaken anti-Scientology propaganda, at the same time stiffening up Ethics
and quality of service in the area and investigating why Ethics and quality
of service are down so they can be remedied.
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 pin 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
496
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.
POWERS
The powers of the Guardian may not be deputized or exercised by any
committee or Council or deputy or assistant and may only be exercised by
the Guardian.
The Guardian's powers are derived from the Executive Director who
already has and exercises these powers.
The powers are:
The Guardian may transfer any organization's funds anywhere at will. The
Guardian is a signatory on every bank account of every organization and
there may be no org bank accounts on which the Guardian is not a signatory.
The Guardian may set up trustee accounts for Scientology, Scientologists or
org funds on which only the Guardian is a signatory.
Any transfers of large sums of money by any AdCouncil or Executive or
staff member require the permission of the Guardian to be legal and the
document of transfer or cheque is actually signed by the Guardian-no matter
who requires it.
Any large and unusual expenditure may only be made in an org by a
document of credit cheque signed by the Guardian.
Any plan or project that will cost any large sum over a long time period
may be authorized only by the Guardian.
The Guardian may cancel without recourse any overly ambitious plan which
might threaten the solvency of orgs or pledge them to banks or which
finance non-Scientology projects or unreal projects.
In times of threatened insolvency of an org the Guardian may shut off
any or all purchase orders in that org, reduce its expenditures and take
over all cheque signing for that org or make any other needful financial
arrangements or adjustment to resolve the financial straits of that org or
even shut it down.
The Guardian authorizes all new orgs and only the Guardian may shut down
or move an org.
Any purchase or sale of real property of an org is authorized only by
the Guardian (buildings and land).
The design of new buildings or structures or conversion of old ones and
allocation of their use is authorized only by the Guardian.
AdCouncils usually propose such measures as detailed above to AdCouncil
WW which, if it approves them, proposes them to the Guardian. However, the
Guardian can initiate such measures as above without a proposal by an
AdCouncil.
The Guardian may cancel or suspend or award certificates and awards.
Any new corporate planning or new accountancy arrangements require the
signature of the Guardian before they can be put into effect.
The Guardian may dismiss any Executive or staff member seeking to deny
or exercise the Powers of the Guardian.
The Guardian may be removed as provided herein for knowingly
transferring funds or property for the aid or support or furthering the
interests of persons or groups hostile to Scientology or for not shutting
off such transactions the moment they are found by the Guardian to be
hostile.
The Guardian may issue Expulsion Orders and Ethics Orders independent of
any other executive and directly order Ethics or dismiss and replace and
order an Ethics Officer or HCO Area Sec in times of danger or external
threats to the org or Scientology.
The Guardian may remedy obvious miscarriages of justice by cancelling
orders.
The Guardian may suspend Franchises or Staff Membership or the use of
497
corporate names or the name Hubbard or the word Scientology or its
materials for improper use or lack of use.
The Guardian may draw on any org for personal expenses or pay when
engaged upon work for that org wholly or only partially for that org.
Travel expenses and living expenses of the Guardian are paid by the org
most benefitting.
All HCOs are called upon to defend the person, duties and planning of
the Guardian and give the Guardian total support to the exclusion of all
others in times of danger.
BASIC DUTIES
The keynote of the post of Guardian is that it functions without being
closely involved with the mechanics of administration or orgs. The Guardian
is not a member of the AdCouncil WW and does not attend its meetings but
can supervise it in a general way or intervene if it strays from its
functions or is in trouble.
The post floats free in that it has no fixed lines it cannot ignore and
none needs to carry out his regular duties by an okay from the Guardian.
But the Guardian has great power in that none but the Executive Director
can cancel an order from the Guardian.
The Guardian can create a new Section, get it functioning and give it to
its right place in a division.
The Guardian can also take a faltering section from the org, get it
functioning and give it back, this resulting of course in a Danger
Condition having to be assigned that Department or Division or Exec Sec.
Via Assistants the Guardian can direct them to get a Section functioning in
their org and give it to a division or take over a dangerous section and
get it functioning and give it back, Danger Formula applying as usual.
If the Guardian accumulates new functions the Guardian must remember to
give them over eventually to the right Department.
COMM LINES
The Guardian issues See Eds on white paper, blue ink, writes despatches
on white paper. No LRH Comm ok is required for a Guardian See Ed. A
Personnel See Ed need be okayed by the Dir Personnel only if the Guardian
requests it.
The Guardian may issue HCO Exec Ltrs on white paper and is the only one
besides the Exec Director who can. All Guardian HCO orders, Sec Eds, Exec
Ltrs are signed the Guardian's name plus the Guardian for L. Ron Hubbard,
Executive Director.
The Guardian's Telexes have priority over all but the Executive
Director's.
AUTHORITY
The Guardian can order any ES Comm or Secretary via the proper Exec See
or AdCouncil, and may order the LRH Communicator in any matter not contrary
to his basic hat.
No Ethics chit can be filed on the Guardian except a Job Endangerment
chit.
Any Hearing or Comm Ev of the Guardian can only be ordered by the Exec
Director personally.
ASSISTANT GUARDIAN
An Assistant Guardian can exist in any org that is big enough. It may
not be worn as an additional hat. It is appointed only by the Guardian.
The Assistant Guardian does not act as the Guardian in the Guardian's
absence but only forwards direct orders from the Guardian and collects data
for the Guardian. An Assistant Guardian has no power of his own not derived
from the Guardian's authority directly and so may not act independently
without exact instructions from the Guardian.
In an Area Executive Division the Assistant Guardian functions as
liaison to the Guardian and the Guardian's four sections and in a very very
large org may have those sections as "Liaison Sections" to wit (for an Area
Org):
498
Policy Liaison Section Danger Liaison Section
Commendation Liaison Section Long Range Promotion Liaison
Section.
These collect data for or issue orders for or enforce the orders of the
WW Guardian Sections.
Assistant Guardians are directly under the orders of the Guardian and no
one else except the Executive Director, but are under the Div 7 See and the
Office of LRH Co-ordinator for personnel purposes.
ADCOUNCIL WW
The AdCouncil WW or its deputies are nominated by the Personnel Officer
on the basis of statistics and record and training only as a list of
persons and their details.
The Guardian approves from this list the candidates and they are
appointed by the Executive Director or in his absence, by the Guardian.
All other Executive Secretaries are appointed by the AdCouncil WW on the
basis of statistics.
All Exec Sees are usually appointed from Secretaries who have had long
and consistent high divisional statistics in divisions they headed and a
lack of danger conditions.
LRHCOMMS
LRH Comms are nominated by the Personnel Officers of their org with a
list of persons and the statistics records of each and approved by LRH Comm
WW and appointed by the Executive Director. But in the absence of an
Executive Director LRH Comms are finally appointed by the Guardian after
all the above steps are taken.
GUARDIAN APPOINTMENTS
A Guardian is appointed by the Executive Director personally.
In the prolonged absence of the Executive Director the Guardian
nominates a successor to himself or herself which nomination becomes an
appointment when the past Guardian vacates the post. In short, the post, in
the absence of the Executive Director, is willed.
If for any reason the past Guardian has failed to will the post and the
Executive. Director is absent and the post of Guardian falls vacant then
all the Personnel Officers in the world meet and nominate by drawing up a
list of the Exec Sees and Secretaries and Assistant Guardians and ES Comms
of all orgs who have the highest statistics over the longest period of time
and the highest levels of training on policy and tech and comparing these
reduce the list to five and submit these to a meeting of all the Exec Sees
in the world who then decide which of the five is the most suitable
Guardian and the post is then filled. Selection is not done by vote by the
Personnel Officers meeting or Exec Sees meeting but solely by statistics.
And all the statistics of nominees must be published as the Guardian is
finally selected.
If a new Guardian at the end of 3 years in office is seen to have had
bad statistics with orgs collapsing, the conclave of Personnel Officers and
Exec Sees as described may occur as described and appoint a new Guardian,
publishing full reasons why.
ASSISTANT GUARDIANS
Assistant Guardians are appointed by the Guardian from a list submitted
by the Personnel Officers of the org for which the Assistant Guardian is
being appointed.
FIRST APPOINTMENT
The First Guardian is Mary Sue Hubbard.
LRH:ml.rd
Copyright @ 1966
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
499
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1967
Remimeo
OFFICE OF TREASURER WW
The Office of Treasurer WW is transferred to the Office of the Guardian
WW Div 7 Dept 2 1.
LRH:jp.kd L. RON HUBBARD
Copyright @ 1967
by L. Ron Hubbard [Note: The P/L establishing the Office of the
Treasurer
ALL RIGHTS RESERVED is in Volume 3, page 59.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1968
General Non-Remimeo
Guardian Offices
GUARDIAN'S ORDERS
This begins a series of communication known as Guardian's Orders.
These are issued by the Guardian, and Deputy Guardian to Assistant
Guardians.
To be valid they must be initialed by the Guardian, Deputy Guardian or
their Communicators in the lower left-hand corner.
They are issued blue ink on white paper.
Guardian's Financial Order
The 2nd Deputy Guardian for Finance or the Guardian or Deputy Guardian
may write and issue GUARDIAN FINANCE ORDERS.
These are blue ink on red or pink paper.
They are initialed at the lower left-hand corner by the Guardian, Deputy
Guardian or the 2nd Deputy Guardian for Finance or their Communicators.
These orders normally apply to Asst Guardians.
LRH:jp.ei.rd L. RON HUBBARD
Copyright (g) 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
500
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 DECEMBER 1968
Rernimeo
All Staff
Treas Hats
Asst Guardian
Finance Hats
ASSISTANT GUARDIAN FOR FINANCE
The post of Assistant Guardian for Finance is established herewith
alongside and under every Assistant Guardian in the world but subject to
the orders of the Assistant Guardian for administrative purposes.
The purpose of this post is:
TO HELP RON BRING SOLVENCY AND SANITY TO SCIENTOLOGY ORGS
BY ENSURING MORE IS NEVER SPENT THAN MADE AND SUBSTANTIAL
RESERVES ARE BUILT UP.
The above is brought about by the following duties:
I . Approves Financial Planning for the org before it is activated.
2. Assigns Treason to anyone incurring expenses on a by-pass.
3. Starts no long distance fire fights with orgs.
4. Safeguards the credit and reputation of L. Ron Hubbard and the
Guardian.
5. Removes any wasteful minded person on a logistic post and
ensures this person is not assigned a similar post where he/she can
again waste money.
6. Ensures Finance Policy is at all times adhered to.
7. Approves Treasury post assignment proposals before the
appointment can be finalized.
8. Ensures new personnel assigned to Treasury posts first check out
star-rated on OEC Treasury Pack.
9. Ensures the org maintains date-line paying procedure at all
times.
10. Routinely inspects Accounts records such as Invoices and
Vouchers, Accounts Summaries, Bills Summaries, Bank Balance records
to ensure Finance Policy and Standard Admin are applied.
11. Checks "In-series" copies of the Invoices against income
collected daily.
12. Ensures the Department of Assets and Materiel properly packages
and safeguards the org's finance records against loss and damage.
13. Authorizes bonus awards for staff members, but only when org
income is above what is established as requisite to solvency of org.
14. Ensures the org's original Accounts records are forwarded to
the Treasurer WW every quarter for an audit. Ref. Policy Letter 15th
Jan, 1966 "Office of the Treasurer".
The above mentioned points give the general outline of what is needed
and expected of an Assistant Guardian for Finance, but the duty lies with
each Assistant Guardian for Finance to evolve his post and thereby bring
solvency and stability of Scientology orgs throughout the world.
Where an org does not as yet have a Guardian Office, points 1, 11 and 12
are handled by the Executive Council, but the overall responsibility of the
org's finance concerns lies with the Assistant Guardian for Finance of the
Continental Guardian Office.
If an org is found to be up to no good regarding finance matters and
does not have an Assistant Guardian for Finance, then the Assistant
Guardian for Finance of the Continental Office flies to that org at the
org's own expense to personally inspect their accounts records and take any
remedial actions necessary.
501
COMMAND LINES
CS_G CS-3
Ea
RESERVE LIAISON OFFICER -SEA ORG
2 D/G F WW
ASST D/G F WW
ASST G CONT ASST G F CONT ASST G F CONT ASST G CONT
F ORG
ASST G F OFRG ASST G
ASST G ORG
E-E] E1-11
ASST 7G 1 T
ASS
ASST G F ORG ASST G F ORG
ASST G ORG ASST G ORG
The statistic is the same as the Guardian and Assistant Guardians-
GROSS BILLS AND GROSS CASH.
L. RON HUBBARD
LRH:ei.rd Founder
Copyright (D 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
502
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
LRH:ei.cden The Guardian WW
Copyright @1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[HCO P/L 4 January 1966, Personnel Staff Status, is in Volume 1, page 13 1,
and Volume 5, page 249. J
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 JANUARY 1969
Remimeo
CONTROLLER
The post of CONTROLLER is founded in the Office of LRH.
The post is just senior to the GUARDIAN.
The duties of the post consist of coordination of all Scientology orgs
and activities.
There is just one Controller in all Scientology, just as there is only
one Guardian.
The Controller is appointed by the Founder or in his absence by the
Guardians and Board of Directors in single meeting.
The term of the office is for life as is that of the Guardian.
L. RON HUBBARD
LRH:ldm.ei.rd Founder
Copyright @ 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
503
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I SEPTEMBER 1969
CenOCon
Guardian's
Office
Asst Guardians COUNTER-ESPIONAGE
No country or company has ever solved espionage and intelligence actions
within it.
Industrial "espionage" is a very prevalent activity.
As our policy letters and materials are often found in wrong hands we
must be subjected to internal espionage on occasion. We certainly are
subjected to intelligence externally.
Intelligence actions internally in a company or organisation take five
main courses:
1 . Theft of documents or materials.
2. Executive actions contrary to the company's best interests if
not outright destructive.
3. Administrative enturbulation including messing up files,
addresses, facilities or communications.
4. False reports or false advices to customers or staff to bring
about apathy or defeatism.
5. Perversion or corruption of the product (in our case,
technology).
Motives
Financial gain is the primary motive in almost all cases of
infiltration.
A very experienced European Intelligence officer stated that he had
never failed to buy any person he had ever approached in any government,
and this in a lifetime career in the field of espionage.
Governments and many companies have amongst them people who are in or
who can be forced into heavy financial trouble.
By offering surprisingly small sums of money, any one of the five
actions listed above could be effected by an enemy.
The practice is so common as to be commonplace but the harm done is all
out of proportion to the effort employed.
A Solution
Guarding against infiltration is a vital action for survival and nations
and companies spend huge sums on counter-intelligence, the action of
foiling the efforts of enemies.
In studying the extensive literature of this subject an inexpensive
effective solution has occurred to me which 1 do not think has ever been
used.
If finance is the motive, then of course one should reward successful
Counter-Intelligence actions.
An enemy seeks those in debt or forces persons into debt so they can be
bought. If the person being baited were assured of a safer reward, the
person would usually incline toward his own country or company.
504
The Placard
An org should therefore display in an area mostly frequented by staff,
near the staff bulletin board or in the W.C., but not necessarily to the
public, a placard worded somewhat as follows:
REWARD
As Industrial espionage is an ordinary occurrence in most companies, the
staff is requested to be alert for
I . Any theft of documents or materials.
2. , Orders or directions which will result destructively.
3. Any disturbance of files, bills or addresses.
4. False reports or advices to staff or customers or preached
defeatism.
S. Willful corruption of tech.
Anyone detecting any of the above should report the matter at once to
the nearest Guardian's Office with names and full particulars.
Should further investigation result in the disclosure and apprehension
or arrest of persons attempting willful harm to this organisation
A REWARD OF S250 (f, 100)
will be paid by the Guardian's Office.
Should a staff member be approached and asked to attempt any of the
above actions he should promptly seem to agree, should accept any money
offered (which he may keep) and should quickly and quietly report the
matter to the nearest Guardian's Office so that the instigators can be
traced and arrested, at which time the $250 (.f, 100) reward will be paid.
Another reward of 9 100 (f 30) will be paid any staff member or person
in the field who should hear of or be subjected to any provocative anti-
organisation activity in the field and who then forwards the criminal
background and connections of the provocative person in such form that it
may be given to the police by the Guardian's Office.
Should any staff member have knowledge of any financial irregularity
within the organisation and furnish proof of it to the Guardian's Office
promptly along with evidence sufficient to prosecute he shall be given 25%
of all monies recovered.
BLACKMAIL
Any person or agency attempting to accomplish any of the above five
points by reason of attempted BLACKMAIL of a staff member is liable to
arrest. In this case the reward is also paid to the staff member on the
arrest and, conviction of those attempting it and the Guardian's Office
will defend the person even before law and excuse the misdemeanor or crime
being used in the blackmail attempt.
Amnesty
An amnesty of all such actions before 15 September 1969 is fully granted
providing the matter is reported promptly to the Guardian's Office.
Staffs are requested to cooperate fully to help continue to make an org
and area a safe environment from which freedom may expand.
505
Alertness is the penalty we pay for living in an aberrated society. Truth
cannot live in an atmosphere of deceit.
The Guardian WW.
Org's Protection
Our Dianetics and Scientology orgs are fortunate in that where tech is
"in" very little infiltration can occur since persons cannot benefit from
things they try to harm.
Our primary protection is "in" tech and well processed staffs. It
follows that when tech is out, ethics will be found out also.
Persons who have no or little case gain are the only ones we have any
trouble with.
No other organisation and no country has as good a chance as ours to be
free of infiltration.
One other thing worthy of note in connection with Counter-Intelligence
is that countries and companies which do not have a high cause, a high
allegiance, have need of tremendous counter-intelligence forces.
If we keep our integrity high and give staffs good and valuable
government, we will have maximum Counter-Intelligence effectiveness with
minimum effort since our staffs would themselves militantly defend their
executives and the org.
LRH:ldm.rs.ei.rd
Copyright (D 1969 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 MARCH 1971
Issue 11
Rernimeo
GUARDIAN OFFICE
The Guardian Office and its staff are not under the command line of any
Executive Director or any Product-Org Officer, nor are they under the
command line of any Continental Liaison Office.
The command line of any Guardian Office is directly under that of the
continental Guardian who is under the Guardian WW. The Guardian WW is under
the Controller WW.
The Office of the Guardian is autonomous, meaning it operates
independently of local control and under the direct control of its own
seniors.
Mary Sue Hubbard
LRH:MSH:nf.nt.rd The Controller
Copyright @ 1971 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
506
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C.
HCO BULLETIN OF 29 AUGUST 1957
GOVERNMENT PROJECT STABLE DATA
To any government official or on any government project the HASI stable
data for negotiation and discourse are as follows:
WE ARE THE EXPERTS ON HUMAN ABILITY AND ENDURANCE.
WE OFFER ONLY SERVICES.
WE DISCUSS ONLY RESULTS, THE NEEDOF RESULTS, THE CONSEQUENCES OF.NO
RESULTS, THE SINCERITY OF THE ORGANIZATION AND ALL CONCERNED IN OBTAINING
RESULTS, AND INTERESTING RESULTS.
REASON: You cannot communicate in 25 minutes something which took 25
years to develop. Scientology really takes some time to learn. To try to
teach someone Scientology at a luncheon table or in an office is difficult,
since prejudice and mental illiteracy are barriers. Scientology, however,
using the above stable data, is easy.
We know already that in a discussion with uninformed persons, these
attempt to learn all about Scientology in 25 minutes. To stop all further
learning by them, try at once and instantly to fully educate them. To lead
them to further learning read again the stable data given above.
The importance of these data will be realized when they will be
published to all
personnel on a project as a must.
LRH:md.rd
Copyright @ 1957
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
(Issued at Washington D.C.)
HCO POLICY LETTER OF 20 DECEMBER 1957
To All Staff
Post-Bulletin
Board
CLARIFICATION OF PUBLIC RELATIONS POST
On the Organization Board, HCO is shown as a separate operating unit
from the HASI (Founding Church in Washington), with a liaison line to the
Assoc Sec (Org Sec in Washington).
HCO personnel, which includes Public Relations, report directly to HCO.
Therefore, Public Relations reports its activities directly to HCO,
maintaining a co-operative liaison with the Assoc See and Org See, as is
shown on the Org Board.
Even though it is shown on the Org Board, it is called to your attention
here that Public Relations is a part of, HCO, directly responsible to HCO,
working, of course, in co-operation with the Assoc Sec and Org Sec.
LRH:md.rd
rs:26.12.57 L. RON HUBBARD
507
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 MAY 1960
HCO Secs Assoe Secs Pub. Rel. Hats
CLIPPINGS BOOK
In the interest of preserving newspaper clippings, magazine articles, or
other press items on the subjects of L. Ron Hubbard and/or Dianetics &
Scientology, the Public Relations Hat of HCO (or Central Org where there is
no HCO) should collect any and all clippings from the organization on the
above subjects, and assemble them into a suitable Clippings Book. (This
includes any articles which come into the Org whether sent in from someone
in the field or whether obtained by staff members, or Public Relations. It
also includes articles written about Scientologists on the subjects of LRH
and/or Dianetics/Scientology.)
Any staff member who sees any mention of LRH or Dianetics/Scientology in
any newspaper or magazine should send such clipping to Public Relations to
insure that it finds its way into the Clippings Book.
Whenever clippings are posted on the Comm Centre Board, after they have
been up for the specified length of time, they are to be returned to Public
Relations for mounting in the Clippings Book.
RECEPTION DUTY
Reception and other staff members are to insure that no person coming
into the Comm Centre ever removes any clippings from the Bulletin Board (or
other display in Comm Centre), except an HCO personnel (who gives the
clippings to Public Relations).
SUGGESTIONS FOR HANDLING A CLIPPINGS BOOK
I . A loose-leaf notebook could be used so that in the event a photostatic
copy was ever needed the page could be taken out of the book for
photostating (or for making a typewritten copy). (If a scrapbook is used,
the clippings cannot be easily removed without disrupting the book pages,
unless you use a scrapbook with removable pages.)
2. Clippings should be trimmed neatly and mounted with suitable paste or
glue onto the sheet of paper in your Clippings Book. (If using a three-ring
loose-leaf notebook, mount the clipping directly onto that sheet of paper
[three-hole paper].) (If using three-hole paper, use gummed reinforcements
around the holes to prevent tearing.)
3. The clippings should be placed in the book in chronological order, by
dates, with
the earliest date at the front of the book.
4. On the outside of the book can be printed:
CLIPPINGS
Book No. I
Clippings on L. Ron Hubbard
and
Dianetics and Scientology
When one book is filled, start Book No. 2, etc.
5. When mounting a clipping at the top of the page always show as much
data as
possible.
508
(a) Source of material (name of newspaper, magazine, etc). (b) City and
Country (e.g. Washington D.C., U.S.A.). (c) Date of article (date
clipping appeared in the newspaper or magazine). (d) Page number(s) on
which article appeared.
(It is helpful to add the name of the city and country so that in the
future when referring to an article appearing in, say, "THE COURIER", there
will be no question as to what city, what country-U.S.A.? England? etc.)
6. When mounting a clipping which is larger than your sheet of paper, mount
what you can on the sheet, and fold the remainder neatly over the top of
the sheet, so that it fits squarely into the book. (To help protect the
newsprint, you can paste a blank sheet of paper onto the back of the part
that overlaps so that when the newsprint is folded it has something
substantial on the back of it for protection.)
A loose-leaf binder as suggested herein can,be put into your file
drawers, whereas an extra large scrapbook might not fit into your files.
The main points are: Maintain a Clippings Book which will endure; mount
the clippings in such a way that they will not tear; insure that complete
data accompanies each clipping; mount clippings in such a way that they
can, if necessary, be removed for copying purposes.
Such a book will help us maintain a running record of publicity on LRH &
Dianetics/Scientology.
LRH:js.rd Issued by: Peter Hemery
Copyright @ 1960 HCO Secretary WW
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinsteadl Sussex
HCO POLICY LETTER OF I JANUARY AD 13
Central Orgs
OBJECTIVE THREE
CELEBRITIES
PROCESS SELECTED CELEBRITIES.
Rapid dissemination can be attained, with the advent of 2-12, by the
rehabilitation of celebrities who are just beyond or just approaching their
prime.
This includes any person well known to the public and well liked but who
has passed his or her prime, or any rising figure.
The Association or Organization Secretary is to personally do all
contact work. A Class IV auditor only may be assigned to do the actual
processing. The only process to be used is Routine 2-12 utilizing a special
List One. The pay is to be "Any contribution you would care to make if we
have helped." No other pay is demanded.
Only Association or Organization Secretaries of Central Orgs may select
or handle
this project.
LRH:dr.rd
Copyright @ 1963 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
509
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 AUGUST AD13
Central Orgs
Sthil Students
SCIENTOLOGY FIVE
PRESS POLICIES
(Tech Dir to Star Rate Examine HCO Sec and Assoc Sec, any HCO Exec Sec and
any Special Programmes Director on the Theory and Practical of this Policy
Letter and report to me when so done.)
This HCO Policy Letter modifies press policy. I
We do not care if Scientologists communicate to the press but if they do
there are certain points to keep in mind.
Certain vested interests, mainly the American Medical Association, a
private healing monopoly, wish to do all possible harm to the Scientology
movement over the world in order to protect their huge medical-psychiatric
income and desired monopoly which runs into the tens of billions annually.
In their congresses they complain that we and people like us cost them 1.1
billion dollars a year that they don't receive. Their sole interest is
income. Reference: Minutes of various AMA conferences. Almost all our bad
publicity and attacks are authored by two men, one named Keaton, the AMA
press man, and one named Field, their head of "investigation". These men
flood bad tales about Scientology into press, magazines, radio, TV. Their
sole interest is a medicalpsychiatric monopoly for the AMA. They blind the
public to the fact that the crimes of psychiatry are medical crimes, not
crimes of mental healing. 'The medicalpsychiatrist is a very small part of
the world of psychiatry. They want it all for physical medicine.
The sole reasons for attack are money and monopoly. If ethics entered
into it they would clean up their ownfailures.
Their publicity goes overseas. The FDA is used by these people and FDA
releases are sent overseas.
I don't care whether anyone thinks this shouldn't be or thinks it isn't
right. It isn't. It's just fact and we have the evidence in black and
white.
We have always had policies of leaving healing alone and not attacking
medicine and other areas of psychiatry. Our pay for this is receiving
continual bad press.
Medical doctors practising psychiatry are peculiarly vulnerable. Their
physiological technology belongs to the 19th Century. It has innumerable
crimes on its hands. Hitler and Stalin held power through medical
psychiatry. They associate themselves chiefly with the rich and powerful.
They therefore cannot stand up to any heavy attack. Further they have many
overts.
We are modem, 20th Century. We are of the people. We hate Fascism and
brutality. We are the new replacing the old. We have passed the test of
survival. Despite 13 years of attack we have survived. Therefore we must
have something and we must be all right. So much for the justice or truth
of such attacks.
THE REPORTER
The reporter who comes to you, all smiles and withholds, "wanting a
story", has an AMA instigated release in his pocket. He is there to trick
you into supporting his pre-conceived story.
The story he will write has already been outlined by a sub-editor from
old clippings and AMA releases.
He probably knows as well as you do that you are decent and effective.
510
He has no power whatever to alter the pre-conceived story he has been
ordered to write. If he were audited or otherwise totally convinced of the
great value of Scientology he would still write the same critical story. If
he didn't he would probably get sacked. So the time you spend trying to
convince him of your decency and effectiveness is wasted time.
He wants a story. The only ways to handle him are to eject him or to
give him a story that he thinks is a story. There are no half-way measures.
If he publishes outright lies sue his paper for libel if you like, but
donI be afraid of what he will write. Central organization income usually
rises during bad press campaigns. So he can't really harm you whatever he
does or says. Yourjob minimum action is to refuse to be led into utterances
that can be misconstrued.
Contrary to what he may want to believe, press doesn't always mould
public opinion.
No bad product sells, no matter how much advertising it buys or how much
good press it has..Bigger than press is word-of-mouth. If advertised
products don't have good word-of-mouth they don't sell.
We have good word-of-mouth and will continue to have it as long as we
give service.
So good service and being decent are superior to even good press. Be
decent, then, and give good service and good press or bad press, we'll
still make it.
We prefer no press because it slows our word-of-mouth amongst the
people.
However, bad press is no catastrophe. So the reporter cannot really hurt
you and is nobody to be feared. Pitied, rather-for if he does write what he
really feels, he'll get sacked. That's what makes him sick and cynical. He
may know you're decent and effective and yet he'll have to go write what
he's told to write.
Even if you handed this policy letter to him and he said it wasn't true,
he'd have to write stories that follow the points below.
So actually he's on a spot. He'd have to sell out the human race if his
editor told him to.
But he would write a different story if he found one that fitted his
pattern of requirements.
STORY RULES
If you want to give him a story he will publish you have to know these
rules, for they are the rules he follows.
The rules of newspaper writing today are very exact. And this is
probably a far better analysis of the rules than he has, so you could
surely win.
To be printed, a story must contain one or more of these things:
I . HARM (Blood, violence, damage, death, scandal)
2. SEX
3. MONEY
4. BIG NAMES
5. The story must be written to INVALIDATE something.
6. The story must contain a CONTROVERSY.
7. A story must contain TWO OPPOSING FORCES. Dialectic Materialism
is the basic philosophy used by the society at this time. This
philosophy is crudely stated in the following statement: "It takes
two opposing forces to produce an idea." The Scientologist
recognizes this as RIs in a GPM but it is real to editors as TRUTH.
Therefore a great story to a newspaperman contains nearly all of 1 to 4
above and 5, 6 and 7.
511
This is the formula on which modern newspapers operate. They don't
publish any other kind of "news story".
You could be elected Queen of the May and the headline would be
"Controversy Rips Queen Election. Sexual bias Hinted."
If you inherited a billion happily from an uncle who loved you, and were
all set to help the millions with it, the news story would be "Foul Play
Hinted in Uncle's Death. Rights of Heir Challenged. Sex Life Probed."
And that's the is-ness of the entheta called news.
This sounds like criminal gossip mongering. It is. But it's also the
total formula of news in this century. It's what the editor believes sells
papers. It may not even do that but they believe it does. And the
publisher, hounded by economics, must sell papers to stay alive.
A SCIENTOLOGY LIABILITY
If you give him any story at all, the reporter must wind it into the
above formula or it won't be published. He may riot even be after you or
mad at you. He just has to write "a story" along the above lines.
If you talk only about Scientology, according to 7 he must furnish
another terminal, so he adds in "the public" and makes Scientology oppose
"the public interest". He has, then, no choice but to make Scientology
dangerous to the public.
As he has a rule in I about Harm, and he can find no blood, he is driven
to inventing something that harms something or has harmed something.
In 2 he must have sex so he has to invent some sex.
In 3 he has to talk about our fees because Money is a great story
requirement.
In 4 he has to have names and so has to use my name as the best one
known regardless of all the other people in Scientology.
In 5 he has to make I to 4 invalidative of Scientology if that's the
only item there and he expects the public to buy his papers so he can't
invalidate the public.
In 6 he has to imagine something questionable or just say we're
controversial as he must have a Controversy. This makes things "timely and
interesting" for his editor.
And as I said above, he has to have two forces so he is driven to use
the public as the other one to "oppose" Scientology.
Therefore by the very nature of news writing and the singleness of
Scientology you get bad press unless you release good press stories of your
own guidance.
It is naive to expect good press. Press isn't going to pat anyone on the
head. It's going to follow its rules of "what is a story" I to 7 above.
Unfair though it may seem, that's still the is-ness of it.
A GOOD STORY
The best story you can hope for from modem press would have to have all
the above elements.
This sounds deadly for us. But it really isn't. All we have to know is
their formula, release our own stories using it and be sure it isn't us to
which they assign the blood, sex, money and names. Let it be somebody
else's blood, sex, money and names.
Actually we are pretty dull on the first four points. We're too decent,
we give too much service.
They have to imagine bad things to get them in at all.
So let's use their formula if we want press but with a more accurate
viewpoint.
512
DRILLS
First you should glance over some daily papers and satisfy yourself that
the news formula above is factual to get some practice and to see how
varied the resulting stories become. You will find you can determine where
a story would be placed in a newspaper by the number of requirements and
the magnitude of one or more of the requirements. And you will be able to
predict how long any story will last by seeing how many requirements it
fulfills and to what degree.
And you'll be a news analyst. A columnist's story is the exception. He
is against things. But he still follows other requirements too. Thus if we
were simply against things we, would most likely be columnist type news,
not headline.
It's a good drill. Once you've done it press won't ever scare you again.
And you can be cause over it.
Take the front page news stories and a pencil. Check off in any one
story as many as you can of story requirements I to 7 above by number and
the first letters of the requirement.
It's an amusing game. You won't find many missing in any one story and
you'll find that those that go front page for days have all of the
requirements.
Call that "Something A". We're against it or them.
I . Explain how harmful "Something A" is.
2. Explain the sex aspects of "Something A" or omit.
3. Give figures as to the huge sums connected with "Something A".
4. Give the big names connected with "Something A" and what's wrong
with them.
5. Be sure to Invalidate "Something A".
6. Explain that "Something A" is controversial and exactly what
about it is controversial.
7. As mentioned above be sure to define that you as a force oppose
"Something A" as a force and you have a fully designed "news story".
Now and then a skilled press hand can get an idea which has pure
INTEREST value. This is essentially a theta story. And in a sane society
mostly these would get published. But on releasing them in the present
society immediately I to 7 gets added to such a story. Take my Tomato
Story. "Vegetables react on an E-Meter." Essentially then bodies and
vegetables were both of the same order of response. This I made into "Do
Tomatoes Feel Pain?" and got International Press. But before a week had run
the following elements had been added 1. Crazy to think so 2. Pretty Girl
inspires love in a cabbage 5. Probably not 6. Controversial. They couldn't
manage to increase 4 beyond my name and 7 they couldn't quite manage. It
went however and went on for two years with everybody from the U of Texas
to the US Government getting in on the act.
They are starved for ideas. They are scarce, as you could imagine from a
philosophy like Russian Dialectic Materialism. Therefore the press nurses
and continues old stories.They look for but do not expect to find new
stories. My last press boy (after I'd batted a theta International Press
story out for the third time in a year, all carefully figured out) said
"But one can't think of a Tomato story every six weeks!" He didn't believe
it was possible to think of new ideas and also believed that it was
impossible to get press.
It's always possible to get press. The hardest press to get is theta
press because it's too far from the modern formula. You and I know that
theta flows faster than entheta. That makes one wonder what makes
newspapers circulate at all. For their formula is enturbulative and
therefore unlikely to go far.
From this we can assume, then, that they seek enduring stories, not
interesting or communicating stories. So adding time to a story is always
good.
513
"We are always getting A type cases. They must stop this continual
selling of A." "It takes years to make a real professional Auditor." "We
have been trying for years to stop A."
A campaign against vice is always good news. Gets lots of mileage.
Because it adds up to all seven points, usually.
To create a news story often requires. that you take action. The action
need not outlast the news value of the story. This is a special programmes
sort of job. Example: Teenage girl shows up in HGC who has been beaten and
raped by teenage boys at High School and withholding it since. Audit it
out, get parents to okay investigation, call in press. Release story of
vice and crime at local High School with the org doing the investigation.
On subsequent days: Criticize laxity of police. Criticize principal.
Finally find more teenage sex cases. Just day by day'deal off a new action
to the press. String the story out. Take an action, hold a press
conference. Put students on meters. Put teachers on meters. Get parents to
sue. Finally advise school hire a permanent mental consultant and give
daily mental exercises to "teenage mobsters". Then wrap it all up and skip
it. You've made something evil become something good attained-Scientology
in Schools.
You make a calendar of coming events, one day one action. One action one
news story. And string it out.
Exercise: Do a story design and calendar for "Scientology Ministers
demand FDA prove sterility pills aren't sex stimulants".
That's press. You cause it. You don't just receive it.
And all press must be calculated at the reality level of the newspapers,
not the public.
Most press agents (public relations counsels) don't understand press.
They often act only to prevent it. Or they try to use me 24 hours a day to
specialize on 4. Or they want "stunt press"-like Bernarr McFadden's
parachute jump into Niagara Falls at the age of 70 or some blonde swimming
the Channel. This has small value and is chancy press. And preventing press
is also chancy for one is only at effect.
If you really want "good" press, get some element that fits all seven of
the above requirements, plan an exact series of actions, do them in exact
sequence and release a press story for each action. The press willlove you.
Now, does it occur to you that it is this exact action (poorly done)
that is being undertaken against us by the AMA. Ah, you learn fast! But the
difference is theirs is toward a sordid goal.
This is an analysis of current press. It is released to help understand
our press situation and our problems.
I am not condoning the current state of press. I am just giving you data
about press and requiring that if you want press or have to handle press it
will be successful in this current society only if handled With the above
elements firmly understood.
Using these Scientology FIVE data we could be front page 100 days out of
every year.
L. RON HUBBARD
LRH:dr.rd Copyright (Z) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
514
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I OCTOBER 1965
Gen Non-Remimeo
Reissue of HCO Policy Letter of
25 May 1964
PRESS RELATIONS
These instructions are based on a wide experience of how the Press, and
journalists generally, write about Scientology. They apply not only to
daily and weekly newspapers, but to all journalists of any kind, magazines,
periodicals, "serious", comic, scurrilous, etc.
Press relations should be entrusted to, and handled by, only one person
in an Org. This person is specially appointed to the post. Any good
Scientologist should be able to do it. NOT a professional Public Relations
man. The person chosen should be capable of good communication on Level 0
and Level 1. Anyone who can run a good P.E. course and who is known not to
Q and A would be suitable.
The post is not even vaguely full time, not even part time. The hat
is assumed
only when a journalist writes in or telephones or tries to contact the Org
about
anything. The Press Relations Officer then handles it. All correspondence,
cables,
telephone calls, anything, are handled only by the Press Relations Officer.
If he or she
is not available, the switchboard operator or Receptionist answers only,
"Mr. (the Press Relations Officer) is not available. There is no one else
here who can handle it." All enquiries should be handled courteously but
there are no
exceptions to the rule.
No one else except the Press Relations Officer handles any Press or
journalist communications of any kind.
The Press Relations Officer should answer enquiries only on a
Scientology 0 basis-maybe a little of Scientology I. He or she is polite
but is not tempted into giving any other information about Scientology.
Do.noi Q and A. All other enquiries (not directly concerned with
Scientology data) may usually be answered factually but will almost
certainly be misduplicated, quoted out of context, or misrepresented in
some way.
The stable datum is: The press will not print anything good-only bad. So
give them nothing that can be misunderstood.
(Note: This does not alter the truth contained in HCO Pol Ltr of 14
August AD 13, Scientology Five-Press Policies. But it should be borne in
mind by those who handle Press relations that experience has shown that the
Press prints its own preconceived story anyway. So keep it brief, be
sincere, don't defend, don't attack. Don't Q and A. And you'll win.)
LRH:ml.kd L. RON HUBBARD
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The original 25 May 1964 issue of this policy differed in that it
was issued by Peter Hemery, Org Sup WW, and authorized by L. Ron Hubbard,
and the last paragraph in brackets above appeared after the signature.]
515
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo
Franchise HCO POLICY LETTER OF 2 OCTOBER 1966
FSMs
Exec Sets
Dist Staff Hats PUBLIC PROMOTION
We are expanding at a fast rate.
In order to keep our promotion orderly, and on lines, all future Public
Demonstrations and Interviews on Scientology, for TV, Radio and Press, will
be handled by officials appointed from Worldwide.
Any org member, Franchise Holder or FSM wishing to promote Scientology
on these public lines must send in all details to their local Org Exec Sec
who will send for an official approval from Issue Authority via ES Comm
Dist WW for Org Exec Sec WW
and LRH Personal Aide.
LRH:lb-r.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1968
Rernimeo
Guardian Hat
PRO Hat PRESS RELEASES
A press release should be on one subject only and this one subject is
used in variations time and again. When the press are tired of that
subject, then another one is used and that one is ridden until it likewise
is worn out.
Also press releases should always contain some factor of endurance. This
gives the public the idea that we endure. Examples:
"For many years now we have stated ................................
"We have stood up to such attacks many times and are still surviving and
expanding."
"Since 1950 we have ............................................
"Eighteen years ago .............................................
A good time to make press releases is on a Monday. Newspapers have shot
all their bolts in the Sunday Newspapers, so this makes Monday a rather
quiet day for news.
So remember-push one subject until that has worn thin, add endurance and
release press stories on Monday.
ALWAYS ATTACK in a Press Release. Never Defend or Deny.
LRH:ei.rd L. RON HUBBARD
Copyright (D 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
516
HUBBARD COMMUNICAT
Saint Hill Manor, East Grin
HCO POLICY LETTER OF 31
Remimeo AUPROs via A/Gs, FOR HAT
PRO-BROADSHEETS
History:
The Broadsheet is so called because it is in the tradition of the 17th-
18th Century Broadsheet which were news sheets or pamphlets which were
given out or posted in public places to give news and views to the local
population.
The Broadsheet was started in the UK as an action in the handling of
attacks. This was at a time when we.were being attacked in.Parliament and
in the Press and on TV when no air time or newsprint time or newsprint was
devoted to give our viewpoint or the true facts from our viewpoint. Thus we
decided that if we could not get our viewpoints printed we would print and
distribute them ourselves, giving them away if necessary. This was done
throughout the British attack, and Broadsheets were sought by far more
individuals than we had previously envisaged. Eight Broadsheets were
produced and distributed in quantities of 100,000 or more per issue between
August 1 st and December 24th.
What a Broadsheet does..
A Broadsheet presents our viewpoint. It permits a Scientology
organisation under attack to print its information on the background to the
attack, to target the right target, and to promote good news or news items
which are not necessarily picked up by national media and featured. We can
give prominence to and stir the conscience of the public individual. For
instance, the Home Office is attacked in Parliament on the grounds of
religious and philosophical discrimination. A Labour MP censures the Home
Secretary for barring out an American writer (LRH) and describes this as a
blow against Civil Liberties in this country. The National Press do not
pick up the news item but we do, and give it prominent feature together
with the editorial.
Newspaper reporters obtain most of their background history from files
of old cuttings from other newspapers as well as their own. Every newspaper
has its own morgue, where the files are kept. A great deal of the bad press
we have, at times in the past. been subjected to, has been attributable to
a lazy reporter who obtains the bulk of his copy from the re-writing of old
press cuttings obtained from his office. But this mechanism can be made to
work for us. Provided the Broadsheet is got up to look like a newspaper,
i.e. the right size and the right kind of print and the right kind of
paper, we have found that it is cut and filed by other newspapers. For
instance, the recent editorial "What is all the fuss about" which was
written in our UK Broadsheet, was picked up and re-printed. verbatim by an
evening newspaper. A recent article by a prominent Conservative MP in a
national weekend magazine bore a remarkable resem-, blance to a Broadsheet
article. Last week a News Agency phoned us to obtain our views on a case of
psychiatric malpractice and to obtain figures from us on false statistics
issued by a psychiatric hospital claiming a fraudulent cure rate. This call
from the news agency was not solicited by us. It would appear that we are
the major reform group in the country in this sphere.
The Deputy Guardian WorldWide has been interviewed in depth by the
omnipotent London Times and photographed by a leading Society photographer
for feature in their 'Woman of the Year' series. The transition has taken 5
months and questions which we first demanded answers to in August via our
Broadsheets are now being asked in Parliament.
517
Purpose..
A Broadsheet therefore does the following:
1. Destimulates the environment during time of attack and permits
us to give our viewpoint.
2. Provides background data for reporters and TV commentators
which is not slanted against us.
3. Stimulates politicians to ask questions and to inspect, rather
than accepting authoritarian statements and actions.
4. Presents us for what we are, a rich, expanding, vital,
philosophical reform group. For instance, a national newspaper
columnist quoted our Broadsheet verbatim in his column in a
derogatory fashion. Wide phone calls and letters on the day of issue
from people who had read the national newspaper and wanted to give
us information concerning cases they were involved in, of
psychiatric malpractice, resulted.
5. There is a genuine reach now from quite unlikely places for
data on Scientology. Recently the 'General Practitioner', the
British medical man's weekly newspaper, called for a 1500 word
article complete with photographs by a medical doctor Scientologist.
An article entitled 'Scientology-Its Relation to Medicine'.
6. Broadsheets help give us presence and organisation ethics
presence.
7. By using cartoons and satirical articles we exert pressure on
our actual opponents and enemies. The pressure exerted by us against
these people is enormous, for they place far greater significance on
the written word and the power of the press than ever we did.
8. We make sure that Broadsheets are posted to all news media and
to groups who a particular Broadsheet may be directed towards. The
rest are distributed by hand in busy places.
What cuts down a Broadsheet's effectiveness.
Broadsheets should not be reduced below a minimum size otherwise it no
longer looks like a newspaper but like a flyer or leaflet. The UK
Broadsheet consists of 4 pages approximately JOY2" x 14". If it is reduced
in size much below this, its effectiveness is reduced. A Broadsheet attack
should be on target and not dispersed-it should be factual. A Broadsheet
should not be confused with a dissemination piece. It is not intended to
sell Scientology, therefore big book ads which dominate the front page are
frowned upon, but it does contain book ads. The Broadsheet which is printed
superbly, written brilliantly, will not do one iota of good if it is not
distributed and lies in a back room somewhere. Changing the format would
unmock a Broadsheet. There may be better, more professional ways of
handling the layout, but the current UK format is what has worked and we
would not dare change a thing. The first South African Broadsheet changed
the format and had to be recalled in a rush before it was widely
distributed, as broad distribution of it would have been disastrous. The
opening headline editorial read: 'South Africa beware, Dianctics', and
looked as though it was an attack of Dianeties and Scientology in South
Africa.
Conclusion:
It is about time we had our own newspaper, and now that the attack has
cooled it would be a natural progression for us to move into the newspaper
business on a gradient, and in the future we are going to be moving into
the newspaper business. We will eventually register as a newspaper and
distribute through the current news agency set-up.
David Gaiman
PRO Chief WW
518
Distribution of Broadsheets.
Public Relations bureau contacts HCO Exce See and an ED gets put out, of
which this is a sample:
ED2413 WW 13 December 68
BROADSHEET 7
Broadsheet No. 7 is to be distributed this week-end.
Each Secretary or equivalent is to pick up only 250 Broadsheets for each
of his or her staff members from the boiler room 13 Dec 68.
If no Secretary on post each Director is to pick up 250 Broadsheets for
each of his or her staff for distribution.
Staff are acknowledged highly and thanked for delivering their last
quota of Broadsheets.
Edie Hoyseth D/HCO EIS Mark Jones
OES
Tom Morgan PES EC ww
Approved by Jane Kember
D/Guardian WW
for
Mary Sue Hubbard
The Guardian WW
for
The Board of Directors
of the Church of Scientology
of California UK
In this way the broadsheets are distributed to the staff in as smooth a
way as possible~
250 is used because this number happens to work out between the number
of our staff and number of broadsheets available.
250 is a very small number to get rid of provided you go to a busy
place. Our fastest distribution has actually been 500 given out in 20
minutes-before a big football match-and this is very do-able.
Always choose the place with the biggest density of people in your area-
a busy shopping centre, a cinema queue or people coming out of a cinema,
bingo, a railway station. The aim is to get rid of them as quickly as
possible so don't be choosey and decide who to give them to-just give one
to each person in sight.
Dress presentably and stay in ARC with the people around you. If you are
met with entheta, just take the broadsheet back with as little fuss as
possible and say 'It is not for you' and go on distributing.
From time to time the Public Division also sends a parcel to FSMs to
deliver. Our FSMs live a long way from East Grinstead so they are posted;
in other districts a van visits the FSMs and leaves a pile with each to be
distributed. The people who help are well validated-so that they are ready
to help again.
This is a distribution action, not dissemination, so you do not stop to
disseminate Scientology.
You will find you work through the conditions as you distribute-starting
at non-existence and ending in affluence or power. It's a lot of fun-and
your confront of people comes right up too.
Sheila Gaiman
PRA WW
519
Notes on getting value from Broadsheets.
1. Keep a folder labelled with name/number of next Broadsheet, and put
any data, letters, articles, photos, cuttings, etc, into it that COULD
be used. There is no selection at this stage. Everything that could be
included is filed for possible use.
2. The shape, size and format of Broadsheet as used in the UK is very
successful. ANZO, S. Africa are also using basically the same. Use an
earlier edition as the dummy for the next one.
(a) Change the number on thebroadsheet.
(b) Mark in where the new articles, etc are to go-clearly. (c) Estimate
approx length by a quick word count.
(d) Indicate any advertisements that are to remain from earlier
editions.
(c) Check the printer is given all copy and photos-as marked to go
in on the dummy-at one and the same time.
(f) Ensure all copy is typewritten-this ensures duplication and
speeds up
printer's typesetting flow.
(g) Each piece of copy should be labelled, e.g. "Broadsheet 6, page
Y'.
3. Get your printer in and go over the issue with him. Handle any
questions he may have. Listen carefully to any advice he offers. Work
WITH him. Ensure he duplicates. Tell him when you want the proofs and
completed job. Check he is happy and can meet this delivery. Make sure
he does. Allow about 5-6 days from start to finish. If you order in
quantity, say 3 or 4 broadsheets in one order, printers can save you
money on paper by bulk purchase. Then you give him the copy as you are
ready for each issue. You don't have to give him all the copy for all
the issues in one go.
4. Cheek the proofs very_carefully. Read everything from top of front
page to bottom of back. Everything-even if it is a repeat of something
that appeared in an earlier issue. Something may have been left out-or
changed.
5. Indicate the changes you want. If the printer is there, let him mark
the changes in his own symbols and signs-it will help his firm to handle
the changes quicker when they get the proofs back.
6. The best layout we have found in the UK is:
Page 1 Attack opponents, expose and hammer.
Page 2) Longer articles, features, exposures, etc. Page 3)
Illustrate, cartoon, photos, etc.
Page 4 LRH Page-Articles, extracts from books and Ron's writing-
not anyone else's-stick to source. Also ad for a book by
LRH.
7. Send 12 copies of your actual finished broadsheet to PRO Chief WW,
and in your reports state the reception it got when distributed. Also
mail copies to newspapers, political leaders, churches, etc. etc. each
time, and distribute remainder by hand. Ensure the areas attacked get
the broadsheets so they can read about themselves.
Do this, and "Freedom" will really succeed.
Note: Do not expound or comment on LRH's writing-whether books,
articles, EDs, or press releases. They stand for themselves, and
should not be incorporated into any article you produce. When you
include them they are put in on Page 4, or as a statement on Page
1 -with no other comment.
Peter Ginever
This is then what Broadsheets are about. PRP WW
Written by: Peter Ginever
Public Relations Planning
Sheila Gaiman
Public Relations Actions
David Gaiman
Public Relations Chief, WorldWide
Approved by Jane Kernber
Guardian WW
Approved for
LRH:ei.eden issue by Mary Sue Hubbard, CS-G
Copyright @ 1969 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
520
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1969
Remirneo
Guardian's
Hat
PUBLIC IMAGE
For a long while we have not had an exactly stated policy on building a
public image. We have just been ourselves and done our jobs and hoped
somebody would catch on. This is basically what protected us. And we should
keep doing it.
But the time has come to also build a public image as an outflow
publicity action.
The image is SCIENTOLOGISTS ARE THE PEOPLE WHO ARE CLEANING UP THE FIELD
OF MENTAL HEALING AND EFFECTIVELY HANDLING MENTAL HEALTH ON THE PLANET.
Note that it is dual. We will handle the first part of it first,
"cleaning up the field of mental healing". It is a dirty inhuman rotten
field, full of graft, misappropriation, phoney authoritarianism and
betrayal. Because it is like this we get a back flash from it. We are the
only ones in it who have clean hands and effective technology. So we have
no choice but to NOISILY clean it up. That builds that much of the image.
By uniting with other civic, humanitarian and civil and human rights groups
we can make an organized progress.
For the second part, we are already doing it to a degree. "Effectively
handling mental healing on the planet" is what we are being effective in
doing. But we didn't make enough public image with it. We keep building the
image to Scientologists. We must study how to do it outside.
We have clean hands. We are effective, We dedicatedly do our jobs well.
We must keep on doing this.
But we have to find more PUBLIC ways to SAY so.
It would also be a good policy to have two PROs. One specializes and
plans to clean up the field of mental healing and grabs allied organization
support, holds committee meetings, works on crusades about it, gets close
to top publishers and really scare heads the world or area about the abuses
to human rights in the field.
The other PRO works to banner head the successes and the programmes to
effectively handle mental healing on the planet. He also gets support from
allied organizations (different than human rights attacks) like churches
and gets a crusade going for handling all the mental healing problems, not
just using Scientology.
In both instances you have to go civic, go outside Scientology, get
support, organize committees, plot out campaigns, work for outside finance
etc.
In handling the above Public Image policy, you don't announce the
policy. You use it for a guide to keep pounding variations of the same
message.
The policy is expressed in community action, well press covered, not
just in statements. Committee meetings, deputations, picketing, big names,
events.
You figure out the story that will be written, then do it, seeing it
gets covered by having the press to hand.
521
Make all issues hot, exciting, brutal or sensational. Go strictly circus
in the type of message.
You can and must ally with real humanitarian and civil rights groups
(getting press coverage for every such contact).
You can and must approach governors, parliamentary committees, big
names, big activities and get press coverage for every contact.
Sen speakers must address groups and say the story which is to appear,
not just talk about Scn.
Plan a programme, let it run awhile. The programme is based on the
policy which is the Major Target-to make that Public image. When that
programme damps out, get a new programme. It takes a while to beat a
programme into the public mind. They last a few months.
This is almost standard PRO work. The press prints "hard" new& Hard news
is an event, a meeting, the formation of something, an attack, a campaign.
It is not a statement.
You can and must seize the attention of the press in your area, not to
defend Sen, but to hammer home the above Public Image by forwarding
crusades and campaigns that carry the message. Then providing events of
your own manufacture. Then seeing they get reported in the Press, on radio
and TV.
Don't defend Sen, attack bad conditions and bad hats.
It is a dismal flub to force a parliament to consider a bill outlawing
psychiatry and then provide no other event about it or press coverage. It
has to be planned, targeted. You have to have other groups start talking,
public meetings, a deputation to the governor.
Build up Scri celebrities that can speak and meet the public in your
area. And in doing all this don't tear up the Scn Org or distract it too
much or you will not have any money to do the job with. You will have lost
what you're trying to save,
PRO is an energetic, imaginative fiery-eyed function. It has to be hot-
hot on getting compliance, scheduling and events.
PRO should know all about Targets, Dev T, and this Pol Ltr.
Scn has been the object of enemy PRO campaigns of a professional level
for years. Study if you like the stunts he pulled. How did he do it? Just
by using names, connections and press. So reverse the action. Do it far
better.
Our end product is a sane planet. His was a dead one. So with all the
theta in our lines and purpose, Sen PRO to the PUBLIC can be ten thousand
times as effective and worthwhile.
This public image can and must be built if this planet is to survive at
all.
L. RON HUBBARD
Founder
LRH:sdp.ei.cdon Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
522
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
14CO POLICY LETTER OF 5 FEBRUARY 1969
Issue 11
Rernimeo
Guardian
Asst Guardians
PROs
PRO ACTIONS
Star Rate
In Clay
The purpose of a Public Relations Officer is TO FORMULATE, GUIDE AND
UTILIZE PUBLIC OPINION TO THE END OF ENHANCING THE REPUTE AND EXPANSION OF
HIS ORGANIZATION OR CLIENT.
To do this the PRO PROVIDES EVENTS TO CARRY FORWARD THE MESSAGE OR NAME
HE WISHES STATED.
He utilizes word of mouth, persons, publications, and news media of all
types. The publications can be his own or general public ones. The news
media can be his own or general public ones.
A PRO uses ideas to act as a carrier wave for his message. By carrier
wave is meant the impulse to forward them along.
He becomes conversant, by study of various media, with what is
considered event. Meetings, deputations, significant dates, combinings and
separations and many other things are events.
A PRO can plan a series of events each with its message, leading up to a
major event.
He forms groups, committees, alliances, to carry his message as
attached to an
event.
A PRO RELEASES HIS NEWS EFFECTIVELY ALONG AS MANY CHANNELS AS POSSIBLE.
But the main thing to do is release the news.
Even a bad counter event can be used by a PRO to carry his own message.
A PRO has to know what his message is. He has to use his imagination to
provide means of getting the message carried.
You would usually be amazed what press, radio, TV, magazines consider an
event. You only have to study them to find out. The event is usually
trifling. A committee meeting, a club addressed, a deputation.
A PRO doesn't let an event go by without getting it reported on and
getting his message into it.
A PRO uses the same message over and over for months, even years. He
gives it infinite variety, provides infinite events. Just to get his
message repeated.
A knowledge of the ETHNIC values of the public to whom he is
communicating is vital. What they think is wonderful, good, passable, bad,
awful. He can get these by survey or by studying what the public has
reacted to in the past in other fields.
He makes his organization compare to the wonderful, good ETHNIC. He
makes the enemy compare to the bad awful ethnics.
A PRO watches the enemy trend and counterplays skillfully to turn it to
his own advantage.
A PRO must study and use the HCOBs on the Anti-Social Personality for
various reasons.
523
Big names, big organizations are the best in furnishing events.
Most PROs are (in most companies) pretty poor. They do not know these
data. Therefore they can be surpassed easily.
Scientology has been the effect of PRO actions of this nature all its
life. To reverse public opinion it is necessary that one really learns PRO
actions.
A Scn PRO is way out in front. The orgs do well. The tech is tops. Sen
has a complete technical monopoly in Mental Healing. Its people are decent
and stand up very well. With this to start with, doing the job is a cinch
IF one follows this HCO P/L.
Modern press is following the example of "Paris Match". This periodical
says there must be a CONFLICT. This is modern journalism.
Press follows the lead of the ATTACKER. Providing the attack is upon
some real or imagined abuse or violation of public mores.
EXAMPLE
J. Big, a Scientologist addresses (arranged by Org PRO) the Ladies
Auxiliary. J. Big is instructed to say what Scientology is and also to
attack some (perhaps recent) public abuse. PRO gets the text and a comment
of the Ladies Auxiliary and MAKES SURE IT GETS INTO PRESS.
EXAMPLE
Three weeks of news stories are designed. A pathetic girl abused by
psychiatrist comes to C of S for help to get guidance to right the wrong.
That's a story with photos. C of S Committee visited sanitarium. Is refused
entrance. That's a story. C of S Committee seeks and can't obtain death
records of the sanitarium. That's a story. C of S Committee visits big name
in government to force death list to be given out. That's a story. C of S
Committee meets with a law society committee to recommend legislation.
That's a story. Girl treated by a medical doctor paid for by C of S and Sen
processing helps girl. That's another consecutive story. Citizens'
Committee urges police action to close sanitarium. That's another story.
Girl restored to family by C of S Committee. That's a story.
You see what an event is? And what a story is?
A PRO gets ideas like this and carries them out and gives them out so
they'll get published.
A TV challenge of a psychiatrist to demand why he kills people.
This is all PRO.
A PRO must be a good organizer. He must be fast.
Note that nothing really happens in most of these events. They use Man's
fixation on groups.
This HCO Pol Ltr is a rapid coverage of modern PRO work. It is not what
we have been doin& It is what PROs do over the world when they are on the
job.
L RON HUBBARD
Founder
LRH:Idm.ei.cden Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
524
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 20 MAY 1970
Guardian WW
D/Guardian PR
Asst Guardians
Asst Guardians PR
Public Divisions
GUARDIAN PUBLIC RELATIONSHIPS
The Guardian's Office handles certain publics which are its sole
responsibility. These publics are as follows:
Press relations Government relations Special Guardian group
relations Opposition group relations Troublesome relations.
In press relations are included relations with the press, radio,
television and magazines. Although the Public Divisions may place news
releases, appear on radio or television or write stories for magazines, all
such is done in co-ordination with and approved by the Public Relations
Bureau of the Guardian's Office. Any reporter calling the organization is
routed to the Guardian Public Relations Bureau.
All relationships with governmental agencies and government officials
are handled by the Guardian's Office or are cleared through the Guardian's
Office. The Legal Bureau receives and then handles or approves all
correspondence to and from government officials acting in an official
capacity; and whether such are local, county, district (state) or national,
all are handled by the Legal Bureau.
The Public Relations Bureau handles visiting government officials, all
lobbying actions and carries out all public relations programmes involved
with the government.
There are specialized groups which are either established by the
Guardian's Office or with which the Guardian's Office is co-acting toward
mutual goals. These fall under the purview of the Public Relations Bureau.
Opposition group relations are in the sphere of Guardian's Office. These
opposition groups are those which are acting against Scientology or against
the goals of Scientology.
Troublesome relations is a catchall to include all those relations which
the organization has not handled with its various publics and which then
wind up on Guardian lines. Into this category fall business firms which sue
the organization, threatening former Scientologists expelled by the Church,
non-authorized squirrel groups, hostile members of the immediate community
and so on.
Mary. Sue Hubbard Controller for L. RON HUBBARD Founder
LRH:MSH:dz.ei.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
5*25
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HCO BULLETIN OF 9 NOVEMBER 1956
ACTIVITIES OF LEGAL DEPT
I . Care and correction of all corporation status and minute books;
2. Filing of proper and timely tax returns or representations;
3. Handling of correspondence relating to suits, as may appear;
4. Proper wording and legality of legal papers of the organizations,
such as waivers and notes;
5. Collection of overdue payments or notes from individuals as indicated
by Accounting Dept;
6. General advices to Board of Directors;
7. Other legal matters as may appear.
All legal communications falling under the above should be forwarded to
the
Legal Dept.
[Unsigned] Taken from Digest of Staff
Minutes, Founding Church and HCO Policy
Letters, 9 May 1957.
THE FOUNDING CHURCH OF SCIENTOLOGY
1812 19th Street N.W., Washington, D.C.
FOUNDING CHURCH POLICY LETTER OF 8 JUNE 1957
Convert also to a HASI Policy Letter
VALUABLE DOCUMENTS, HANDLING OF
All valuable documents are to be stored in a safe under the control of
the Treasurer and the Organization Secretary. These include contracts,
notes, official papers, awards, etc. The criteria of "valuable" is "Would
their loss financially or publicly embarrass the organization?"
All such documents shall be photostated in duplicate or triplicate when
received. In case of back-log, these shall be done now.
Boards, solicitors, accountants or officers of the corporation shall not
use the originals. These persons shall use only photostats.
The originals shall not leave the safe save only to be photostated and
then shall be at once returned with one photostat of it attached to each.
"The valuable document file" shall be another file than the safe, shall
be kept by the Org Sec and shall consist only of photostats in folders
which say what the document in the folder is so that removing the last copy
shall not thus injure the file. A duplicate "valuable document file" shall
be forwarded to the President. (In London Agent for G.B.)
It is the responsibility of the Org See to see that all such documents
are collected
and that their disposition thereafter shall be as above.
LRH:rd
Copyright (D 1957 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
526
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
Convert to HCO POLICY LETTER OF 4 JUNE 1959
Sec ED
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 depLty
may approach attorneys or solicitors and either myself or the International
Chairman must be fully informed before any action of importance may be
undertaken.
LRH:mp.rd
Copyright @ 1959 L. RON HUBBARD
by L. Ron Hubbard [Note: ThisP/L wasreissued on 20 Nov. 1962 (copy in
Volume 1,
ALL RIGHTS RESERVED page 25), changing the distribution instruction to
CenOCon.]
HUBBARD COMMUNICATIONS OFFICE
23 Hancock Street, Joubert Park, Johannesburg
HCO POLICY LETTER OF 20 DECEMBER 1960
S.A. Only
DUPLICATES OF CONTRACTS, RELEASES AND PROMISSORY NOTES
Any staff member signing up a preclear, student, or PE attendee should
get one original and one carbon copy of each contract, release, and
promissory note necessary to be signed.
This can be easily done by the insertion of a piece of carbon paper
between two contracts etc.
The original contract, release, and promissory note after completion is
routed instantly to Valuable Documents for proper safekeeping.
The carbon copy of the contract and release along with the yellow
invoice is routed to the Assoc Sec's Sec and from him to the Department
Head concerned-the Director of Processing, the Dir of Training, or the PE
Foundation Director. After being reviewed by the Department Head, these are
then routed for filing in the Administrative Division of each Department.
The carbon copy of the promissory note is routed to the Director of
Accounts.
This policy must be rigidly enforced as it saves much expense and
administrative time.
MSH:des.rd MARY SUE HUBBARD
Copyright @ 1960 Assn Secretary-Africa
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
527
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Urgent to D.C., HCO POLICY LETTER OF 29 OCTOBER 1962
N.Y. & L.A.
information RELIGION
Cen 0 Con (Furnish a copy of this to all attorneys
dealing with our interests for us.)
It is of interest to all organizations that all Scientology
incorporations are religious in nature.
Not only the Founding Church of Scientology or the Churches of
Scientology in the United States, but also all HASI Inc. offices (which
includes all British and Commonwealth offices as HASI Ltd. is not fully in
force anywhere except New Zealand) are religious corporations.
In the HASI Inc. incorporation papers the corporation is clearly
designated as a "religious fellowship".
The use of the E-Meter in Scientology, but not Dianetics, is describable
as follows:
"All religions seek truth.
"Freedom of the spirit is only to be found on the road to Truth.
"Sin is composed, according to Scientology, of Lies and hidden actions
and is therefore Untruth.
"The Electrometer is used to disclose truth to the individual who is
being processed and thus free him spiritually.
"Only in this way can Man's spiritual self be regained.
"A religious confessional fails only when not guided by a modern
instrument such as the Electrometer.
"Religions in the 1960's use modern aids. The Electrometer is a valid
religious instrument, used in Confessionals, and is in no way diagnostic
and does not treat.
"Regardless of any earlier uses of psychogalvanometers in Dianetics or
psychology or in early Scientology publications when research was in
progress, the Electrometer in Scientology today has no other use than as
directed above."
In view of the "interest" the Food and Drug Administration has in the E-
Meter, the above data is vitaJ and must be impressed upon investigating
agents as it is only the truth of the matter. They thought that outside the
U.S. Scientology was not religious, which is false. The impression must be
strongly corrected in the FDA at once.
Dianetics used an older instrument to detect engrams. The book
Electropsychometric Auditing is entirely a Dianetic manual.
For information of the London and Commonwealth offices, they will soon
be transferred to Church status when the Founding Church of Washington DC
is given full tax exemption, and HASI Ltd. and HCO Ltd. shares will be
converted to equally valuable Church certificates.
Scientology 1970 is being planned on a religious organization basis
throughout the world.
This will not upset in any way the usual activities of any organization.
It is entirely a matter for accountants and solicitors.
I have evidently failed in designating HASI Ltd. as a non-profit
organization and cannot transfer HASI Inc. assets to any but a non-profit
corporation. Therefore other arrangements must be made, but these in no way
shatter any organization or change its personnel or actions in the
slightest.
L. RON HUBBARD LRH:dr.rd
Copyright @ 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
528
THE LEGAL OFFICER - PURPOSE
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.
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.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: Excerpted from HCO P/L 3 February 1966, Legal, Tax, Accountant and
Solicitor, Mail and Legal Officer. A full copy is in Volume 1, page 180,
and Volume 3, page 202.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 NOVEMBER 1967
Remimeo
FINANCIAL LINES AND LEGAL LINES
I am dealing with at least two despatches a day on financial lines and
one or two on legal lines daily.
Design and Planning begin and end with study of a situation and laying
down the broad plan of handling.
This does not mean I handle every letter the org receives from a bank or
a solicitor.
I have my own hats to wear and these are numerous. Adequate policy
exists on routine handling of finance and legal matters. Such letters not
only do not belong to me but they prevent my handling my proper hats.
When I have issued planning on a matter, I am through with it. That I
issued planning or strategy does not mean I thereafter handle all of it
from there on out.
Finance and legal do not belong on my lines and I seriously object to
being kept from my work. Adequate authority also exists to handle such
matters in addition to policy.
I suggest reading the Policy Letters on these matters and issued
planning rather than forwarding routine finance and legal to me.
Dumping such on my lines could cost us two or three thousand a week.
That is in lost future income. It does not seem economical.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
529
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 NOVEMBER 1967
Remirneo
PUBLIC ATTACKS
LEGAL POINT
It is very interesting that those groups who attack Scientology are
consistently erring. The Melbourne Enquiry also erred in the same way.
The PRACTICE of Scientology is today a very routine action. It consists
of drills which:
1. Better one's ability to communicate
2. Gives one the intelligence to handle his problems
3. Makes one able to be a social being without committing anti-
social acts
4. Brings one to abandon explanations of his failures and to get on
with being successful
5. Handles all one's reactiveness and
6. Clears one.
These drills are quite unfrightening. If psychology had them it would
use them and be a great success.
On the other hand, the BOOKS and PAPERS of Scientology are a record of
research and are writings. They represent a very broad survey of the whole
field of human knowledge and the mind and contain ANYTHING THAT WAS FOUND.
The effort is to make these private papers and books seem to be the
practice and so make the practice look bizarre which it is not.
Medicine is always noting odd phenomena it finds but never uses in
practice. So do many subjects.
Attack on the Practice of Scientology by identifying it with all its
research notes is a completely aberrated action.
The books and notes must be available to students. The bulletins which
are today used as practice are quite different from the books and notes.
For example, a newspaper group bought research notes stolen from my home
the spring of 1966. These notes look quite bizarre. But they were not for
public issue and are not used in practice. The newspaper group now
publishes these notes out of context and implies this is the PRACTICE of
Scientology.
The Enquiry in Melbourne used only research notes and never let any
practice into evidence and so could make a bizarre picture, particularly as
they also condoned perjury in hostile witnesses and would not let friendly
witnesses or myself testify.
So the trick used by attackers is to imply that the odd bits found are
employed in practice and are the practice.
1 am being condemned then for writing up notes and freedom of speech is
being challenged.
A survey of current practice of Scientology would show a very sensible
and even ordinary looking picture which attains gains for Man he has hoped
for but has not hitherto achieved. (1) to (5) above comprise the total
practice of Scientology and what its students are taught to do.
LRH -jp.rd L. RON HUBBARD
Copyright @ 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
530
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JANUARY 1968
Rernimeo
LEGAL SECTION
(Ref. ED 239 SH, 23 Dee 1966,
Important Promotion SH)
To safeguard the Org, let alone Affluence, I hereby create a Legal
Branch in the Office of the Guardian.
All other Legal sections in the Org are abolished.
The Legal Secretary of the organization is appointed by Board
resolution. He has full authority to organize, under the Guardian, a full
Legal Branch with necessary clerks, files and facilities, with authority to
appoint or dismiss attorneys for any org
under the authority of the Guardian.
Mary Sue Hubbard
LRH:jc.rd The Guardian WW
Copyright @ 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 25 FEBRUARY 1968
Gen Non-Rernimeo
LEGAL STATISTIC
The WW (and any other) Legal Statistic may ONLY consist of
SUCCESSFULLY
COMPLETED CYCLES OF
ACTION
A suit filed is not a completed cycle of action. A suit ended is a
completed cycle of action only when we will never hear of it again. An
opponent whipped or arrested is a completed cycle of action.
Out Ethics and slow admin drag out suits and legal actions. If the stat
of legal is low, action must be taken by the Executive Council.
Explanations as to how difficult it is or how dangerous are just
rationalizati ons of a statistic.
By successful in the above definition is meant only "not destructive of
ourselves".
This stat is published as a WW Stat for the Office of Guardian.
LRH.jc.rd L. RON HUBBARD
Copyright @ 1968 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
531
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1968
Issue 11
Gen Non-Rernimeo
The following is data concerning the Race Relations Bill.
"Dear Ron,
The Race Relations Bill is designed to expand the existing law against
discrimination, which is contained in the Race Relations Act 1965 and deals
only with discrimination in a public place, incitement of racial hatred,
and the letting of premises.
Discrimination is defined in the Bill as "Discrimination on the ground
of colour, race or ethnic or national origins".
Americans as such will therefore be protected by the Bill.
Concerning an American doing business in England, it will be unlawful to
discriminate against him in the provision of goods, facilities or services
which would normally be available to a member of the public. Relevant
examples given of such goods, facilities or services are:
1. Access to any public place.
2. Accommodation in a hotel etc.
3. Facilities by way of banking or insurance or for grants, loans,
creditor finance.
4. Facilities for transport or travel.
5. The services of any business, profession or trade.
It will also be unlawful for any person concerned with the disposal of
business premises to discriminate against anyone requiring such premises.
So far as Saint Hill is concerned in relation to the Bill the following
provisions may be relevant:
1. In addition to I to 5 set out above, "facilities for education,
instruction or training -"
2. It will be unlawful for an employer to discriminate (a) against
a person seeking employment, (b) against an employee, (c) in the
dismissal of any person.
3. It will be unlawful to discriminate against a person in an
organization by not giving him rights to wl-dch he would normally be
entitled within the organization or refusing him admittance to the
organization on the same terms as others applying for membership.
4. It will be unlawful to discriminate in the disposal of housing
accommodation (with certain exceptions where the person disposing
resides on the premises).
The above provisions do not apply in the case of a Charity in existence
before the Act is to be passed.
The Bill is not yet of course law and is subject to amendments.
Love,
Stephen"
L. RON HUBBARD
LRH.js.,rd Founder
Copyright @ 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
532
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1968
Rernimeo (Originally a See ED)
LEGAL AND DISSEMINATION
Never stop dissemination to iron out legal! Never Never Never. The S25
0,000 LA foundation folded because it did just that under Admiral Scoles
and J. B. Farber.
LRH:js.kd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W, I
HCO POLICY LETTER OF 20 JUNE 1959
Convert
HASILTD
The Committee for Organization of HASI Ltd are as follows:
Ray Thacker, Chairman
Maura Chamberlain
Rosalie Sears
The first two officers of HASI Ltd will be:
L. Ron Hubbard, Governing Director
Mary Sue Hubbard, Secretary-Treasurer
Continental Officers will be appointed as follows:
Marilynn Routsong for the Eastern US, South America, Canada and West
Indies
Julia Salmen for the Western US
Jack Parkhouse for Africa and Asia
Ray Thacker for England, Scotland, Wales, Ireland and Europe
John Swinburne for Australia and Pacific Islands
Betty Turnbull for New Zealand
The approximate date of commencement of HASI Ltd will be July 30, 1959.
There is no change in actual character of business or staff or financial
arrangements.
L. RON HUBBARD
LRH:mp.rd Executive Director
[Per HCO P/L 15 July 1959, Steve Stevens has been deleted and Betty
Turnbull added for New Zealand.]
533
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C.
HCO POLICY LETTER OF 27 JUNE 1959
(Reissued from London)
CenOCon
HASI LTD
We are now in the final organization stages of Hubbard Association of
Scientologists International Limited.
A brochure is being made up in London to be sent to Scientologists
everywhere by means of enclosure in minor issue of magazines that go to
everyone on the mailing list.
Every Scientologist must get one of these brochures.
People want to buy shares. All shares must be bought through London.
Anyone wishing to buy a share must be told to send f25 UK or $75 to the
Committee of Organization, HASI Ltd, 3 7 Fitzroy St, London W.I.
These shares are a matter of British law and can be sold only by a
corporation's main office where they can be properly logged and
meticulously accounted for and forwarded. British law makes errors in issue
subject to heavy fines.
The money collected will be carefully used to provide Telex facilities,
to pay off old debentures where they exist, to square accounts in general
around the world. None of this money will be available for operating
expenses.
Only about 4,000 shares will be issued. There are more full time members
than that.
Some 150,000 shares will be held in reserve against debts. This is
obviously intended to prevent the sudden sweeping away of the corp by
hungry people.
The management of HASI Ltd is the same as it was for HASI. The public
may have to be assured that it's mostly a name change.
The burden of all these non-paying in the future members is not much
concern. They do not got any magazine except a minor and they are not
promised that. We cannot pledge a magazine subscription forever with each
share sold. It's not legal.
There may be heavy speculation in these shares as we actually own,
worldwide, more value than these issued shares represent. They are already
cut price calculated against real assets everywhere. Don't let somebody
grab dozens. Somebody may try as its estimated share value will climb to f
75 each in a couple years.
There can never be another issue of shares for HASI Ltd without
compromising its non-profit status. At the international rate of HASI
growth we will see a f 25 share represent 3 times the assets in a couple of
years.
There are rumors about that we are unmocking HASI in favor of Franchise
holders. That's hopeful thinking. When we grant an HCO Franchise for HAS Co-
audit, we grant the nearest HASI some pes and students. If any HAS Co~audit
gets tremendously successful, we can grant a higher status. But each time
we upgrade HAS Cc,-audit people we will also upgrade HASI services and
rights. HAS Co-audit people will get pcs, sure, but in the average, HASI
will get more.
Telex will make a wonderful difference to all HASI offices. Teletype
comm on urgent matters can clear in an hour on International Telex, both
ways.
534
We have come of age. We are in a reality on E250,000 capitalization. We
already have that many assets.
So here's the new page.
Members at f 25 each and a right vote will be on our side.
When the brochure arrives, don't fumble it. Get it out to everyone.
LRH:mp.bg.rd
Copyright@ 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. 1
HCO POLICY LETTER OF 8 JULY 1959
CenO
HASI LTD
According to general advices, HASI Ltd is going forward according to
schedule and will be a going concern by the 30th July, as before noted.
The opinion of Inland Revenue has been solicited and with some minor
changes has been favourable to the Corporation's having the status of non-
profit. This makes the payment of income taxes in any country by any
central organisation unnecessary.
The qualification of the Corporation in various areas is necessary, but
before this occurs shares are offered to the membership. Qualification of
the Corporation with the various governments for HASI Ltd to do business
will of course be necessary as soon as the papers are sent to the various
areas. According to advices these papers will be en route to these areas on
July 30th.
Earlier policy letters have directed the exact steps to be taken with
regard to the selling of shares.
There are however several steps you will have to take in order to
complete this transfer from HASI to HASI Ltd. These steps consist of a
total inventory and evaluation of all equipment, assets and materials held
by each central organisation. Also it is necessary for me to have an exact
rundown of the total income from the beginning of each central organisation
to date. I also need an exact rundown of the debts and liabilities of each
central organisation. This is necessary in order to get permission from the
Bank of England for the limited company to accept these liabilities. These
items in particular should be assembled and rushed to me as fast as
possible as these alone from the viewpoint of any other central
organisation will slow down the transfer.
Each central organisation is responsible for seeing to it that shares in
HASI Ltd are sold legally in their area.
Central organisations are reque~ted to be alert and co-operative in the
above items as I am doing all I can to press this through and have already
been trying to get it done for two years and will be very happy to see it
off my plate.
Almost all actions now required must be taken by central organisations
in South Africa, Australia, New Zealand, France, Germany and the US.
LRH:gh.rd
Copyright (g) 1959 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
535
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 28 JUNE 1959
CenOCon
USE AND HANDLING OF HASI LTD SHARE FUNDS
After the sale of the new HASI Ltd shares, the use of the funds
resulting will be determined by the proportion of shares sold in each area.
In other words, if South Africa were to have bought 33% of the shares of
HASI Ltd, then South Africa would receive 33% of the monies allocated to
payment of bills and new facilities. While no part of these funds will
become salary sum, it means higher income to have a solvent organization
and good facilities.
Some of the funds received from share sale will be needed to pay the
costs of incorporation and other small items so not all of the funds
received will be proportioned in areas, but the largest percentage will be
returned to areas.
For present planning it will be best if each purchaser of a share sends
his money to London for recording and share issue. The cost is J~25 U.K. or
$75. Shares not fully paid for cannot be issued by British law.
In those instances where money cannot be exported, it can be paid in
locally but this is a serious matter. The following steps should be taken:
AREA COMMITTEE DUTIES
I . Appoint a special HASI person to do this as part of the Comm of
Org of HASI Ltd.
2. Invoice the money in a machine or book devoted only to share
sales for HASI Ltd. Do not cross with training, processing,
memberships or book receipts. Clearly mark the invoice "HASI Ltd
Share Sale".
3. Write the invoice with great accuracy, meticulously giving the
full name and address of the person in block letters.
4. Deposit the money in a special bank account for HASI Ltd.
5. Do not touch the money without authority from the board of
directors of HASI Ltd.
6. Send the yellow invoice slip at once to the Committee of
Organization of HASI Ltd.
7. Give the blue slip to local org address section.
This is a matter of share money and it is regulated in all countries
with special attention. A mistake on this line would be quite embarrassing
to all, and would result in jail.
On the arrival in London of the money or yellow slip it is carefully
handled as follows:
LONDON COMMITTEE DUTIES
I . A member of the Committee of organization of HASI Ltd London,
invoices the sale of a share all over again, even if already
invoiced elsewhere.
2. Record the share fully in the share book.
3. Mail the white slip by surface or regular mail to the buyer as
his receipt with a form letter and a membership card. (Text
follows.)
4. Bank the money in a special HASI Ltd account which is not to be
drawn on without a board minute for every disbursement or transfer
to an area before it is made.
5. File the yellow slips. Give the blue slip to Address section so
a plate can be made at once with designation "Shareholder". This is
kept in a special drawer, filed by Area.
6, Periodically send a list of all shareholders made by Address to
Areas.
536
When the sale is more or less ended, the directors of HASI Ltd are to
take the following actions:
I Pay incorporation fees, stamps duty, legal fees of incorporation and
all such
expenses attendant upon incorporation.
2. Summate all funds extant by reason of share sales and verify the
actual existence of the funds.
3. Count the number of shares sold in each Area.
4. Work out the percentage of the whole issue of shares sold in
each Area.
5. Restore funds to areas in the light of this percentage, to be
further released only on board authority in retiring debentures,
mortgages and installing new equipment only.
6. Receive valid lists of needed monies from each area secretary
for the above items. Authorize the payment of funds only to
mortgagers, tradesmen, etc never to an individual to again pay the
money out. Area allotment must pay for the legal and transfer fees
of HASI Ltd in that area.
7. Issue the actual share certificates properly and mail to each
shareholder only.
WARNING NOTES
Watch the number of shares being sold. If issue (it is only 4,000 for
whole world) looks over subscribed from actual invoices to hand, inform me
at once by fastest Comm wherever I am so that I can cable people to stop
buying. (Only a cable from me could halt further sale in areas.)
GENERAL NOTES
The sale of this stock requires no government's permission except U.K.
as it is a private membership sale limited to Scientologists. Further,
there will never be a second issue or any other kind of stock issued in
HASI Ltd since it is a charitable organization and does not pay income tax.
REGULAR f 5 - S 15 memberships ARE NOT STOPPED IN SALE, TRANSFERRED
OVER, REFUNDED or forgotten about. KEEP ON SELLING AND SERVICING REGULAR
MEMBERS. We will call these now "Annual Members" and try to increase their
number. Also sell heavily Associate Memberships with the card and the pin.
These become Regular members.
Note that shareholders are not promised a magazine. We cannot do this by
law. They will get minor issues anyway. This means you will have to sell
subscriptions now.
Don't fight the 20% discount on training and processing. You'll sell 30%
more at least for shareholders, having a stake in HASI Ltd will tend to
come to HASIs because of the discount advantage.
HCO Area Sees should make sure all this is understood by personnel
involved and, in magazines, to the public.
Here is the chance for every HASI to get level with the boards, get new
facilities and really promote. I have been working on this for a couple of
years and for the last eight months very intensely. But please note I
haven't stopped general promotion and activity just because the shares
would bring in money. Indeed, I have worked twice as hard on general
promotion. This money is really destined for fixed assets, not for bills
and salaries. It's not for operating expenses. If an area sells i 10,000
worth of shares, I want to see f9,500 appear as new quarters or a vanished
mortgage to free up rent payments and other such things.
So line up the advantages of these shares (they're very real) and sell
them hard. And do your share sale and corporate transfer right.
L. RON HUBBARD
LRH:mp.bp.cden Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
537
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JULY 1959
CenCCon
NEW CORP - NEW BROOM
As we enter HASI Ltd and the Franchise Period, I am adopting a new
policy.
I get the discredit for every org or Scientologist failure. I have to
catch the ball every time it is completely missed. This enormously slows
our projects and overworks me.
In short, to some degree I get the axe every time somebody in
Scientology or its organizations goofs. Therefore, I am forced to adopt
this policy:
People who make me do their jobs aren't doing their jobs and I will
confirm that they are not on post by not keeping them on post.
Any time a ball is flagrantly dropped, I will drop a person.
Most staff and Scientologists are very willing and I am happy with them.
I am remiss when I permit them or me to be clobbered because somebody
dropped a ball.
We are now getting too big and too numerous to be careless.
Taut ship = a salvaged planet.
We're playing for keeps.
LRH:brb.rd L. RON HUBBARD
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO POLICY LETTER OF 29 MARCH 1960
(This supersedes HCO Policy Letter of 19 November 1959)
CenOCon Reissued from Sthil
HCO LTD
The Committee for Organization for HCO Ltd are as follows:
Peter Hemery - Chairman Gladys Wichelow.
The first officers of HCO Ltd will be:
L. Ron Hubbard - President Mary Sue Hubbard - Secretary - Treasurer
Peter Hemery.
The Continental officers of HCO Ltd will be:
Mildred Galusha for the United States and Canada Elizabeth Williams
for Australia Betty Turnbull for New Zealand Alison Parkhouse for
Africa and Asia Peter Hemery for England, Scotland, Wales, Ireland
and Europe George Richard Halpern for the Western United States.
The approximate date of commencement of HCO Ltd will be July 15, 1960.
There is no actual change of staff, financial arrangements or business
of the new
corporation compared to the old.
LRH:js.gh.rd
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard President, HCO
ALL RIGHTS RESERVED
(Note: Two earlier issues, 21 June 1959 and 19 November 1959, differed only
in the membership of the Committee and Offices and an earlier commencement
date of 15 July 1959.1
538
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 APRIL 1960
Assn Sees
HASI LTD PROCEDURE
In the matter of the issuance of HASI Ltd shares to persons who have
purchased shares or Life Membership shares (by law) the person's receipt of
purchase acts as an interim share until the sale of such a share has been
recorded. Before such shares are in actual fact issued, the recording of
all sales of shares or Life Membership shares must be recorded by the
office of origination, namely HASI Ltd, London. To do this send copy
invoices of all shares or Life Membership shares sold to the Chairman of
HASI Ltd, Committee of Formation, Ray Thacker, at 37 Fitzroy Street,
London, W.I.
Also (by law) all shares monies must go into a separate account with the
signatory of the Treasurer of HASI Ltd, who then releases monies to areas
after their deposit and on board resolution by the International Board.
This is legal procedure and carries heavy penalties both criminal and
financial for violations, so all areas which do not have HASI Ltd shares
bank accounts separate from routine accounts, please send bank resolutions
and necessary forms to the Treasurer at once. Treasurer and President are
signatories on this account, either signature sufficing.
Also send immediately to the Chairman of HASI Ltd, Committee of
Formation, official receipts of share or Life Membership share purchases.
LRH:js.rd Mary Sue Hubbard
Copyright @ 1960 Treasurer
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Assoc Sees HCO POLICY LETTER OF 5 JULY 1960
HCO Sees
See EDs
HASI LTD
It is IMPORTANT that advertisements and mentions of HASI Ltd formation,
history and shares comply with the UK Companies Act of 1948.
Offering shares for sale, making statements about company property, etc
without having the entire matter filed first with the Reg of Coys UK could
be highly embarrassing.
Therefore, issue as a Sec ED:
"All copy mentioning the property, plans and shares of HASI Ltd must be
submitted to that corporation's board and submitted by them to the
Registrar of Companies in London for filing first.
"This applies to all magazine copy about HASI Ltd and any and all mimeos
sent out.
"This step is easy to follow. Filings are easy to do. Failure to file
via the board could upset things as per the UK Companies Act of 1948.
"The golden rule in all such releases is always state fully exactly what
you mean to do. No matter what it is, state it. The only penalty attaches
to failing to say or in doing something else. It isn't what you're going to
do that's important so much as saying exactly what it is, getting it filed
and okayed and then of course doing it.
"Do remember to get it passed on in a form that can be filed before you
bark."
LRH:js.rd
Copyright @ 1960 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
539
NOT HCO POUCY LETTER
ORIGINAL COLOUR FLASH NOT
GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 18 JULY 1960
Assn Secs &
HCO Sees only INFORMATION ON HASI LTD
AND HCO LTD STATUS
To keep future secretaries and directors of these two corporations
abreast of developments, the following data is forwarded, but is not for
any public issue.
HASI Ltd-after four years of flubbing by UK solicitors, a new firm of
corporate experts was formed (joke) to advise them, called Hubbard &
Parkhouse, which did the actual liaison work with the Registrar of
Companies and which finally succeeded in getting the name changed twice
until it became "Hubbard Association of Scientologists, International
Limited" as we wished and which got the stamp duty paid and the articles
registered and accepted. A certificate of corporation was procured from the
Registrar of Companies. We have the Board of Trade licence and we now await
the momentarily expected granting of non-profit status by Inland Revenue. A
"statement in lieu of prospectus" has been filed but a new prospectus is
being prepared for filing which can be mailed to the public. HASI Ltd is a
public company, rather than a private company, and as such can advertise
shares if the prospectus is okayed by the Registrar of Companies, UK.
All papers necessary for filing HASI Ltd in all countries are being
collected.
HASI Ltd has not yet been declared "operational" by its own board and
will not be until HCO Ltd is fully formed.
Hubbard Communications Office Limited's name has been granted and its
memorandum and articles have been written and are being vetted. They must
then be printed and filed with the Registrar of Companies and the fees and
duty on shares paid. Z300,000 is the capitalization. (HASI Ltd is
capitalized for f 250,000.)
HASI Ltd is exchanging about E99,000 of shares with HCO Ltd. HASI Ltd
can sell these HCO Ltd shares and retain the money. The HASI Ltd shares to
be held by HCO Ltd will be retained by HCO Ltd and not sold as they are
needed to protect HASI Ltd against any minority effort to upset HASI Ltd
offices in single areas and to protect the majority of members.
All of HCO Ltd's capital shares except for f 1,000 will be non-voting
shares in denominations of Z25 and f 5 which operate as "a call on the
assets of the corporation if wound up" and are not dividend bearing unless
the directors say so.
HCO Ltd, holding the copyrights, marks, etc of Dianetics and
Scientology, is issuing a world-wide franchise to HASI Ltd excepting only 3
churches in the US and existing centres. HASI Ltd may not sub-franchise but
may OK all franchises given out.
HCO Ltd is being prepared to have as part of its purposes the operation
of radio stations, film production, theatres, etc as well as many other
purposes.
HCO Ltd is also to be a public company. Its shares, once the prospectus
is okayed by the Registrar of Companies, may be publicly sold and
advertised in any area. Additional permission to advertise may have to be
obtained from the country in which it is done, something you had better
look up in your area.
A share of HASI Ltd stock may be offered for all lifetime (f 25)
memberships in HASI Inc. HASI Ltd will assume responsibility for all other
types of membership but they don't get shares.
HASI Inc does not become HASI Ltd. HASI Ltd is another corporation. It
will receive the assets of HASI Inc at a date to be announced later. This
will be the "Transfer date". Until this date HASI Inc continues to run as
itself.
Its books will be closed on that date and HASI Ltd books will be opened.
Some Thursday at 2.00 p.m. will be selected as Transfer date. I would say
it is 2 or 3 months in the future. Before "Transfer Date", HASI Ltd and HCO
Ltd will both have to be completely qualified to do business in every area,
every paper required will have to be filed with every government Registrar
and certificates to operate will have to be in hand and stationery printed
and thereafter used. After the transfer HASI Inc accounts can be brought up
to the transfer date and closed. But in the very near future we will have
to have at Saint Hill HASI Inc balance sheets for every year you've been in
business before we can get out a prospectus, so hurry them along.
540
You'll get a copy of the articles, etc and filing necessaries. But you
better send me some blank forms if I have to sign for bank transfers or as
Executive Director for qualifying the corporation.
You will also receive from here a copy of articles for display, a copy
of the Companies Act of 1948 and a copy of "Jordan's Complete Company Law
and Practice".
The Assoc Sec of any central org is being made a "Geographical Area
Director" who can act in any special (continent) area but is not a member
of the International board for quorum. This is a new wrinkle but they
actually passed it, so cheers.
This will probably also be passed for HCO Ltd when formed.
I am cheered at our future but a little dismayed by the reports, forms
and the grip needed on Company law. The new firm Hubbard and Parkhouse will
have new partners soon and become "Hubbard, Parkhouse, Parkhouse, Williams,
Routsong and Salmen" and even more! Pretty good "solicitors' firm" we'll
have! For by Golly it requires the midnight oil and expert touch and a past
life as a lawyer to be a company director today!
LRH:mm.rd L. RON HUBBARD
Copyright@ 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
1 copy each to: HCO POLICY LETTER OF 18 AUGUST 1960
Assn Sec
HCO See
Dir Govt Affairs DEPT OF GOVT AFFAIRS
SHARES INSTRUCTIONS
The Dept of Govt Affairs is there to make money in addition to other
purposes.
The sale of HASI Ltd and HCO Ltd shares comes under this department.
The brochure for HASI Ltd shares is just going to press as of this date
and adequate copies will be sent to you for distribution in the magazine.
Selling shares in any country may require government concurrence or the
filing of a local prospectus. This is a matter for Govt Affairs.
If the sale of shares is well handled, ten times the annual income of
HASI can be realized in share sales. We will continue to sell new issues
even though we say there are quotas per continent. Make them a bit scarce.
With real clearing and the general upswing share sales will be important
money. Hundreds of thousands of pounds in your area alone eventually. It's
not the "memberships dept" level of activity. It's a stock exchange level
action.
Study the articles and memoranda of the two companies. Get any Policy
Letter already issued and study it.
Clear the shares for sale with any Govt office needful in your area.
File a proper prospectus if needed.
List the shares on your stock exchange.
Place them also with brokers as true international public company
shares.
Push their sale to Scientologists.
Sell enough to buy us the most elaborate centre for anything in your
whole area including the government.
Start a boom.
L. RON HUBBARD LRH:js.rd
Copyright @ 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
541
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1961
HCO Secs
Assoc Secs
HCO LTD
(Amends HCO Policy Letter of March 29, 1960, same title)
The first officers of HCO Ltd will be:
L. Ron Hubbard - President
Mary Sue Hubbard - Secretary - Treasurer
Peter Hemery
The Continental officers of HCO Ltd will be:
Marilynn Routsong for US and Canada Elizabeth Williams for
Australia, New Zealand and Oceania Vicky du Toit for South Africa
Peter Hemery for England, Scotland, Wales, Ireland and Europe George
Richard Halpern for Western United States.
There is no actual change of staff, financial arrangements or business
of the now
corporation compared to the old.
LRH.js.rd
Copyright@ 1961 L. RON HUBBARD
by L. Ron Hubbard President, HCO
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 SEPTEMBER 1962
CenOCon
HUBBARD SCIENTOLOGY RESEARCH FOUNDATION
This Foundation is to be formed with the purpose of receiving donations,
gifts, dues, etc, and then disposing of such accumulated funds as grants,
loans or gifts to further Scientology Research in accordance with its aims
and purposes.
Any monies remitted to this proposed Foundation pending its formation
should
be made payable to the "L. Ron Hubbard Trustee Account".
H.G. Parkhouse
Treasurer WW
for
LRH:gl.rd L. RON HUBBARD
Copyright@ 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
542
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JULY 1963
CenOCon
SALES OF LIFETIME MEMBERSHIPS OR SHARES
Due to projected changes in the corporate status of Scientology
organizations, no further sales of HASI Ltd shares or Lifetime memberships
are permitted anywhere in
the world, effective immediately.
LRH:jw.rd
Copyright @ 1963
by L. Ron Hubbard L, RON HUBBARD
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JANUARY 1964
Central Orgs
CORPORATION CO-ORDINATOR
The post of Corporation Co-Ordinator is hereby created, the function of
which is concerned solely, with the setting up and maintaining of new
autonomous Scientology corporations on a world-wide basis. It is a function
of HCO Worldwide and comes under the aegis of the newly created HCO (WW)
Ltd, headed by Peter Hemery as Org Supervisor WW.
The functions and purposes of the post are:
1. Setting up new, autonomous corporations of Scientology all over
the world, including USA.
2. Arranging the transfer of any old Scientology Corporations to
the new corporations, and closing out the old, where appropriate and
necessary.
3. Ensuring legality of status under varying laws of States and
governments.
4. Smoothing taxation, legal and accounting problems.
5. Assisting in the setting up of further new corporations along
the same lines.
6. Ensuring the smooth running of the corporations, when set up-
that is, seeing that they comply with the legal requirements defined
by Company Law.
This will be a difficult task. The co-operation of Continental Officers,
Assoc/Org Secs, and others concerned with Corporation affairs, is earnestly
requested.
Corporate re-organization has already begun, and must be completed for
existing Organizations within the next six months. Close liaison is
essential if the operation is to
be smoothly carried out.
LRH:dr.rd
Copyright @ 1964
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
543
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 NOVEMBER AD14
Limited Non-Remimeo
Info only to US UR GENT TO ASSOCIA TION SECRETARIES
CORPORATE STATUS
UK & Commonwealth. (Not pertinent to the US offices.)
Membership Hurdles
Unless HASI Inc is in full force the Central Organization may not sell
memberships as they will be subject to tax and other complications.
Therefore a full understanding and immediate compliance with this policy
letter is urgently necessary.
It is of considerable, even vital interest to all Association
Secretaries and HCO Secretaries of the UK and Commonwealth that no transfer
of property, funds, business, leases or goodwill from HUBBARD ASSOCIATION
OF SCIENTOLOGISTS INTERNATIONAL, Incorporated in Arizona, has ever been
made to any other corporation. No property, goodwill or assets was ever
transferred to HASI Ltd or to any smaller company anywhere in the world.
Scientology Organizations in England, Australia and South Africa as well
as Saint Hill are owned and operated by HASI, Inc.
Some years ago I sought to organize HASI Ltd as a public corporation to
receive these assets but for some reason no non-profit status was granted
it by Inland Revenue of the United Kingdom. Also, for some reason, it seems
that Australia somehow cannot make a filing of an international balance
sheet to the Australian Government but is continually being called upon by
that "government" to do so and fined for not doing so. I have not
thoroughly traced down why this is so, but it is so and therefore HASI Ltd
cannot receive assets or operate. If Melbourne has this trouble then HASI
Ltd cannot go into action anywhere so it is dormant.
In 1963 an alternate plan of reorganization was made by John Damonte and
Palmer & Co, chartered accountants, London, to have local areas including
London register their own companies. Pursuant to this several local
Scientology companies were chartered including three at Saint Hill. Some of
these have sought to operate since Jan 1, 1964. However, no business of any
kind, no assets or funds, have ever been turned over to them.
In December of 1963 1 began to find the planned reorganization at Saint
Hill confusing and by April found that it would be completely impossible to
operate solvently in that manner.
Now I am informed by legal advisor that none of these corporations so
formed may sell memberships without incurring a heavy taxation and other
disadvantages. Carrying on this organization plan of small limited
companies would therefore cost us a fortune.
Simultaneously I am informed that HASI, Inc, Washington, DC will
probably get a full non-profit status from the US government soon and that
it can sell unlimited numbers of memberships without compromising control
or incurring taxation as would limited companies.
In my position of Trustee for Transfer of all HASI, Inc of Arizona and
HASI, Inc, Washington, DC assets and activities in the United Kingdom and
Commonwealth, I am bound by the laws of Arizona and the District of
Columbia to turn the businesses and assets over only to companies of a non-
profit nature.
Therefore I cannot, will not and do not release any assets, leases,
goodwill or property to any corporation so formed as none of these have
been able to obtain a non-profit status.
Although some of the limited companies formed have sought to carry on
the business in their names, they received no assets with which to do so.
Therefore I hereby declare, in my legal right, that all such companies
formed be held inactive with the exception of HASI Ltd and HCO Ltd, public
corporations, which are dormant.
I further declare that all Scientology Central Organizations and City
Offices in England and the Commonwealth remain active as HASI, Inc of
Arizona or Washington, DC.
All orgs in the UK and Commonwealth are filed with their local Company
registrar as HASI, Inc, Washington, DC or should be. They should have a
local Resident Agent for that company in each place.
544
They should cancel and cease to use any and all stationery of any
registered company except that of HASI, Inc of Washington, DC.
HCO abroad for some long time has been only part of HASI, Inc of Arizona
or Washington, DC. The proper designation of HCO in full is HUBBARD
COMMUNICATIONS OFFICE (WORLD WIDE DIVISION OF HASI, INC).
This does not apply in the United States or Canada where HCO means
HUBBARD COMMUNICATIONS OFFICE OF THE FOUNDING CHURCH OF SCIENTOLOGY or
HUBBARD COMMUNICATIONS OFFICE OF THE CHURCH'OF SCIENTOLOGY.
There has therefore been no change of status or character of business in
any Central Organization or City Office in the United Kingdom or the
Commonwealth from HASI Inc of Washington, DC under which they have long
been registered.
ALL BANK ACCOUNTS OF ALL ORGANIZATIONS including Saint Hill must be only
in the name of THE HUBBARD ASSOCIATION OF SCIENTOLOGISTS, INC of
Washington, DC or HCO World Wide Division of HASI, Inc of Washington, DC.
Any other company bearing the name or style of HASI with the
exception.of HASI Ltd and HCO Ltd, the non-active public companies, must be
withdrawn from company registers and rendered non-extant by whatever quiet
legal Procedure necessary to accomplish this. THEY HAVE NEVER HAD ASSETS OR
DONE BUSINESS. They are therefore very easy to dispose of. Their balance
sheets should show no activity.
They sometime in the future will be able to reclaim all their taxes paid
anywhere. Their non-profit status in their area required only a statement
that the Federal Government of the US had given HASI, Inc, DC a non-profit
status. This will come through and will be retro-active in all areas in the
world. It will also permit all fees paid HASIs to be tax-deductable and it
will make contributions to local orgs tax free for donor and org.
The heads of all organizations, Association Secretaries of every Central
Organization and City Office in the United Kingdom and the Commonwealth
must present to me the complete legal facts of their company registrations,
stationery and bank accounts by January 1, 1965.
1 require the following:
1 . Copies of the registration of HASI, Inc with the local company
registrar of that zone or area.
2. Specimens of the HASI Inc stationery for HASI Inc & HCO used in
all business transactions and Scientology activities.
3. Copies of mailed letters to all trading accounts informing them
that the account is only to be carried in the name of HASI, Inc.
4. A list of bank accounts now active showing only HASI, Inc and
HCO of HASI, Inc accounts of the usual kind.
I call to the attention of all Association Secretaries that they hold
their appointment in the name only of HASI, Inc, from me as Trustee for
Transfer.
REORGANIZATION
Aside from the basic impossibility of turning assets over to companies
that are profit companies, reorganization of the type recommended and for
which planning was made has been unworkable at Saint Hill where a pilot
project was undertaken.
Therefore, if it wouldn't work at Saint Hill it isn't likely to work at
great distances.
Further, I believe unsettled ideas of corporate status as well as
advancing and retracting HASI Ltd has hurt Scientology activity.
There is a further reason to retain HASI, Inc of Washington, DC. It is a
RELIGIOUS FELLOWSHIP and a NON PROFIT ORGANIZATION and is legally of a
religious character. No local company registrar can change any of that and
even a tax office in your area cannot dispute it, even where they refused
you non-profit status for it.
Its memberships are only those of a US corporation and unlike UK
Association and Commonwealth limited companies, membership in HASI, Inc
carries no share or vote and as such risks no weird taxations on members or
membership funds. It can sell with complete impunity Life Memberships and
International Memberships.
Without this our programming to pyramid Scientology would be greatly
hindered.
The only legal stationery that may be used by a Central Organization or
City Office is headed HUBBARD ASSOCIATION OF SCIENTOLOGISTS (a Non-Profit
Organization Incorporated in Washington, DC) (Registered in _-) and
545
must bear the officers: L. Ron Hubbard, President, Mary Sue Hubbard,
Director & Secretary and Marilynn Routsong, Director & Treasurer. Also it
should carry the Resident Agent's name in your area. Resident Agent . To
this you add your address, telephone number, telex number and fill in the
blank in Registered in - with your area name.
HCO stationery must include all the above but is headed HUBBARD
COMMUNICATIONS OFFICE (World Wide Division of Hubbard Association of
Scientologists, a Non-Profit Organization Incorporated in Washington, DC.
Registered in
with local address, telex, telephone, and the company officers and the name
of the resident agent for HASI, Inc.
QUESTIONS
You are going to have the following questions to answer.
Question: "What is the balance sheet of the Local Company formed in
reorganization such as HASI (Pty) Ltd?"
Your answer: "Zero as it never had any assets or monies of its own it of
course did no business and no document exists transferring any assets to
it."
Question: "How have you traded in some other name?"
Answer: "We haven't. Expecting to transfer assets, we sought to use the
new name but no assets or activity was ever transferred to it."
Question: "Why couldn't HASI, Inc transfer the property to this new com-
pany?"
Answer: "Because the new company could not obtain non-profit status and
under US law HASI, Inc, a non-profit corporation, cannot transfer its
property to a profit company. Thus when no company could be formed that
anyone would grant non-profit status to, we therefore could not transfer
and so no new company could have done any business using HASI, Inc assets."
Question: "What is HASI, DC? Why is it registered?"
Answer: "HASI, Inc of the District of Columbia is the national office of
HASI, Inc of Arizona. Under US law this was a successive registration.
Therefore the same company. You will find, however, that HASI, Arizona was
also registered here earlier or should have been. HASI DC is equally valid.
The owner of the assets in an exact sense is HASI, Inc of Arizona."
Question: "You sometimes drop the Incorporated from your name. How is
this?"
Answer: "The Corporation Commission of Arizona specifically granted this
to HASI and later it was granted by Washington, DC. As a non-profit
religious fellowship it is not then required to actually use the
'Incorporated' in its name when it doesn't want to. The same favour is
granted by the Registrar of Companies in London to various limited
companies."
Question: "Are you a membership corporation?"
Answer: "No. We are an incorporated company and the only voting shares
are held by the officers."
Question: "What is Doctor Hubbard's role in this?"
Answer: "In 1956 the board of directors of HASI of Arizona, twelve
directors in number, saw that they could no longer bear the expense of the
UK and Commonwealth branches due to their inability to get money out of the
UK and Commonwealth to pay for administration and appointed Doctor Hubbard
Trustee for Transfer, directing him to take sole charge of these offices
and assets and attempt the formation of a UK and Commonwealth non-profit
company and to then turn these offices and assets over to the new company,
and until that time take charge of them. The original board resolution has
been placed on file with all registrars where the company is registered
abroad. The board of HASI, Inc of Washington, DC accepted this situation at
a later date, regarding the overseas assets of HASI, Arizona."
Question: "Then Doctor Hubbard has never completed the transfer?"
Answer: "That is correct. Of the several companies formed in the UK and
Commonwealth, none has yet been granted non-profit status by the local
governments and so were ineligible to receive the US assets. Therefore the
corporation HASI, Inc DC, still owns these companies in their entirety and
controls them through their Trustee for Transfer, Doctor Hubbard. In fact
all these companies owe the US office considerable sums which have never
been paid."
Question: "Will the transfer ever be effected?"
Answer: "It will be completed the moment non-profit status is finally
granted to a UK company by the UK Inland Revenue."
546
Question: "Is any effort being made to do this?"
Answer: "Yes, a new effort is now being made in England to have Inland
Revenue there review the business to the end of granting a non-profit
status to a new company."
Question: "What caused this confusion of the limited companies being
registered and withdrawn?"
Answer: "Tax officials require a new corporation to be in existence
before they will pass upon its non-profit status. Therefore the company has
to be formed first and reviewed second. The tax review of the new structure
that was formed looks unfavourable and the structure must again be
cancelled. Meanwhile HASI, Inc overseas has never ceased to do business and
reverts to its original position."
Question: "Why is non-profit status denied?"
Answer: "The companies have never had an unfavourable report as to the
non-profit nature of their status or activities and the denial of non-
profit status is never stated, but only said to be 'unlikely'. Doctor
Hubbard is now having this studied with the hope of achieving it either for
HASI, Inc overseas interests or for some new company."
Question: "Is HASI, Inc of Arizona or HASI, Inc of Washington, DC a
public company?"
Answer: "No, these are private companies and also of a non-profit nature
and so are not required to file balance sheets."
The above questions and answers cover, truthfully, the main points about
which solicitors will want to be informed.
REASON FOR THIS POLICY LETTER
Due to the general slowness of legal procedures in general, we have
reached the point of Go! on our planned boom without finalizing our
corporate structures.
We cannot go into this boom with indefinite corporate structures. This
point, if weak, would shortly mess us up. We must have our structure strong
organizationally and the strongest we. have ever had is HASI, Inc. So we
should not be moving off from it even if we legally could. We can't legally
transfer any assets so will make the best of it.
HASI, Inc can sell memberships with impunity and it is a private company
and does not have to issue balance sheets publicly. However, it is all
right if it had to, as we've nothing to hide.
Our planning is best seen against the background of HASI, the
incorporated company of Arizona and later Washington, DC. We have no time
now to fool about.
My immediate plans are to get HASI Inc reviewed by Inland Revenue in
view of the non-profit certificate about to be granted by the US and
perhaps in a year or two (it takes them forever) we will have non-profit
status in full effect with all governments. So we hold on to what we've
legally got.
So get your corporate status as HASI Inc of Washington, DC completely in
order and get the evidences of it in my hands fast.
As soon as you have fully understood the programme covered in the Policy
Letters of Oct 19, '64, Oct 27, 164, Oct 30, '64, Oct 3 1, '64, Oct 3 1,
'64 (Issue 11), and corrections of Nov. 5, '64, and Nov 9, '64, and have
heard the taped lecture of Nov 3, '64, you will understand also the need of
swiftly getting your corporate house in order with no delay.
Do not send any data reports, filings or. any other item required in
this Policy Letter to anybody but myself.
1 will also be wanting your HASI, Inc balance sheets for 1963 and up to
Jan 1 1965 as fast as they can be made up. That means all the financial
activity of the Central Orgs and City Offices through 1963 and 1964, in a
balance sheet type of report. So get it worked on now. Only HASI, Inc
balance sheets are possible. These include all your 1963-1964 activities.
I might add that fast action on this on the part of orgs is also a test
of their effectiveness. 1 have a few months until the programme will be
truly in action and 1 will be able to make any changes necessary to be
assured of that effectiveness before the roof starts to cave in from too
much traffic generated in some shaky area.
1 want this boom to go fight for everybody and I'm making awfully sure
it will. We're not playing now. We're in it with everything we've got.
LRHjw.rd
Copyright Q 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED 547
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 NOVEM13ER 1964
Issue 11
Limited Non Remimeo
Not to be sent to UK
and Commonwealth. URGENT
US Offices Only
CORPORATE STRUCTURES
WESTERN HEMISPHERE
(Does not apply to the UK and Commonwealth Offices.)
Note: This neating up of corporate relationships is urgently needed now
before we start a boom.
All Organization Secretaries in the United States and Canada are advised
to consolidate their corporate structures as follows:
WESTERN ZONE US
That the Church of Scientology of California take iinmediate and
effective steps to bring in all ways the corporation The Hubbard
Association of Scientologists, Inc of Arizona up to date in Arizona and
make sure it is properly constituted and active.
That HASI, Inc of Arizona buy the C of S of California, from FCDC, for
the sum of S I and other valuable consideration, attested by proper bill of
sale.
That the Church of Scientology of California then and thereafter act as
the Mother Church of all Scientology Churches in Mexico and the United
States West of the Mississippi, Hawaii, Alaska and Western Canada.
That the Church of Scientology of California issue a charter to each
active state church in its zone, that church accepting it in writing,
supplanting any existing charter.
The new charter from the Church of Scientology of California, the Mother
Church, consists of the following:
I . That all property and assets of the state church belong to the
Mother Church, Church of Scientology of California.
2. That the Mother Church, Church of Scientology of California may
appoint or remove at its sole discretion any board member of the
state church.
3. That the state church reports on its activities as directed from
time to time to such persons as the Mother Church, Church of
Scientology of California may designate,
4. That the state church may sell memberships, Lifetime and
International in the Mother Church, Church of Scientology of
California and use the money for dissemination under the direction
of the Mother Church, Church of Scientology of California.
5. That the state church contribute 10% of its gross receipts less
membership monies, to research and transmit the money as designated
by the Mother Church, Church of Scientology of California.
6. That the state church contribute 5% of its gross income to the
Mother Church, Church of Scientology of California to cover
administrative expenses.
7. That the state church be granted the right to become a Central
Organization if approved by the Mother Church, Church of Scientology
of California.
8. That the state church be granted the right to set up City
churches within its state or area if the office is specifically
approved by the Mother Church, Church of Scientology of California.
548
9. That any City church so set up pay its 10% of gross income less
memberships to research.
10. That any City church so set up pay 5% of its gross income to the
state church which retains 3% for its administrative expenses and
forwards 2% to the Mother Church, Church of Scientology of California
for its administrative expenses.
11, That the state church may buy books from Washington DC or Saint Hill
for a 50% discount, and that book income is also exempt from the gross
used to compute the 10% and 5%.
12. That any City church set up by the state church have a 33 1/3 percent
discount.
13. That the state church be permitted to teach HAS, HQS and HCA courses
if specifically permitted and to have a full Academy if fully qualified,
but all at the discretion of the Mother Church, Church of Scientology of
California.
14. That those City Churches set up by a state church shall have the
right to teach HAS, HQS and HCA courses at the discretion of the Mother
Church, Church of Scientology of California.
15. That the state church shall abide by all the policies of the Mother
Church.
16. That the state church shall be exclusive for its state or area.
17. That the state church shall issue none but valid certificates and
memberships.
18. That the mailing lists of the state church are always the property of
the Mother Church.
19. That the state church shall maintain an HCO,
20. That the state church may use the name Scientology and exercise
freely the various rights given to it.
LEGAL ACTIONS
The legal actions consist of the employment of proper legal assistance,
the drawing up of the charters and writing, the appropriate board minutes
for signature.
The Org Sec of Church of Scientology of California and the Continental
Director should care for their various actions as above.
EASTERN ZONE US
The Founding Church of Scientology of Washington, DC should do
everything necessary to rehabilitate in any needful respect the Hubbard
Association of Scientologists International of Washington, DC, not turning
the matter over to some disinterested Attorney but performing the necessary
actions itself. The corporation charter of HASI, Inc DC should be improved
and expanded.
The Continental Director must forward all recommendations and papers to
the HASI, Inc, now at Saint Hill.
As the FCDC was founded by the HASI of Arizona in 1955 the board of HASI
Inc DC will assume full ownership of FCDC.
FCDC, now the Mother Church, will resume or assume control of all state
churches and the area East of the Mississippi, Eastern Canada, Bermuda, the
Caribbean Islands and South America, issuing new charters to all existing
state churches, as outlined for the Church of Scientology of California.
The Continental Director and Org Sees in the East are responsible for
carrying out these actions.
549
SUMMARY
In this way we will make it possible to neat up US corporate structure
and make it possible for:
1 . Field Auditors to become Franchise Holders under Saint Hill.
2. City Churches (City Offices) to be formed by Franchise Holders.
3. City Churches to be organized under the chartered State Church.
4. The State Church to become a Central Organization.
5. For the Zonal Organization to handle State Churches.
Thus we will have a workable structure.
L. RON HUBBARD
LRH:jw.rd Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 DECEMBER 1964
Limited Non Remimeo
Not to be
sent to UK and
Commonwealth.
us Offices Only
CORRECTION
CORPORATE STRUCTURES WESTERN HEMISPHERE
(Does not apply to UK and Commonwealth Offices)
(Modifies HCO Pol Ltr of 6 November 1964,
Corporate Structures, Western Hemisphere.)
Due to data brought to view by the release of HCO Policy Letter of
November 6, 1964, the Eastern Zone, US, while it will be re-organized
closely along the lines for the Western Zone US as laid down by HCO Policy
Letter of November 6, 1964, will not be re-organized exactly as given in
the Policy Letter,
Pending further data from the Continental Director US and US attorneys
regarding a newly formed structure, and more data on the relationship of US
Corporations, the exact pattern for the Eastern Zone US may not yet be
determined and is held in abeyance until the data is finalized.
L. RON HUBBARD
LRH:jw.gl.rd Copyright (2) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
550
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 APRIL 1965
Gen Non Rernimeo
HASI LTD SHARES
No more HASI Ltd shares are to be sold. HASI Arizona is in process of
getting HASI Ltd shares which have been sold transferred to HASI Arizona.
In the meantime, no more HASI Ltd shares are to be sold anywhere in the
world.
HASI Ltd shares were never supposed to have been sold in the US.
L. RON HUBBARD
LRH:wmc.aap.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1965
Issue III
Gen Non-Rernirneo
CORPORATE NAMES
GROUP NAMES
The only corporation that may use the word "FOUNDING" in its name is the
FOUNDING CHURCH OF SCIENTOLOGY OF WASHINGTON D.C.
Any other corporation in the USA or elsewhere including the word
"Founding" in its name must change it by Board resolution, filing name
change correctly before relevant authorities.
No group or congregation, etc, incorporated or not, may use the. word
"Founding" in its title. Any such existing shall change their name in
accordance with this policy.
L. RON HUBBARD
LRH:ml.rd Copyright@ 196 5 by L. Ron Hubbard ALL RIGHTS RESERVED
551
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 OCTOBER 1965
Remimeo
BPI
COLLEGE OF SCIENTOLOGY
I am forming the College of Scientology with the Headquarters at Saint
Hill. It is part of HASI Arizona Inc. Steps have been taken to register the
name in the UK and HCO Sees should immediately have the name registered in
their countries.
The name "Academy of Scientology" should also be registered. Saint Hill
will be the "College of Scientology" and other orgs will have "Academies of
Scientology".
The College of Scientology will be the final recommending body for the
issue of degrees, etc but the existing machinery and routing will continue
to be used.
The titles "College of Scientology" at Saint Hill and "Academy of
Scientology" for other orgs will be used in advertisements and mailings to
the public. To all intents and purposes, therefore, this is, at this stage,
just a change of name, but we will use it to take care of memberships.
The entrance fee for membership in the College (not entrance to it for
training) will be ~25.0.0 or $75.00 renewable each year afterwards for
E5.5.0 or S 15.00.
The benefits of membership will be a 30% discount on all books and tapes
and 20% discount on meters purchased through the organization unless the
price list is marked "net" or "no discount" (usually on items costing 6J-
or less).
Present Lifetime Members will be transferred to College membership
without payment of an entrance fee. Their discount will be limited to 10%
unless they opt to pay the renewal fee each year.
International Members can continue in membership at their existing rate
of L5.5.0 per annum but their discount will be limited to 20% unless they
opt to pay the entrance fee of f 25.0.0.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1965 [See HCOP/L 17 Mar, '7 1, Tape Prices andDiscounts,
HCOP/L20mar.'71,
by L. Ron Hubbard Book Discounts and Merchandising Policy, and 5 Apr.
'71, Issue 11, of same
ALL RIGHTS RESERVED title, in the 1971 Yen Book for modification of
discount arrangements.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
SH only
Guardian HCO POLICY LETTER OF 15 MARCH 1966
Exec Sees
ES Comm HCO
and
Legal Officer CORPORATE ADDRESS
No corporate address hereafter is to be Saint Hill.
This includes Hubbard College of Scientology, C of S of Calif and any
other corporation.
Crawley is a little crossroads and their tax office is used to
greengrocer accounts and any sum above E15,000 is a fantastic sum to
Crawley. Further, Crawley's tax commissioners are East Grinstead and East
Grinstead saw a f 10 note once and is still talking about it.
No large corporation should ever use a rural one horse tax office as
they can't understand real business sums in such offices.
Always use a London address and make sure you have one for all
corporations.
LRH:ml.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
552
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MARCH 1966
Gen Non-Remimeo
Board Members Exec Div
Exec Sea
Typists SH
BOARD MINUTES
The way to write Board Minutes is as follows:
I. Use the Board Book paper only-a very fine quality white 8 x 10 or
81/2 x 1 O'/Sinch paper, one side only.
2. Use only a typewriter that has its type clean and in alignment and
use a heavy well inked black ribbon for very black type.
3. Head the minutes with the corporate name.
4. Type general proceedings double-spaced.
5. Indent far enough on the left margin to permit enclosure in a board
book. If it isn't so indented the board book binding will obscure
the minutes.
6. Indent a resolution entirely even with the paragraph indentation of
the proceedings comments.
7. Single space a resolution.
8. Begin each resolution with a RESOLVED: wholly in capitals and then
proceed with capitals and lower case.
9. Don't go too high or low on the page.
By making the resolution a single-spaced every line indented block, the
resolutions stand out from the double-spaced proceedings.
Do about 5 copies. More copies can be obtained from the original.
Send the original and 2 copies to the Legal Officer to put in the board
book when it is signed.
Send a copy to each Board member for his or her files, marked "For your
Board files".
L. RON HUBBARD
LRH:ml.rd Copyright@ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
553
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
LONDON
(Issued at Washington)
ORGANIZATION INFORMATION SHEET
6 November 1957
DUTIES OF THE EXECUTIVE DIRECTOR OF THE HASI (FC)
For an indefinite period 1 am going to be nailed down by book
production. Previously balked by the fact that a regular publisher contract
at 10% would not permit us to service the book, we have now resolved this
problem. Lacking an exact orientation of future course 1 have found myself
unwilling to commit programs to print. With both of these difficulties
cared for it is now possible to avalanche out a few books.
In heavy demand is the STUDENT MANUAL and the ABILITY BOOK for the next
Congress. A popular book for the bookstores is also indicated. Therefore my
schedule can be considered full at least until the Congress and just after
the Congress 1 will have to take part in teaching the 19th ACC.
Therefore 1 am reducing my schedule as follows and publish it for the
general information of executives and staff.
MONDAY AFTERNOON - 3:00 PM: Accting Sheets and Bnkg Reports on my desk.
WEDNESDAY AFTERNOON - 3:00 PM: Payrollok.
SATURDAY AFTERNOON - 3:00 PM: HISC PROFILE CHECKOUT.
Co-auditing periods will be Monday, Wednesday and Friday 7:30 to 10:00.
There will be no body time, no outside visitors. All internal org
despatches will be routed by the HCO Clerk back to the proper hat in the
organization (since I have no hats except writing or research not
paralleled by hats in the organization). HCO Sec will act as London liaison
for its sheets.
The following items will be cared for as necessary:
CHECK SIGNATURES, CERTIFICATE SIGNATURES, CONTRACT OKAYS, AUTOGRAPHS and
ANY REALLY NECESSARY CONFERENCES WITH THE ORG SEC.
If I produce 6,000 words a day for the next several weeks 1 can perhaps
meet the demanded writing scheduled.
Your cooperation and understanding in this endeavour will be
appreciated.
Thank you,
LRH
554
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 OCTOBER 1959
CenOCon
ACTING EXECUTIVE DIRECTOR
During my absence from HCO WW in Australia, I appoint herewith Mary Sue
Hubbard as Acting Executive Director for all Dianetic and Scientology
organisations, to continue on post until I can resume my duties at HCO
Sthil.
All material ordinarily directed to me, even deeds and minutes of
boards, should continue to be directed to HCO Sthil as usual, since with
this appointment, and with an additional power of attorney to sign legal
documents, Mary Sue can take care of any and all needful matters arising.
We are making wonderful forward progress just now, and you must not let
any administrative hitches slow us down.
L. RON HUBBARD
LRH:dd.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1959
Sthil
ORDERS DURING ABSENCE
All orders and directives issued by the Deputy Executive Director during
any prolonged absence of mine from Sthil, are conditional until confirmed.
L. RON HUBBARD
LRH:js.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
555
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO Secs
Assn Secs HCO POLICY LETTER OF 17 SEPTEMBER 1960
Sthil Bulletin Bd every Central Org
SOUTH AFRICAN TRIP
I am leaving for Johannesburg, South Africa, Sunday 18th September, 1960
by first class jet routed through Rome, Khartoum, Nairobi and Salisbury.
For several weeks this year and various times in the future I will be in
South Africa.
. This does not mean that Saint Hill will cease to be a centre of
operation. The good people there are fully empowered and qualified to
continue the world wide activities.
Further, Saint Hill is connected directly to the office in Johannesburg
by TELEX. Both Durban and Johannesburg are plugged straight in to Saint
Hill by teletype-writer. Thus all urgent matters will be taken up by telex
from Saint Hill.
ROUTING
Despatches requiring immediate action or advices may be sent by HCO Sees
to me in Johannesburg to Hubbard Communications Office, 23, Hancock Street,
Joubert Park, Johannesburg, S.A. or by cable SIENTOLOGY JOHANNESBURG Telex
J299. I will return any such via Saint Hill to be returned to you.
All routine actions should be sent directly to Saint Hill. Add eight
days to your normal mail time if I am to receive them via Saint Hill.
You need make no routing changes of any kind due to my presence in
Johannesburg.
QUARTERS
Jack and Alison Parkhouse have bought for me a new home in Johannesburg
that is a three level super-modern house overlooking Johannesburg from its
highest point and one of the show-pieces among homes there. It has 22 rooms
and a large swimming pool lined with crystal. My address however is that of
my own office as above.
MARYSUE
Mary Sue and the children remain at Saint Hill. They may go to
Johannesburg a bit later for a vacation. Mary Sue is taking care of Saint
Hill and Orgs during my trip and is the Deputy Executive Director for HCO
WW and HASI Ltd.
PLANS FOR SOUTH AFRICA
I am beginning a survey of the various problems of South Africa and am
in close contact with the government there.
Basically I am trying to establish a centre for all Scientologists in
case of political collapse or nuclear war in the Northern Hemisphere, aside
from our interest in South Africa.
A FAVOUR
You can do me a big favour by making it easy for me to manage things
from Johannesburg. Solve local problems. Keep catastrophes to a minimum.
Don't foster the idea that things are at loose ends because I'm gone from
Saint Hill.
I have had no real vacation for years. I want a chance to talk to lions
and swim in that pool,
Remember, I'm still thoroughly on the lines.
L. RON HUBBARD
LRH:js.rd Copyright (D 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
556
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 AUGUST 1962
HCO Secs
Assoc Sees
ACCOUNTS INFORMATION
To obtain an accurate picture of how successful each organization has
been since its inception, I would like your rough estimates as to total
earnings for each HCO and each HASI for each year up to July 196 1.
As you know, the technical ability of any org can be assessed by its
unit, and these figures will be very helpful in assessing the whole
picture.
Please let me have these figures as soon as you can.
What I want is total earnings since founding, by year.
LRH:jw.cden L. RON HUBBARD
Copyright @ 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1963
BPI
AMNESTY
On my birthday and on 'achieving my own fourth goal in clearing, and in
celebration of the first Eight first goal Clears by 3M, I hereby extend and
direct all the organizations, officials and staffs of Scientology
Organizations to grant all Dianeticists and Scientologists penalized before
this date a complete amnesty regarding certifications and no communication
lists to any and all persons, living or dead, thereby restoring those
certificates and communications and cancelling infractions without regard
to the deeds or misdeeds of those so penalized and without regard to who
might have ordered the action during the past thirteen years. Any and all
offenses of any kind before this date, discovered or undiscovered are fully
and completely forgiven.
Directed at Saint Hill, on March the thirteenth 1963 in the 13th Year of
Dianetics and Scientology.
LRH:dr.cden L. RON HUBBARD
Copyright @ 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Further Amnesties were issued on HCO P/L I Mar. '65, General Amnesty, page
573; HCO P/L 20 Aug. '65, General Amnesty, Vol. 1-431; HCO P/L 13 Mar.'66,
Amnesty, Vol. 4-478; and on LRH ED 45 Int, I Nov. '68, International
Amnesty, in celebration of the advent of Standard Tech. Amnesty Policy is
covered on HCO P/L 6 Mar. '65, Amnesty Policy, Vol. 1-369; HCO P/L 7
Apr.'65, Amnesty -Cancelled Certs-Justice Comments, Vol. 1-387; and HCO P/L
I Aug. '70, JusticeAmnesty, in the 1970 Year Book. I
557
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1965
Limited Non Remimeo Issue III
Saint Hill Executives
Hat File (MSH) EXECUTIVE DIRECTOR COMM LINES
SEC EDs
The Executive Director Comm Lines now include SecretarW Executive
Director in all orgs including Saint Hill. This consists of a note or cable
typed out by the HCO Steno, (or Communicator where no HCO Steno exists or
by the HCO Area Secretary where no Communicator exists). It is sealed with
the corporation seal in the lower left hand corner over the signature of
the HCO personnel typing it. It is headed "Secretarial Executive Director".
It is on blue paper. The signature of the Executive Director or the Acting
Executive Director is typed below the message. Date and subject are
included. Each Sec ED is numbered by the issuing Executive Director. The
exact text of the note or cable is duplicated without additions or
deletions. This is never a mimeographed item. The original sealed See ED,
with the note or cable, goes to HCO files. A copy is immediately posted on
the staff bulletin board by the HCO personnel who typed it and signed and
sealed it. Another copy goes to the Org/Assn Sec. Another copy goes to the
HCO Area Sec.
All copies issued of Sec EDs are signed and sealed by the HCO personnel
typing it, as well as the original.
The Executive Director makes a copy of the note or cable being issued,
numbers it as part of the message and files it for own reference.
SEC EDs are high speed, urgent communications having the force of policy
and require instant emergency compliance. Non-Issue by HCO personnel or non-
compliance by the person or department to which it is addressed immediately
becomes a matter of a Committee of Evidence and can result in the demotion,
transfer or dismissal of the offender.
Falsification of or counterfeiting a See ED must result in a Committee
of Evidence with dismissal as the minimum penalty.
The SEC ED is the high velocity comm line used to change personnel, to
handle emergencies or to make limited time policies or to handle personnel
conflicts or chronic slumps.
All Sec EDs expire fully one year from date of issue but are kept on
record although no longer in force.
The subjects of See EDs are not general in application to all orgs but
only to the particular org to which they are addressed.
ADMINISTRATIVE LETTERS
Normal general policy enforcement or advices by the Executive Director
are carried in Administrative Letters. These are on yellow paper, are
mimeographed and are usually designated General Non-Remimeo.
The Executive Director's Administrative Letters are different from
others in being headed above their subject title: EXECUTIVE DIRECTOR
DIRECTIVE.
They remain in force unless cancelled.
HCO EXECUTIVE LETTERS
The normal comm line from the Executive Director to Assn/Org Sees and
HCO Sees or Departments Heads in Orgs is the HCO Executive Letter of Date.
This is on legal size blue paper, is mimeographed and is headed TO:,
FROW, SUBJECT:, REFERENCE: with numbered paragraphs.
It is always sent General Non-Remimeo and goes to all orgs even when
addressed only to one org or even to a person in that org. It may also be
meant for every org.
558
A copy of every HCO Exec Ltr issued is distributed to all Saint Hill
executive personnel and a copy is posted on the Staff Bulletin Board.
HCO Executive Letters carry advices, how to do things, short term
projects, requests for data, information, reports on the state of things in
general or some activity in particular or how some emergency was caused or
how some emergency is progressing.
The Executive Director uses these rather than individual despatches in
answering requests for instructions from some org officer so that these
rundowns are available to everyone rather than just the querying person. In
such cases the Executive Letter is addressed to the person, but the
person's query begins the Executive Letter and is answered in the body of
the Executive Letter.
The purpose is to save the repeating of similar orders or advices in
numerous places by separate despatches which, received by only one person
and having no publishing system thereby lose technology and data.
When an Executive 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. A report requested from one org is not
so headed.
The International Org Supervisor at Saint Hill, on seeing a REPORT
REQUIRED HCO Executive Letter, immediately makes a folder for it, with
title and a date one month hence and holds it ready.
All reports received as a result (usuaEy written on the Executive Letter
received by the org by the reporting officer) are instantly and accurately
filed in that folder by the Int Org Supervisor.
In exactly one month, as visible by its date on the folder, this folder
is given by the Int Org Supervisor to the Executive Director, whether all
orgs have reported or not.
The Executive Director then makes use of the folder and either gets the
number of reports completed by cable action or otherwise handles or uses
the data. It is not further handled by the Int Org Supervisor.
When such a folder is completed, a summary of the reported data received
back by the Executive Director is commonly made the subject of a new HCO
Executive Letter referring to the old and is issued, thus putting everyone
in the picture. It is possible that this new HCO Executive Letter also
carries a summary of the orders given by the Executive Director as a
result, but the actual orders are issued as Sec EDs or Admin Ltrs. But when
the Executive Director is through with it the folder and all notes and a
record of all actions are filed in the Int Org Dept files at Saint Hill
under Exec Dir Exec Letter Reports.
The Executive Director tries not to pour out volumes of dispatches and
individual advices to isolated individuals but uses the Executive Letter
system instead. This has the effect of staff audiences being given on all
manner of interesting matters and is useful to many staff members and orgs.
Distribution of HCO Executive Letters is as by General Non Remimeo but
in the orgs the spare is posted on the staff board on a clipboard and a
copy must go to the person or staff hat to which it is addressed. Saint
Hill Distribution is to all Saint Hill Executives and a copy is posted on
the staff board.
Addressees in an HCO Exec Ltr as in all other comms are to a hat, not a
person.
Comments on entheta despatches are avoided on the HCO Exec Ltr line.
Entheta can usually be dropped anyway in all comms unless it is a matter
involving an emergency.
CLIPPINGS
The vast number of clippings from papers and magazines sent to the
Executive Director can be filed in clipping books without further handling
or acknowledgement. While they often have importance, people sending them
expect no ack as the clipping is not really an origin by the person
sending.
BOOKS AND MAGAZINES
The large flow of books and magazines should be filed properly or
discarded.
Books sent by individuals are always acknowledged.
559
PRESENTS
Presents arriving for the Executive Director, board members or the
Chairman should have a thank you letter attached for signature and sent on
to the intended person for receipt and signing the thank you letter.
Presents must have a thank you letter attached before being forwarded to
the Executive Director or board member or LRH.
ANNOUNCEMENTS
Births are acknowledged by an Associate Membership in the name of the
new baby.
Marriages are replied to by a note of congratulations.
Divorces are neglected.
Deaths are acknowledged by a note of condolences for the signature of
the Chairman to the next of kin or informing person requesting condolences
be given to interested parties.
HCO POLICY LETTERS
HCO Policy Letters (green ink on white paper) are not issued by the
Executive Director or other persons than the Chairman of the Board.
HCO BULLETINS
HCO Bulletins (red ink on white paper) are not issued by the Executive
Director but by the Co-ordinator of Research, which remains an LRH hat.
REPORTS
Reports from orgs including Saint Hill received by the Executive
Director are usually due on Tuesday of each week. If the report is standard
and not forthcoming the Executive Director chases it up.
A table of such reports should be kept and checked off as received.
The Executive Director handles any matters arising from the reports such
as slumps or good news promptly, by rush despatch via the appropriate
channels or cable or if general by Exec Ltr or if emergency by Sec ED.
The full story of Scientology locally and over the world should be fully
and precisely received every Tuesday by the Executive Director in such a
form that it can be swiftly viewed and followed up if divergent.
The authority of the Executive Director is maintained mainly by being
the person who receives reports and where these are neglected it is a
symptom of deteriorating authority.
Therefore routine reports are demanded crisply and received and reviewed
with great attention and acted upon with great interest.
The number of different reports demanded by the Executive Director
should not be great, and the form should not be complex as these two things
break down the line and burden reporting personnel, who after all have
other duties. But once a routine report is arranged it must be demanded to
be complete, accurate and punctual and when received must be given alert,
interested attention by the Executive Director and when not received must
become the subject of urgent communications and if still not received must
become the subject of a full investigation of the non-reporting area.
Data received at Saint Hill from other orgs is digested for the
Executive Director by the Department Heads at Saint Hill. If the Executive
Director sees reason for further interest the full data can be gone into in
the department along with all related despatches before action is taken.
Then the action is taken, the gains are complimented, the slumps scolded
and whatever else that needs to be done or put right is done.
560
It is a word of warning here that data received from an ailing
department or erg is nearly always inaccurate and that to base decision or
advice on that alone is to be accused of wrong solutions as the solutions
the Executive Director applies would only be as good as the data supplied
to the Executive Director.
Raw figures not otherwise evaluated, compared to similar periods or
similar orgs tell the best story. Reasons why given by reporting agencies
already in error are usually (but not always) worthless.
Bad spots in reports then must become the subject of intensive and
intelligent personal investigation by the Executive Director. False bits in
reports must be somehow ferreted out. And lack of reports must be dealt
with summarily. Report analysis is a high skill requiring much personal
experience, intuition, intelligence and other data for comparison.
The bulk of the job of the Executive Director is getting existing policy
applied and detecting where it isn't being applied, forecasting slumps,
repairing emergencies and keeping orgs on the increase, and all in such a
way as not to add further upset to the mess. The power of the office is
such and the velocity of the comm line so capable of impact that one has to
take care to (a) get factual data without (b) upsetting the apple-cart in
order to (c) take intelligent measures which (d) do not bring about further
confusion.
Usually one can forecast an erg or department slump about a year before
it happens if one has the report lines straight.
The Executive Director depends on routine reports rather than despatches
or rumours for data and thereby keeps things going well without adding to
the confusion.
Demands for data must be precise, detailed, exact and crisp without
explanation and censures for not receiving it but only stating one has not,
never why not.
If the report is still not received, by-pass the non-reporting person
but demand only the same report.
When reports are consistently not received, despite all efforts to
obtain them; begin looking over personnel in that area and get somebody
there who can function. You will never be wrong in this. People who can't
report aren't too busy if the report volume is reasonable. They just can't
work and so are the probable source of the slump.
Report lines are the most vital lines of the Executive Director.
COMM STRESS
The most attention, next to reports, is given by the Executive Director
to the execution of programmes already laid down and spotting and
discouraging projects or actions not part of the basic programmes.
The org pattern in any org is the most basic series of programmes. Each
department by the design of its actions is its own promotion and execution
programme.
Thus, non-functioning departments are broken down programmes. The
Executive Director is mainly concerned with preventing orgs and departments
from breaking down on standard actions and in units carrying out the admin
to keep the org going.
Technical departments are given the greater attention as sudden spurts
in income will collapse if not followed up by good tech. Solvency is based
on good standard departmental actions backed up by good tech full of good
results in students and preclears.
The whole organizational operation the world over as covered in earlier
1965 policy letters and in 1964 programmes and org patterns and hats is
very simple and straightforward so long as it is executed. When it isn't
being done or has been unduly complicated or altered, avalanches of
despatches and reports of slumps or absence of reports call the errors to
attention.
Using the policies on Dev-T and enforcing them keeps Executive Director
Comm within reason and brings the bad spots to attention, making
supervision by comm line analysis a most effective means of getting the job
done.
561
THE DATA THE LINES SHOULD CARRY
The primary commodity of the Executive Director is data.
The Executive Director should at all times know (a) the exact financial
condition of every erg; (b) the current traffic volume (pes, students, book
sales) of every erg; (c) the condition of tech in every erg; (d) the
condition of the staff training programme in every erg; (e) the condition
of the staff coaudit in every org, and (f). the junior executive member
efficiencies in an org so as to know who could replace what at any given
moment in emergency (and this of course includes Saint Hill).
Knowing those things and enforcing policy where it is out or getting
better personnel on the job, the hat of Executive Director becomes easy to
wear and everything prospers.
All this data comes from the Executive Director Comm lines. These
therefore should be concentrated on (a) to (f) above and all other concerns
given secondary importance. Despatches or comms which do not serve (a) to
(f) above can be neglected or put on an automatic answer basis.
The Executive Director's task is to (1) get the important data in order
to act if needed without (2) getting a volume of paper too heavy to review.
Therefore much of the comm of the Executive Director is pre-digested.
This is done so as to not remove important data and not overburden the comm
line.
Of all Executive Director duties, this is the neatest trick and the post
only fails when it is not. pulled off.
The Executive Director hat does pot conflict with the International Org
Supervisor hat as the latter is only a portion of the sphere of
responsibility of the former. The Executive Director deals mainly with
Org/Assn Sees, HCO Sees and the Int Org Supervisor reaches much deeper into
orgs. Further, the Int Org Supervisor has the responsibility of obtaining
the 10% erg payments for Saint Hill, that they are correct, and that all
org bills are paid to Saint Hill. Additionally the Int Org Supervisor lines
are handled as whole lines to orgs, not pre-digested lines. The
relationship of the two posts is similar to the relationship of Executive
Director to every other hat in Sclentology-the person wearing any hat acts
on policies procured from the board or outlined or stressed by the
Executive Director and co-ordinated by the Executive Director.
The Executive Director also obtains reports from the field, franchise,
books and advertising, even governments and the general public, and also
Saint Hill Departments and co-ordinates the whole with erg activities.
MAGAZINE COMM LINES
The Executive Director has numerous magazine comm lines which are two-
way, not one-way lines.
To the public the Executive Director has the Minor Issues of Continental
magazines.
To the field the Executive Director has The Auditor from Saint Hill and
all Major Continental Magazine issues.
Public answers and reactions concerning magazines should be watched but
with the reservation that such mail is never a cross section of "public
opinion"-that the true index of magazine acceptability is not letters from
readers but traffic in orgs and book sales. It is fatal to modify magazines
on the basis of "public letters" about them. Ten readers stuck in snarl
don't make a public. Total absence of mail is more important as a gauge of
ineffectiveness of magazines. The mail opinion is no opinion at all but is
measured by volume, not content!
TECH ARTICLES
Part of the Executive Director comm lines is a copy of every magazine
and brochure and pamphlet published by orgs.
These ar e carefully reviewed for the following points and/or actions.
1. Compliment an unusually good issue.
2. Call typographical errors to attention and warn that they can
make a reader stop reading or even leave Scientology if a newcomer.
562
3. Technical material errors. These are made the subject of cables.
4. Hard sell. If the selling is soft and mousey, if ads for the Academy,
HGC, books, memberships, Extension Course, Congresses, etc, are omitted,
investigate the connected personnel and get some hard sell going or some
changes made in personnel. "Public criticism" brings about soft sell
even though the "public" was always only one or two anti-Scientology
bums. (London could have been saved earlier twice by this and
Johannesburg twice and Washington once if this point had been used
rather than more obvious symptoms seen and corrected months later.)
5. Articles or letters by other persons on tech. This is a sure sign of
an org about to do a swan dive. The area of the mag is doing screwball
tech because it doesn't think there is standard tech or isn't applying
it.
6. Mentioning creditably people known to be rank squirrels. This is an
org that can bolt for it has a lot of squirrel connections, is therefore
squirreling. A power push will develop from the area if rapid
investigation is not undertaken and the facts acted upon swiftly.
7. Minors with big words in them.
8. Majors that have no appeal at all to oldtimers.
9. Mags devoted entirely to local leaders.
10. Departures from by-line policy.
11. Limited or curtailed distribution (for reasons of economy or others).
This last is not detectable from the mag, so the Executive Director
should require a circulation figure as part of his reports for both
Major and Minor issues, PABs and Auditors as well as number of address
plates currently in CF and number of brochures furnished franchise
holders each month.
OK TO MIMEO
The mimeo lines of any org are overused. Lack of planning causes heads
of Departments to fail to meet deadlines for printed mags. They then want
to send mimeo mailings to everyone.
Sometimes it has to be done. But generally the Executive Director seeks
to curb it.
Ok to mimeo by Executive Director before anything can be mimeoed is
unreal for distant orgs. These should submit a copy of everything mimeoed
to the Int Org Supervisor so that the Executive Director can occasionally
review it and caution them, for it is very costly and poor. Receiving these
also tells one when policies are being "interpreted" or local policies are
being issued in divergence to main line policies.
In the org where the Executive Director is located, this is easy.
Therefore the order is that nothing can be mimeographed by mimeo in the
Executive Director's nearest org unless it has "Ok to mimeo" and the
Executive Director's initials on it must be enforced.
This is sometimes gotten around by an Executive Director's despatch
saying "Rewrite before mimeoing" and they then rewrite and mimeo without
the actual copy being reviewed or okayed. Thus the initial must be on the
actual copy to be mimeoed.
This permits review and co-ordination of releases, curbs tech cross-
advices and forces promotion into The Auditor or PAB and saves jamming
mimeo lines. Mimeo is too costly for wide distribution use and can get out
of hand very quickly. When widely used in hundreds or thousands of copies,
it is prohibitive in cost-a thing an inexperienced org or executive never
notices.
Hence, everything mimeoed in his nearest org and all repeats of existing
stencils require Executive Director permission before being cut or run.
BOOKS
The Executive Director's comm lines include books. Selection of what
books to reprint or push is the main part of this line. Indexes of what
books are selling, what books obtain org traffic are points of vital
analysis by the Executive Director. This is the primary comm line of
Scientology and it is regulated and reinforced by the Executive Director
and is one of the more vital portions of the hat.
563
ADVERTISEMENTS
As only Book Advertisements are placed, one is limited as to what one
can say, but this advertisement copy is an Executive Director Comm Line and
is watched carefully and straightened out when it goes wrong or started
again if it ceases to exist. It is a definite Comm Line and an important
one.
so #1
The SO #1 line (formerly only for LRH addressed mail) is the public and
general incoming mail line to LRH, MSH and the Executive Director and is
watched and kept in order by the Executive Director.
It is a very important line in that no major org breakdown has ever
occurred without being preceded by entheta SO #1 mail from that area!
One can estimate the condition of service, admin and tech, (dominantly
the latter), from the character of SO #1 letters from.an area.
A year before the Victorian Enquiry SO #1 from the Melbourne area went
bad and stayed bad.
Thus this SO #1 line, we learn from this and other instances, is an
important index of the character of Scientology operation in an area.
The SO #1 line is used by the Executive Director as an alerting bell,
not as a subject to be responding to directly.
SO #1 answers are severely regulated by policy-the maxim is "Give them
what they want and keep them happy."
Respond casually to entheta, or non-committally.
Forward complaints received to the or.g or auditor involved for their or
his or her comment. Forward the response from the org or auditor to the
originator, when it comes if it is politic to do so or condense it if it is
not, as a second letter, the first written at once is only an ack. Never
let Orgs use the SO #1 line as a sales line. Never let a critical letter go
to anyone in answer to an SO #1. Just listen and understand. Ask SO #1
writers for clarification if you don't understand and want to.
Keep the line itself all "Good Roads and Good, Weather" (which everybody
is in favour of). Never criticize an auditor or an org in responding to SO
#1 letters. Peace and Understanding is the keynote of responses to people
writing SO #1 letters. Save the thunder for the true source of entheta in
the area such as a bad D of P, but even then only when the evidence of his
guilt is in plain view.
This SO #1 line is a detection line. One never responds to originators
in any other way than Peace and Understanding. One uses the condition
(theta or entheta) of SO #1 letters from an area to get a view of how well
the field, franchise and orgs are practising Scientology there.
There is never bad SO #1 from an area where the field, franchise and org
are doing their jobs well. So it is a reassuring point when SO #1 is all
theta from an area.
But no SO #1 at all from an area is an index that that area is not
pushing us. It may even be active, but if no SO #1 arrives then that area
is pushing Joe Squirrel at our expense, or worse, running us down to the
public.
BUSINESS MAIL
Great respect is generally shown on commercial lines to Saint Hill and
the Executive Director.
Where it is not, somebody in some important staff position is goofing
like mad. It could be said somebody amongst us is being outrightly
destructive.
For we are commercially very well regarded and respected.
One always uses the commercial line answers from the Executive Director
(or Org/Assn Sees) to *increase credit one way or another-not by asking for
it but by casually remarking how well we're doing, how we're expanding,
etc.
564
Never pull a "poor mouth" in a business letter. "It's too costly for
us." 'Ve are a charitable organization so we should be given favours." Be
bold in all such replies, be the image of success and expansion at the
slightest pretext-which is, of course, the truth.
STATIONERY
Executive Director stationery must always be top grade. Never use
regular org paper for despatches-use special paper with a printed caption.
Don't use. airletters if you can possibly help it.
Hand laid antique paper, heading embossed, for I st and 2nd sheets and
envelopes is a must for all commercial letters from the Executive Director.
TYPING
Never let out of alignment typewriters, faint ribbons or erased messes
go out on the Executive Director or SO #1 lines, no matter who is going to
receive it.
Credit and importance is estimated by the only view they have of you-the
letter in hand. Letters are small ambassadors.
MOOD
The Mood of Comm Lines throughout Scientology is dependent on the
Executive Director's alertness.
Scientology comms contain ARC. They are familiar.
Our lines are too wide open to put much entheta on. It arrives like a
bullet when it was meant as a small tap.
You can blow up our comm lines with annoyance, much less anger on them.
So discourage anything but ARC.
If a long distance comm line starts acting up, be very careful how it's
handled.
The safest course is don't reply directly to snarly or critical
despatches from org personnel anywhere. Consider the line temporarily
wrecked. Do something about it but use another line or approach. It's too
risky in orgs to try to run off somebody's overts 12,500 miles away with a
despatch to that person. Use it as a symptom and explore it carefully. How
much of the org does it represent? Call for other filed despatches
available to you at once from other persons in that org. Do they contain
any misemotion? Trace it all down without sending a single cable or
despatch back. Never surrender to an impulse to flash back. Use a
misemotional despatch to correct an org condition and be very sure that you
really know the exact condition before you try to correct it.
When you're sure, act. The action perhaps will be getting somebody
audited, or a transfer, or getting somebody retrained or finding a new
Org/Assn See or getting an HCO See's hat on. But don't reply-just handle.
In his or her own turn, curb misemotional materials or origins from the
Executive Director area or self
You can be critical only if you have a remedy that will work. Example:
"D's of P
should never Q and A with auditors; one recently messed up a case
Never
"You messed up a case! Stop your Q and A !"
It's a tolerant sometimes tongue-clucking attitude. Not a bull charge.
RESTIMULATION
An Executive Director (or any staff member) is liable to restimulation
by reason of comm lines or hats.
This nearly always comes from being forced to wear somebody else's hat
without noticing it.
To remain sweet tempered, refuse to wear other people's hats for them
and always check up at least once a month to see if you are wearing
somebody else's hat. Otherwise your origins may become misemotional,
whether verbal or by despatch.
565
Analysis of your comm lines will rapidly show whose hat you're wearing.
Lots of despatches will concern that hat, not your own hat. Example: You
have a mail clerk but you are always sorting mail or querying about lost or
misrouted mail. You are wearing a mail clerk or a Communicator's or an HCO
See hat. You will soon be furious with somebody, not always the right
person. Example: Keokuk is always involved with something you have to
solve. Recognize you are wearing the Org See Keokuk hat or the HCO Area See
Keokuk hat long before you start getting snarly, and act, not by wearing
the hat but getting it worn by the incumbent or failing that, finding
somebody who can wear it.
Executives who sweep doorsteps instead of chewing up janitors are
already in deep apathy from having had to wear, without noticing it,
somebody else's hat too often.
It affects your comm lines this way: You are working to pay a janitor's
salary. You are also being the janitor which detracts from the time you
must spend to earn enough to pay the janitor. Thus you double work, both to
cover the salary and to do the work being paid for. Thus you must either
get the janitor to do his job or transfer or fire him, thus reducing your
load by twice. Even if you only fire the janitor without replacement,and
sweep up yourself you have still reduced your load, to the degree you had
to earn his pay. So not noticing whose hat you're wearing when one is
foisted off on you, increases your work load double and will shortly pull
you off your routine lines which then again reduces income. The end product
is a feeling you have no time to do your job. And this messes up Comm lines
remarkably by causing one to short cut and omit which in turn develops new
situations which further reduce one's available time.
So to handle a set of Comm Lines one must be very wary of inheriting a
hat from somewhere.
This, as Executive Director, is very easy to do as one is responsible
for such a multitude of things it seems natural to wear a lot of hats to
the neglect of one's own hat of co-ordination and supervision.
VERBAL COMM
Executive Director verbal comm, by phone or in person, is usually denied
comm and causes*trouble unless special actions are taken.
The decisions or arrangements made by the Executive Director verbally
with one or two people are unknown then to other staff and act as a
withhold.
Always record conferences and originate at once orders that come out of
them.
Discourage staff body traffic.
Also write down and publish any verbal order given.
Confirm arrangements made by letter or despatch.
PUBLISH DATA
If only the Executive Director knows it, that's not enough. It will
cripple staff members and orgs.
Hidden data and information, particularly estimates of situations and
reasons why must be published so staff can see them.
Release lots of information, particularly by posting on boards. Staffs
try to hide data from the public. Don't bother to hide anything.
JAMMED LINES
The Executive Director lines can be jammed by: I . Too complex a report
system. 2. Letting others use Executive Director Lines. 3. Failing to
police Dev-T.
If you outflow a lot, put it in a general form to reach many and don't
make it a concentrated despatch line to one person. Thus people can read it
at leisure when their own job lines are cleared. Use bulletin boards, Exec
Ltrs, that sort of thing for the
566
release of news and info. Keep such out of despatches. Never write newsy
despatches or more than one subject per despatch. Write newsy Exec Ltrs
instead. It is doubtful if you can jam your outflow lines by general
releases in this fashion as people are interested and want the news and if
they don't have to answer it always as a despatch it will seep in somehow.
So the amount of outflow an Executive Director does would have to be huge
before people totally ignored it.
However one can jam one's own lines by getting too report form happy.
When getting up report forms remember it's you who must get data off them
so make them awfully plain, concise and few. If you add a new type of form,
always discard an old one if you can.
Regularly review report forms with an eye to discarding some or
condensing them. What forms being sent directly to the Executive Director
are really useful to the Executive Director? is the main question. Amputate
those forms or data that are not. Still, don't fail to make up a new report
line if you really can use the data in the time you have to study it. And
don't fall to kill it when you no longer want it.
Letting other more junior staff members use the Executive Director lines
or sign a type of Executive Director Comm (such as an HCO Exec Letter) is a
certain way to jam its line and confuse everyone.
By letting Dev-T exist and not policing it you jam everyone's lines. For
not only you are getting Dev-Ted from a Dev-T source.
CHEQUE SIGNING
Never sign isolated cheques offered one by one.
Never sign cheques unless you have:
1 - A tape adding up the full sum of all cheques offered;
2. The bank statements in hand to make sure you can cover;
3. Copies or originals of the statements or bills being paid;
4. Assurance that "this packet" is all the cheques to be signed
for the next 30 days.
Always do "dateline paying" no matter what the account line is.
Never be eager to sign cheques. If demanding better preparation by
Accounts will consume time, consume it.
In disbursement, accuracy and safety are senior to speed.
In all accounts matters don't be afraid to overwork accountants and
never listen to why it can't be well done. Just get another accountant.
Always cause to be transferred or sacked any accounts personnel who (a)
act like it's their money; (b) who won't dig up funds for LRH or Executive
Director concerns; (c) who get you into danger by poor or false
submissions, or (d) who won't enforce PO systems. Such have too much wrong
in their units to set right under their control. It just won't ever go
right under them.
The above also applies to orgs who make the mistakes of (a) to (d) only
in this case investigate the senior executives for any one of a dozen
possible crimes or delinquencies and don't be afraid to act once you have
the straight information on what's what.
In 14 years 1 have never found any of the above (a) to (d) attitudes
without also finding hidden insolvency or, usually, theft. That is what
those data (a) to (d) always add up to when investigation is complete.
Assn/Org Sees and HCO Sees who yowl at you about your mon 1 cy requests
or
orders should be promptly looked over and usually should be demoted and
transferred.
They're too parasitic or too proprictorish of our money to be trusted.
Lazy accounting units are equally dangerous. In this case too, doing the
work is always substituted for by a lie of some sort. So Accounts lies add
up to either crooked or no accounting system, never to overwork.
With these above data one can handle accounts comm lines easily without
sudden shocks or financial emergencies, the two most detrimental things
that can happen to an Executive Director. So preventing the shocks and
emergencies when the symptoms
567
above are first noted will save literally tens of thousands of pounds as
well as Executive Director overwork and overloaded comm lines and getting
all Scientology at risk.
SLOPPY LINES
Keep all Comm Lines and Comm Procedures taut and crisp.
The time to police sloppy lines is not when emergencies are in progress.
Any line may be needed suddenly without warning.
Therefore be very harsh on floppy attitudes toward failures to
acknowledge despatch forms, routings, distribution, copy filing, etc, etc.
Then when they're needed, the Comm lines are available and in working
order. And you never know when you'll need them. They may be unused for
months and then bang! they're vital. HCOS or orgs that don't answer up or
properly should be investigated at once.
THE VASTNESS OF EXECUTIVE DIRECTOR LINES
One can easily be intimidated by the hugeness of expanse of Executive
Director territory and lines.
Two errors can be made:
1. Fall back into specializing in some and ignoring the rest;
2. Trying to receive and answer all comm oneself.
About once a month solve I by viewing the whole network. Look for
neglected areas and brush them up. Example: One, on review, finds he hasn't
a clue what goes on in Franchise lately. Recognize it's an area of lines
one is neglecting. Look over the report system on Franchise for faults or
get one going. Look over the other lines one has been doing to find out
what clandestine hats are being worn there or what makes them seem so
important so as to exclude Franchise lines. Sort it out and re-generalize
one's coverage. It's routine and common to be sucked into tech reports or
finance and neglect other zones. The crime is not to discover it, find out
why, act to handle the real cause and exteriorize.
In getting too much comm from too many places one gets to a point of
being able to handle none of it. This happens only when one doesn't grant
existence to relay points on one's lines or when one loses confidence in
the ability or effectiveness of a lot of relay points or of really faulty
relays. The thing to do is work on patching up relay points, not going on
handling the huge volume as the more you handle it the worse it will
become.
SPHERE OF INFLUENCE
The Executive Director's sphere of influence is too large to be handled
on a part time basis. It is a full time job even when its comm lines are
pre-digested to next to nothing.
Therefore, an Executive Director must not take on specialized posts "in
addition to ...........
The symptoms of not handling the post are all to be found in:
1. Reduced overall org income, and
2. Increase of Executive Director incoming traffic.
Thus, very heavy increases in Executive Director traffic will coincide
with lowering org and franchise incomes.
The things to do are (a) analyze the lines for Dev-T and act on the
analysis; (b) get neglected promotion policies and programmes back in
action fast; (c) trace back what old programme has been dropped or replaced
and get it back in force quickly and drop the later one substituted for it.
After any new programme is put into action, in any activity, be alert
for dropping income in that activity for at least three months and don't
breathe easy until income is shown to rise because of the new programme.
It's best to pretest. Use it in just one org before going all out in all
orgs. Saint Hill sometimes serves to pilot.
Reports come into their own in scouting down a change that went sour.
568
When org incomes drop and Executive Director incoming traffic increases
go into the files and trace the first recent symptom of failing incomes in
orgs general to all orgs. Then go earlier by a few weeks and look for any
new programmes or changes. You will often find it easily. Act accordingly
and very fast to get it straightened up (the new one out, the old one back
in).
This done very broadly over a long time period will spot up all
successful general
programmes subsequently abandoned and could increase org income everywhere.
LOCAL TRAFFIC
Give local comm traffic less attention than exterior traffic.
Because an Executive Director is in an org the org will pull him or her
onto its lines for various functions. Seek to avoid this.
Concerns of the local org where the Executive Director is located should
occupy the following fraction of Executive Director traffic one over the
total number of orgs in Scientology.
If that proportion is violated (taking into account reports from outside
condensed or relayed by the local org for the Executive Director) then the
local org has put one or more hats on the Executive Director. If these are
not spotted and removed, Executive Director comm traffic will increase
internationally and international gross income will reduce (also reducing
the local org's income).
PURPOSE OF COMM LINES
The main reasons the Comm lines to the Executive Director exist are:
1. To disseminate Scientology as widely as possible through
standard channels;
2. To increase the international (as opposed to local) gross income
steadily and stably;
3. To co-ordinate Scientology activities;
4. To keep top org executives on their toes and functioning;
5. To hold a high tech standard;
6. To hold in policy;
7. To detect new policy when really needed and get it formulated at
board level;
8. To catch the, ball when it's dropped at high executive levels
(Org/Assn Sec, HCO Sec);
9. To design new promotion, test it and get it going if successful;
10. To keep Scientology research and compilation well financed;
11. To keep everyone in the know on current Scientology actions and
news.
These (not in order of importance) comprise most of the functions of the
office and therefore regulate the character of the Comm lines.
One can do these things only if one keeps his Comm lines going and
within reason as to volume.
When feeling one isn't getting anywhere, the first place to look is at
the Comm Lines and the first thing to do is straighten up the Comm lines so
they can be used easily without strain,
Probably the first thing one notices about Executive Director Comm Lines
is that one isn't originating anything, one is only answering up. If one is
doing this then the whole of the Lines have to be gone into, Dev-T rooted
out, clandestine hats shed, slack personnel demoted, transferred or sacked
and actions taken to get policy and programmes back in.
If it has gone too long, one does the above on a gradient, not all at
once, starting with crisp new promotion or a furious carrying out of old
promotion, getting Dev-T, getting that spotted and its chronic originators
handled, looking for hidden hats on one's head and shedding them, and so
on.
I have found that when the Executive Director Comm Lines had me backed
off from origin, I have always had to abandon the whole lot for a bit and,
by-passing them, get promotion going fast. Because when lines get that way,
income has dropped or will
569
shortly drop and, always, part of such a picture has turned out to be a
forthcoming financial crisis. After furiously promoting and getting
promotion done, one usually can look back in view of what one now knows and
say "Whew! That was close! If I hadn't gotten promotion started in
December, we'd now be wiped out."
Promoting into a comm line overwhelm is nonsense. One acts by by-pass of
his in-b~sket. Then, having acted, one straightens up his lines by
analyzing and tabulating every despatch as he answers it. Then one shucks
the accumulated hidden hats by getting them worn where they should be.
And all turns out well.
The only genius required is fast reliable promotion action. Sometimes
this requires a lot of inspiration. Example: getting the idea to publish
The Auditor and getting it in the run over the near dead bodies cluttering
up the place. It took 4 months to get, it out in people's hands but during
those 4 months a lot of the other above actions Were also taken. By the
time it came out the org had almost collapsed, owed thousands and
thousands. But it was out and the ball was caught. At the moment I started
the promotion the only visible symptom of trouble was that I could not find
time to originate anything and was smashed back into only answering. Things
smelled bad but not one single cause could be isolated and little data was
known about what might be wrong. I promoted, then found what was wrong. So
always take that order of precedence of action. Get in old promotion or
design new and get it in the run. Then, straighten up the Comm lines and
shed the hats. The latter two actions can take eight or nine months. The
financial emergency which will occur after a period of sour, flooded Comm
lines will occur before the effect of straightening up comm lines will
correct the financial situation. Hence, promote and then straighten up comm
lines any time there has been a prolonged period of Executive Director
overwork or non-origin.
The only hitch is to promote so that income will flood in and no
existing income will be blocked.
In this respect, I never abandon known income in favour of hoped-for
income. So the promotion done must take that into account. Example: A
promotion scheme advanced by executives consisted of selling a lot of
different memberships instead of receiving Franchise 1 O%s. A lot of
reasons were given as to why the Franchise 10% idea was poor and how much
money would be made by memberships. I looked up Franchise income and found
it was one-terith the income of Saint Hill! Without being worked on at all.
It offered great potential increase. I did not therefore abandon Franchise
but arranged promotion to improve it. The advice to abandon it, if
followed, would have blocked the 1964 Book-Ad promotion!
So no new promotion should be allowed to knock out successful function.
The thing to do is increase successful functions by newly promoting them,
not something new.
Also, never go outside Scientology for income. That's a symptom of sure
flop. Every Scientologist who does lays an egg. Use Scientology to produce
income always and despatches or comms advising other courses should be put
in File 0 and ignored.
Reports will tell you what actions are producing income where. Use those
actions for increased promotion.
Example: The failure to send Certainty to the whole list and a gradual
decay of content and abandoning hard sell was coincident with London income
decline. Pepping up Certainty increased London income. Therefore publishing
The Auditor was based on old known promotion. So it didn't require vast
genius to dream it up after all. And that it would save the bacon at Saint
Hill by April 1964 was a foregone conclusion.
Reliable old promotion prettied up and done is usually best.
So promotion takes precedence over the condition of Comm lines on the
Executive Director (or Assn/Org Sec) posts.
Thus there is something routine comm lines are junior to-promotion.
If you try to straighten up comm. lines and the org or orgs in the face
of threatened financial disaster, you will always be too late. When
financial slumps are in view or forecast always Promote first and fast,
ignoring the lines and orgs and straighten up Comm lines and orgs
afterwards.
570
If you know this and do it, you wo~'t ever have a complete financial
disaster.
If you tried to straighten up the lines and org or orgs in order to use
thein'to promote, the disaster will be upon you before you have a straight
set of lines and an org. So the result is always a smaller org if you
reverse the correct sequence of action.
Orgs that grow smaller have not promoted first and re-organized second.
They re-organize first and so can only save themselves by reducing staff.
They should have promoted first and then re-organized in the time thus
bought.
You buy time with promotion and in that time you can straighten up the
house.
Never, when promoting orgs out of a threatened financial disaster,
consider whether or not it is easy to do or if staff can do it. Remember
that the staff involved started the slump. Just promote and.regardless of
anyone and if necessary over any number of dead bodies, get it executed.
Then revive or bury the corpses. Handling things otherwise when the future
goes grey will ruin everything.
Years ago it was obvious to me, as Executive Director, that orgs either
could not or would not promote and that I had to do all their effective
promotion. I used to wait in vain for orgs to generate promotion. When they
didn't disaster would loom, then I would grab the promotion ball, promote
like mad, save them and then wait again hopefully for orgs to promote.
I never realized why. Now I know. Orgs (any organization, not only a
Scientology group) tries to handle everything by administration first last
and always. They would promote routinely but when "organized for it".
Thus, when things were close to disaster financially (brink close and
bill collectors calling, which alerted even the dullest person present),
they sought to "change registrars" or hire new typists or sit around and
try to find out where the breakdown had been.
One, they hadn't any system to advise them of future slumps and wouldn't
have put much time in using it and it required an earthquake to alert them,
and Two, being introverted by threatened catastrophe sought to remedy their
org faults as the only solution.
True, if they had a smooth org the inherent promotional actions of
departments would save them.
But it takes longer to repair an org system than it does to promote new
business. So the length of time of their solution, begun on at the brink of
disaster, over-ran the last possible moment available.
Promote, then repair the lines and personnel malfunctions or improper
placements.
This is a new idea. The world of business and government does not know
it. They sometimes accidentally use it. Some dynamic director or manager
might instinctively do it. But the high incidence of business failure (1 in
19 fail in the first year) and chronic governmental failures and
insolvencies show the datum is not used by,Man even if known. Big
businesses with huge sinking funds alone can use the system of "make it
solvent next year by improving our structure" successfully. And even many
of those miss and go bankrupt.
The shrinking empire has always (a) experienced but failed to handle
financial emergencies; (b) sought to resolve the situation by
administrative changes and economic measures.
Nobody can save himself or a country out of a slump. You can't save what
you haven't got. Therefore enforcing economy is aimed only at keeping outgo
from being more than income. Enforced economy is no solution to a slump.
When it is used as a sole salvage measure everything gets smaller and the
former position is never regained. When politicians start talking economy
more than they talk of prosperity, the country is going to shrink in its
sphere of influence.
England has done and is doing just this. Its empire shrank for no other
reason than that it sought to re-organize itself out of too many financial
crises and failed to promote.
Talk economy, yes. But talk promotion harder and sooner.
571
No empire stands still. They expand or shrink. They expand by (1)
intelligent promotion and (2) good administration and (3) sensible economy
in that order. They shrink by using the wrong order-(I) Economy, (2) More
administration, and (3) some promotion. They shrink because they never
regain the former position by Administrative management alone and the
economy has nothing to economize on.
The Scientology empire must continue to expand in order to live at all.
Therefore one (a) keeps promotion going, (b) adminsters intelligently, (c)
practises necessary economies in that order. And in emergencies one
promotes before one even thinks about re-organization. Doing that maintains
the expansion.
Where an org has the same income year after year they will soon begin to
have less income. They are handling their various crises by administration
and economy only.
If they watched their comm lines and every executive kept on his
executive hat and corrected all Dev-T, they would never have to do frenzied
promotion as by the design of orgs they would be promoting constantly. And
if they handled bad crises by everyone grabbing some old tried and true
promotional project and making it fly before they even wondered why they
got into a slump and afterwards put their house in order when the promotion
project was done, they would only expand.
You use Comm Lines to detect areas of potential slump. By analysis of
Dev-T, by observance of non-ack, by watching volume of action, quality and
content of magazines, the Executive Director can accurately predict future
slumps-literally a year or two before they happen. Predicted at this
remoteness one can make the small changes that will bring them up before
they really start to fall. One has bought time. To do this one has to be
very alert in Comm Analysis, believe its maxims and not "be reasonable
about it" and act on what one finds when he really establishes what he
thought he observed. This buys time.
When Comm Analysis and reports are not given close attention or when
falsified for some time or bad spots don't come to view in spite of it all,
then one approaches financial disaster.
When income itself starts to fall in an orga or orgs, one then uses this
datum-Promote first and ask questions afterwards. Always use sure fire type
promotion, broad and huge, an old action in a bigger new dress; never use
risky, untried ideas. Now with that getting done (and making sure it is
being done by inspecting its progress day by day personally or doing it
yourself) start getting lines and personnel straight. If the promotion idea
is big enough and practical enough it will pull through the period of re-
organization and the resultant income should be arriving just before the
sheriff or bailiff knock on the door. You then smilingly pay them off and
the re-organized org is now capable of rendering the service sold.
Promoted business always has a delay. It takes 6 weeks to get the first
response to a magazine or a barrage of letters. It may take 5 months to
flood the place with money.
You can never promote too early. You can often promote almost too late.
My early days maxim about org finance was "make more than they can
waste". Later it became "make more than they can waste and patch them up so
they can deliver". Now it's "make sure they will make enough and hide some
of it and make sure they deliver so they will make even more".
Intelligently observed and handled Comm Lines will buy enough time to
make frenzied promotion unnecessary. Orderly promotion over a long term can
then be done. It's the short term money necessity that makes promotion
genius level. The shorter the time available, the more genius it takes.
So vigilance on the Comm Lines and good analysis of them buys the time
necessary to do long term promotion and keep orgs grooved in before they go
into a long slide.
All this-the prevention of shrink and the continuation of expansion is
the prime reason for the Executive Director's existence.
To do it the Executive Director must have the proper Comm lines and
handle them.
Beyond this there is no real reason for an Executive Director or the
comm lines to and from that hat.
572
CSW
Completed Staff Work is always demanded by the Executive Director when
asked to make any decision or okay anything.
This prevents errors.
However, requests for authority to depart from the usual are dangerous
when okayed as they then set up areas of difference and cause policy to
wander and misfit at the joints.
Given intelligent existing org patterns and programmes, one would be
right more often than wrong by far if one turned down all requests for
authorities or changes in action.
So while one always demands completed staff work (CSW) on requests for
decision, one tends to say "No". If one begins to say "Yes" the whole
programme begins to slide into some unworkable hash.
Many requests for decision from a post means either (1) the post is
improperly held, or (2) the hat of the post isn't understood. In either
case one should originate despatches or Exec Ltrs to obtain data about the
person and the hat and should either rewrite the hat or educate or transfer
the person.
SUMMARY
The Executive Director Comm Lines are the carriers of data and commands
and must be well handled. The traffic must be policed and kept grooved.
The lines must be handled with considerable speed. But no matter the
urgency that may be urged upon the Executive Director, decisions or actions
must be based on complete data.
If the Executive Director's Comm lines are good and complete and well
handled the position becomes very easy to deal with and all will go well.
Emergencies, on good lines, can be foreseen by at least a year and
handled long before they happen.
The only real troubles on the Executive Director lines come from
incomplete or random reports and a failure to believe the raw data of
income and statistics in some
area and act when bad spots are consistently observed.
LRH:jw.rd
Copyright@ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Gen Non-Rernimeo HCO POLICY LETTER OF I MARCH 1965
BPI
Franchise
GENERAL AMNESTY
Celebrating the attainment of all data up to Level VII and the beginning
of the intensive application of exact technology at all levels, and in
appreciation to any and all who assisted during the early phase of our
development before exact technology was stable, a General Amnesty is issued
for all Scientologists for any and all offenses of whatever kind prior to
this date, acknowledging fully that they have been committed and forgiving
any consequence and punishment which might have been feared, contemplated
or ordered because of them.
LRH:jw.rd By my hand and seal
Copyright (D 1965 on the I st of March, AD 15
by L. Ron Hubbard
ALL RIGHTS RESERVED L. RON HUBBARD
573
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
6 cores to HCO POLICY LETTER OF 21 DECEMBER 1965
eac org
Master Files
Org Exec Sec Hat
HCO Exec Sec Hat
Org Sec Hat
Dir Dept 5 LRH FINANCIAL RELATIONSHIPS TO ORGS
LRH Communicator
After a careful review of various tax situations in orgs 1 have come to
the
following conclusion:
1 That no understanding is given by tax officials when the
relationships of LRH, an individual, to organizations has been handled
on a very charitable basis by LRH an individual;
2. That when LRH an individual does not precisely bill and demand
payment of debts by orgs to LRH an individual, the tax authorities twist
the matter to our discredit;
3. That leniency in financial relationships between LRH, an individual,
and any org
rebounds to our discredit tax wise;
4. That when sums owing by an org to LRH, an individual, are not fully
accounted for in the books and balance sheets of an org as due and owing
to LRH, an individual, tax problems arise for the org and for LRH, an
individual;
5. That tax problems stem from the leniency in this relationship.
For fifteen years I have personally paid for research, have loaned and
advanced orgs money, have guaranteed their overdrafts, have given them the
benefit of my
personal credit rating which is high. 1 have not sought for reimbursement;
1 have not collected adequate pay or given orgs bills for what they owe me.
The 10% sent by orgs is fully consumed by administrative service (and
much more than 10%) and is routinely invoiced to the managing organization
and spent by it, or is sometimes held by LRH as a trustee. It is not given
to LRH, an individual as records prove without exception.
All this for 15 years has been an effort on my part to help our
organiza tions. But it is
interpreted in other ways by tax officials, winds orgs up with what they
owe LRH an
individual showing as a "profit" and upsets LRH, an individual's personal
tax picture.
Thus I have had to conclude that the majority of tax troubles stems
from
(a) Orgs not keeping a proper record of monies owed to LRH an individual.
(b) I-RH an individual not regularly billing orgs for monies owed.
(c) LRH, an individual not exacting proper salary, payment and
reimbursement!
In 1966 we will begin to set this right. A recapitulation will have to
be made and
records corrected.
Although it is not easy to imagine that a benign attitude on the part of
LRH an individual is incomprehensible to tax officials, it is easy to
realize that tax persons are unused to dealing with unselfish acts and
suspect anyone so engaging.
Therefore the following policies are laid down:
A. Every org must carefully record and keep in record all sums owing to
LRH, an
individual;
B. All sums owing to LRH, an individual, must be reflected on yearly
balance sheets;
C. Adequate salary and compensation must be allowed for LRH, an individual
by all
orgs;
D. The Office of LRH must also keep a record;
E. The Office of LRH must bill the orgs routinely;
F. Sums so owing must be paid;
G. Every effort must be made to set the earlier records in order;
H. The current indebtedness must be carefully accounted for;
1. The LRH Communicator is responsible for the LRH an individual
financial sums
574
appearing in the balance sheets of the org and that routine bills are
rendered.
Note: These policies stem from US Internal Revenue actions by which the
Founding Church of Washington DC is under threat of large tax bills it does
not owe and the tiny amount reimbursed to LRH, an individual, for actual
outlays on behalf of that org are under challenge and actual sums owing to
LRH, an individual, are not properly recorded or taken into account. All
the trouble stems from the lack of A to I policies immediately above.
DEFINITIONS
LRH, AN INDIVIDUAL, means L. Ron Hubbard, a private person as, distinct
from a trustee, a director or a staff member. LRH, an individual often
advances goods or sums without reimbursement, has borne the whole cost of
research of Scientology and used his own money to found organizations.
LRH, TRUSTEE. This is L. Ron Hubbard in the capacity of a trustee as
distinct from a director or individual or staff member. LRH, Trustee, holds
money for corporations or persons or holds property for them.
LRH, TRUSTEE FOR TRANSFER. For some years the Commonwealth (overseas,
not US) interests belonging to the Hubbard Association of Scientologists,
International, Incorporated, in Arizona, have been held by LRH, Trustee for
Transfer. As the overseas interests were worthless to the US Corporation in
the US (HASI, Arizona), due to currency exchange laws, and were costing it
money, the board of HASI, Arizona, appointed LRH a Trustee for Transfer for
all Commonwealth Corporation property or interests with orders to hand it
over to a UK corporation. As Arizona law forbids giving the assets to any
but a non-profit corporation, non-profit UK and Commonwealth Corporations
had to be formed. The UK tax authorities make a company operate for a year
before declaring it non-profit. So far no Commonwealth company has been
granted tax exemption for companies LRH attempted to form. HASI Ltd was
such an effort. Non Profit status was refused it. But progress is now being
made in another direction so these assets can be delivered eventually to UK
and Commonwealth companies.
LRH, A DIRECTOR, is a director on the board of directors of several
companies. No salary may be paid for this post.
LRH, A STAFF MEMBER, works on staffs as a case consultant, training
officer, lecturer, design and planning consultant, promotions adviser and a
department head of the Office of LRH and as such should receive
compensation. As a staff member his expenses are paid by orgs. The pre-
Dianetic salary level of LRH an employee was several times that given by
orgs subsequently.
10% ROYALTY. LRH an individual owns, since he paid for the original
research as well as later research and never received a salary for doing
it, all Copyrights, registered marks and trade marks and rights of
Dianetics and Scientology. Orgs send 10% to Saint Hill and this is used by
HASI to administer orgs, paying for communication costs, administration,
bulletins, etc, etc. It is invoiced to the Saint Hill Org and has never
been given to LRH, an individual, a matter of record. Some US 10%s have
been held by LRH, a trustee, and returned in legal in loans and other
official matters to orgs in the US. Therefore the 10% royalty owed for use
of name, materials and research by orgs has never in fact been paid. The
Franchise 10% is similarly used up by Saint Hill in giving service. No org
or field auditor or Franchise Holder has ever paid for its use of name,
copyrights, material, writing and research.
SALARY. LRH, an individual has received a salary from time to time
always,less than that given to comparable positions in other orgs. It is
currently f 25 a week, advance.
I have tried to put as little financial strain as possible on
Scientology orgs. This is not understood and we are penalized for it.
Therefore we must bring earlier arrangements up to date and keep
current,
This does not mean I want money. I spend my money on behalf of
Scientology one way or another anyway. It does mean that to stay away from
tax trouble in the future we must understand and put my relationships to
orgs on a sound current footing financially and keep scrupulous records of
it.
LRH:mi.rd L. RON HUBBARD
Copyright (D 1965
by L. Ron Hubbard 575
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
Gen Non-Remimeo Issue VI
LRH Communicator Hat
HCO Area Sec Hat
Exec Sec Hats
Org Secs' Hats LRH RELATIONSHIPS TO ORGS
1 have several posts and relationships to orgs which make up several
identities.
Unless these are understood many errors can occur, not the least of
which are tax errors, and not the least dangerous, power pushes and upsets.
For instance, there are two Offices of LRH at Saint Hill. And one more
for every other org. This is a familiar situation. It has happened in LA,
Phoenix, DC and London-1 always specially work with the org where 1 am
situated as well as continue to handle all other orgs on an International
basis and remain the chief executive of each org elsewhere.
An org where I am, making more than other orgs, always bears the expense
of international activities. In this case, here at Saint Hill, the org also
shares international income and so its cost is light.
Thus I have several hats and resultant Comm lines here at Saint Hill and
at least one more in each org. These can be described as identities and
posts as follows:
LRH, AN INDIVIDUAL
This is LRH a private person. This identity is the one who is entitled
to any royalties and leases copyrights and trademarks and technology for
use by Scientology organizations. This identity paid for and did the
research, organized the organizations. This is the identity that loans orgs
money or guarantees their bank accounts, etc, and on death is a private
trust for my family.
LRH,TRUSTEE
This identity is a trustee who holds in trust properties and money for
Scientology and since 1957 has held UK and Commonwealth corporations in
trust for the original US company until these assets can be transferred to
a UK non-profit corporation. As UK tax people will not okay such a non-
profit status until after a year of operation we have formed other
corporations in the UK and Commonwealth time and again only to have them
refused non-profit status. The laws of Arizona prevent transfer of HASI
assets abroad to any but a corporation with non-profit status. This leaves
me as a Trustee of all assets outside the US until they can be transferred.
But even after transfer 1 will still be a trustee for Scientology
corporations. All money sent to LRH an individual is received by LRH a
trustee or a corporation and is seldom paid to LRH an individual but turned
over to companies without being given to LRH, an individual. This is a
vital point, often missed even by accountants who then get us involved. If
the money were 1. received by LRH, an individual and then 2. turned over to
LRH a trustee and/or 3. received and used by a company, it would hang LRH
an individual for huge tax sums for money he has never really received or
used and indeed won't ever get. Example: Mr. X sends a $20 franchise pay to
"L. Ron Hubbard". This is always invoiced by an org as "Franchise payment".
Therefore one concludes that "LRX' in that case is LRH, a trustee. If one
erred and said it was the income of LRH, an individual, that identity,
never seeing the money, would yet owe tax on it, which is unfair. All
incoming Ms to "LRX' mean LRH, a trustee, and are used in company expenses
or are put away to be in general defense. The point of confusion is that
LRH, an individual, is actually owed those 10%s as royalties to support
research, etc. But the companies receive and use the money and it doesn't
even go through the hands of LRH an individual. LRH, an individual, has not
cancelled monies owed to him. He has not received them. LRH, a trustee,
seldom gives LRH an individual any Scientology money. Tax authorities are
astounded at this (believing the worst of everyone) but those on our
accounts lines know it is so. This is LRH, a trustee. "Trustee" is an
identity and activity almost all movements, churches, and benevolent
associations have and in each case the "Trustee" does just what LRH a
trustee is doing-safeguarding property and assets of an association. It's a
very usual role.
576
LRH, BOARD MEMBER
This is an unpaid identity on several boards. It is entitled only to out-
of-pocket expenses and almost never puts in for any. This is a member of a
board of directors. These must be paid no salary in a non-profit
corporation, only expenses. "Chairman" comes under this. Also "President".
LRH, EXECUTIVE DIRECTOR
This is better understood as "General Manager" as it isn't as a member
of the board that it is held but as a manager. This is a paid post in any
corporation or association. There are numerous LRH Exec Dir titles and
identities; for this title repeats in each area and org and in the
International Division.
It means "highest executive of the organization", "third member of the
Advisory Council", "head of the department called the Office of LRH".
Therefore there is one of these titles for each org we have and for the
International Exec Division as well. Perth for instance has an LRH
Executive Director Perth, LA has LRH Executive Director LA, etc. Then there
is LRH Executive Director WW.
The identity of the LRH Communicator in the org or activity gives clue
to this. Each LRH Executive Director title has an LRH Communicator.
There are two LRH Communicators at Saint Hill, LRH Communicator WW, who
attends to each org for LRH Executive Director WW via each org's LRH
Communicator,. and LRH Communicator SH who handles the traffic both of LRH
Executive Director WW as sent to it from the LRH Communicator WW and for
LRH Executive Director SH.
This is only possible as the orgs are all similarly engaged. HCO Area
Sees filled this role for years and still do where there is no LRH
Communicator. HCO Area Sees still have duties for the Executive Director
regardless of the LRH Communicator as old policy letters show. "See Ed
issue" is one of these.
Proper routing from an org is through the LRH Comm of that org to LRH
Executive Director of that org and forwarded on to LRH Comm WW who sees
that LRH Exec Dir that org receives it in absence. LRH Exec Dir WW may
issue a blanket order concerning it but it is usually answered by LRH Exec
Dir that org.
The Advisory Council of any org operates without its third member, LRH
Exec Dir of that org, but in case of disputes or errors finds LRH Exec Dir
that org taking it up.
LRH, STAFF MEMBER
In addition to all these other identities and titles there is that of
LRH, Staff Member. As such I give staff lectures in the org where I am,
assist where I can, crack cases and train students as "Co-ordinator of
Research" (meaning application of research), write magazines, take
pictures, act as a routing expert, listen to problems, and do a lot of
other things.
I am chiefly a staff member of the org where I am located but am also a
staff member of each org.
COMPLEXITY
Necessarily, no one person can hold all these posts and identities. But
at the same time, over the years, I have found they are the minimum number
I must give attention to.
To handle this complexity I have many persons assisting me. I expect
them to act with initiative. I expect them to carry out the purposes I have
regarding orgs and Scientology so as to keep things expanding and the lines
clean and flowing and keep me from getting so involved on just one point I
can't do the rest of my jobs.
For quite in addition to these posts, I have my research hat (our most
important hat) and an organizing hat and a promotion hat and a public
relations hat. My writing-books hat should absorb most of my time with
research complete but not wholly published.
577
Thus I expect people to do their jobs so I can then do my job and don't
like people to flub theirs and require special attention on it. Only this
holds us back because I then can't do my jobs which eventually breaks down
our expansion and dissemination.
OTHER ARRANGEMENTS
Many other arrangements have been tried, fewer "identities", less
traffic for me. But each time some catastrophe has occurred. This then
required more work than wearing that hat in the first place. The early
Dianetic corporative catastrophes occurred because I did not have or wear
all my Exec Director hats and had no legal control of the orgs. Since I
began to wear these and took responsibility things have been much better
indeed, so I can't shed them. So these identities are a minimum by trial
and error and by success.
SUMMARY
Anyone on high executive and Accounts lines should understand these
things thoroughly and LRH Communicators should point them out.
i
Only when these relationships are misunderstood do we get in trouble.
Our growth depends on our staying out of trouble, getting our lines in
and keeping corporate structure straight. And understanding these separate
identities or titles and functions and using them.
It is doubtful if this situation will change. As orgs grow, my
assistants grow also and become more competent and refer less to me and
work on delegated authority. My work is lighter the bigger we get so
eventually I will hold only titles with no actions or duties. This can be
continued easily and so there is no need to reduce identities to simplify
lines. And there wouldn't even be a need to reorganize if I wasn't there in
the flesh at all. All I need to do is work out a succession of assistants
to make the activities continue. There is no succession of myself to be
worked out in any identity regardless of what happens to me simply because
I did the original work and as it is done there is no reason to have a
succession for it as it is itself.
My identities are therefore woven in to the pattern so they don't have
to be altered to keep things going. LRH an individual becomes an estate.
The rest is by appointment from "LRH Executive Director" with that title
activated by the Int AdCouncil or board but still used as a title but not
of a person. The "Office of LRH" is part of org structure. And before long
even LRH "a board member" will be, needless to be filled in the flesh, by
delegated signature of LRH.
This is not only today then, but tomorrow as well and the above
identities are firm as identities whether I am here or not. Even today 99%
of my functions are done by delegated authority. The I % left is heavy
enough for 20 men but it is getting lighter each year and so can be seen to
be only a post in a few years and so it can continue. Trying to fill up the
post is all that would cause "a war", so leave it activated as itself, none
assigned to it, assistance to it by established formula. We won't vanish if
I as a person vanish. And these identities never were me anyway so they can
survive. It is a part of basic org structure. My post title is used ten
thousand times a day on matters I never will hear of, so why should I hear
of any in the long run as only the delegation of authority is in action
anyway.
So whatever happens to me as a person leave these LRH identities on the
org board unfilled and ail will be well. If you try to fill them
catastrophe will result. Only how authority is delegated by "LRH Executive
Director" in my absence needs to be worked out and that will be published.
. Somebody some day will say "this is illegal". By then be sure the orgs
say what is legal or not.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
578
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I SEPTEMBER 1966R
Remimeo
Board (Revised, 8 May 1973, to more accurately reflect
Members the corporate realities existing since the time of
Executive original issue not hitherto made absolutely clear.)
Directors
FOUNDER
In that new boards of directors are being elected for the various
corporations and their branches, I am resigning the title of Executive
Director and in accordance with a resolution of the general meeting of
charter members am being given the title of "Founder" instead.
Hereinafter all See EDs (now named "Executive Directives" or EDs) will
be signed for the Boards of Directors.
The "Office of LRX' remains as before. The designation ED does not
change.
All Org Boards should change the top line Executive Director to
"Founder" in letters of similar size.
None of this changes various communication lines, but Policy Letters are
hereafter to be accepted or nullified by Boards of Directors in their
regular meetings.
All Policy Letters since the date of issue of the original Policy Letter
1 Sept 1966 "Founder" have been written in fact for the Boards of
Directors.
The signature of the Boards of Directors of the Churches of Scientology
islegal on any Policy Letter issued by the Hubbard Communications Office,
Saint Hill Manor East Grinstead, Sussex from I Sept 1966 and gives any
Policy Letter so signed its full force as Policy.
I have not for a long while received pay from any organization and my
services are wholly volunteer.
There are considerable outstanding sums loaned by'me to orgs or owed to
me by orgs and these should be paid as feasible, carrying me as a creditor
in Disbursement Files.
I have worked long to stabilize and expand orgs and to complete
technology and policies and am resigning on a high statistic.
I am still available for consultation and for signature.
It is called to attention that the signature available is that of L. Ron
Hubbard as a writer, and not that of L. Ron Hubbard an individual. As the
two s4qnatures, may become somewhat confused, the distinction is emphasized
by this re-issue.
My Office of LRH as Founder remains mine as the public demonstrably
stays away from orgs that do not bear the name "L. Ron Hubbard" and I do
not wish to damage their "traffic" volume.
This is not a retirement but is a resignation from all director posts
and the conducting of organizations by myself.
Organizations have now proven they can manage themselves and with mainly
Clears and OTs in charge should come to no grief.
579
This affects all corporate structures in that I am not now a board
member.
Bank accounts need no longer bear my signature but as they are so
numerous and the task of changing them so great, I leave this to the new
Boards to accomplish when they can.
I would appreciate the new boards holding early meetings to review or
accept policy and bank mandates as soon as possible as I wish to remain
available to answer any questions.
On specific request, as a writer, I will write books on Scientology, its
organization, and will write HCOBs and Policy Letters as requested. This is
my writer hat.
Revised by:
The Boards of Directors
of the
Churches of Scientology
LRH:BDCS:lb-r.nt.rd with the concurrence of
Copyright @ 1966, 1973
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 DECEMBER 1966
Sthil only
OFFICE OF LRH SUPPLIES
All photo supplies arriving for me are to be unpacked carefully and
placed in the ballroom for my inspection.
They are not to be touched further, viewed or handled or shown about or
looked at until 1 have inspected them and designated further action.
Some are delicate instruments. Supplies are sometimes incorrect.
Photographs and transparencies are to be carefully handled and placed in
the centre of my desk in my office.
There are no exceptions.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
580
NOT Hco POLICY LETTER
ORIGINAL COLOUR FLASH
, NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
LONDON
(Issued at Washington)
HCO BULLETIN OF 24 JANUARY 1958
To: All Staff
B. Board
(The following is a memorandum issued on March 9, 1953. It is still
appropriate and is re-issued here as an HCO Bulletin.)
Subject: Outline of the Activities of the 11C0 Office of L. Ron Hubbard
1 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 communications centre
well within its own functions.
The functions of this centre 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 1 happen to
be concerned.
7. Maintaining ray 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 1 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:rs.rd
581
HUBBARD COMMUNICATIONS OFFICE
LONDON
HASI POLICY LETTER OF APRIL 1957
STAFF MEETING
Staff meetings should convene on the first Tuesday evening of any month
at HASI headquarters at 7:30 p.m.
The Chairman of the staff meeting has always been and shall continue to
be the Association Secretary or his duly appointed deputy.
The business of the staff meeting shall be:
To gather agreement and permit staff origination upon matters
relating to personnel and duties. To suggest promotional,
maintenance and organizational changes to HASI executives.
For any staff resolution to be a staff resolution a majority of staff
members must be present, else there is no quorum. For any staff resolution
to be passed or conclusively killed, a majority vote of those present is
necessary. In case of a tie, only then may the Chairman vote.
Roberts' Rules of Order may be applied or not by the Chairman to the
staff meeting as the need of formality may seem to be indicated but in no
case should the business of the staff meeting be unduly retarded by the
introduction of Rules for that purpose.
Staff Meeting resolutions should be made into minutes. These are
presented to the Advisory Committee for information and the Association
Secretary and the Agent for Great Britain for approval before they become
law.
Staff meetings not on a regular meeting date may be called 1) by the
Association Secretary, 2) a staff member on three days' notice by posting a
notice on the Comm Center Bulletin Board, 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. Neither meeting shall have legal force if a majority of staff
members are not present and if the Association Secretary or his deputy is
not in the chair. Resolutions of such meetings must proceed in the usual
channels.
The HCO Secretary shall take down and type all minutes of staff
meetings.
L. RON HUBBARD
[Note: This HASI P/L was reissued on 9 May 1957 as an FCDC P/L.
The reissue changed "HASI headquarters at 7:30 p.m." to "Founding Church
Headquarters", changed the Chairman to "the Executive Director or his
deputy, the Organization Secretary", and changed "HASI executives" to -FCDC
executives".
It was again reissued on 4 January 1966 from Saint Hill. In this issue
"HASI Headquarters" was changed to "Organization Headquarters", and the
Chairman changed to "the Executive Director or his deputy, the LRH
Communicator". "HASI executives" was changed to "the executives of the
Organization", "Advisory Committee" was changed to "Advisory Council", and
Staff Meeting minutes were directed to be sent to the Executive Director
for approval. Minutes are taken down by the Secretarial to the Executive
Director.
This latest issue, 4 January 1966, can be found in Volume 0, page 55.1
582
December 11, 1956
TAPE COLOR CODE
SciCon - HCO Office Only
Color of reel determines the value or kind of tape and whether or not it
can be wiped or where it goes.
White (clear reel): Not classified. May be anything. Listen before
disposing. Lecture reels from Academy, reels from Distribution Center,
reels from field, etc,
Blue - HCO or SciCon Dispatch or letter tape. Can be wiped when done. On
completion, initial box. Return to LRH recorder bench near desk.
Gold - Don't wipe. Lecture or book MS tape which we save. Belongs in our
files.
Red - Don't wipe. Music or Special Radio Broadcast tape. Belongs on
lower shelf to left of LRH office window.
L. RON HUBBARD
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
May 9,1957 of Washington, D.C.
583
HUBBARD COMMUNICATIONS OFFICE
LONDON
HASI POLICY LETTER OF 24 OCTOBER 1957
Any staff member who has anything "Confidential" for me may send it
straight to Washington DC without going through the HCO London. Be sure it
is confidential, however.
Best,
LRH:rs.rd Ron.
HUBBARD COMMUNICATIONS OFFICE
LONDON
HCO POLICY LETTER OF 26 SEPTEMBER 1958
1 ea. Hat
Field offices
ORG CHANGES - FIELD OFFICES
When any organization activity is changed by reason of an instruction
from LRH, if the change is such as to increase effectiveness, of the
service of that department, or the efficiency of a particular hat-(e.g.
improved training techniques, revised test requirements, particularly new
hat run-downs and/or new posts; but not very minor changes from, say, a
local department head, e.g. "Please cover your typewriter each night")-then
that terminal receiving the data should assume it as his responsibility to
make copies of the change and/or addition and send it to the field offices
in the area. (May be sent via HCO.)
RS:rd HCO London
26.9.58 OK'd for issue by LRH
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON, D.C.
Distribution: - Reissued -
HCO Sec
HCO Clerk HCO POLICY LETTER OF 24 MARCH 1959
Reception
Org Sec-info
HCO London
Staff Bulletin Board
file copy INCOMING CALLS FOR LRH
At any Scientology organization where an HCO office is physically
located:
When incoming telephone calls come in asking for L. Ron Hubbard, the
Receptionist should, simply say, "I will connect you with his office," then
ring HCO Clerk telling him to pick up whatever line it is. If he doesn't
answer for any reason, buzz the HCO Secretary. The HCO Clerk will monitor
LRH calls, sort them out, decide if they are LRH personal business or
business which falls within LRH hats of the organization. If the call is
LRH business it will be handled either by the HCO Clerk or HCO Secretary.
HCO Clerk to take care of appointments, checking with HCO Secretary. HCO
Secretary to handle personal calls. If calls are NOT LRH business, HCO
Clerk will re-route them to the proper organization terminal.
Concerning individuals who walk in, asking for LRH, direct them to HCO
Clerk who will determine whether an appointment is indicated and handle
same.
[This P/L was originally issued-same text-on 28 May '58.1 L. RON
HUBBARD
584
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 21 MAY 1959
- CONFIDENTIAL -
To all HCO Communicators:
The symbol * on all dispatches means to attach a mimeo'd slip saying:
"This is well within your province of decision. Resolve the problem with
appropriate agreement from adjacent terminals.
To decide such matters is to reduce the purpose statement of your post.
Thank you for letting me see the dispatch. I am not trying to cut
communication. I am just trying to get Central Orgs more responsible for
their own decisions.
L. Ron Hubbard."
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Pu),pose-- To be the office of LRH. To handle and expedite the
communication lines of LRH. To prepare or handle the preparation of
manuscripts and other to-be-published material of Scientology. To keep, use
and care for LRH's office equipment. To assist the organizations of
Scientology and their people. To set a good example of efficiency to
organizations.
L. RON HUBBARD
[Excerpted from HCO P/L 27 November 1959, Key to the Organizational Chart
of the Founding Church of Scientology of Washington DC. A complete copy is
on page 138.1
585
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 AUGUST 1959
Cen0con
STABLE DATA FOR COMMUNICATORS
Here are some extracts from "How to Live Though an Executive", chosen by
Millie Galusha, See Ed in Washington, which are of interest to all staff of
Scientology Organizations, and are particularly applicable to communication
posts.
"A communications line can be cut or interrupted or invalidated in five
ways:
The first way is simply to cut the line, to prevent any information from
travelling on the line, to pass no dispatches.
The second way is to pervert the line, to alter the communications which
are going on the line.
The third way is to select all constructive messages out of the line and
leave all destructive messages on the line. This is cutting the line by
censorship.
The fourth way is to introduce destructive material into the line, to
load the line with entheta.
The fifth way is to glut the line, to permit any and all material to go
over it, with no selectivity. Those who are on the receiving end will get
so much material to deal with that they will become careless and
irresponsible in their handling of the material.
"There are at least 3 ways to glut the line. One is to fail to evaluate
dispatches as to importance and velocity in a system where traffic is
heavy. The receiver then has to read everything to find out which item to
handle first. Another way is to permit messages to be verbose, with much
talk and little data. Another way is to save up a great amount of material
and then send it all at once-to send nothing for 5 days and then send
100,000 words and then nothing for 5 days. The receiver has so much to do
all at once that he will tend to devaluate the communication in general. If
a communicator carelessly lets two months' worth of material on a certain
subject pile up on his desk and then releases it all at once, people will
be so stunned by the great volume that they will pay no attention to it,
and the material may be lost.
"A communicator, because he is a communicator, will want lines not to be
cut in any of these ways. He will have to know how to prevent their being
cut, and the first ability that he will need in order to prevent their
being cut will be the ability to evaluate the material that goes over the
line. Some items will be very important, some not so important. They must
be evaluated. Some items, whether important or not will have to be done
right away if they are to be done at all-they will have, in other words, a
high velocity. They must be so evaluated by the communicator. The
importance and velocity of every message must be written on it by the
communicator, so that the receiver, if he has a pile of a hundred messages,
will know which to handle first and which to follow up the most frequently.
In order to be able to evaluate messages in this way, the communicator must
know as much about the operation of the erg as the man who is sending the
order.
"The communicator is not a messenger. He is a co-ordinator. He is not in
the organization to do everyone's communicating. He is there to help
everyone do his own communicating properly. He is an overseer.
"A communicator deals in facts. One of the most important things he does
with facts is evaluate them.
"If a communicator finds that his messages do not get through, he will
use every means at his disposal to find out why. When it comes to
communication he is as sensitive to the flow of his lines as an electronic
meter, and he is jealous of their continued life and liberty. The
communicator has authority on one subject only: communication. When the
system fails in any way he does not rest until it is restored.
"In the course of finding out why his communication line is not working,
the communicator may uncover a vast plot against the organization. He is
not interested in it. The moment he gets his line open again, his work is
done. If the line is open-if all lines are open everywhere in the system-
the plot will come to light. Someone on the command line will notice it and
do something about it. All the communicator has to
586
do is keep the lines open. The communicator does not originate orders or
messages on any subject but communication. It is not up to him to pass
around his opinions on the state of the organization. That would be an
investigator's job.
"If someone on the command line were doing a destructive or non-
productive job, that fact would appear in the communications which were
filed from that department. The communicator might, if he were not too
busy, have an opinion on this individual, but he would not voice it. If,
however, this individual failed to answer messages or to send routine
reports through on time, the communicator would take every necessary action
to correct this-even to a report to the president himself. But if the
communicator reported to the president, he would only report that the line
to the individual in question had broken down and that he had no way to
repair it. He would say nothing about the work of the individual-he would
not have to. A failure of communication of that magnitude would show that
something was terribly wrong. It would be up to the command line to find
out what it was.
"A principle which the communicator must know is that communications get
briefer and better evaluated as they go up toward the top of the command
line. They must, or they will not be read when they arrive. Conversely,
communications need, usually, to be more detailed as they go down the
command line. Instructions have to be full of data in inverse ratio to the
receiver's height on the command line.
"A principle of communication which the communicator must know is that a
communications line is a good line in proportion to the abundance of theta
and the paucity of MEST which are on it. (see p.45 of "How to Live Though
an Executive")
"Good communication is good morale. Bad communication is bad morale.
"Good communication makes it possible for all the people jn an
organization to do useful work every day, instead of the administration's
working 48 hours a day and everyone else's hanging around trying to find
out what the administration wants them to do. People do not like to loaf.
They do not like being off the,comm line. It makes them feel that they are
not really part of the operation. Management should realize that its ideas
are vitally important to everyone in the organization-not so they can jump
to attention, salute, and begin to dig holes and fill them up; but so they
can all be part of the operation, working together toward a known, common
goal.
"It is of great interest to the communicator to save the organization
money. He can use this as a yardstick of the efficiency of his comm system.
If he can save money by his system and within his system and still keep the
communications flowing, he has a good system.
"If telegrams are constantly travelling back and forth between two
points, the communicator should look them over and find out what is
happening. Is this much traffic necessary? Perhaps these people need to be
indoctrinated in how to write a telegram.
"Some people will try to be too brief, and so will leave out data. Some
will talk a lot but forget data. Some will leave data out on purpose.
"When communications begin to cost a lot of money, there must be
something wrong with the organization. It is up to the communicator to see
this and report it to the highest echelon.
"It is the communicator's responsibility to handle in the best possible
way all communications. Therefore it is his responsibility to keep himself
informed about existing methods, and to keep staff informed about these
things. The communicator will know all the tricks for fast, volume comm at
low cost."
Millie adds a final comment of her own:
"Lastly, a communicator should always make sure that dispatches coming
over his lines always give complete information: WHO-WHAT-WHEN-WHERE."
Peter Hemery
HCO Communicator WW
PH:brb.aap Copyright (D 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
587
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 Ijamming 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@ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
588
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I APRIL 1965
Gen Non Remimeo
HCO Comm
Div Secs
HCO COMMUNICATOR HAS PROGRAMME CHECKING HAT
HCO Communicator is attached to the Office of L. Ron Hubbard, and this
post is charged with the duty (additional to extant duties of HCO
Communicator) of forwarding communications from L. Ron Hubbard and to L.
Ron Hubbard. This duty includes the responsibility of seeing that these
communications are duplicated and understood and that any confusions on
them are queried until the communication is duplicated and understood. This
duty becomes particularly important when a major programme is on the the
lines from L. Ron Hubbard.
To effect the above, then, HCO Communicator is to have personal charge
of an activity called Programme checking. When a programme comes into the
lines, be it by cable, dispatch, or Policy Letter, the HCO Communicator is
to call in the six Division Secretaries, and carefully checks them out on
the points in the programme, and what action is to be taken, in such a way
that the open line to Saint Hill and Ron is quite apparent. The drill on
this is done in this fashion.
I First of all, the HCO Communicator checks the Division head on
duplication of the communication -that is questions calculated to
assess if the Division See has read the comm and knows what it said.
2. Then the Communicator asks the Division See questions pertaining
to what he is going to do in effecting the comm.
The HCO Communicator at the beginning of the check lets the Division See
know that he can query by cable if necessary back to Saint Hill for
clarifying anything he is uncertain of, if by the end of the check anything
is not understood. The understanding that the line to Saint Hill is wide
open is maintained at all times throughout the check, and that the line may
be by cable if necessary. If the Div See snags on a point, in proposed
action (on) some point on the communication, the HCO Comm then asks him to
(1) reread the communication, and then if (2) he wants to query Ron about
it. It is supposed that he would want to reread the communication at least
once again before cabling. If after rereading it, and after query again by
the HCO Communicator as to what the Div See understands it to mean, still
leaves the Div See with a lack of understanding of how to put it into
action, or any other misunderstanding, then the point may be queried to
Ron. An example of such a drill is given below, taken from a cable sent by
the Acting Exec Dir for Ron which, if this drill had been applied would
have resulted in straight action instead of no action or misaction which
has resulted in Dev-T at Saint Hill. A programme of mailing a mailing piece
from Saint Hill promoting the various Central Organizations around the
world was instituted at Saint Hill. For this Saint Hill needed fast the
count of the active and inactive lists of the various continents less the
memberships, (since memberships are on our plates, although untabbed, it
would cut out most of the duplication of addresses). So a cable was sent to
all the Continental Offices saying the following: "Cable immediately total
number your total active and inactive list less international and lifetime
memberships stop then airmail stickers or gummed tapes of these total lists
less memberships".
The drill by the HCO Communicator on the above would be:
HCO Comm "What lists' numbers are to be cabled?"
Div See (say it's HCO Area Secretary in this case)
"Total active and inactive memberships."
HCO Comm "What memberships?"
Div See "Oh, International and Lifetime."
589
HCO Comm "What does Saint Hill want sent to them?"
Div See "Stickers or gummed tapes of these lists."
HCO Comm "Of what lists?"
Div See "Oh, total active and inactive less memberships-oh less
international
and lifetime memberships."
HCO Comm "OK. Now is there anything about this that you don't
understand,
that you want queried with Ron?"
Div See "No, I don't think so."
HCO Comm "Well, you don't have to decide yet, then-What is the first
action to
be taken here?"
Div See "Let's see. Oh, cable the total number of the active and
inactive lists
less memberships."
HCO Comm "Good. And who does this?"
Div See "Oh, well, HCO sends the cable."
HCO Comm "And where does the data come from?"
Div See "From Div I -Addressograph. Oh, I am HCO Area Sec and I am to
dispatch Addressograph on it."
HCO Comm "What exactly do you put on the despatch?"
Div See "Well, I would put the heading, then I would put
1. Fast, send me the count on the total active and inactive
lists less International and Lifetime memberships.
2. Run off the total lists and send to Saint Hill."
HCO Comm "Please reread the cable, and let me know if you want to query
Ron
about it."
Div See (after rereading the cable)
"Wait a minute-I made a mistake. On 2. it would be, Run off on
gummed stickers or tape the total active and inactive list less the
memberships. Set the tabbing so that memberships don't go on the
list. That is so both International and Lifetime memberships don't
go.
And airmail the stickers or tape to Saint Hill. There. Oh, wait, this
came in by cable, so that means they're in a rush for it, so I would
add, do this immediately and get them off fast. Gee, I wonder what
they want them for."
HCO Comm "Does not knowing what they want them for interfere with your
understanding of what you are to do?"
Div See "No, it doesn't. No, I don't need to query this at all. I guess
they
couldn't put all their reasons why on a cable-that would be silly.
No,
I've got it now."
HCO Comm "Good. End of check."
If the above had been done in all orgs, on the above cable, DC wouldn't
have sent their entire list with memberships included, LA wouldn't have
sent theirs surface, and there would have been some response from Cape
Town.
The HCO Comm keeps at the check until either the communication is
comprehended including the action to be taken being duplicated, or, in the
case of a real non-comprehension or confusion as to what is to be done, Ron
is queried on it.
L. RON HUBBARD
LRH:wmc.aap Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
590
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 APRIL AD 15
Issue III
Remimeo
All HATS
ORGANIZATION
"TO LRH DAILY REPORTS"
As soon as the new Org Board is posted and in effect, each staff member
in the org must EACH DAY on completion of work (no matter the hour that
occurs) submit his or her daily report to the Office of LRH basket in the
Comm Centre.
The LRH Communicator inspects these for any data of interest, copies on
the office duplication equipment and keeps the copy of the urgent or
dangerous reports, and then puts the lot (with the "dangerous" and "urgent"
reports on top) into the HCO Department of Inspection and Reports basket.
If an important report comes in after this in the same evening a copy is
made of it for the LRH Communicator and it is passed on to Insp & Rpts.
(Modern duplicators copy anything.)
The report is a very simple affair. It is headed "TO LRH DAILY REPORT".
It marks the time of ending work for the day, the date, the Division and
any Department and any Section numbers, a very brief statement of the day's
work done by the staff member (for staff auditors the name of any pc
audited and instructors the number of students taught that day by actual
count and any absences or blows), and the signature of the staff member.
. The paper is the flash colour of the division as is elsewhere noted.
No further address is needed as it is obviously directed only to the
Office of LRH by being marked "TO LRH DAILY REPORT".
In an org which does not yet have the physical fact of an Office of LRH,
no matter how small the org, it yet has such a basket in its Comm Centre
and the HCO Communicator or even the HCO Sec acts as the LRH Communicator.
In the absence of the LRH Communicator, the HCO Sec or Comm Officer
performs the function of transfer to Dept of Insp & Rpts and ONLY THEN
acts, if he or she is also the person to alert seniors.
In the parallel comm flow system used on the new organizational plan,
this is a direct routing. It does not go up through seniors and no senior
may so order. It goes direct to the Comm Centre basket of LRH. It may not
then be touched until properly transferred to the basket of HCO Insp &
Reports by an authorized person.
DANGER AND URGENT SIGNAL
If any report contains an occurrence of upset that must be handled
including materials desperately needed for the next day, the REPORT IS
DIAGONALLY FOLDED so that it has four corners showing. This makes it stick
out of a stack. Therefore all non urgent reports must NOT BE FOLDED but
sent flat.
, When passed through the Office of LRH basket the Department of
Inspection and Reports receiving a DANGER OR URGENT REPORT can then alert
the proper seniors at the earliest possible moment.
Such a report should contain full details of the occurrence or
requirement and why it is dangerous or urgent.
Further, the seniors of a division can contact the Department of
Inspection and Reports for data on these Daily Reports if they wish after
the end of the day.
DUTY WATCH
In a large org there must be a watch on duty in the org after hours and
weekends to care for the Office of LRH, the Comm Department, Inspection and
Reports and Security. This watch will have the phone numbers and addresses
of key personnel so they can be called in case of urgency or dangerous
matters.
591
OIC
Some of the OIC data is acquired by Inspection and Reports solely from
these daily reports.
Other sources of data give the balance of the OIC reports.
The reports are tabulated by the Dept of Inspection and Reports on
receipt and unless dangerous or urgent are forwarded in vertically folded
packets in an envelope before the following work day (or in the morning in
a small org) to the Secretaries of Divisions.
The Secretary then, that day routes them in different envelopes to each
Director of that Division. The Director EACH WEEK ON MONDAY separates them
in a stapled sheaf for each staff member for the week past and sends them
to Accts.
Thus a cross folded Daily Report showing 4 corners is Urgent in handling
and is reported to the key personnel of that area of the org by Inspection
and Reports as soon as received from the staff member.
A flat, unfolded Daily Report is routine and is simply forwarded to
Inspection and Reports.
A vertically folded packet of Daily Reports in an envelope goes to the
Secretary marked on the envelope.
A vertically folded packet in an envelope goes to the Director of
Department that is marked on the envelope.
A stapled packet WEEKLY is sent by the Director to Accounts in an
envelope marked "Accts".
Thus one sheet of paper of the colour of the Division, by folding,
enveloping and packeting in various ways is easily routed in the comm
centre through several relay points without being mistaken for what it is.
THE ORG'S FLASH SIGNAL SYSTEM
This is the flash signal system of the org. Large or small, any org is
then proofed against unreasonable delay in knowing about a dangerous or
urgent situation.
Also, Inspection and Reports can keep the Office of LRH informed about
work in progress.
LEGIBLE REPORTS
The LRH Communicator can telex LRH concerning any matter of interest and
be informed of things to answer LRH questions about the org or staff
members and matters of great urgency can be known in minutes at Saint Hill
after the day's work.
The staff member making out the report should be careful to write
legibly as an unreadable report is classed as a no-report.
Care should be taken to give enough details of any occurrence to prevent
shock and mystery because of misinterpreted or omitted data when reporting
a dangerous or urgent situation. Lack of data can seriously upset a senior
when he or she is told something dangerous or in urgent need of attention
has occurred and secretaries or directors often retaliate because of this
fact alone.
If it is dangerous, say enough about it and give any solution.
If it is routine, be very brief.
VERBAL REPORTS
Verbal reports should not be considered a report. In Scientology orgs,
if it isn't written it isn't true. NEVER ACCEPT A VERBAL ORDER.
Even when one has reported verbally, one must still at day's end, do a
daily report.
592
If one fails to make out a report it is a "no-report" situation and may
be investigated.
If one reports falsely it can become a subject for investigation and
discipline.
One is protected if one reports truthfully and invariably.
A dangerous or urgent situation must be reported the moment it is known
to a staff member to his immediate superior. The staff member must also at
the end of the day put it in his or her daily report to LRH.
If one omits to do so, one can be accused of "no-report" even if one
files a report.
But when one has already reported something to a senior, one must say in
his daily report "Reported to -- at - (time)." Otherwise Inspection and
Reports will be alerting somebody at midnight who already knows about it.
MATERIALS PROVIDED
The Dept of Comm should provide various coloured despatch paper and
chained down pens in a place that won't block traffic, for the use of staff
not commonly provided with materials.
But the lack of materials does not excuse not putting in a daily report.
. ILLITERACY
If a staff member cannot write, he or she should persuade another to do
it, yet the staff member must still sign with an "X" after his printed
name.
FINAL DISPOSITION
Daily Reports go finally (from Directors) to the Accounts Division each
week as evidence for payroll.
It is very important that the Director's Office or the Director packet
these daily reports for the consecutive days of the week just past by staff
member, meaning the full week's reports of one staff member are in one
stapled sheaf, made up by the Director or his office.
It is also very important that the Secretary's Office include the
Secretary's own daily report (when it is returned from Insp & Rpts) in with
the other staff members' when sending to Accounts.
Accounts receives these weekly packeted reports (one for each staff
member) and files each in the proper Division-file in the staff member's
own accounts personnel folder.
These reports are evidence of a staff member's work, that work was done,
that it was reported to LRH and that the staff member should be paid.
If Accounts finds reports missing in one of their folders or in the
packet as received, the whole Accounts file of that staff member is
forwarded to the Department of Inspection and Reports.
This Department investigates the matter and if anything is amiss,
appends a full report to the local Office of LRH. Meanwhile the staff
member's pay is "in dispute" until the local Office of LRH makes a finding
and sends the folder back to Accounts.
AT THE END OF EACH MONTH ACCOUNTS SENDS ALL THEIR OLD DAILY REPORTS TO
LRH AT SAINT HILL BY SURFACE FOR USE IN MAKING ANY APPOINTMENTS IN THAT
ORG. (Staff status and recommendations are also used for data for
appointments.)
When pulling a folder and forwarding it Accounts must put a gold dummy
folder in its place until it is returned to Accounts at which time the gold
dummy is removed.
Therefore it is important that when a staff member goes on vacation or a
leave of absence a chit be obtained from the local Office of LRH by the
Secretary of the Division and that the datum of absence and the chit be
sent from the Secretary's Office to Accounts.
593
Also, staff members absent for other reasons including sickness must be
reported by their Divisional Secretary to the local Office of LRH which
then forwards it to Accounts.
This means that Directors who have missing personnel must report it to
the Secretary of their Division and that all leaves of absence and
vacations must be
approved by the Divisional Secretary of that Division and that the
Secretary must obtain the final permission from the local Office of LRH
which then sends it to Accounts.
If a Secretary does not receive a report of permission refused from.the
Office of LRH, the Secretary considers it granted or condoned.
The line in all such matters relating to absence is staff member (or the
reporting executive in the staff member's absence) via any immediate senior
or seniors via the Department Director via the Secretary via the.Off ice of
LRH to Accounts Personnel Files and no other routing may be used for
reports of sickness, absence for other reasons, leaves of absence and
vacations, None has a right to pass on these but the Office of LRH
Personnel Authorities Section.
In. all such matters the Office of LRH acts through Investigation and,
Reports so if an investigation of missing LRH Daily Reports is being
carried out, the matter is known to the Office of LRH as well as Inspection
and Reports.
The Field Staff Member is exempt from this system. He or she should,
however, write a weekly report to LRH in the nearest org stressing
particularly any co-operation or new policy needed, and giving full data on
successes they have had and anything that went wrong.
The Office of LRH sends these to the Distribution Secretary in the local
org. The Distribution Secretary returns them to the Office of LRH within
one week of receiving them and the LRH Communicator forwards them surface
mail to Saint Hill unless instructed to send them by air for the next
month.
These reports are not acknowledged in any way except the commissions
paid Field Staff Members and by materials written for them.
STUDENT REPORTS
The regular weekly student report to LRH is sent directly to the local
LRH basket in Comm,Centre, are passed to the Technical Secretary and within
one week are given back to the Office of LRH and sent on to Saint Hill
where they are reviewed in the Office of LRH.
The reports at Saint Hill are then filed via Address in CF.
THE STUDENT'S HOME ADDRESS AND ORG LOCATION must be on every Academy
Student's report. The student should not ask questions as this is a report.
There is no direct acknowledgement. However, an Auditor is then sent the
student and this serves as the acknowledgement.
This report is ALSO REQUIRED FROM STUDENTS ON THE SAINT HILL COURSE.
PRECLEAR REPORTS
Every HGC preclear, after the last session on Friday or the last session
of his auditing in the week, regardless of staff, professional, or public,
must be required by his or her auditor to write a brief report of his or
her auditing "To Ron". The preclear must be informed that this is a report
and not to ask any questions on it but ask these of the auditor or
technical executives.
(a) This report consists of the name and home address of the pc
(b) The number of hours received
(c) Any comment on the auditing
(d) Anything they didn't like
(e) Anything they did like
(f) Any suggestions to improve things
594
(g) Anybody they would like to praise
(h) Their future plans for processing
(i) Any plans for training and
(j) Grade being run.
This report is placed in the LRH Comm Centre basket by the pc who is
escorted there by the auditor. It must not be picked up by the auditor or
Tech Executives and put in.
The basket is routinely emptied by the LRH Communicator and the reports
are handled exactly like field staff member and student reports except that
they are passed to the Technical Secretary in the local org by the LRH
Communicator and must be passed back within a week to the Office of LRH.
The reports are then shipped surface mail' to Saint Hill where they are
received in the Saint Hill Office of LRH for Review.
They are then filed via Address in CF.
CANCELLATION BY LOCAL SECRETARIES
If local Secretaries do not wish to view the reports, which are passed
to them only
as a courtesy, the LRH Communicator should send the reports directly on to
Saint Hill but must stamp each packet not so passed "Not locally reviewed".
The Secretaries in local orgs have other channels of information and all
the addresses are locally on file. They may also be heavily trafficked and
nothing less will be thought of them if they do not wish local review.
However such Secretaries must so state in writing to the LRH Communicator
who then sends all such reports from then on to Saint Hill.
At Saint Hill all such reports are reviewed for process and policy
refinement. New policies and processes may only be released by Saint Hill,
never locally and any under review for refinement are still in force until
cancelled.
IMPORTANT DATA
What happens to the Daily Report is not of vast interest to the staff
member.
But these data about an LRH Daily Report are of GREAT IMPORTANCE.
I . Every staff member must make one out at the end of his day's work.
2. The To LRH Daily Report MUST be folded so as to show four corners if
it contains dangerous or urgent material and all the facts must be
written down if so and whether it has already been reported to seniors
or if not so reported.
3. The LRH Daily Report must be placed in the Department of Inspection
and Reports basket in the Comm Centre.
4. Accounts must have one for each day of the preceding week in order to
pay the staff member. (The one you file will get to Accounts if filed.)
S. Illegible reports are "no reports".
6. False reports are actionable by the org's Codes of Ethics.
7. The LRH Daily Report is not a substitute for reporting dangerous or
urgent matters to one's own superior.
8. That taking somebody else's Daily Report off the Comm Lines will cost
that person pay.
9. That the report is not returned to the staff member but is
acknowledged by
pay.
10. That the report must NOT be addressed to anyone else but LRH and must
NOT first be placed in any other basket (even in a small org) than LRH's
personal basket which is always the top left hand basket in a Comm
Centre. If anyone tells you to do otherwise, go outside the org and
airmail LRH at once giving LRH your return home address. It is very
important that the To LRH Daily Report is done correctly, routed
correctly to LRH and reported from outside the org to LRH if the routing
is not being done in this way in your org.
595
11. That the Office of LRH is actually the direct source of a staff
member's pay and is therefore entitled to know what the staff member did
that day, so that it can be known and appreciated.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JULY AD 15
Rernimeo
ALL HATS
Correction to "TO LRH DAILY REPORTS"
HCO Policy Letter of 14 April AD 15
Number 3 under Important Data on page 595 of the HCO Policy Letter of 14
April AD 15, entitled "To LRH Daily Reports" should be changed to read:
3. Place the LRH Daily Report in the LRH Daily Report basket in the
Comm Centre. The LRH Communicator will shift them to the Dept of
Inspection and Reports basket. A special LRH Daily Report basket can
be placed under the LRH basket in the Comm Centre so as to avoid
entangling despatches with the LRH Daily Reports.
L. RON HUBBARD LRH:mh,rd
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 SEPTEMBER 1965
Gen Non-Rernitneo
LRH DAILY REPORTS
CANCELLED
The HCO Policy Letter of 14 April AD 15, Issue III, entitled "To LRH
Daily Reports" is cancelled.
A Secretarial Weekly Divisional Personnel Report is being made up by the
HCO Exec Sec Saint Hill and will be utilized.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
596
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 SEPTEMBER 1965
Gen Non Remimeo
sthil
EXECUTIVE LETTER UNIT
The LRH Communicator is to set up as part of his own staff where volume
warrants it, an Executive Letter Unit.
This unit consists of a knowledgeable person who can answer SO #1 type
mail, casual org mail and the public letters received by the HCO Exec See
and Org Exec Sec.
Such mail is deleted from the lines before reaching the above mentioned
personnel, is answered by the person in charge of the unit without referral
to the persons to whom it is addressed or any other person in the org
except necessary queries to Dead Files to see what the status is and the
like.
The person in charge of the unit is made familiar with general and
current policies and conditions and thus answers the mail without further
despatch.
This type of mail is then typed and forwarded to the executive to whom
it was addressed for signature or any change or signature and footnote and
is then mailed.
The practice of sending SO # Is. and the like around to various persons
for their pencilled answers is forbidden. The answers are done by the
person in charge of the unit.
In very small orgs this is done in its entirety by the LRH Communicator.
Note that there are several such general lines such as SO #I and that
such mail is not addressed solely to me but to other persons in the
Executive Division.
The Executive Letter Unit may also extend into a typing pool for
Executives in the Executive Division only until. secretarial help exists in
their offices but if this is done a typist must be furnished for that
purpose and it may not be done by the LRH Communicator.
The full intent of this unit is to take the following types of letters
off the lines of Executive Division personnel before they reach the
executive, answer them independently of any advice or help as to text and
get them signed by the executive and mailed.
1. SO #I (LRH public letters).
2. "Org SO #I" origins by org personnel not on official business.
3. Executive Public Letters being sent by the public to executives
in the Executive Division.
4. Thank you notes.
5. Any chatty, social or personal type mail not essential to the
conduct of the post.
The general policy regarding such mail is "Give them what they want and
keep them happy." Another is "Never validate or seem to approve of
technical 'discoveries' -just say okay fine in a non-committal way or
you'll get odd ball application going somewhere with your seeming
authority." Another is "No Dead File type mail (carping, critical) must
ever go on to an Executive but is simply Dead Filed."
The purpose of the unit is "to unburden executive lines so that the
executive can plan, direct and get free of his desk and so get about in the
org".
LRH:ml.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
(Note: The full policies on handling of S0#1 letters will be found in the
hats of the LRH Communicator and other Posts to which they apply. I
597
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 DECEMBER 1965
Gen Non-Remimeo
LRH Communicator
LRH COMMUNICATOR
The purpose of the LRH Communicator is:
TO FORWARD THE COMMUNICATIONS AND ORDERS OF LRH AND TO MAKE CERTAIN THAT
HIS ORDERS, DESPATCHES, DIRECTIVES, POLICY LETTERS AND SECRETARIALS ARE
ISSUED AND COMPLIED WITH AND THAT ACKNOWLEDGEMENT IS RETURNED TO LRH
CONCERNING THEM IN DUE COURSE.
The LRH Communicator keeps a Project Board. Every project or order or
directive or See Ed issued is noted onthis Board; by routine and regular
inspection personally and by despatch the LRH Communicator sees to it that
each and every order and project is eventually complied with or
acknowledged.
The formula of communication applies on this post as its title would
indicate and all other duties are secondary to this primary function: to
complete the communication cycle originated by LRH.
It is not enough for an LRH Communicator to simply forward despatches to
LRH ortake LRH's despatches away or keep files thereof. Such actions are
only a part of the function as above.
The LRH Communicator keeps the Office of LRH properties inventoried,
safe and in good condition and safeguards the premises of the Office.
The personal possessions of LRH are regularly inventoried and any
discrepancies, breakages or damages are accounted for, and lists thereof
are filed with the Inventory Officer of the organisation. By definition
property means furniture, fittings, personal effects and files and papers
which are the personal property of LRH, an individual, or LRH an official
of the organisation.
In small organisations, the HCO Area Secretary is also the LRH
Communicator and has all of the above duties. As the organisation begins to
expand, an LRH Communicator must be appointed to fulfil these functions.
There are other administrative duties and the duties of a staff member
in addition to the above, but they are secondary to the primary
consideration and purpose of the LRH Communicator.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
598
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
Issue IV
Gen Non-Remimeo
LRH Comm Hat
OFFICE OF LRH
SEC EDS AND HCO EXEC LTRS
The LRH Communicator is responsible for seeing that See Eds and Exec
Ltrs requiring action by an org are executed and acknowledged.
The order is this:
I . Int Exec Div LRH Comm: Enter the See Ed or Exec Ltr on the WW Project
Board, with area designation (Int, WW or an org-Int is every org, WW is
Int Exec Div SH only, an org is by area name).
2. Area LRH Communicator: Enter each See Ed or Exec Ltr applying to the
org on the Area Project Board.
3. Call the attention of the area persons who will execute it to the See
Ed.
4. Put it on the Org Time Machine (Int Exec Div Time Machine is used by
Int Exec Div LRH Comm).
1 1.
5. Occasionally query in it to the person or persons responsible.
6. If there is a delay, info LRH Comm WW on it.
7. When executed, relay fact on to LRH via LRH Comm WW.
8. Locally file papers on it in the LRH Comm Completed Project F.
It is important if the See Ed or Exec Ltr name no specific person that
the Area LRH Communicator consult the Exec Sees in charge of the probable
division to get it specifically assigned to a person or persons who will be
responsible for doing it. If no person is designated then the LRH
Communicator must assign it to a person in the org off his or her own bat,
right or wrong. Any person to which a project is assigned is noted on the
Area Project Board.
See Eds and Exec Ltrs containing projects require doingness. They must
be done by someone.
When they are not done, but only discussed, then the whole line balls
up. The LRH Comm wants them done not discussed.
POLICY LTRS
Pol Ltrs are not put on the Project Board. They are routine in the org.
A Pol Ltr overlooked can become a Project such as "Project Get In Pol
Ltr 22 Nov 65". These are called into play by See Eds.when overlooked by an
org.
The LRH Communicator can assign projects based on Pol Ltrs. This becomes
a local project. To do this the LRH Comm consults with the Exec Sees first.
If they agree it becomes a local project and goes on the project board. If
thrown off or forbidden, get authority from LRH at Saint Hill who will
order the Pol Ltr in by See Ed and it becomes a project.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
599
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1966
Issue II
Remimeo
Staff Hats LRH COMMUNICATOR ORDERS
The only orders an LRH Communicator may issue to other than his own
division staff are those exact orders found in SEC EDs or from the
Executive Director. These are always on channels in accordance with the org
board and with no by-pass. He always informs a senior before he questions
that person's junior.
EXCEPTION
When a unit, Section, Department, Division or the Org is in Danger Con ,
dition and the LRH Communicator lacks specific orders for it he may issue
his own orders from Policy. Then the orders are issued only to handle the
condition and if the LRH Communicator does have to operate on a by-pass
with his own orders to get compliance and handle the Condition, he or she
must follow then the Danger Condition formula exactly as the assigning
executive.
The primary function of the LRH Communicator is getting acknowledgements
for SEC EDs issued or getting the Executive Director's orders and policy
issued and reporting to LRH. He does not often issue orders and when he
does they are covered by policy as above.
LRH:ml.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JANUARY 1966
Remimeo
LRH Comm Hat Dept 21
Exec See Hats Div I
Secretary Hats Ethics
AdCouncils
LRH COMMUNICATOR AREA
REPORTS TO WW
Anyone proposing the assignment of a Danger Condition to a section,
department, division or org which has a high and rising statistic must be
reported by the LRH Communicator Area to the LRH Communicator WW by fastest
available means.
Proposing or assigning an Emergency Condition to an Affluence statistic
is also so reported.
The actual assignment of a Danger or Emergency Condition to a good and
rising statistic is prohibited. The LRH Communicator Area as Keeper of the
Seals and Signature may not authorize the issue of such a directive. and
must cancel one if it is issued and must report the matter to the LRH
Communicator WW promptly.
A "statistic" means the relative rise or fall of a quantity compared to
an earlier moment in time. If a section moved ten tons last week and 12
tons this week, the statistic is rising. If a section moved ten tons last
week and only eight tons this week the statistic is falling. Statistics
must be graphed weekly by OIC and furnished the AdCouncil Area.
A suppressive society comes down hard on rising statistics. Income tax
is only one example among many-the more one earns the harder he is taxed.
In. short, when your statistic goes up the government stamps down. This is
a sure way to bring a society or
600
organization to ruin. A person with suppressive tendencies can always ~e
detected by the fact that he or she stamps only on rising statistics and
ignores down statistics.
If Tech completions rise and it is proposed by someone that the Tech Sec
be reprimanded for any reason, that suggestion shows a dissatisfaction with
a successful Tech Division.
Similarly, Ethics hearings proposed on persons whose section, department
or division has a nice rising statistic must be reported by the LRH
Communicator Area to the LRH Communicator WW.
Also a number of Ethics Chits being filed on a section, department or
division or its personnel while it has rising statistics, should be clamped
down on and investigated by HCO and if it is not, the LRH Communicator Area
must report the fact to the LRH Communicator WW.
THE SECOND DANGER CONDITION
Exception = If a senior executive to that portion of the org which is
being assigned a Danger Condition has by his or her own efforts alone
raised their statistic after a Danger Condition was assigned on the
previous low statistic and if the senior executive still gets no help in
keeping the statistic up, then a new Danger Condition may be assigned. This
exception occurs only when a Danger Condition has been assigned and relaxed
within the past 90 days.
Example: HCO Exec Sec Area gets letter count up by working heavily with
letter registrars and so assigns a Danger Condition to the Dissem Division.
The Danger Condition formula is followed. After a few days or weeks the HCO
Exec Sec Area still has to work with the letter registrars to keep the
statistic up. Although the statistic is up, the continued labour of the HCO
Exec Sec to keep it up makes a second Danger Condition assignable. This
does not have to be reported to WW. But notice it is a second assignment to
the same portion of the org within 90 days.
ADDITIONAL REPORTS
The LRH Communicator Area must also report to the LRH Communicator WW
the following:
I Obstructions to assigning, graphing and reporting statistics for
sections,
departments or divisions, giving the name of the person obstructing
or not
complying.
1 Failure of Secretaries to take Ethics actions on consistent down
statistics in their divisions.
3. Failure of HCO to order investigations and hearings on portions
of the org with prolonged down statistics.
4. Obstructions of reports to the International Executive Division.
5. Any order issued to inhibit reports to the International
Executive Division.
6. The use of rumours or opinions to assign conditions rather than
statistics.
7. And the most important, as above, proposals or assignments of a
Danger
Condition to staff members or portions of the org with rising
statistics.
LRH COMM WW ACTION
On receipt of a report of an effort to assign a Danger Condition to a
risifig statistic or a report of any of the above (7) actions, the LRH
Communicator WW informs the Executive Director Worldwide who at once
directs the matter to the AdCouncil Worldwide for investigation and any
action.
In the absence of the Exec Dir WW the LRH Comm WW refers the matter
directly to the AdCouncil WW for their next meeting.
The investigation by the AdCouncil WW may take any form and can be very
brief
601
if the LRH Communicator Area includes evidence with his report such as a
despatch in the person's handwriting or witnessed statements. These would
be deemed sufficient to prove the case.
If the person who did any one of the (7) listed things above was a
Secretary, the AdCouncil WW should order the AdCouncil Area to convene a
Comm Ev at once on that Secretary or take other suitable action.
If the person who did any of the (7) above was an Executive Secretary
the AdCouncil WW directs a higher org to convene a Comm Ev, or calls the
person to Saint Hill for a Comm Ev or simply orders the person to the org's
own Review Department for executive training meanwhile their duties being
taken over by a deputy and the person not to act in the post until
specifically reassigned to it by the AdCouncil WW.
The same actions may be taken by an AdCouncil Area on a Secretary.
A Secretary may order any of these actions on a subordinate executive
doing any of the (7) listed above in his or her division but not retaining
the person on payroll meanwhile. The more common action below Secretary
would be an Ethics Hearing and demotion or transfer.
LRH COMMUNICATOR OMISSION
Any LRH Communicator failing to report as above must be removed from
post by the LRH Communicator WW on the omission being proven.
SUMMARY
We have here the major fault of any organization or government-it
promotes to power persons who then suppress anyone with a rising statistic.
If we pay close attention to this phenomenon our orgs will grow. If we
grow careless, and start permitting Ethics actions to be aimed at persons
in portions of an org which have rising statistics then we will shrink in
size.
A. Reward rising statistics.
B. Stamp on failing statistics.
C. Stamp on those who seek to prevent rising statistics.
D. Bring to view those who do riot act in the presence of falling
statistics.
That's all there is to guiding an expansion.
So we must:
1 . Have statistics
2. Follow only graphed statistics, not rumours or guesses
3. Prevent rising statistics from being squashed
4. Remove those who find down statistics satisfactory.
We don't have all that time to fool about.
So let's use this key to opening the door to a better world. And cure
the only real thing wrong with any organization anywhere.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
602
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MARCH 1966
Gen Non Remimeo Office of LRH
LRH Comm Hat
Exec Sers
LRH COMM LOG
(Effective Date 15 April 1966)
All See Eds, HCO Pol Ltrs, HCO Exec Ltrs and despatches requiring either
acknowledgement or compliance or both will hereinafter be logged by the LRH
Communicator in every org.
The logging is done on receipt of the See Ed, HCO Pol Ltr, HCO Exec Ltr
or despatch and before mimeo or duplication or issue.
The log has two sections, local and WW. When Continental Exec Divisions
exist there will be added a Continental section to the log. When Zone and
Sub-Zonal Exec Divs exist they will have sections.
In all but the WW Log there are additional columns after each logged
entry for ack and for check-up and for compliance.
A log entry is made in this order all on one line:
Date Received
Identity of Item (See Ed, Pol Ltr, etc)
Source of Item (LRH, Guardian, AdCouncil, etc)
Date of Item
Shortened Name of Item
Acked
Date of Ack
Check-up
Date of Check-up
Compliance and/or Report
Informed AdCouncil
Informed LRH/or Guardian
The inaster LRH Comm log at WW is the same except that it requires
several narrow lines following the item to enter into the columns receipts,
with date, of acks and reports and/or compliance from the several orgs. A
Continental log would also have this with the actual formation of Cont'l
Exec Divs, the rule being that an Exec Div with junior orgs must have space
to report their acks, reports and/or compliances. The despatch designation
of the junior org is used in each case and space for the date of the
actions must exist.
Any common day ledger may be used. The emphasis is on completeness and
legibility not on neatness.
The thing to watch is to log the moment the item or report is received.
Never back-log and catch up on Sundays. The entries are made when one does
his mail or in-basket. Therefore the log must be right on the LRH Comm
desk.
Approvals of See Eds or whatever are also logged.
Anything from LRH personally or the Guardian is written with a green
ballpoint at least in the early identity column. All others are in blue
ballpoint.
This log supersedes the LRH Comm Project Board.
The simplest way to divide a log is to tab its sections with an index
marker.
Logs are dated on their covers, with their identity- 10 April to 15
August 1966, LRH Communicator's Log, (Name) Executive Division.
The log carries all Guardian See Eds and traffic as well as Executive
Director.
603
Every See Ed issued is logged in this log and logged at the time it is
received from LRH or the Guardian or is approved for the AdCouncil by the
LRH Comm.
The log is open to the Exec Director, the Guardian and Executive
Secretaries but may not be removed from the LRH Comm's desk by anyone.
Analysis of items may be done by the LRH Comm showing who is not
answering up at monthly intervals and furnished the Office of the Guardian
or Executive Secretaries.
The LRH Comm should have a "nudge form" mimeoed off as follows on a half
sheet:
OFFICE OF LRH
Exec Div and Place Name
NUDGE FORM
Date
To:
From: The LRH Communicator (Place)
I have not received your ack, report, compliance for:
Identity Date
HCO Pol Ltr
See Ed
Exec Ltr
Written order And am waiting for it.
LRH Communicator (Place)
This he fills in, initials and sends and marks the fact that he has done
so IN RED BALLPOINT IN THE LOG WITH A TINY DATE IN THE APPROPRIATE COLUMN,
He doesn't then send another for the next column action. He keeps on
nudging on the same first missing one so that several nudges can be sent
and it becomes visible in the log that so and so is not answering up.
When one can't "clean the log" of an item, one turns it over to the Dept
of I & R via the AdCouncil and HCO Exec See with this mimeo form on a half
sheet:
OFFICE OF LRH
Exec Div and Place Name
INVESTIGATION AND ACTION REQUEST
Date
Via: Advisory Council (Place Name in Full) <- (arrow)
(an AdCouncil WW goes in I st place in WW form)
HCO Area See
To: Director of Inspection and Reports
And Ethics as needful.
From: The LRH Communicator (Place)
Dear Director,
I regretfully advise you that I have tried without success to obtain a
(action) from
on HCO Pol Ltr
See Ed
Written Order
and must request you to look into the matter and report your findings and
actions to
the Office of LRH.
LRH Communicator (Place)
604
The forms are of course properly initialled and filled in. A space can
be left on such forms for comment.
When one sends this HE PLACES A CIRCLE IN RED AROUND THE NUDGE DATES.
When he has his report and action from the Dir of I & R the LRH
Communicator puts a red X on the circle to show the action has been closed.
If however he is not satisfied with the Dir I & R action or if it is
inconclusive to his way of thinking or if Dir I & R does not answer at all,
the LRH Comm puts only the right to left bar of the cross on the circle and
fills out the following long form with copies for each address and I for
Org Pers File for the Place, and I for each Exec person's Org Pers File:
WW Form OFFICE OF LRH
International Executive Division
World Wide
(big letters) NON COMPLIANCE REPORT
Date
To: The Guardian WW
The Advisory Council WW
The Advisory Council (Org Concerned
From: The LRH Communicator WW
Report on (Place Name) Division
Other Org Form OFFICE OF LRH
Exec Div and Place Name
Date
To: The LRH Communicator WW
Office of LRH WW
The Advisory Council (Place Name)
The HCO Area Secretary (Place Name)
Info The Division Secretary
Report on Division
Text for both headings:
In accordance with my LRH Communicator log and in carrying out my
responsibilities for acknowledgements and compliances of orders I regret to
report that:
(circle and fill out)
HCO Pol Ltr of - (name)
Sec Ed - (name)
Exec Ltr (name)
Written Order from to
date
and which concerns:
(brief description)
(space)
has not been Acked
Reported
Complied with
despite nudges since (date)
and a request to the Dir of I & R of (date).
And may I mention at the request of LRH that it is often repeated in
policy that burdens upon LRH and the Guardian and the overwork of senior
executives and threats to the welfare of Scientology and orgs and their
staffs begin with and have always been predicted by non-compliance.
605
The activity I am reporting has (number) of non-acks, (number)
of non-reports, and (number) - of non-compliances
in the last sixty days according to my log.
I am sending a copy of this to be placed in the Org Personnel File of
each Executive responsible in that activity.
LRH Communicator (Place)
All these forms are on white paper. The first two (Nudge and
Investigation) are half sheets and are in blue ink. The Non-Compliance
report is on a whole sheet, looks legal like a court paper, may be printed
or photo lithoed and is in black ink with "Non-Compliance Report" huge
across the page.
The entire basis of this system is the observation over the years that
failure to ack and answer up and report on orders and non-compliance with
orders has been the worst spot in our administration. Examination of
emergencies and even catastrophes clearly shows that they each one began
with non-compliance with orders. An executive had foreseen and had tried
but no compliance had resulted.
It is pertinent that with statistics as a guide things do get ordered in
order to handle the downs but that a down area is least likely to ack or
report or comply. Therefore it is obvious that down areas are fundamentally
non-compliance areas.
A non-ack or a non-report is a non-compliance in our book as they're not
complying.
The LRH Comm log does not change or relieve any other action or duty or
change anything anywhere else in the org. It does not supersede the Time
Machine or 01C.
Now there is one major point. An LRH Communicator exists to complete
LRH's Comm cycles. An urgent matter's ack is vital as well as its final
compliance. It is LRH (or the Guardian) or the AdCouncil whose comm it is.
So it is NOT enough for the LRH Comm to know it. The Ack, on vital matters,
and ceftainly the compliance must be reported to the originator or the
originator will begin to take further and sometimes confusing action which
arises from the lack of Ack and compliance reports.
Therefore on each of these there are two more forms.
First is the Ack form for urgent Sec Eds or orders. This is a half sheet
form on
white, airmail weight in outer orgs, blue ink:
For Int Exec Div use: OFFICE OF LRH
Exec Div and Place Name
ACKNOWLEDGEMENT
Date
To: LRH, The Guardian, AdCouncil WW
From: LRH Comm WW
Regarding: HCO Pol Ltr (date) Subject
HCO Exec Ltr (date) Subject
Sec Ed (date) Subject
Written Order (date) Subject
The order you originated has been received and was acknowledged by:
but was not acked 30 days after issue by
LRH Communicator (Place Name)
606
The same form is used by Area LRH Comms to WW and is headed:
OFFICE OF LRH
Exec Div and Place Name
ACKNOWLEDGEMENT
Date
circle one
To: LRH, The Guardian, AdCouncil WW
Via: LRH Communicator WW
The same form for local (inside the org use) is headed:
DESPATCH circle one To: Assistant Guardian,
AdCouncil
From: The LRH Communicator (Place)
The same form, changed only as headed:
COMPLIANCE REPORT is used.
Now you may think that's a lot of forms but actually they exist just to
save the LRH Comm writer's cramp and make his log work easy.
Mimeo has authority to run these off and Dir Pubs authority to print or
photo litho the Non-Compliance Report.
We might ask where progress reports fit in. They fit under "Reports".
But don't call anything complied with that is only reported in progress. 1
care nothing for progress reports really. 1 only want to know if (1) was it
received (2) was it done completely. Hang fifty despatches saying, "We sent
out for estimates--".
Yo u will note no LRH Comm File is provided to go with the log. None is
needed because of the system.
So get a log, keep packs of forms handy and keep it up to date and use
forms to advise and all will be well.
When the volume gets too heavy, get a log clerk. But use the log. It
will tell all we want to know about what's happening.
It's interesting that people seldom ack a Pol Ltr and it will come as a
shock to some that they should.
THE GUARDIAN OR AN ADCOUNCIL OR THE LRH COMMUNICATOR OR A SECRETARY CAN
REACTIVATE ANY POLICY LETTER OR SECTION THEREOF BY ISSUING A SEC ED
REQUIRING COMPLIANCE AND THE SEC ED CAN BE LOGGED. You are not always
dealing in a log with new orders.
Before retiring a log the LRH Comin should summarise it or get it
summarised and should give the numerical count of non-acks, non-reports and
non-compliances per org to the Guardian whose Danger Branch will then be
able to see what areas will be in trouble.
No log ought to run longer than 6 months. So use thin but big books and
retire them either at the end of 6 months or when they're full, whichever
comes first.
L. RON HUBBARD
LRH:ml.aai) Copyright S 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
607
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor. East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF I MAY 1966
Applies to
LRHComms 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 - I
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 World Wide 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 I st
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. ToW 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.
608
The Estate Branch
The Gross Divisional statistic of the Estate Branch of the Office of LRH
is:
I . 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 I st Friday after the I st of the month, OIC is
to copy a set of the Office of LRH statistics of all orgs and Cent 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.)
LRH:lb-r.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MAY 1966
Remimeo
LRH Comm LRH COMMUNICATOR,
Exec Secs No Other Hats
(Modifies earlier Policy)
Every Org must have an LRH Communicator.
The LRH Communicator may not wear additional hats outside Dept 2 1. The
LRH Comm may no longer be the HCO Sec or the Division 7 Secretary.
The reason for this is that orgs begin with Source and expand from
Source, Dept 2 1. If the lines are jammed at Source no expansion can occur.
Construction and Maintenance also belong at Source, Dept 21 for the same
reason. An Org cannot expand without premises being provided, salvaged and
cared for. But the LRH Comm may not personally engage in building or
cleaning but may supervise them.
If the LRH Comm keeps his or her log and carefully sees that Bulletins,
Policy Letters and See Eds are gotten in and tends to his other duties the
org will expand.
LRH:lb-r.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
(Note: This Policy Letter was modified by HCO P/L 27 January 1970, Tech :
Admin Ratio and LRH Comm Assignment, Volume 1, page 108, where the LRH Comm
post could be held by the HCO Exec See or the HCO Area See. HCO P/L 8 May
1966 was restored by HCO P/L 9 July 1970, LRH Comm-Single Hatting, which
said, "Any restriction on the appointment of a full-time single hatted LRH
Comm for any reason whatever is cancelled."]
609
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1966
Remimeo
ESTATE SECTION REVERTS TO OFFICE OF LRH
(Adds to HCO Policy Letter of I Match 1966 Issue 11)
The chart of the International Executive Division is changed by:
I Putting Visio and Audio Aids under the LRH Personal Aide.
2. Removing Design and Planning from the Office of the HCO Exec See and
placing the Design and Planning Officer in the Office of LRH under the
LRH Communicator.
3. Removing the Estate Section from Div III Dept 9 and placing it with
all its personnel under the Design and Planning Officer in the Office of
LRH. There may also be an Officer of the Estate Section.
The chart for the Office of LRH, Int Exec Div therefore reads as follows:
Office of LRH
LRH Communicator
LRH Comm See
Exec Div Mimeo Unit
Keeper of the Seals and Signature
Policy Files
See Ed Files
LRH Personal Aide Visio and Audio Aide
LRH Personal See
LRH Personal Files
LRH Personal Possessions
LRH Personal Val Doe
LRH Personal Finance
LRH Transcription
LRH Comm Files
Project File
Design & Planning Officer
Officer of the Estate Section
Estate Section
L. RON HUBBARD
LRH:lb-r.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
610
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JULY 1966
Remimeo
OFFICE OF LRH
LRH Personal Office Organisation
(Modifies HCO Pol Ltr I Mar 66
"Executive Division Organisation"
as it applies to LRH Personal Office.)
Personal Office of LRH Chart
LRH, Executive Director
LRH Communicator Branch
LRH Comm Sec Section
Exec Div Mimeo Section
Keeper of the Seals and Signature Section
LRH Comm Files Section
Policy Files Unit
Sec Ed Files Unit
LRH Comm Log Section
LRH Personal Sec Branch
LRH Personal Files Section LRH Clipping Unit LRH Personal Val Doe Unit
LRH Personal Address Unit
LRH Personal Finance Section LRH Financial Records Unit LRH Tickets Unit
LRH Possessions Section LRH Insurance Unit
LRH Transcription Section
LRH Typing Unit
LRH Personal Appointments Section LRH Reception Unit
LRH Personal Aide Branch
LRH Audio Visual Aids Section
LRH Equipment Unit
Processing Sub-Unit
Cameras Sub-Unit
Tapes Sub-Unit
Recorders Sub-Unit
Supplies Sub-Unit
LRH Business Section LRH Real Property Unit LRR Personal Attorney Unit
LRH Contract Unit LRH Travelling Unit
611
LRH Ethics Authority Section
LRH Petitions Unit
LRH Judge Advocate Unit
LRH Appearances Section
LRH Stage Unit
LRH Costume Unit
LRH Lighting Unit
LRH Public Relations Section
LRH Releases Unit
LRH Press Unit
LRH TV Unit
LRH Radio Unit
LRH Host Unit
LRH Ideas and Compilations Branch
LRH Ideas Section
LRH Compilations Section
Manuscript Unit
Books Unit
Magazines Unit
Ad and Flyer Unit
Articles Unit
LRH Typography Section
LRH Proofreader
LRH Art Section
LRH Publications Liaison Section
Publications Statistic Unit
Sales Unit
Stock Accounting Unit
Royalty Unit
Copyright and Registered Mark Unit
Estate Branch
Grounds Section
Construction Section
Plans Unit
Vehicles Unit
Contract Unit
Maintenance Section
Livestock Section
Estate Admin Section
Estate Purchasing Unit
Estate Reception Unit
Estate Clerical Unit
Estate Files Sub-Unit
Legal Liaison Unit
Estate Communications Unit
LRH:lb-r.rd
Copyright @ 1966
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
[Amended by HCO P/L 21 Nov. '66, ideas and Compilations Branch TVW, Vol. 2-
124, and
modified by HCO P/L 16 Dec. '66, LRH Personal Office Organization, page
613. Cancelled by HCO
P/L 22 Feb. '67, LRH Personal Office Organization, page 614.
612
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 DECEMBER 1966
Remimeo
OFFICE OF LRH
LRH PERSONAL OFFICE ORGANIZATION
(Modifies HCO Pol Ltr 18 July 1966)
The following revision is made in the Personal Office of L. Ron Hubbard:
1. Delete LRH Ideas and Compilations Branch. (This entire Branch is
shifted to the Office of the HCO Exec See under the Divisional Organizer
Dissem.)
2. Add the following to the pattern of the Personal Office of LRH:
LRH Personal Courses Branch
(LRH Personal Courses Supervisor)
Clearing Course Supervisor
Asst Clearing Course Supervisors Clearing Course Administrators
OT Course Supervisor
Asst OT Course Supervisors OT Course Administrators
3. There are now 5 Branches in the Personal Office of LRH:
LRH Comm Branch
LRH Personal Aide Branch
LRH Personal See Branch
LRH Personal Courses Branch
Estate Branch
David Ziff Div 7 See WW
George Galpin Qual See
Dalene Regenass HCO Area See
George Galpin AC SH (Chairman)
Otto Roos Executive Council SH
Joan McNocher
Ken Delderfield LRH Comm SH
Betty James AC WW (Chairman)
Fred Hare Executive Council WW
Leon Steinberg
Philip Quirino LRH Comm WW
Mary Sue Hubbard
LRH:jp.rd The Guardian WW
Copyright @ 1966 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[Cancelled by HCO P/L 22 February 1967, LRHPersonal Office Organization,
page 614.1
613
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1967
Remirneo
OFFICE OF LRH
LRH Personal Office Organisation
Cancels HCO Pol Ltr of 18 July 1966 and
HCO Pol Ltr of 16 Dee 1966 "Office of LRH"
(Modifies HCO Pol Ltr I Mar 1966
"Executive Division Organisation"
as it applies to LRH Personal Office)
Personal Office of LRH Chart
LRH, Founder
LRH Communicator Branch
LRH Comm See Section Exec Div Mimeo Section Keeper of the Seals and
Signature Section
LRH Comm Files Section
Policy Files Unit
See Ed Files Unit
LRH Comm Log Section
LRHPeysonal See Branch
LRH Personal Files Section LRH Clipping Unit LRH Personal Val Doc Unit
LRH Personal Address Unit
LRH Personal Finance Section LRH Financial Records Unit LRH Tickets Unit
LRH Transcription Section
LRH Typing Unit
LRH Personal Appointments Section LRH Reception Unit
LRH Personal Aide Branch
LRH Audio Visual Aids Section Processing Unit Cameras Unit Tapes Unit
Recorders Unit Supplies Unit
LRH Business Section LRH Personal Attorney Unit
614
LRH Contract Unit
LRH Travelling Unit
LRH Ethics Authority Section
LRH Petitions Unit
LRH Judge Advocate Unit
LRH Appearances Section
LRH Stage Unit
LRH Costume Unit
LRH Lighting Unit
LRH Public Relations Section
LRH Releases Unit
LRH Press Unit
LRH TV Unit
LRH Radio Unit
LRH Host Unit
LRH Personal Courses Branch
(LRH Personal Courses Supervisor)
Clearing Course Supervisor
Asst Clearing Course Supervisors Clearing Course Administrators
OT Course Supervisor
Asst OT Course Supervisors OT Course Administrators
LRH Property, Building and Plans Branch
Estate Bureau
LRH Personal Property Section
LRH Library Unit
LRH Equipment Unit
LRH Real Property Unit
LRH Insurance Unit
Plans Section
LRH Ship Plans Unit
LRH Building Plans Unit
LRH Long Range Programmes Unit
LRH Personal Projects Sub-Unit
L. RON HUBBARD
Founder
LRH:jp.rd Copyright@ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCOP/L2 July 1968, Office of LRH WW Reorganization, page 622.)
615
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1967
Rernimeo Applies to 7 Division Orgs
LRH PROPERTY, BUILDING AND PLANS BRANCH
As of this date a new branch, LRH Property, Building and Plans Branch,
is to be formed in the Office of LRH, Dept 21. It replaces the Estate
Branch which now becomes a section.
The purpose of this Branch is:
TO TAKE OVER CONTROL OF ALL MY PERSONAL PROPERTY,
CARS, JEWELRY, ETC. AS WELL AS MY INTEREST IN ORG
PROPERTY AND MY PLANS FOR BUILDINGS.
ESTATE BUREAU
The Estate Bureau is headed by an Estate Manager. In WW the Estate
Manager is essentially a liaison post. The Estate Manager World Wide would
keep an eye on all orgs and liaise with their Estate Managers to see that
the buildings and grounds are kept up well and good in appearance and that
they have a building.
He would also relay any Building plans from the Plans Section to the
Estate Manager of the org concerned and would check to see if such plans
are being followed.
The Estate Manager of local org is responsible for seeing the org has
proper quarters and that the property is kept up well in its appearance. He
is also responsible for the locating of or building of new premises as the
org expands or needs new quarters and for seeing that full CSW is presented
via Estate Manager World Wide when such changes are needed. Further he is
responsible for the accurate following of all plans or programmes of the
Estate Bureau.
The Estate Bureau WW supervises and local Estate Bureaus execute all
plans and programmes sent to them via the Estate Manager WW from me.
PLANS SECTION
Photostats (or copies) of all drawings, sketches, plans, etc., together
with any letters or notes written or approved by me must be kept in LRH
Property, Building and Plans Branch-Plans Section.
These are the sort of things that get lost and have to be re-done by me
all the time. So copies of ALL plans, drawings and sketches together with
any notes or correspondence go to the LRH Property, Building and Plans
Branch-Plans Section, as well as to their destinations and addresses. All
of this sort of thing does. Like a copy of an ED on construction or care
and upkeep of grounds and buildings I've done.
These scraps of sketches I do for people to do plans from are my
greatest source of upset. They get lost, ignored and in our castles this
alone cost us at least E50,000 wasted pounds and gave us bad work. So it's
vital that we set up (and put the hat on) (and write the hat up for) such a
Branch.
So all plans I've drawn or have approved are to be sent to LRH Property,
Building and Plans Branch-Plans Section so that a copy can be made and
retained. Then we can see if the plans are followed or goofed.
I do not have to run everything but when I am asked for solutions and do
them I hate to have to do it all 2 or 3 times and still have it goofed.
This Branch has been formed to correct this.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright (D 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
616
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 SEPTEMBER 1967
Remirneo
Guardian
Asst Guardians
LRH Comms
URGENT
GUARDIAN AND LRH COMM DIVISION OF DUTIES
It is a primary duty of the Guardian and Assistant Guardians to get
Policy followed and in such a way as to expand the org and not stop flows.
The LRH Comm has as a major duty getting action and compliance on EDs
and Orders and Programmes.
It will be found by Guardian and Asst Guardians that where trouble
occurs
(a) Policy is out or
(b) Doesn't exist or
(c) Is being used to stop expansion or flows.
It will be found by the LRH Comm that where orgs or parts thereof begin
to collapse, EDs and Orders are not being complied with or are falsely
reported on.or the situation is unknown to seniors so no orders exist.
Both Guardian (and Assistants) and LRH Comms have in the past failed
where they have failed because they do not use ETHICS and CONDITIONS to
handle outnesses, non-compliance or false reports and try to handle things
on a personal basis or by personalities instead of stats instead of using
the full power of Ethics and Conditions to back them up.
The Guardian and Asst Guardians should call for Policy Outnesses in all
Danger Conditions and all Policy Inness on Affluences reported.
The LRH Comm should come down with hearings on non-compliances and false
reports and demand on false reports the removal of the offender from that
post.
There is no halfway way to handle these two posts of Guardian-Asst
Guardian and LRH Communicator.
Where no Asst Guardian exists the LRH Comm handles that post and where
no LRH Comm or Asst Guardian exists the HCO See handles both and her own.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright Q 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: Cancelled by HCO P/L 11 February 197 l, Policy Knowledge Function,
page 625.]
617
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 MAY 1968
(Cancels any portion of any ED
or policy to the contrary.)
Remimeo
LRH COMMS
FUNCTIONS
The LRH Comm has the first and primary duty of "making Ron's postulates
stick". All his admin and actions have to do with this.
ANY use of the LRH Comm by Executive Councils to enforce their orders or
Eds is a post alteration changing the LRH Comm to Dept III I & R.
ECs have the HCO Area Sec and the Dir Inspection and Reports to enforce
their Eds and orders.
I
The LRH Comm's office has seals and signatures and can pass an Ed only
as "not against policy". The LRH Comm has no function of enforcing that Ed.
EC Eds are not entered in the LRH Comm Log but in a similar log in Dept
of I & R.
The LRH Communicator handles the communications to and from LRH and gets
compliance with LRH Eds and orders and (in the absence of an Asst Guardian)
enforces Pol Ltrs.
This Pol Ltr should be entitled "What will be altered next?" Golly the
name "LRH Communicator" sure means what it says. It doesn't say "EC
Communicator".
So get the lines straight and get policy on this IN IN IN.
Violation of this Pol Ltr is a CRIME and any violation is to be Comm
Eved on the charge of originating an effort to cut my lines.
The LRH COMM MAY NEVER AGAIN BE AN EC MEMBER but may be a Member of a
Board of Directors.
L. RON HUBBARD
Founder
LRH:js.rd Copyright (D 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
618
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MAY 1968
(Modifies HCO Policy Letter of
17 March 1966 'LRH Comm. Log')
Gen Non
Remimec,
LRF1 Comm Hat
Communicators
Hat
Exec Secs
LRH COMM LOG
Policing and gaining rapid compliance for LRH is a vital function of an
LRH Communicator. A Comm Log is used to keep track of orders issued and not
yet complied with and to bring to light those persons or areas non-
complying, or those falsely reporting compliance.
As it is failure to acknowledge and answer up and report on orders and
non-compliance with orders or false reports that brings about emergencies
and even catastrophies it is vital that it be known what orders are not
being complied with and by whom.
An effective LRH Comin Log will rapidly indicate those orders not
complied with and who is not complying as well as provide other useful
data.
The LRH Comm Log described here has been designed to highlight areas of
non-compliance and no report and to indicate false report so that they may
be spotted early and remedied.
The log consists basically of two foolscap folders. One, the inactive
log contains only those items attested to as having been completed, the
other, the active log contains in chronological or number order only those
items yet to be completed or complied with.
It is this second folder that an LRH Communicator uses most.
The folders may be simple manila folders, or more suitably two hole ring
binders with large rings. Normally the active file would be a ring binder
and the inactive one or more manila folders.
A copy of each item (LRH ED, telex, handwritten order, etc) is placed in
the active log and has next to it a log sheet (described below) on which is
written the relevant logging information.
The log sheets are mimeoed off on blue paper. One log sheet is used for
each item being logged.
The logging is done upon receipt of the item, a copy of the item being
filed in date order with its filled out log sheet facing. In the case of an
LRH ED or HCO P/L or HCO Exec Ltr being received which is yet to be mimeoed
the log sheet is made out and filed in the front of the folder while the
original of the ED or Policy Letter goes to be mimeoed. When the mimeoed
copy is received it is mated with the relevant log sheet and both are filed
in chronological order. Thus any log sheets not yet mated with their
mimeoed copies show up in the front of the active log as an indication of a
slowdown on the mimeo issue line.
619
I
As each item is attested complied with by the person or persons to whom
it is addressed it is transferred out of the active log into the inactive
log. Thus it can be seen at a glance which orders are yet to be completed.
If at any time it is necessary to re-log an item it is merely transferred
with its log sheet from the inactive log to the active log.
With this method of logging the original orders are always to hand when
checking on compliance or logging an ack, report or compliance and it can
be easily seen what is being checked or reported on.
The log sheet contains the usual log information and has columns for
entering the dates of queries acks and compliances. The post to whom the
order is addressed is entered in the left hand column. Any posts often
ordered or addressed can be included on the stencil before the log sheets
are run off to save writing in each time. When that particular post is
addressed an X can be placed in the second narrow column to indicate that
the order was to that person or post. Additional persons or posts ordered
can be filled in on the unused lines.
Compliance is checked upon by direct question. Nudging as per P/L 17
March '66 "LRH Comm Log" does not work well as Execs have to look up the
item queried. Direct question works. Nudging does not work at all.
It is done simply by asking a direct question in such a way that the
answer will clearly show whether or not the item (LRH ED, telex,
handwritten despatch, etc) has been complied with, or if it actually is in
motion and being complied with, whichever is applicable. Ask the question
in such a way that the person does not have to look up the original order
to be able to answer the question.
It can be as simple as a single question or as complete as a whole
questionnaire covering each point of an ED, that requires compliance.
The query is made of the person or persons from whom compliance is
expected. Such queries are always time machined. It will be found that
querying compliance in this way will spark an executive into action where
he has been non-complying, for in order to answer your question he either
has to have done what was ordered or will have to report his non-
compliance. Where each point of an ED is covered by a questionnaire it will
also pick up any point missed by the executive. Ask the question in such a
way that the reply can be brief and to the point. You are not after pages
of reports, you want compliance to the order. The questions can be such
that a simple "Yes" or "No" or very brief statement covers. No report means
non-compliance.
Non-compliance is handled by standard Ethics actions taken immediately
non-compliance is evident. An LRH Comm will fail where he fails to use the
full power of Ethics to get compliance when non-compliance is evident.
False reports are detected by comparing the answers to the same or
similar query from different persons. Where they differ there is a probable
false report WHICH MUST ALWAYS BE FOLLOWED UP and the truth found out and
the correct Ethics action taken on the false report.
False reports can also be detected by checking or querying if the
expected result has occurred or is occurring. Where it is not then suspect
false report. Example: Order was to restore all old names from old invoices
to CF. Reported to be done. If on checking that magazines are being mailed
to all of CF you discover that the number mailed is still only the same as
before the order to restore all old names or has not increased by the
expected amount then it is evident that a false report exists and this must
be tracked down, and Ethics action taken on the false report.
The log at WW or at a Continental Org differs only in that the names of
the orgs from whom action is required are entered in the left-hand column.
620
LRH COMMUNICATOR LOG (place)
Received for Issue Received as a Mimeo
Name of Date
Item
Date Approved for Issue Identity
Source
For Action Dates of Date of Nudged for Date of Date
or Report By Ack Query Ack Report or Report Informed
Compliance or Comp Source
HCO Exce See
Org Exce Sec
HCO Area Sec
(etc)
In practice it will be found best to use a quarto log sheet mimcoed as
above with a 5/8th inch margin on the right-hand side to take the punched
holes. The holes are punched closer to the top of the quarto sheet so the
bottom of the quarto log sheet is level with any foolscap items filed in
the same folder. This way the headings of the actual items are visible
while looking through the log for a particular item.
Ken Delderfield
LRH:js.aap LRH Communicator WW
Copyright @ 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 JULY 1968
Gen Non-Remirneo
WW TECH-ADMIN RATIO CLARIFICATION
The Office of LRH WW and Publications Organization WW are exempt from
the Tech-Admin ratio.
WW is heavy Ethics and Guardian Office, heavy Public lines, low on Tech
and
Admin.
LRH:js.rd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
621
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 JULY 1968
Issue If
Gen Non-Remimeo
OFFICE OF LRH WW REORGANIZATION
(Amends HCO PL 22 Feb 1967 Office of LRH and
HCO PL 6 Sept 1967 WW Division Reorganization)
The post of LRH Personal Aide is abolished.
The LRH Ethics Authority WW is set up as a separate Hat.
The Div 7 Sec (now Div 9 Sec WW) is made Chairman of Ad Council W
The SO# I Clerk is put under the LRH Personal Secretary.
The Archives Project Assembly and Preservation of Materials is taken
back into the Office of LRH WW to safeguard.
L. RON HUBBARD
LRH:js.rd Founder
Copyright @ 1968
by L. Ron Hubbard
ALL RIGHTS RESERVED
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRH ED 221NT Date 26 September 1968
The LRH Communicator is my personal representative to an area.
He shares the GI as a statistic with the EC and has the same pay and
status as an
EC member.
He is also the Div Sec of Div 7.
L. RON HUBBARD
'L
10 L 0 Founder
C~'
at, Q
I F 0
622
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1969
(Reissued from Flag Order No. 1758,
same date and title)
Remimeo
COMPLIANCE REPORTS
(Note: The Compliance Admin system can be wildly out. Compliance reports
can fail to reach LRH or the person ordering such as a Scri executive or
officer.)
This Policy Letter is to set things right.
Essentially there is a Command Comin Cycle. HE WHO GIVES THE ORDER GETS
AN ANSWER!
They are never routed off the lines before they reach the originator of
the order. To do so creates an atmosphere of non-compliance. The originator
knowing only that he has never heard thinks the order has not been done, or
is forced to listen to rumour, or has to use other lines to get the data.
And thus no real co-ordination of orders can occur.
And the originator is driven into apathy on getting compliance to even
the most simple orders.
WHAT A COMPLIANCE REPORT ISN'T
Daily reports of aides, Captains, CO's OTL and juniors are NOT
compliance reports but info only.
Such daily reports contain
1. The activities of their zone
2. Particularly any important event that is occurring
3. Any data that would be of interest to the senior.
Such reports are very explicit, never generalised and must not rely upon
supposed knowledge of the recipient. Give full name rank serial number type
data, never Major Jones called today type information. That relies on the
recipient remembering who Major Jones is. It's Major Jones of the American
Trade Association. Enough data to clearly identify WHO. And in the same way
of course enough data to identify WHAT or WHAT ABOUT.
And never use confusing type abbreviations. C/S can mean Case
Supervisor, or Church of Scientology or even cycles per second!
Daily reports are NOT compliance reports but info only summarised for
fast assimilation by the recipient.
WHAT A COMPLIANCE REPORT IS
A compliance report is exactly that. It is a REPORT OF COMPLIANCE, a
completed cycle reported to the originator DONE.
It is not a cycle begun, it is not a cycle in progress. It is a cycle
completed AND REPORTED BACK TO THE ORIGINATOR AS DONE so that the Command
Comm Cycle is completed.
To merely commence a cycle is not to comply. To merely make some
progress is not to comply. To drive it through to completion is. And to
then_ report DONE to the originator is to put in a compliance report.
A compliance report has to be answered with the order and get logged and
the answer goes to whoever issued the order. Standard TR's.
In practice a compliance report takes the following form:
623
1. It is in standard despatch form routed through the usual
channels.
2. It is headed at the top of the page in the middle COMPLIANCE
REPORT.
3. It has a brief concise description of what was done.
4. It has clipped to it ALL the original orders so that the
originator and communicators on the line can see at a glance what
was ordered, and comparing this with what was done, see that it is
in fact a compliance, a completed cycle.
5. Any other relevant information is also clipped behind. Such as
a carbon of a letter written if that was what was ordered.
6. AND IT IS ADDRESSED AND GOES TO THE PERSON ORIGINATING THE
ORDER, via any communicator who logs it as a compliance.
7. It contains an attestation that what was done has been
completed; such as "Order attached completed".
Now there is such a thing as LONG RANGE and SHORT RANGE targets. And
while a long range target is riot reported done until in fact complete this
does not prevent reports of completions of the short range targets which go
to make up the long range target being made.
That is not to say that progress reports are made. They are not. We are
interested only in COMPLETIONS. But a short range target DONE is a
completion isn't it.
Compliance reports to LRH orders are not made to LRH Communicators but
are routed via them for logging and forwarding to LRH. He who gives the
order gets the answer.
Where an LRH Communicator is getting compliance to the one order from a
number of different terminals, he would normally hold the compliance
reports until all had reported done, or where some areas are not answering
up would forward as one CSW with a covering summary the compliance reports
of those areas that had complied and a carbon copy of the condition
assignment or other ethics action taken in the areas that didn't comply.
This is never used to unduly hold up reporting compliance, but of course
full compliance is when it has been completed by all those ordered.
STALLED OR BOGGED TARGETS
It will invariably be found that when an important target is not made
that it contains a "bug" in it unknown and undetected.
Where an order or target is not done, or no action is occurring or as
soon as any bug has appeared the LRH Communicator, having taken all the
usual actions of programme checking (see HCO P/L I April '65), nudging and
direct questioning (see HCO P/L 31 May '68), sends a copy of the orders to
the Qual Division with the information that he has and a request for Qual
to wear its Org Correction hat and locate the "bug".
This will often be done before using ethics, or while using a lower
gradient of ethics. This on the theory that a stop on the flow always means
a bug is present (misunderstoods, not knows, etc.) wl-dch Qual can
straighten out, but which would remain undetected if only ethics was used
at that point. This does not eliminate usual ethics actions but gives the
LRH Comm another tool with which to get compliance.
Qual locates the "bug" or "bugs" AND THEN TURNS IT BACK TO THE DIVISION
OR PERSON RESPONSIBLE FOR THE ACTION. Qual does not itself complete the
action, but finds the "bugs" and gets the action back on the rails and
turned back over to the person ordered.
And so even stalled or bogged targets get completed and in their turn
reported to
the originator as done with a compliance report.
Ken Delderfield
LRH Comm Aide CS-7
for
LRH:KD:Idm.ei.rd L. RON HUBBARD
Copyright @ 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Added to by HCO P/L 15 September 1972, Additional Data on Compliance
Reports, which clarifies exactly evidence needed on Compliance Reports.]
624
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1969
Remimeo
Gdns Offices
LRH Comms LRH COMM HAT
In any Class I Org or above the post of the LRH Comm may not be held in
conjunction with that of A/Gdn.
These posts must be held separately, full time and not from above.
Junior posts in the immediate area of the LRH Comm may be held from
above (LRH Comm Log, for example).
LRH:nt.ei.rd L. RON HUBBARD
Copyright@ 1969 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: This HCO P/L was cancelled by HCO P/L 27 January 1970, Tech : Admin
Ratio and LRH Comm Assignment, Volume 1, page 108, and later restored to
force by HCO P/L 9 July 1970, LRH Comm-Single Hatting, which said, "Any
restriction on the appointment of a full-time single hatted LRH Comm for
any reason whatever is cancelled."]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I FEBRUARY 1971
Remirneo
LRB Comm Hat (Cancels HCO PL of 26 Sept 1967 entitled
"Urgent-Guardian and LRH Comm Division of Duties")
POLICY KNOWLEDGE FUNCTION
It is now a primary duty of the LRH Comm to get Policy followed and in
such a way as to expand the org and not stop flows.
The LRH Comm has, besides, a major duty getting action and compliance on
LRH EDs, Programmes, Projects, and Orders.
It will be found by the LRH Comm that where trouble occurs:
(a) Policy is out or
(b) Doesn't exist or
(c) Is being used to stop expansion or flows.
Further it will be found by the LRH Comm that where orgs or parts
thereof begin to collapse, LRH EDs, Programmes, Projects and Orders are not
being complied with or are falsely reported on or the situation is unknown
to seniors so no orders exist.
LRH Comms have in the past failed, where they have failed, because they
do not use ETHICS and CONDITIONS to handle outnesses, non-compliance or
false reports and try to handle things on a personal basis or by
personalities instead of stats and instead of using the full power of
Ethics and Conditions to back them up.
The LRH Comm should call for Policy Outnesses in all Danger Conditions
or below and for all Policy Innesses on Affluences reported.
The LRH Comm should come down with hearings on non-compliance and false
reports and demand on false reports the removal of the offender from that
post.
There is no halfway way to handle the LRH Communicator post.
LRH:nt.rd L. RON HUBBARD
Copyright @ 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
625
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 FEBRUARY 1970
Remimeo
LRH Comm Hat
Ethics Hat
HCO ES
HCO Area Sec
LRH COMM AND HCO ES
RESPONSIBILITY FOR LINES
When Executive Directives, HCO Bulletins or Policy Letters are not being
distributed to or- in an org and to every staff member in that org
regularly and on time,
IT IS THE PRIMARY DUTY OF THE LRH COMM TO REPORT BY AIRMAIL TO LRH COMM
WW WITH THIS DATA:
What distribution unit is sending these important items late or not at
all?
What action has been taken to get them sent to the org?
What executive is making it difficult or refusing to distribute these
items to each staff member?
The HCO ES is responsible for performing this action where there is no
LRH Comm.
The essence of the report is WHO.
The purpose of the report is to get in Ethics in that org.
On the basis that whoever impedes LRH Comm flow will also impede
disseminating Dianetics and Scientology in other ways, the LRH Comm WW, on
receipt of such a report, is to add what data he may have and send a copy
to the HCO ES WW for action by EC WW, which should consist of the demotion
or removal of the person impeding the flow. He should turn over another
copy of the report to the Sea Org's nearest OTL to alert Sea Org
Operations.
Denial of Advanced Courses may be part of the stipulations in any Ethics
Order or action resulting from proof of a charge of wilfully or negligently
impeding the flow of Executive Directives, Policy Letters or HCO Bulletins,
org to org, or within an org to all staff.
It is a high crime to cut the basic comm lines of Scientology.
This Policy applies also to instances where impedance or negligence
denies adequate supply of technical materials to HGC or Qual Auditors and
to Dianetics or Scientology students.
FAILURE ON THE PART OF LRH COMMS OR HCO ES TO ACT ON THIS POLICY LETTER
WILL RESULT IN REMOVAL FROM POST.
L. RON HUBBARD
Founder
LRH.jz.ei.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
626
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE 1812 19th Street N.W., Washington 9, D.C.
HCO BULLETIN OF 30 APRIL 1957
ISSUE AUTHORITY FOR MIMEO
All mimeo work is to be sent to LRH for "okay" before being run; all
material
going to the field should be printed, not mimeoed. , Only exception, when
replacing
current stock of mimeced forms used in organization.
LRH:mek.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON
All Staff HCO POLICY LETTER OF IS MAY 1957
Bulletin Board
London
POLICY ON SIGNATURES IN PUBLICATIONS
On data called to attention by Jack Parkhouse, the following is the
policy laid down.
Articles by myself are signed as a by-line under title and another
written signature at end.
Articles taken from tapes are signed "From a lecture by L. Ron Hubbard
(bold face), edited by (editor's name light face).
Books written by staff are signed "By Staff from materials of L. Ron
Hubbard" with the names of writers in light face under "By Staff from
materials of L. Ron Hubbard".
Articles somewhat independent of materials directly from lectures and
texts are signed by the writer at the article's end only in same face as
type in which article is set.
Mastheads carry the name of the Editor of any publication.
These policies apply to Ability, Certainty, PABs, books and pamphlets.
When articles are written for outside publications the writer should
always mention a specific text and its author, the price and from whence
the text can be obtained.
LRH:md.rd L. RON HUBBARD
5-18-57
(Note: This policy was reissued without change on 8 May 1959.1
HUBBARD COMMUNICATIONS OFFICE
WASHINGTON
copy to all staff HCO POLICY LETTER OF 23 MAY 1957
copy to HCO London
RESPONSIBILITY FOR ISSUE
Any item which is to be mimeographed, printed, disseminated, etc, which
needs my "okay" must first be initialled by the department head or anyone
related or associated with it before the item comes to me for an "okay".
When it comes to me, I want to see that the parties involved have already
"okay'd" it themselves.
LRH:md.rd
5-23-57 L. RON HUBBARD
627
WASHINGTON
HCO POLICY LETTER OF I JUNE 1957
WHO CAN ORDER PRINTING
The following persons can originate copy for printing: Association
Secretary or Organization Secretary, Treasurer, Registrar, PE Foundation
Director, Central Files-In Charge, Dir of Training, Dir of Processing.
All material to be printed and its price must be okayed by myself before
order is placed.
LRH:md.rd L. RON HUBBARD
6-1-57
[Note: A London issue of same date and title deleted Organization Secretary
and substituted for the last paragraph, "All material to be printed and its
price must go through to and be okayed by the Association Secretary who may
pass or veto. For London, all printing costing more than f 75 must have
text checked by me.")
HUBBARD COMMUNICATIONS OFFICE
LONDON
(Issued at Washington)
HCO POLICY LETTER OF 17 SEPTEMBER 1958
(Replaces HCO Policy Letter of I June 1957)
I ea staff member
Field Offices
WHO CAN ORDER PRINTING
The following persons can originate copy for printing: Association
Secretary or Organization Secretary, Treasurer, Registrar, Central Files-In
Charge, Director of Training, Director of Processing, Director of
Administration.
All material to be printed and its price must be okayed by the Director
of Administration before order is placed.
LRH:gn.rd L. RON HUBBARD
rs:25.9.58
HUBBARD COMMUNICATIONS OFFICE
LONDON
HASI POLICY LETTER OF 31 OCTOBER 1958
1 ea staff member
Field Offices for info
Washington
USE OF MIMEO RESTRICTED
Only 75 copies of any given item may by run off on mimeo machines.
Any item to be run further than this number must be well done on Photo-
litho or photo offset.
All general releases of data go out in Certainty and in no other printed
way.
L. RON HUBBARD
Executive Director
LRH: rs.rd HASI
628
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street N.W., Washington, D.C.
(to all HCO HCO POLICY LETTER OF 23 DECEMBER 1958
staff only)
HCO London for
dist. to sterling
HCOs QUALITY OF PRESENTATION
HCO is hereby given the authority and responsibility to ensure high
quality presentation of all tapes, books, mailings, film showings, tape
shows, Congresses, etc.
This is the right to demand high quality, not to do it all. HCO must
pass on all such showings or printings as to equipment and styling. You
always lose money with poor presentation so why try to save money that way.
Motto for all presentations: Get the best. Have it professionally done
in accordance with stiff specifications.
Let's put quality in Scientology presentation!
LRH:mg.aap.cden L. RON HUBBARD
Copyright @ 1958
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 4 FEBRUARY 1959
COLOUR SCHEME FOR BULLETINS, POLICY LETTERS, ETC.
HCO Policy Letters are to be white paper, green ink. Sec'I E.D. are to be
blue paper, black ink. HCO Sec'l Letters are to be white paper, green ink.
HCO Bulletins are to be HCO gold paper, green ink. HASI and FC Policy
Letters are to be HCO gold paper, green ink. HCO's worldwide please comply.
LRH:mp.vmm.eden L. RON HUBBARD
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The above colour scheme has since been modified. Further issues
giving Colour Flash and describing Types of Letters can be found in Volumes
0 and I and are listed under Issue Authority in this Volume.]
629
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-ised 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
for
LRH:rs.rd L. RON HUBBARD
Copyright @ 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 4 JUNE 1959
Issue 2
CONVERT
TO SEC ED
VALIDITY OF SEC EDs
All Sec EDs except those which state or imply a penalty for non-
compliance are guide posts, subject to judgment, based mainly on
organization findings.
Where a penalty for non-compliance is implied or stated, judgment is
invited and an HCO See may modify to fit local conditions.
L. RON HUBBARD
LRH:mp.rd
630
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
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 See, it
should be signed "Jane Doe (actual name of person issuing) HCO See (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 @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 3 JULY 1959
COPYRIGHT
Two copies of all Bulletins, Policy Letters and See EDs issued must be
sent to the Book Administrator. Where necessary these will be copyrighted.
R.B. Stock
HCO Administrator
RS:mp.vmm.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
631
HUBBARD COMMUNICATIONS OFFICE
3 7 Fitzroy Street, London W. I
HCO POLICY LETTER OF 4 JULY 1959
BPI MA
ACTIONS FOR HCO SECRETARIES
FACED WITH ILLEGAL USAGE
L. Ron Hubbard and the Hubbard Communications Office, Ltd are the
proprietors of all trademarks, copyrights and materials of Dianetics and
Scientology.
Any organization using the word Scientology or its name or copyrights or
materials without permission from LRH or HCO is liable to suit for
copyright and trademark infringement, which suits can recover all funds
collected by a person unlawfully using the trademarks or materials plus
sizeable damages.
HASIs, Churches of Scientology, HCO Franchise Holders, persons holding
certificates in good order and members may use these materials under
certain conditions and issue those certificates permitted by HCO.
Unauthorized use of materials, trademarks, copyrights must be prosecuted
at once by HCO Secretaries. No further permission is needed than this
policy letter. Lawyers can be engaged, suits filed and persons prosecuted
on these grounds by any HCO Secretary on her own initiative, requiring only
the HCO WW be advised. This includes use of materials in books not
authorized in writing from HCO WW.
Any organization illegally constituted and illegally using the
copyrights, trademarks or materials of Dianetics and Scientology must be
ruthlessly handled. Further, any auditor joining such organization is
subject to certificate suspension or revocation and fines proportionate to
damage done. The officers of such illegal organizations shall be separately
sued on the charge of fraud and charged additionally with criminal fraud
for obtaining money, dues, contributions or fees under false pretenses, and
where such an organization shall have used the mails the matter shall be
reported by the HCO Secretary to postal authorities with a request to
arrest the offenders for mail fraud.
The only way we can continue ethical standards is to control practice.
On ethical practice depends the success of dissemination, so stamp hard on
all such offenses.
We are the government of Scientology and must measure up to our
responsibilities.
L. RON HUBBARD
Note: The certificate of Sylvan Stein has been suspended for seeking to
obtain money through the mails by pretending to have an ownership of
materials and pretending to be a non-existent organization named "The
International Guild of Professional Scientologists". Further criminal
action will be taken.
[See the first section in Volume 1, and Copyright Section, pages 172-174,
in Volume 2, for further data on Copyright.]
632
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 OCTOBER 1959
All HCO
Personnel
Convert Sec ED
SEC ED AUTHORIZATION
Only See EDs actually signed by the Executive Director or approved by
him but still bearing his name may be issued as Secretarial Executive
Director.
All Sec EDs signed otherwise are cancelled herewith.
HCO Secretary WW for L. RON HUBBARD
LRH:NW:js.rd Copyright (D 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JUNE 1960
Cen0con
SECURITY OF SEALS
All seals and sealing apparatus of whatever kind (Corporation and
Organization seals, HASI seals, Validation seals, etc) are solely in the
province of the See ED. Only the See ED must use and keep the seals. Any
documents which require sealing are sent to HCO to be sealed by the See ED.
The seals must be kept in HCO and are normally kept in the HCO safe.
Peter Hemery HCO Secretary WW for L. RON HUBBARD
LRH:PH:js.aap Copyright @ 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
633
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1961
HCO Secs H00 Communicators
URGENT MIMEO CHANGE
1 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, 1 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.
LRH:js.cden L. RON HUBBARD
Copyright @ 1961 [Note: Further issues giving Colour Flash and describing
by L. Ron Hubbard Types of Letters can be found in Volumes 0 and 1 and
are
ALL RIGHTS RESERVED listed under Issue Authority in this Volume. I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JUNE 1961
CenOCon
CONTINENTAL ISSUES
Due to various mistakes made as regards policies, it is now required for
all HASI Assoc See Technical Orders, HASI Assoc See Administrative Orders,
HCO Continental Technical Letters and HCO Continental Administrative
Letters to be personally passed by the HCO Continental See before they are
issued. Nothing contained in these must be contrary to established policy
or procedure.
Also, all copies of these must be sent to Saint Hill at once by air
mail, addressed to Org Supervisor WW.
MSH:jl.rd Mary Sue Hubbard
Copyright Q 1961 Org Supervisor WW
by L. Ron Hubbard for
ALL RIGHTS RESERVED L. RON HUBBARD
634
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JUNE 1961
CenOCon
ORDERS
All directives or orders issued as HASI Association Sec Technical
Orders, HASI Association Sec Administrative Orders, HCO Continental
Technical Letters, and HCO Continental Administrative Orders are valid only
so long as they do not contradict HCO Policy Letters, HCO Bulletins and, as
contained in these, operating and technical policies established for
Central Organizations or City Offices.
Any HASI Association Sec directive or HCO Continental directive as noted
above may be declared null and void by anyone who can demonstrate by HCO
Policy Letter or HCO Bulletin displayed and in hand, that any former
directive contradicts the latter.
LRH:imj.rd
Copyright @ 1961 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1961
Issue Il
Gen Non- (Reissued 3 March 1967)
Remimeo
Tech Hats
Qual Hats
Keeper of the
Seals and
Signature TRAINING QUALITY
It becomes fantastically, screamingly apparent that we must not ever
turn out or let go a bad auditor, poorly trained.
Accordingly put permanent signs where D of T and Dir of Exams can see
them in their offices as follows:
EVERY TIME YOU TURN OUT A BAD AUDITOR YOU MAKE ENEMIES FOR SCIENTOLOGY.
INCOMPETENT AUDITORS ARE A MAJOR SOURCE OF OUR TROUBLES.
LRH:jp.cden L. RON HUBBARD
Copyright @ 1967 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
635
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 NOVEMBER 1962
CenOCon
RE-ISSUE OF MATERIALS
It is forbidden to re-issue Scientology technical data in bulletins and
policy letters by a Central Org or office 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 pes. 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.
LRH:gl.rd
Copyright (D 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JUNE 1964
Central Orgs
Franchise
The Auditor HAS AND HQS TRAINING MATERIALS
All auditors and organizations training up to Grade II may have the
materials, tapes and books for these grades as they come into existence.
The basic texts identical with those used for lower grades at Saint Hill
before 1964 and the Saint Hill check sheets used in 1963 are being
organized and printed. The texts are in the same format as "E-Meter
Essentials" to keep costs to auditors and organizations down and yet
provide an attractive appearance.
All tapes vital to these courses, with the essential basic information
in lectures I have given or will give, will be available for HAS and HQS
courses.
The tapes and materials will be available from Saint Hill's Scientology
Library and Research.
This announcement does not announce the total availability of materials
but only lays down the policy that all training activities up to Grade II
have the right to obtain texts, tapes and check sheets from Saint Hill
course earlier materials for their use in training at standard costs.
Grades III and IV tapes and materials will continue to be sent only to
Academies.
LRH:dr.rd
Copyright Oc 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
636
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 AUGUST 1964
General
Remimeo
Magazine
Editors
Dissern Secs
POLICY ON TECHNICAL INFORMATION
No technical information or reports may be printed or released except
from Saint Hill or approved first by Saint Hill.
Reason: Failures of the Wichita and Elizabeth centres are traced to this
action of random technology,
L. RON HUBBARD
LRH:jw.cden Copyright (D 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 AUGUST 1964
General Rernimeo
Magazine Editors
Dissern Secs
TECHNICAL INFO FOR CONTINENTAL MAGS
Policy is now that no technical may be written in Continental mags which
is not written by myself or directly transcribed from my tapes and shown to
me before printing.
L. RON HUBBARD
LRH:jw.eden.kd Copyright (R) 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
637
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 I (HCO)
TECHNICAL AND POLICY DISTRIBUTION
The HCO Secretary (WW, 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.
8. 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 erg
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 See 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.
638
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 Il 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.
639
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 been working and the best
solution for (b) is to excerpt tapes or what you have and issue. 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
640
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
641
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 mael-dne. 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 pes 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 pes 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 win cease to
disseminate. And I have always waived aside all objections to honest,
appealing, clear-cutl heavy promotion as treasonable suggestions. Let
somebody "doing the mag" 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
'ff
by L. Ron ubbard
ALL RIGHTS RESERVED
642
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HCO EXECUTIVE LETTER OF 27 MARCH 1965
General Non Rernimeo
TO: RAY THACKER
ASSOC SEC LONDON
FROM: RON
SUBJECT: CONFUSED PRESENTATION DENIES SERVICE
Ray from Ron: Your promotion letter (See ED No. 1) was messed up by
adding a PS to correct a correction rather than throw away a stencil and
cut a correct new one. This may result in loss of business. A new stencil
would have cost 3 shillings. The blunder may cost f 2-3000.
A Certainty Minor is being rushed out to your lists to correct this
confused presentation. It will just make a straight statement.
I see there's a blame of high prices from HCO London for the drop after
I January in business volume. I think this was not due to a rise in prices
but due to local confused promotion. I think you will find that such a
confusing picture was presented by the Registrar about membership and
prices that people, feeling in need of auditing or wishing training, just
felt locked out and went home.
Q4
This was again expressed in this London org promotion See ED mix-up-a
confusion of the public as to what is offered. Such a confusion seems to
deny service and people don't buy.
Please take over the okay of all pieces to be released by your local org
and coach the lines in so that the door for service looks open to the
public, not closed. Please help me open your doors to a good traffic
volume. Clumsy presentation by the local org alone is keeping them closed.
Love, Ron
L. RON HUBBARD
LRH:ml.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
643
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MARCH 1965
Gen Non-Rernimeo
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 Office 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 (I 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
644
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.
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) ate under the control of the Department of
Promotion Div I 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 I 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.
645
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:
I . (give specific reasons one after next) 2. 3. etc.
(SECED Ending)
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 L. RON HUBBARD
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Important Note: When originally published in Volume 1, first edition,
pages 563-564, this Pol Ltr
was typeset from a mimeo which deleted a large section of the text. Later
editions of Volume I will be corrected. This printing includes the full
text as originally written by LRH. I
646
HUBBARD COMMUNICATIONS OFFIC
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 APRIL 19
Rernimeo
Sthil URGENT
All Orgs
All Scn Staffs Office of LRH
Dissem Hats
HCO Hats Design & Planning
All Promotion Functions in an Org
All Mailing Activities in an Org
BOOKLETS, HANDOUTS,
MAILING PIECES
(Effective at once Saint Hill
Effective June 1, 1965, other Orgs)
No mailing may be made without a complete sample of the entire mailing
being okayed by myself at Saint Hill.
No booklet or brochure may be given or handed out without being okayed
for that specific purpose by myself.
No Letter Registrar may mail bits or pieces in letters without their
being specifically okayed for that purpose by myself.
No insert may be placed in Certificate mailings such as a pamphlet or
brochure without my specific okay for that purpose.
Previously Letter Registrars and Dir Prom Reg have chosen out bits and
pamphlets to mail people at their own discretion. This is cancelled. Any
such presentation must first be okayed for that purpose.
That a booklet exists or has been printed is not an okay for its general
use.
Any printed booklet or book must be okayed before being used for a
specific purpose.
This means that booklets and handouts may not be indiscriminately
released. One may not place them in with certificates or mailings unless
they are okayed to be used for that purpose.
Booklets, etc may not be handed around at Congresses or in PEs unless
they have been okayed.
SUBMISSION FOR OKAY
The entire packet that is to be mailed or handed out or put in with a
certificate must be packaged up the way it will be assembled and passed to
me via the Office of LRH Saint Hill.
Mark it-Office of LRH Saint Hill-Issue Authority Section.
Do not send a pamphlet and ask if it is okay to release it. State what
it is to be released with or how it is to be released.
All permissions granted are for a specific use of the material. That an
item has been given a specific permission for a specified use does not
grant permission to use it as anything else. If it is to be used for
anything else, a new permission must be asked.
647
All permissions granted will be issued as SECEDs and expire, like all
SECEDs, in one year.
MAGAZINES
Every issue of a magazine must be passed upon in Dummy Form. Two dummies
must be submitted. One is kept, the other returned.
A copy of the finished magazine must be sent to the Office of LRH, Issue
Authority Section.
BOOKS
Books which may be advertised and sold must first be passed upon by the
Issue Authority Section.
This includes all books, those by myself and others.
REPRINTING BOOKS
Any book to be reprinted must have an authority from the Issue Authority
Section.
On requesting a reprint authority, sales data on the book during the
past year must be included.
Several new books are to be issued and they may replace some old ones.
Some old books are to be rewritten.
"Unauthorized issue" means that the material does not have an authority
for that purpose and is a misdemeanour.
Co-ordination of issue makes it possible to assess values of various
materials and bring greater effectiveness of presentation.
LRH:wme.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard [Miodified by HCO P/L 2 March 1973, Issue Authority
Lines &
ALL RIGHTS RESERVED Procedures, page 666. 1
HUBBARD COMMUNICATION
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 26 A
Rernimeo
Post S E C ED ISSUE
No Secretarial Executive Director may be issued unless specifically
directed by myself.
Any SEC ED issued in the past which was not by my direct order is
cancelled
herewith.
LRH:mLrd
Copyright@ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
648
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 APRIL 1965
Gen Non-Rernimeo
MIMEO DISTRIBUTION CHANGES
SEC ED DISTRIBUTION
SECRETARIAL EXECUTIVE DIRECTOR
(MODIFIES DISTRIBUTION ONLY)
As a bulletin board is often not seen and a SEC ED is vital and usually
urgent, being a temporary order made to handle a current situation, broad
SEC ED distribution is vital.
Therefore All SEC EDs will be distributed to all staff in all orgs.
SEC EDs are no longer to be posted on public or staff bulletin boards as
they sometimes reflect a down condition or a Comm Ev sentence.
Awards are usually carried by HCO Exec Ltr.
No SEC ED may be distributed to only one org. Every SEC ED is
distributed to all orgs and all staff in all orgs.
Every SEC ED must be clearly marked in caps at the beginning with the
org or orgs to which it applies, followed by ONLY where it is not total.
Therefore there is now only one distribution of a SEC ED and that is to
each staff member in every org including Saint Hill.
SEC EDs ate not Rernimeo. They are done in two ways:
I . On thin airmail type blue paper at Saint Hill with enough
copies run off to supply one to each org member and one to the org's
master files.
2. By cable to Continental Orgs which relay to their Continent by
Telex. On receipt the HCO steno cuts a stencil and signs the stencil
and runs it off on blue paper of normal weight and issues fast to
every staff member.
The Saint Hill issued copies (1), bear the signature on the stencil of
HCO Exec Sec WW or HCO Area Sec WW.
The locally mimeoed SEC EDs bear the signature of the local LRH
Communicator or the HCO Steno only.
The form of a SEC ED is unchanged except that the stencil signed
signature must be legible.
No SEC ED is locally issued.
I personally write all SEC EDs and the signature merely means they are
signed for me.
In distribution (2) above, a copy of the received cable, wire or telex
must be stapled to the local released copy in the Master File, proving it
was received, and that filed copy of the cable, wire or telex must be
signed as received by the Director of Communications and must also be Time-
Date stamped by HCO.
Reason: Comm Member system despatches often refer to SEC ED, and if they
are only distributed in one org, a Dev-T situation is set up where "What
are you talking about?" is asked, at once tripling the number of despatches
regarding SEC EDs.
LTD AND GEN NON-REMIMEO
SAINT HILL DISTRIBUTION
All Scientologists at Saint Hill get everything that is marked Rernimeo,
General Non-Rernimeo and Limited Non-Remimeo and all HCOBs.
649
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.
LRH:ml.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MAY 1965
Gen Non-Remimeo
CANCELLATION
MIME0 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 Non-Remimeo 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.
LRH:wmc.mh.rd L. RON HUBBARD
Copyright @ 1965
by L. Ron Hubbard [Amended by HCO P/L 10 August 1966, SECEDs,
Executive
ALL RIGHTS RESERVED Director & Guardian, page 66 1.1
650
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MAY 1965
Remimeo
CANCELLATION OF ASSORTED DIRECTIVES
All Administrative Letters, Continental Letters, Continental Directives,
administrative orders, directions, advices and any other issue of any
officer or executive of Scientology, written or verbal are cancelled as of
this date.
Only Secretarial Executive Directors issued after I Mar 1965 are in
force.
Only HCOBs and Policy Letters are in force. HCOBs and HCO Policy Letters
are not cancelled.
Secretarial Executive Directors issued after I March 1965 are not
cancelled.
This Policy Letter expressly takes out of force any order or
arrangement, written or verbal of any Scientology Executive other than
myself.
Therefore any arrangements or orders or directives of executives prior
to this date should be reviewed by the issuing executive now on post and
submitted to the Office of LRH, Saint Hill for Review before again being
issued.
This does not in any way influence the current routine orders given to
staffs after this date.
The reason for this Policy Letter is to clear away any outstanding plans
or orders on "policies" unknown to myself if any exist, so that new hats
and the New Org Board can be put in smoothly without contradiction between
old executive orders and new policy.
The standard, long standing policies issued in HCO Policy Letters signed
only by myself remain inforce where applicable.
Technology, issued in HCOBs signed by myself, remains unchanged.
NEW DIRECTIVES
No new Admin Letters of a planning or continued nature may be hereafter
issued without clearance from the Office of LRH.
L. RON HUBBARD
LRH:mh.rd Copyright(D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
651
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JULY 1965
Rernimeo
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 See 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 (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
652
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 SEPTEMBER 1965
Issue 11
St Hill only
ISSUE AUTHORITY REQUIRED FOR MIMEO
"OK needed from Issue Authority" means an OK is needed for all things
run through the mimeo machine, whether okayed previously to be mimeoed or
not.
The objects are twofold:
1. To save on mimeo paper and
2. To keep my mimeo policy and technical lines from being jammed. If too
much is put on these lines, the line is cut just because it's too much for
people to read at the other end.
HCO Pol Ltrs, HCO Bulletins and HCO Exec Ltrs are especially my lines.
These are never "by the authority of" mimeo signatures. No Franchise info
issued by the Franchise Officer here is ever put on HCO Pol colour flash or
title.
There are HCO Admin channels, other flash systems, etc, for things that
bear "by the authority of".
The re-issue of a Policy Letter requires Issue Authority Okay.
Providing extra copies of anything requires Issue Authority Okay.
In addition, nobody else puts anything on HCO Pol Ltr, HCO Bulletin or
HCO Exec Ltr except myself over my own signature without any "by the
authority of'. These are my own personal lines. When they appear in orgs,
they can be picked out easily from other mail and mimeos. 1 try to keep the
quantity down to keep from jamming people's lines. Therefore anyone else
putting traffic on these lines is unappreciated. They have other colour
flash anyway.
In filing, designation of where they were sent does not place them in a
different file. HCO Bulletins, HCO Pol Ltrs and HCO Exec Ltrs all go
chronologically. Saint Hill is not separate.
And no matter what colour flash or designation a mimeo has and whether
old or new or whether a stencil exists or not, before it goes into the
Roneo it needs Issue Authority Okay.
L. RON HUBBARD
LRH:ml.rd Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
653
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1965
Gen Non-Rernimeo
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 @1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
654
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JANUARY 1966
Gen Non-Ren-dmeo Issue III
Div Sees
DISTRIBUTION OF MIMEO ISSUES
When Div Sees 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, Sees and applicable staff. 4
copies to each org)
Staff Hats (whichever ones are applicable)
Div Sees (where applicable)
Sthil Staff only
Students SHSBC
All Students
Sthil Grads
Franchise
FSMs
FSMsSH
HGC PCs
Orgs Info only
Post Public Bulletin Board
BPI (Broad Public Issue)
All Foundation Personnel
Sthil Foundation Students
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Other Pol Ltrs giving the letter designations and distribution of mimeo
issues will be found in the Policy Letters and Executive Directives section
of Volume 0, the Policy Letters, HCO Bs and EDs section of Volume 1, and in
the Issue Authority section of this Volume.]
655
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
BLUEPAPER
-BLUEINK
but will be signed:
ADVISORY COUNCIL (Location) for the Executive Director
(Location)
or: HCO Exec See or Org Exec See 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 (WW) 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 FDs 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 @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
656
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
Remimeo Issue V
AdCouncil Hats All Divisions
Exec Sec Hats
AdComm Hats
Secretary Hats
LRH Comm Hat SEC EDS
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 See
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 See 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 See 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 took 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.
657
The priority of SEC EDs is as follows:
LRH Personally written or personally sent SEC ED AdCouncil WW
SEC ED Exec See WW SEC ED AdCouncil Area SEC ED Exec See 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:
I . 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 f 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 @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
658
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1966
Remirneo Issue II
All Exec Hats SEC EDS
SEC ED OK (CONTINUED)
POL LTR CHANGES AND ORIGINS
"SEC ED" = Secretarially signed order of the Executive, Director,
expiring one year from date of issue.
"POL LTR" = A letter laying down Policy continuing until cancelled by a
new
Pol Ltr.
The Executive Secretaries may not change or edit a Secretary's or
AdComm's SEC
ED but may only pass or send it back with comments.
A Secretary likewise may not change another lower executive's SEC ED in
the Secretary's Division but must only pass it on or send it back with
comments.
An Executive Secretary or a Secretary may have a job endangerment chit
filed for refusing to pass a SEC ED an executive believes vital to uphold
his or her statistic, with a full explanation of why.
The LRH Communicator may refuse to pass a SEC ED only if it is against
policy and if so, then the full reference of what policy letter or SEC ED
it violates must be furnished with the refusal. This means of course that
an LRH Communicator must be well up on Policy. Nebulous "It's against
policy" is a violation of the LRH Comm's instructions from me.
If no policy concerning such a SEC ED is known to exist yet the SEC ED
seems
to the LRH Communicator to put the org at risk, the SEC ED must be cabled
to the LRH Comm WW for further advices.
If by refusing to issue a SEC ED, an executive's statistic becomes bad
and if this is traced beyond reasonable doubt in any resulting hearing on
that Executive, the LRH Communicator must be given a hearing.
On the other hand if a SEC ED is passed by an LRH Communicator that is
clearly against published policy letters and results in dropped statistics
then if any hearing occurs on the Executives whose statistics dropped the
LRH Communicator must be made interested party.
THEORY
The theory operating here is that SEC EDs are supposed to improve
statistics and that one cannot hold an executive responsible for his or her
statistic if that executive's orders are prevented from being issued.
An executive worth anything at all will issue specific orders to remedy
a dropped statistic or reinforce a climbing one and as that executive is
awarded or penalized only on the basis of the statistics he or she is
responsible for, interference with his or her orders can be serious.
Seniors usually advise a more junior executive who is doing normally.
One who is not gets into a Danger Condition easily and so specific orders
must be originated that by-pass his authority. Advising a junior who is in
affluence is pretty silly unless one simply says he better find out why and
keep doing it.
One can always quote actual policy letters or bulletins at any level
with no fear of making a danger condition unless one is quoting
inapplicable material.
POL LTR ORIGINATION
If an executive is going to be hung for a statistic then he is entitled
to give the orders up to a point where the org is endangered. At that
moment of course he or she goes into Danger Condition.
An executive can always even originate a policy letter or one that
cancels an impeding Pol Ltr or SEC ED if he or she thinks it will help his
statistic.
An originated cancellation of a Pol Ltr or a new Pol Ltr must go to the
Qual See for opinion and then the HCO Area See and then the Advisory
Council and any changes needed must be noted and it must be sent back to
the originator at any stage for rewrite before it can go to the LRH
Communicator and so on to LRH.
LRH:ml.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard 659
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS 0
Saint Hill Manor, East Grinstead, S
HCO POLICY LETTER OF 7 MAY
Remimeo
LR.H Comm
Exec Sets LRH COMMUNICATOR,
All Staff
ISSUE AUTHORITY OF
The LRH Communicator in any org may veto and deny the issue of any Exec
See or See instruction, order or See Ed that is contrary to policy or
technology.
In case of such veto the date and paragraph number of the HCO B, Policy
Letter or prior See Ed must be stated in the veto.
As per the Fast Flow System of Management, the LRH Comm may require that
a See Ed, order or instruction is certified as "OK and not against policy"
before approving it. The LRH Comm need not approve the See Ed, order or
instruction out of his own research of policy but may approve one "approved
on the OK".
If, in such event, the See Ed, order or instruction is later found to be
contrary to Policy or Technology the LRH Comm may charge the person or
persons who stated on it in writing that it was not against policy with
FALSE ATTESTATION and must report the matter to LRH Comm WW who must report
it to the Guardian or in her absence her Assistant Guardian WW who may
order further action.
The comm lines of an LRH Comm between his Continental org or WW must not
be impeded and any censorship of the LRH Communicator lines must result in
an immediate Comm Ev.
Any LRH Comm in any org has the Executive Director on his direct comm
line where the communication is possible as the Executive Director is the
highest officer of his org and the post of Executive Director exists in
every Executive Division.
The LRH Comm may cancel verbal tech instructions or advices and verbal
breaches of policy.
An LRH Comm may reject magazines or mailing pieces which do not conform
to policy.
An LRH Comm may halt the use of unauthorized material or technology.
An LRH Comm may re-enter in his or her log for compliance any Policy
Letter, HCO B or Sec Ed at his or her own discretion. (It is wise to re-
enter Qual, Tech, Promotional and Ethics Bulletins and Pol Ltrs as the
priority items.)
An LRH Comm on discovering a departure from Technology or policy that
has been attested to as OK and who has not yet approved it may require the
author of the See Ed, order or instruction, regardless of rank, to be
checked out on that and similar technology or policy by the staff training
officer.
It is fact that an org will go as far as Scientology works and no
further. Ethics gets tech in. Adherence to org form and policy makes the
org expand to the degree Scientology works. Therefore primary stress by the
LRH Comm is on tech quality, Ethics adherence, org form and policy.
Dept 21 puts the org there. The rest of the Exec Division sees that it
stays there and expands. The LRH Comm must see that they do.
LRH:lb-r.eden L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED
660
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
Gen Non- Changes (SECED Distribution).
Rernimeo
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.
LRH:lb-r.eden
Copyright@ 1966 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1966
Rernimeo
SIGNATURES OF POL LTRS
(Modifies any existing Policy
re signature only of Pol Ltrs)
Any Policy Letter I have not personally written must bear the signatures
of:
I . The actual composer
2. Each passing agency or identity required to make it legal.
This may mean as many as five or six names may be signed to policy
letters I did not personally write.
The reason for this is that a recent policy letter that violated six
major policies re Ethics was slipped through and not questioned due to
bearing my name, whereas I had never seen it and it did not pass through
the required approval lines.
LRH:lb-r.rd
Copyright @ 1966 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
661
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF IS FEBRUARY 1969
BPI
All Executives
RON'S JOURNAL '68
RELEVANT HCO Bs & POL LTRS
FOR PUBLIC REFERENCE
This check-list of HCO Bs and Pol Ltrs is referred to directly or
indirectly in Ron's Journal '68 and the list should be available to Org
Executives. Any of these may be distributed to the public.
3 RD PARTY LAW
HCO B Dec 26, 1968 The Third Party Law
GUNG-HO GROUPS
2. HCO Pol Nov 24, 196 8 The Group Officer
3. HCOPolDec 2,1968 Gung-Ho Groups
4. HCO Pol Dec 3, 1968 Gung-Ho Groups
5. HCO Pol Dec 14,1968 How to Register Gung-Ho Groups
6. HCO Pol Dec 14,1968 Gung-Ho Group Courses
7. HCO Pol Dec 18, 1968 Warning Gung-Ho Groups
8. HCO Pol Dec 26,1968 Gung-Ho Group Tech
9. HCO Pol Dec 30, 1968 The Public Programmes Officer
10. HCO Pol Jan 29, 1969 Public Division Org Board Revised
(Corrected)
11. HCO Pol Jan 31, 1969 Humanitarian Objective and Gung-Ho Groups
TARGETS
12. HCO Pol Jan 14, 1969 OT Orgs
13. HCO Pol Jan 16, 1969 Targets, Types of
14. HCO Pol Jan 18, 1969 Planning and Targets
ls~ HCO Pol Jan 23, 1969 OT Orgs Correction
16, HCO Pol Jan 24, 1969 Purpose & Targets
17. HCO Pol Jan 24, 1969 Target Types
18. HCO B Jan 25, 1969 Targets & Computers
REFORM CODE
19. HCO Pol Aug 26,1968 Security Checks Abolished
20. HCO Pol Oct 21, 1968 Cancellation of Fair Game
21. HCO Pol Nov 15, 1968 Disconnection Cancelled
NEW AUDITOR'S CODE
22. HCO Pol Oct 14, 1968 Auditor's Code AD 18
23, HCO Pol Nov 2,1968 Auditor's Code
NEW CODE OF A SCIENTOLOGIST
24. HCO Pol Feb 5, 1969 Press Policy-Code of a Scientologist
662
ATTESTATION
25. HCO Pol Mar 29,1965 The Fast Flow System
Issue 11
26. HCO Pol Feb 6, 1968 Organization-The Flaw
27. HCOPolFeb 7,1968 Ethics-Fast Flow and Ethics
28. HCO Pol Feb 24, 1968 Fast Flow for SHSBC Students' Preclears
29. HCO Pol Mar 14, 1968 Policies Governing the
(Re-issue May 8, 1968) Qualifications Division
30. LRH ED 82 Int Attestation Reinstated
31. HCO Pol Jan 28, 1969 Addition to Pol Mar 14, 1968
ETHICS PROTECTION
32. HCO Pol Feb 13, 1969 Ethics Protection Conditions,
Blue Star, Green Star,*Gold Star
LRH:ge.ei.rd
Copyright @ 1969 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 DECEMBER 1969
FXec Councils Issue II
LRB Comms
Franchise Holders
Gung-Ho Groups
Dissem Secs
ISSUE AUTHORITY FOR TRANSLATIONS
OF DIANETICS AND SCIENTOLOGY MATERIALS
No bulletin, tape or book may be published in any form in a foreign
language without obtaining Issue Authority.
Issue Authority for such is held by LRH Comm, Pubs Org, to whom all
translations must be sent for approval before printing or mimeoing.
This also applies to quotations and excerpts from Dianetics and
Scientology materials which are made up into handouts and info packs.
Each and every application for Issue Authority for a translation must be
accompanied by an attestation by a Class VI, VII, or VIII Auditor tJiat the
materials contain exact duplication of technology, without addition or
alter-is.
No matter how expert the translator is who did the translation, the
attestation by a trained Scientology auditor must accompany it, or it will
not be granted Issue Authority.
This policy is retroactive, and any bulletins, tapes or books which have
been translated but not granted Issue Authority must be resubmitted for
Issue Authority. When issued they must also be copyrighted and bear the
line "COPYRIGHT@ by L. RON HUBBARD". The purpose of this Policy Letter is
to ensure that all foreign language students of Dianetics and Scientology
have the benefits of standard tech.
L. RON HUBBARD
LRH:rs.rd Founder
Copyright Q 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
663
A
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 SEPTEMBER 1970
Remirneo
All Hats
ISSUES - TYPES OF
To clarify the value and distribution of various types of mimeo issues,
the following summary is made.
HCO PL - Hubbard Communications Office Policy Letter. This is a
permanently valid issue of all third dynamic, org and administrative
technology. These, regardless of date or age, form the know-how in running
an org or group or company. The bulk of hat material is made up from HCO
PLs. They are printed in green ink on white paper. They are filed by
consecutive date. More than one issued on the same date are marked Issue 1,
11, 111, etc. Every org must have full master and bulk files of these or it
won't be able to make up hats or hat packs for staff or know what it's
doing and will fail. Stencil files to replenish supplies of HCO PLs are
also kept. It took 20 years to find out how to run orgs. It's all in HCO
PLs. HCO PLs are distributed to All staffs or as indicated or as made up in
packs.
HCOBs - Hubbard Communications Office Bulletins. These are the technical
issue line. They are valid from first issue unless specifically cancelled.
All data for auditing and courses is contained in HCOBs. An org needs a
master file of them (and their stencil file) from which to prepare course
packs. These outline the product of the org. They are distributed as
indicated, usually to technical staff. They are red ink on white paper,
consecutive by date.
TAPES - These are an issue line of both policy and tech as designated
and are recopied at Pubs Org and issued for courses, congresses and other
purposes.
LRH EDs - L. Ron Hubbard Executive Directives, earlier called Sec Eds.
These are issues by LRH to various areas. They are not valid longer than
one year when they automatically are retired. They carry current line,
projects, programs, immediate orders and directions. They are numbered for
area and sequence for the area and are sent to staffs or specific posts in
orgs. They are blue ink on white paper with a special heading.
The above are the four main lines of issue of valid data. They have
first priority on mimeo and in distribution.
EDs - Executive Directives. Issued by any Executive Council and named
for the area it applies to. Thus ED WW, meaning issued to Worldwide. They
are valid for only one year. They contain various immediate orders,
programs, etc. They are blue ink on blue paper.
GUARDIAN'S ORDERS - These are issued by the Guardian's Office to its
staffs. They contain policy, programs, orders, directions. They do not
retire. They are usually issued by the Controller or Guardian but can be
issued by Deputy Guardians and Assistant Guardians if they so state but no
Assistant or Deputy Guardian may issue any order on their own-it must be
from the Controller or Guardian or in their name and by their authority.
They apply to Guardian staffs and are filed by Guardian Offices.
DIVISIONAL ORDERS - Each Division has its own order line to its staffs
or to its opposite numbered divisions. The order is followed by the place
and org name. The paper is colour flashed for the Division.
SEA ORG ORDERS
FO - Flag Order. This is the equivalent to a Policy Letter in the Sea
Org. Contains policy and sea technical materials. They are numbered and
dated. They do not decay. HCO PLs and FOs are both in effect on Sea Org
Orgs, ships, offices and bases. Black ink on white paper. Distribution to
all Sea Org members. It is vital for SO units to have master files and
quantity of FOs from which HATS can be made up for SO personnel and
courses.
CBO - Central Bureau Order. Applies to SO Bureaux. It is distributed to
Bureaux
664
personnel and SO Org Executives only. Usually noted under heading to what
Bureau it refers. Issued by the head of a Central Bureau at Flag. Black on
white. Has no force on non-Bureaux personnel. Similar to a Guardian's Order
in content and effect. These regulate the organization and activity of SO
Bureaux and their offices. Bureaux need master files for Bureaux hats.
BO - Base Order. Has been used interchangeably for Flag Order. FOs
started as Base Orders. Occasionally erroneously used at Bases. Should be a
CO (Continental Order) when locally issued. These are filed in consecutive
date sequence with FOs.
SO ED - Sea Org Executive Directive. Broadly distributed to SO and Scn
Orgs and binding on both. Usually issued by a Flag Aide. Contains immediate
orders or programs. Blue on white paper.
FDD - Flag Divisional Directive. Applies to specific divisions in Scn
and SO Orgs alike. Is the SO equivalent of a Divisional Order. Is senior to
a WW Divisional Order.
FCO - Flag Conditions Order. Is the equivalent of a Scn Org HCO Div
Order such as an Ethics Order. Distributed only to those concerned and
Masters at Arms (Ethics Files).
FMO - Flag Mission Order. Distributed to those concerned not to others.
Usually confidential. Should never be shown around or sent to Bureaux
Liaison Offices not concerned with that mission.
MO - Mission Order. Issued by a Continental Liaison Office under
authority of its C/O. Confidential, no further distribution than those
concerned and copy to Flag.
FSO - Flag Ship Order. Never goes off Flag. Full distribution to Flag
Ship's personnel. May be issued by Captain or Deputy Captain.
SSO - Station Ship Order. Issued for that Station Ship only by the
Captain or Deputy Captain. Goes to all personnel of that ship and a copy to
Flag.
CO - Continental Order issued by Continental Captain or the Commanding
Officer of a Continental Liaison Office. Distribution is all SO personnel
in the area.
AIDES ORDER - Issued only to Aides and to no one else.
COD - Orders of the Day. Issued by any Commanding Officer to his own
unit daily and may contain current activities, ethics orders, etc by
others. Contains the schedule of the day. Serves as a crew briefing.
(OODs are also put out to their own orgs by Executive Directors or
Executive Councils in Sen Orgs.)
Of all types of SO Orders only the FO is carefully preserved and master
filed as it is HAT material vital to the efficiency, comfort and safety of
the crews.
HCO PLs and HCOB master files are also required in SO units, making only
three vital files and can be locally reproduced with stencils preserved.
All SO issues are black ink on white except the SO ED and FDD which are
blue on white. HCO PL and HCOB colour flash is preserved in SO master
files.
Note that all SO issues except FOs and CBOs decay within the year and
have no continuous validity.
WRONG PUBLIC
The reason why there are so many types of orders is to separate publics.
Tapes are often used to wrong publics than those intended and should be
watched on this basis.
It is'not difficult to separate out the various orders. It is mainly of
interest to distribution and mirneo and files personnel that very correct
identification of different types of orders occurs and for staffs to
understand the relative command value of what
they are receiving.
LRH:rr.ka.rd
Copyright @ 1970 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
665
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 MARCH 1973
Rernimeo Issue I
All Orgs
All Franchises Modifies HCO PL 22.4.65
LRH Comm Hats URGENT - Office of LRH -
Design and Planning.
ISSUE AUTHORITY LINES
& PROCEDURES
International Issue Authority is hereby established in the Office of
LRH, Flag.
Local Issue Authority is delegated to Continental and Area LRH Comms, by
extension.
INTERNATIONAL I/A
All new books, booklets, magazines, manuals and requests to use
Scientology and Dianetic materials for commercial use, such as books by
others, use of symbols in medallions, plaques and jewelry, must have prior
approval from Office of LRH, Flag Issue Authority Section.
"New" books, booklets, magazines, etc are defined as those types of
issues being released for the first time.
Clearance to commence work on new publications must be obtained
beforehand, on application to the PR & C Bureau at Flag. Name of text,
intended public and editorial purpose must be stated in the request.
"New" issues do not include already authorized issues, such as
Continental and Area Mags, The Auditor, PABs, etc. No new permission is
required from Flag to issue the above, however, samples of the finished
product must be forwarded to Flag I/A Section so that a quality check can
be maintained.
REQUEST FOR INT I/A
All items submitted must be in full CSW form. This includes a Survey,
showing that the proposed item is in fact needed and wanted. Routing is via
local Area and Continental LRH Comms, to PR & C Aide Flag and thence to I/A
Flag.
Written materials must be packaged up and presented as they are to be
assembled in printing, with all titles, cover notes, indexes, etc, plus a
dummy of what is to be published. -
In the case of proposed magazines, send a dummy (as defined in HCO PLs
26 Nov 68, "The Original Auditor Journal Policy", and 29 Nov 68, "Standard
Actions, Office of The Auditor Journal") which clearly shows the proposed
format of the magazine.
Include with the package a cover sheet stating exactly what the item is
to be used for and all conditions of its use, such as to whom it will be
sold or given, any cost if it is to be sold. In other words, a full CSW.
Submit 2 copies of each item. One will be kept, the other returned. Any
corrections or clarifications can then be indicated on the returned copy
without loss of valuable time.
All permissions granted are for a specific use of the material to a
designated public or publics, and for a specific time period, as stated. A
new permission must be obtained to alter its original authorized use,
publics or extend the given time period, if such an extension is desired.
A copy of the final product, when complete, must be sent to Office of
LRH, Flag I/A Section. This will be matched with the dummy or original
submission, which will be retained in Flag I/A files.
Adherence to this procedure, as outlined, will ensure swift, accurate
handling by the Office of LRH Flag, I/A Section.
TRANSLATIONS I/A
I/A for translations of all Dianetics and Scientology materials remains
the responsibility of LRH Comm Pubs Orgs, as established by HCO PL 3.12.69
Issue Il.
666
LOCAL I/A
Local I/A is held by the Continental and Org LRH Comm who has the
authority to approve all proposed promo pieces, hand-outs, mailings,
magazines (Policy authorized versions only), local EDs, EOs, OODs, Bs of 1,
Courts, Hearings, Comm Evs, etc. Any request to issue or publish (whether
or not previously issued) or requests for copies of HCOBs, HCO PLs,
internal routing and report forms of various types must be okayed by local
I/A.
It is the responsibility of local I/A to ensure that any written
executive instruction, order or directive, any promotional piece, or form
for internal or external use, conforms with existing Policy and technology.
Any issue that does not conform with existing policy and technology is
vetoed. In case of such veto, the date and paragraph number of the HCOB,
Policy Letter or LRH ED must be stated in the veto.
Julia Watson
CS-7
LRH:CJ:JW:nt.rd Authorized by AVU
Copyright @ 1973 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 MARCH 1973R
Remimeo Issue 11
All Orgs REVISED 20 JUNE 1973
All Franchises
LRH Comm Hats
BPI ISSUE AUTHORITY - OTHER PRODUCTS
Ref: HCO PL 31.12.64, "Use of
Dianetics, Scientology, Applied Philosophy"
To further safeguard the technologies of Dianetics and Scientology
against
possible alter-is or misuse, the following Policies are laid down.
I . All use of Dianetics and Scientology materials, the words themselves,
and their symbols, in the advertisement and sales of other products,
except where specifically authorized in writing by the Office of LRH,
Flag Issue Authority Section, is hereby cancelled.
2. No item of a commercial nature, which uses Scientology and Dianetic
Copyright materials and trademarks, may be marketed on Org and Franchise
lines on a by-pass of the official Publications Organizations at ASHO in
US and AOSHDK in EU, even when International Issue Authority has been
obtained beforehand.
WHETHER SUCH ITEMS ARE THEN CARRIED BY PUBS, OR LEFT TO THE ORIGINATOR
TO MANUFACTURE, PROMOTE AND SELL DIRECT TO ORGSAND FRANCHISES IS ENTIREL
YAT THE DISCRETION OF THE C.O. PUBS ORGS USAND DK.
3. Scientology Org and Franchise lines may not be employed for the
promotion and sales of "other products". Clause 5 of the original Code
of a Scientologist, as given in the book CREATION OF HUMAN ABILITY, is
hereby stated as firm Policy:
TO PREVENT THE USE OF SCIENTOLOGY IN ADVERTISEMENTS OF OTHER
PRODUCTS.
It is the duty of every executive and every staff member, though
principally that of the LRH Communicator, to ensure the foregoing Policies
are strictly adhered to and to report at once, and in full detail, to Flag
Office of LRH Issue Authority Section,
any known instances of their departure.
Julia Watson
CS-7
Authorized by AVU
BDCS:CJ:JW:nt.rd for the
Copyright @ 1973 BOARDS OF DIRECTORS
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
667
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF IS SEPTEMBER 195 9
STHIL
SPACE CHANGES REQUIRE OK
No changes of position, desks, rooms or quarters may be done without my
ok first.
LRH:brb.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 DECEMBER 1960
Central Orgs
SPACIAL REORGANIZATION
The introduction of testing as a public service has made it necessary to
totally reorganize office spacial locations in the Johannesburg buildings.
The actual test room has been placed nearest the street, with Reception
and Registration deeper into the building. Body Registrars, D of P and
Processing Admin, Accounts and Security have all been placed on one
corridor so that all body traffic is centralized.
It has been found that the typing pool, CF, Address and the Letter
Registrar (see HCO Policy Letter, 18th December 1960) and probably test
evaluation by mail all comprise a single unit which need not occupy any
forward space but might even go into a distant building to save space.
Their lines have no close relation to other activities if so packaged.
The Association See's office has been placed well away from the public
traffic lines.
The D of T can be close to classrooms but remote from Reception.
Training Admin, Ext Course should be with D of T and remote from Reception.
So long as the test room is nearest the street and so long as Reception,
Body Registrar interview offices, D of P and its Admin and Accounts are all
grouped, body traffic can be handled easily.
Johannesburg is doing better on Internal Comm with its Comm Centre in
the mail room and its despatches distributed to all Central Org persons by
a Communicator four to six times per day. Reception is too crowded for a
Comm Centre now. The entire Comm Centre system baskets of the Org can be
anywhere handy to the Communicator rather than Org personnel.
HCO, its files, book shipping, etc needed no change. An HCO Area See
needs to be near activities similar to the Association (Org) See but need
not be very prominently placed in the Org.
I invite you to restudy your placements in view of the above and to
shift things as needed.
If you run out of space, put Letter Reg, CF and Address right out of the
immediate quarters. They can be miles away. If you run out of space again
shift HCO, its shipping, filing and my office elsewhere.
Also, you have expensive space in every auditing room in the Central
Org. In a press, it would be wiser, as I have done in Johannesburg, to wipe
out all auditing in the Central Org buildings and rent cheap auditing rooms
outside, giving HGC Admin a cubicle for case assessments in a lounge
outside the D of P's small office.
Beware always giving great space to executives such as the Association
See, PE Director, or D of T. The Body Registrars, Testing, Reception and
service rooms (for PE, Co-audit, Anatomy Training) have priority any time.
The whole Academy can be peeled off. All Auditing rooms can be gotten
elsewhere. The D of P and his Admin cannot be and must be near the
Registrars, as Accounts must be.
LRH:aec.js.rd L. RON HUBBARD
Copyright @ 1960
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 APRIL 1962
Sthil
FURNITURE & QUARTERS
All Quarters assignment for housing, training, Administration or
whatever purpose at Saint Hill may be assigned or changed only with my
permission.
Furniture may be rearranged or positioned only with my permission.
A despatch to me will suffice if returned with an authorization
initialled by me.
LRH:jw.rd
Copyright @ 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JULY 1966
Remimeo (Adds to HCO Policy Letter of 22 October 1962
HCO Area See "THEORY OF SCIENTOLOGY ORGANIZATIONS")
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.
LRH:lb-r.rd L. RON HUBBARD
Copyright @ 1966
by L. Ron Hubbard [HCO P/L 22 Oct. '62, Theory of Scientology
Organizations,
ALL RIGHTS RESERVED is in Volume 0, page 3 1.1
669
HUBBARD COMMUNICATIONS OFFICE
Remimeo Saint I-fill Manor, East Grinstead, Sussex
Promo
Planning HCO POLICY LETTER OF 27 JULY 1966
Dept 9 Hats
Div 2 Hats MOVING
The location of an organization is an orientation point for the public
and should not be moved unless necessary.
If it is necessary, then care must be taken to maintain it as an
orientation point nonetheless.
This is done by (1) maintaining predictability of location and (2)
maintaining high volume outflow.
The new location is announced the moment the new quarters are found and
approximate date of occupancy is known and the move is promoted as a sign
of expansion. The essence of these promotional pieces is that we're right
here giving full service and expanding; in (time period) we'll be right
here (new location) giving full service with (more, better, more convenient-
whatever can be truthfully said) space and facilities.
When the exact date of occupancy is known, an Open Evening is planned
and promoted for the first weekend in the new quarters and each weekend
thereafter for at least one month; these are continued after the move until
body flow for routine activities exceeds what it was in the old quarters.
It is also important to plan the move itself for the least Possible
disruption of
services.
LRH:lb-r.cden
Copyright @ 1966
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 NOVEMBER 1968
Remirneo (Reissued from Flag Order 1549, same date)
PLANNING SPACE
Space place is best planned by the Org Board. You put Div 9 way out of
the traffic lines, up or back. You put HCO Divs I & 2 near their own
entrance, compact and up tight to it.
You put 3 close up to Div 2 with a Cashier over on Public lines.
You spread 4 over the bulk of your space, Tech Services close to public
lines, Dept of T and HGC using up the bulk of your space. Students should
have their own entrance.
The Public Divisions provide a circular in and out with their own
entrance.
Service space (Training, Processing and Qua]) always have the bulk of an
org's
space.
LRH:Idm.ei.rd
Copyright @ 1968 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
670
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 SEPTEMBER 1970
Remimeo
Estate Bu
LRH Comm Hat
OES Hat
ED Hat QUARTERS,
C/O Hat POLICY REGARDING
HISTORICAL
In 20 years an enormous amount of experience has been gained regarding
the quarters and housing of orgs.
From this experience there are only a few clear-cut lessons. These
follow:
A. VIABILITY of the org (its economic survival including its security
from political enemy motivated attack) is the first and foremost
consideration. In terms of quarters an org can afford just so much expense.
Therefore Viability is the first consideration -not how posh or what repute
or what image. Thus we have the policy that
THE FIRST CONSIDERATION IN PROCURING QUARTERS IS THE VIABILITY OF THE
ORG.
Example: Stockholm took very posh, fancy quarters. Up to that time it
had been viable. The overload of expense rapidly upset the salary sum, the
staff began to moonlight (work on other jobs) and the org all but collapsed
until cheaper quarters were found.
Example: Phoenix 1955. A beautiful big building at small expense was
found. It was very prominent. Enemy local attack was stepped up in the area
including door to door black propaganda by psychiatrists and a campaign by
Commie newspaper reporters. The full reserves of the org went into
furnishing these quarters. The area had to be abandoned losing all
reserves. Elizabeth NJ 1950. The shabby quarters there made lots of money.
Beautiful country quarters were under survey for purchase. The psychiatric
block much stronger then, began action in Trenton NJ to involve a law
against medical schools. If the better quarters had been purchased they
would have been lost. The org foolishly moved to New York City across the
river where the NY org owned a building.
CONCLUSION: Viability of economics must not exceed the income of the
org. The SAFE figure for rent and mortgage payments must not exceed 15% to
17% of the gross income of the org.
Political security must be attained by counter-attack and if not
attained or is risky no heavy property investment or renovation should be
programmed.
If a country itself is liable to fall, property investment and
renovation should be held to a minimum as viability is under the general
political threat to the country itself.
B. Quarters must be close to ample and cheap student and pc housing,
restaurants and transport.
Example: Abellund in Denmark 1969 was a lovely place. The org there
failed because it was 42 kilometers in the country without transport or
taxis or buses, had no student housing nearby and had no restaurants. It
was lovely but hated by students and pcs. Its isolation and general
atmosphere promoted idleness and the org was down to half rations and no
pay when forcefully moved by Flag into Copenhagen where in very bad
quarters and bad housing it became viable. Student housing and feeding is
very expensive and facilities scarce even so and still hurts the org income
greatly.
Example: Elizabeth New Jersey 19SO. The org was located amid square
blocks full of rooming houses and at the city center of three railways and
bus lines. The students' own rooms were used for auditing which permitted
org expansion. Nothing was posh. Everything noisy. The org was very viable
and had streams of people.
Example: SH 1960-1968. The presence of lots of rooms for students in the
town and cheap living despite the lousiness of the quarters gave SH in
England its greatest
671
periods of affluence. Political attack barred out foreign students and the
town people came at length to petition the government to remove the ban.
(The closure of the 1955 Phoenix org also caused 35 small town businesses
to close in the org vicinity.)
CONCLUSION: The presence of ample cheap housing and restaurants and
general and local transport is a main factor in the viability of an org.
C. Image is a secondary consideration.
Example: Hotel Reycar Alicante Spain was relatively cheap. It was quite
posh. Students complained as it cost a bit more than they were willing to
pay. Image in this case worked against the org.
Example: Johannesburg's 3 old buildings foolishly sold and the money
squandered has yet to attain the income it made in its "old horrible
quarters" despite its newer image.
Example: The beauty of Saint Hill in England is secondary to its
viability and student housing.
CONCLUSION: One does all he can by staff work to improve the image. If
image is the reason why one must move from an area where the org was viable
or had student housing, forget it. Polish up what you have already. Image
is gratifying. If A and B exist, one can think about image. Image of the
outer building does not much affect A and B. Cleanliness and order of what
you have is the image to concentrate upon. Staff pay and food and cheap
student housing do more for an org than a posh building.
D. DON'T SELL IN ORDER TO RENT IF YOU'RE VIABLE.
Example: London about 1965 agreed to sell its buildings. Three years
later by agreement it had to vacate. It squandered its money so made and
has rented quarters and has not done well since.
Example: Johannesburg sold its buildings in the late 60s for a profit,
blew the profit on old bills instead of making the money and has been on a
struggle ever since.
Example: Reversely Wash DC has paid for its buildings in rent several
times over and has nothing and is in sporadic trouble, probably exceeding
its 17% of gross for quarters.
CONCLUSION: Purchase is superior to renting unless political viability
is very bad. And when an org owns quarters and is viable it is not clever
to sell and rent.
E. Expensive office equipment is not a first priority.
Example: Camden NJ 1954 bought beautiful desks and chairs and cabinets.
When it moved they were seized on a landlord pretext. All its reserves were
tied up in furniture which can't be resold anyway.
CONCLUSION: Enough desks and chairs and furnishings is far superior to
top grade office furniture. Reserves tied up in furniture are never
recoverable. Furniture quality does not influence production. Furniture
lack does reduce production.
F. Renovations are destructive if extensive.
Example: London 1958-59 rented 7 Fitzroy. Contrary to orders which were
to hire a man and do one room at a time, it went all out with contractors
and even re-wired the place and went broke on renovation bills. It took 3
rough years to get the org out of debt. Then when the building was given
back to the owners (Church of England) they charged huge building damages
which had to be paid although they had a new sleek building in return for
an old wreck it had been.
Example: Phoenix 1955 cost all the org reserves to renovate a building
then lost.
Example: A ship was fully renovated before use and wound up costing more
than a huge usable ship.
CONCLUSION: Don't renovate at vast expense. Use and make it better as
you can with your own people.
G. Other businesses or rentals to support an org wind up very costly.
Example: Hickstead Garage was bought to support Saint Hill. Was a
horrible drag and distraction and supported nothing not even itself. SHSBC
supported SH.
672
CONCLUSION: Schemes to use other than Scientology actions or partial
rentals, etc can be a bad nuisance. Scientology supports Scientology orgs
and we learn this over and over.
H. Depending on political viability it is better to buy than rent.
If political viability is shaky it is better to rent than buy.
Example: Spain's Hotel Reyear was a great success as a rental, getting
org quarters so students would rent rooms. However the Spanish government
was worked on by the South African ambassador who was worked on by the
World Federation of Mental Health Stooge Stander, a Commie in SA. The org
was subjected to surveillance and upset and moved. It could not have moved
easily had it owned.
CONCLUSION: In politically troubled areas use a downstat hotel and
promise student room rentals. One can move in hours. Or one can stay. This
would apply to the Middle East or to any country, like Spain, subjected to
political menace. (Spain is intolerant of religions and its officials are
bought easily and is coming in to Russian pressures and probably won't live
as a government beyond Franco's death.)
1. Where possible, don't split up units of the same org unless you
have to.
Example: Notting Hill Gate 1955 was rented. Half the org stayed a
busride away at 163 Holland Park, London. Denied some of the services of an
org each part had a rough time.
Example: The HGC Los Angeles from 1956 for some time was separate. This
was not too bad and it paralleled an earlier 1955 separate building HGC in
Washington. But the secret here was the personal competence of the HGC D of
P and when that person was promoted to LA, the HGC did much less well. The
separate HGC in LA got into out tech.
CONCLUSION: The functioning public line units (Acad, HGQ should not be
in separate buildings from the org. However working units such as Mimeo or
even Div 2, except the Body Reg, have sometimes been separate from an org
and no trouble was experienced. Housing and food for a staff can of course
be separate and should be.
SUMMARY
The above are the major policies relating to obtaining and situating
quarters.
A and B are much more important than the remainder.
An org which adventures more than 15% of its current gross income for
rent or purchase payments can get into far more serious trouble than an org
with a poor building image. Hopeful thinking contrary to these policies,
especially A and B, can smash an org.
The switch of address alone can cost an org a great deal unless loudly
remedied.
One maxim is, if you have a going concern with enough income and pay,
don't monkey with it until you can realize a total purchase price with A
and B in mind.
L. RON HUBBARD
Founder
LRH:sb.ka.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
673
NOT HCO POLICY LETTER
ORIGINAL COLOUR FLASH
GREEN ON GOLD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 18 JANUARY 1960
Sthil Only
ZONES OF AUTHORITY
AND REGULATIONS OF SAINT HILL
Three zones of authority are established herewith: Household, Grounds
and Office.
Household includes the care of the house, care of the children,
preparation and serving of all meals, care of quarters, ordering of food,
all Project ten functions, laundry, and all persons performing these
functions. This is the zone of the housekeeper.
All personnel procurement for these posts and the award of any bonuses
for these persons is done by the housekeeper. This is my own domestic staff
but cares for other persons living in by extension. The following posts are
included in this department: Chef, Nanny, serving and kitchen personnel,
cleaning personnel, laundress, maids, valet, etc. Mrs. Collard is appointed
to the post of Housekeeper.
Grounds includes all care of outside grounds, glasshouses, roads, paths.
gardens, lakes and ponds, lawns, seeds, trees, plants and shrubs, fences,
gates, sporting areas and sports equipment, vehicles, implements, tools,
supplies, construction, repair and maintenance, electrical, building
supplies, etc. This is the zone of the Grounds Manager. It includes only
construction, repair, maintenance, furnaces, fuel and electrical where the
interior of the house is concerned. The following personnel come under the
Grounds Manager: Maintenance man, chauffeur, artisans, gardener, labourers
and contractors. The Grounds Manager is Mr. Hall.
The Office includes all executive, clerical and communication functions
and contains such personnel as the HCO Technical Secretary, the HCO
Franchise Secretary, the HCO Communicator, the HCO Steno, Accounts, the
Book Section, Certainty, LRH personnel, Secretarial and public relations.
And any other office personnel. This post area includes all equipment and
supplies and the repair or ordering thereof.
The transaction of all HCO business is handled by the Office. The HCO
Administrator is in charge of the office. In his absence the post is filled
by the HCO Secretary WW. Mr. Peter Hemery is HCO Secretary WW.
The Bonus System by projects is abandoned by reason of lack of
personnel. In its place is instituted a very occasional bonus whenever a
particularly good week is had by HCO.
A sum amounting to I Os, f 1, or f 2 will be issued individually at the
discretion of the Housekeeper, Grounds Manager and HCO Secretary to their
staffs. I will authorize the bonus. It will then be up to the supervisors
of the three areas to say which of their people get how much of the sum
allocated. Those who have worked well for their manager will receive more
than others. I will allocate the amount given to the supervisors for
themselves. They will allocate what should be given to those in their
zones.
As 1 attribute any past staff difficulty to (a) inadequate delegation of
supervision and authority (b) staff difficulties with each other and (c)
office staff warfare with the cook and domestic personnel, to iron out
these points:
Supervision (a) is cared for now as above. Item (b) staff personality
clashes 1 could and may care for with Scientology Group Processing or other
means. Item (c) is cared for below:
MEALS
Breakfast - 8.30 am - None served after 8.50. Orders for breakfast to be
in the night before.
Lunch - 12.30 pm - no menu except as authorized.
674
High Tea - 5.30 pm - No other menu than authorized.
The cook is my personal cook and also is permitted to cook for staff.
Domestic staff is my personal staff.
Staff may not enter larder or kitchen at any hours.
Any additional drinks or food will be laid out in recreation room.
All previous difficulties with cooks and domestic staff stem from
misapprehensions concerning the above. Please comply.
REGULATIONS OF SAINT HILL
There are several regulations regarding Saint Hill. The most important
of these follow:
I . Any physical or mental abuse of the children or any tampering with
them will result in dismissal or worse; this includes any instruction of
the children to withhold something from their parents;
2. Any commission on Saint Hill Purchases or wages requested of
tradesmen or accepted by employees at Saint Hill is forbidden;
3. No radios or phonographs are permitted on the second floor; only the
lift may be used up to and down from the second floor-the use of the
stairway is forbidden; please close firmly both doors of the lift when
leaving it only for a moment;
4. No food preparation is permitted on the second floor or in the
recreation room, the hall booth is where coffee and supplies should be
placed; steaming tea kettles will injure the painting in the cinema;
5. No staff except the Housekeeper, chef and kitchen maid are permitted
in the larder or the main kitchen and no office staff may discuss food
or menus with my chef;
6. No furniture or household goods may be disturbed or moved, placed or
changed in position without the housekeeper's permission;
7. No fires may be lighted in fireplaces;
8. All office waste basket paper is to be burned as soon as emptied from
baskets in incinerators provided for that purpose;
9. It is our policy that as all emergencies stem from overlooked or
neglected duties, when a staff member seriously drops a ball we drop a
staff member;
10. Falsifying accounts reports or records or ordering from tradesmen is
regarded as a criminal offence and will be so handled.
SECURITY PRECAUTIONS
Windows and doors of Saint Hill Manor must not be left unlocked or open.
The staff office and the Admin Office of HCO and my office area must be
locked fully and thoroughly nightly.
As we have no Master at Arms, each person should lock up at night the
windows and doors he opened earlier in the day.
Other Doors:
Please keep closed the following doors at all times. Do not lock back.
The back door (flies).
The larder door (flies).
Both Hall doors leading into the Main Entrance Hall. Never leave or
lock these open. (Noise and cooking odours.)
The passage door, evenings, leading into the area where the domestic
message centre is. (Noise-the children will be trying to sleep
evenings just up the stairs from this.)
The terrace door from the Main Entrance Hall. (Draughts upstairs.)
Both Boiler Room doors (fire or smoke). The front door of the Manor
(salesmen).
ASSIGNMENT OF ROOMS
All room assignments and furniture changes are done by the housekeeper.
675
VEHICLES
No vehicle may be used without the permission of the Grounds Manager.
Repairs made necessary by carelessness in handling, cleaning, servicing or
oiling vehicles or implements may be required paid for by the offending
person, or the person in charge of vehicles or the Grounds Manager out of
pocket.
FISHING AND SWIMMING
The staff may use fishing and any swimming facilities but at posted times
only.
KEEPING VEHICLES
The Grounds Manager assigns where vehicles may be parked but may refuse
parking privileges to any person or vehicles at his own discretion without
further recourse.
SPORTS FACILITIES
Tennis and other sports facilities may be used by staff but only at
posted times and only at discretion of the Grounds Manager. Any equipment
so used must be taken down, cleaned and stored by the staff persons using
it.
The above bulletin is issued after due thought and experience of the
past many months and should be considered inflexible, final and to be fully
enforced by the supervisors of three zones of action and by myself.
Personnel consistently by-passing the authority of supervisors or breaking
regulations will be dismissed.
L. RON HUBBARD
LRH:js.rd
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
GREEN ON GOLD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 9 SEPTEMBER 1959
STHIL
KITCHEN TRAFFIC
No members of HCO staff are allowed into the kitchen during the day.
Mavis is in charge of supplying all office workers with tea or coffee
during the morning and afternoon.
Added traffic in the kitchens prevents the domestic staff from
performing their duties.
HCO Secretary WW
NW:iet.rd
676
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 observe 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
677
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 14 APRIL 1960
sthil
FLOWERS
(Add to staff regulations)
Permission of Mr. Hall is required to pick flowers. Each time flowers
are to be picked Mr. Hall must give his permission and designate the
location.
Experimental flower beds have been planted and picking would upset
experiments.
Also, flowers. are being picked too close to the house, upsetting the
landscaping. More distant and less vital beds exist and have been planted
for picking.
No roses may be picked by anyone except myself and Mr. Hall due to
possible bush damage.
We are winning in restoring beauty to Saint Hill. Please help.
L. RON HUBBARD
NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH
NOT GREEN ON WHITE
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 21 APRIL 1960
Sthil
DOMESTIC ARRANGEMENTS CHANGES
Due to domestic arrangements overloading myself and other staff and the
great difficulty in securing domestic staff and for economy reasons, I
regret that certain changes will have to be made, effective Monday, April
25, 1960.
As lunches were gratuitous and not part of wages and as it becomes
impossible to serve them, I am sorry to announce that no further lunches
will be served, and it will be necessary for staff to bring their own
lunches or return home for them as they used to do. This is effective
Monday, April 25, 1960. Lunch will be served to the family, the nanny,
kitchen staff and housekeeper only.
Hot tea and coffee will however be provided for tea breaks and at lunch.
After Monday, April 25, only the following quarters will be furnished to
staff: Chef and nanny in the Manor House, housekeeper and HCO Secretary at
the gate Lodge.
The wage of the Technical Secretary and the Tape Technician will be
increased f 3 each per week to help pay for their outside living. The wage
of the HCO Secretary will be similarly increased, f I as a salary increase
and f 2 as an outside food allowance.
The wages of Jennifer Sturgess, Mavis Leach and Jean Farrer are
increased 5s. per week each as a pay increase.
L. RON HUBBARD
678
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 AUGUST 1960
Sthil
PERSONS LIVING IN
Those persons who live in at Saint Hill should observe the following:
The stairs from the second floor to the ground floor may not be used.
All persons living on the second floor must use the lift.
Loud radios and TV are not permitted on the second floor.
Meals:
Breakfast 8.30 am
Lunch 12.30 pm
Dinner 5.30 pm
Persons who do not live in may not cat in.
Persons who live in are responsible for their own serving and washing
up.
Laundry is done by the laundress for sheets, pillow slips and towels
only.
There is no pressing service but cleaners and dyers call weekly.
The lake may be swum in or fished in.
The children are to be treated courteously at all times. If they bother,
locate their nanny, don't order the children.
LRH:js.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 OCTOBER 1960
Sthil
TEA BREAKS
Tea breaks shall be arranged and held at the following times:
10.00 am - 10.15 am Domestic and Outside Staff
10.30 am - 10.45 am Office Staff
3.00 pm - 3.15 pm Domestic and Outside Staff 3.30 pm - 3.45 pm
Office Staff.
In this fashion there will be no jam occurring for usage of the electric
kettle.
The time limit of 15 minutes should be adhered to strictly as all
persons are expected to leave their work posts and to return to their work
posts at the appropriate time, thusly making location of them in case of
query or telephone call much easier.
No staff are allowed to make tea or coffee at other times.
The office Junior makes tea, picks up all cups and saucers from the
various offices afterwards, and tidies the small pantry for the office
staff. Other staff who use these facilities are requested to do likewise
for themselves.
MARY SUE HUBBARD
MSH:js.rd Deputy Executive Director
679
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1960
Sthil
STAFF REGULATIONS
(Cancels previous directives)
The following rules should be observed by staff who live in the house.
The stairs from the second floor to the ground floor may not be used.
All persons living on the second floor must use the lift.
Loud radios and TV are not permitted on the second floor.
Meals: Breakfast - 8.30 a.m.
Lunch - 12.30 p.m.
Dinner - 5.30 p.m.
Persons who do not live in may not eat in. Meals may not be served to
outside guests. Entertaining of outside guests should be kept to a minimum.
Guests may not be invited to sleep on the premises, or be taken up to the
second floor.
To discourage mice, etc, no food of any kind should be eaten, cooked or
stored on second floor.
Persons who live in are responsible for their own cooking, serving and
washing up.
Laundry is done by the laundress for sheets, pillow slips and towels
only.
There is no pressing service. Cleaners and dyers call weekly.
The lake may be swum in or fished in.
The children are to be treated courteously at all times. If they bother,
locate their Nanny, don't order the children.
Private preclears may not be audited or inter-viewed on the premises.
The estate transport Oeep and van) may not be used for private purposes.
Issued by: Peter Hemery
HCO Secretary WW
for
MSH:js.rd MARY SUE HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I JANUARY 1961
Sthil only
AUTHORITY
Mr. Waddingham is herewith appointed Butler.
Grounds and Construction hereafter come under his supervision, with
powers of hiring and dismissal of all grounds and household personnel.
LRH.jms.rd L. RON HUBBARD
680
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JANUARY 1961
Sthil
AUTHORITY CLARIFIED
(Clarifies HCO Policy Letter of January 11, 196 1)
Mr. Peter Hemery remains in general charge of all activities at Saint
Hill.
To consolidate the domestic picture and activities of the house, grounds
and construction, Mr. Waddingham is appointed Domestic Supervisor.
As subordinate department heads, Mr. Weller remains in charge of
Construction and Repair, and Mr. Milchert remains in charge of grounds,
roads and glasshouses.
In case of difficulties, any matter should be referred to Mr. Hemery.
The procurement and dismissal of personnel in the Domestic Department is
to be done by Mr. Waddingham under the advices of Mr. Hemery.
The purchase order system must be adhered to at all times and purchase
orders for grounds, construction and the house must be signed, as a request
by the division requiring the material, must be approved by Mr. Waddingham
and must be authorized by Mr. Hemery before the purchase is ordered.
LRH.js.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 JANUARY 1961
Sthil
NEW ROAD
The new road is to be built by casual labour at Ss per hour.
To be put in as staked.
Accurate Account kept of labour and materials (as Jones pays half).
Step One: Move fence and gates to new position (as staked). Move by
section. Put neatly in new place each time a section is removed. Get welder
if areas are rusted out.
Step Two: Dig trenches, quite deep, through all boggy areas, leading off
water. Fill with course brick rubble.
Step Three: Lay in Concrete drainage pipe in areas that might dam up in
rains. Only one such area observed-by Jones'water trough.
Step Four: Bulldoze and fill.
Step Five: Roll Road. Heavy roller.
Step Six: Clear stream.bed and edge of lake and replant in grass.
LRH:js.aap L. RON HUBBARD
681
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 MARCH 1961
Sthil
TRAINING PROJECT
CONSTRUCTION AND PREPARATION
A crash project must be started and carried forward to prepare the
basement and to ready staff for the Training Project.
Within 21/2 weeks from date, the following must have been accomplished:
CONSTRUCTION
Plumber must lift pipes to ceiling in Laundry room, reconnect dark room.
Bridglands may not be utilized.
Safe must be moved around corner by safe movers.
Shelves in old laundry room, etc must be torn out and old carpentry
shop.
Replastering old laundry and carpentry shop must be completed, making
all smooth.
Old carpentry shop, adjacent rooms, basement bath and old laundry must
be painted.
A glowing coal electric fire and proper lighting must be installed.
FURNITURE, RUGS, DRAPES
A proper carpet for the old laundry room and smaller carpets for the old
tape room, carpentry shop, must be ordered.
Wide side arm students' chairs, blonde, to the number of six and plain
arm matching chairs to the number of eight must be purchased.
Drapes for the old Laundry room, carpentry shop and the adjoining room
must be purchased and installed.
Carpet, drapes, paint and furniture must match.
Two instructor desks or tables and one receptionist desk, all with
chairs, must be provided for the old tape room.
SUPPLIES
Five E-Meters of the latest model must be procured for use in the
project and checked for any flaws.
Clip boards, folders, and other supplies must be made ready for use.
Bulletins and tapes must be assembled from the list to be provided by
MSH.
PERSONNEL
London HGC test files must be consulted to find two men and one girl who
have left the HASI but who had excellent results on profiles while there.
Old timers are best.
They must be hired and gotten on the job within ten days from date so
they can be briefed and trained prior to arrival of students.
No existing HASI staff may be employed.
682
Their wage will be reasonable cash wage plus travel expenses. They will
not live in or eat in.
The two men will be staff auditor-instructors, the girl will be an HCO
type personnel doing "hat checks" on students, finding them rooms and
generally handling the post of HCO Training Admin.
MAILINGS
The Mailing piece must be recovered from Grants, completed.
The membership addresses from Central Orgs must be put on envelopes.
The whole mailing must be gotten out in the next few days.
REGISTRATION
All students applying must be registered, must sign releases and be
invoiced.
The releases must be prepared with attention to the data in the mailing
and so as not to infer we are in a training business, which we are not.
EQUIPMENT MOVING
The entire contents of the old tape room must be moved to safe storage
elsewhere than the tape room.
The old tape room is to become the Instructors' Office.
This has to be done within a week.
ASSIGNMENTS
The following Saint Hill staff are assigned the named portions of this
project as follows:
Mary Sue Hubbard: In general charge of project and is to prepare
curriculum.
Peter Hemery: Assisting whole project. Moving things and Mailing.
Irene Thrupp: Furnishings, decoration, rugs, colour scheme, chairs.
Robin Harper: Personnel Procurement.
Len Waddingham: Safe movers, cleaning and setting up rooms.
Ollie Weller: Carpentry shop moving. Carpentry. In charge of
Construction items. Painting.
Mr. Jenner: Plastering and smoothing walls and stone work.
Peter Hemery: Releases.
Mrs. Shorney: Registration.
Robin Harper: Answering mail from applicants and helping them make
arrangements and find quarters until new Training Admin is grooved in.
Peter Cowell: Supplies.
L. RON HUBBARD
LRH:jl.rd
683
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MARCH 1961
sthil
ANIMALS FORBIDDEN IN HOUSE
Add to Saint Hill regulations:
No animal is permitted inside the house. Any animal is to be fed only
outside the house.
In event of an animal being kept on the grounds, suitable protection
arrangements from cold and rain should be arranged oi built outside the
house.
LRH:jl.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MAY 1961
Sthil
STAFF RECREATION ROOM
When not used for training during the hours of 9:30 to 5:30, the
basement room where TV is now installed may be used by staff for recreation
purposes.
The room should be kept picked up and straight to be used for training
in the above hours.
LRH:jl.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MAY 1961
Sthil
DINING ROOM FOR STAFF
All meals should be eaten by staff in the new room in the basement. The
pantry should not be used for eating purposes by anyone now that suitable
space has been provided.
LRH:jl.rd L. RON HUBBARD
684
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MAY 1961
Sthil
SECURITY OF HOUSE
In that the North Lodge was entered and robbed by burglars last week, it
is doubly necessary to pay attention to the security of Saint Hill.
Staff must not leave windows unlocked and ready for entrance, and must
not leave doors unlocked.
Certain assignments were made in the office regarding the closing of
windows and looking them. These are to be closely followed.
The executive office has almost always been neglected in this respect
and its windows are usually open after hours.
Mrs. Hubbard's bedroom windows, through which burglars have entered the
house in the past, must not be left open after office hours.
As I am seldom successfully robbed, it will probably be your raincoat,
purse or possessions that get taken. Look to them please.
LRH:jl.rd L. RON HUBBARD
Copyright @ 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JUNE 1961
Sthil
RE-ASSIGNMENTS
The two grounds men, Mr. Tester and Mr. Bristow, are re-assigned as
follows:
Mr. Tester will hereafter assist Mr. Jenner and be under his charge.
Mr. Bristow will assist Mr. Weller and be under his charge.
If very occasionally (but not often) assistance is needed in gardening
to load something, Bristow may be borrowed but not for longer than an hour
nor more than once every three days.
Reasons for change: The bulk of our work is done on construction and
maintenance yet the bulk of our payroll has been going to grounds;
additionally, the most telling work is always construction and maintenance;
there are not now any grounds jobs of magnitude that are being or will be
done; also Mr. Milchert hasn't enough work to even keep busy at Saint Hill.
LRH:jl.rd L. RON HUBBARD
685
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 JUNE 1961
Sthil
ACKNOWLEDGEMENT
I wish to thank grounds and construction staff for carrying out my
orders of June 27, so promptly and efficiently, and wish to thank Mr.
Milchert particularly for promising to took after the grounds by himself
until construction shall have caught up.
L. RON HUBBARD
LRH:jl.pm.rd
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JULY 1961
Sthil
Staff and Students
CAR PARKING AND DRIVING
Great care should be exercised by all who use cars and motor-cycles in
the drive, particularly in the vicinity of the house and garage.
In the whole area from just above the garage to the other end of the
house, speed of vehicles should not exceed 10 m.p.h.
The covered part of the garage is reserved for the minibus, the Austin
van, and Mr. Hemery's car at present. No other vehicles are permitted
there. Scooters and motor-cycles may be parked in the bricked-off space in
this section; priority being given to resident staff members.
Outside staff members, students and visitors may park in the open space
in front of the house, or in the driveway, so long as no obstruction is
caused. Do not park in the driveway immediately opposite the garage. Please
park economically to make the best use of the space.
Issued by: Peter Hemery
HCO Secretary WW
for
L. RON HUBBARD
686
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1961
Sthil
LAUNDRY
Mildew and other difficulties with laundry will be a source of continued
difficulty this damp winter unless the following rules are adhered to:
I . The Laundry room must be kept aired.
2. Clothing must be placed on the slatted table just inside the
door.
3. Damp towels must be kept separate from other clothing and
put in a
different place on the table. 1
4. Laundry may only be done in the Laundry room, not in bath rooms.
5. Actual washing of clothes, including the children's, may be done
only on Monday and Thursday. The laundress may only use the washing
machines Monday and Thursday. Tuesday, Wednesday and Friday are
reserved for ironing and sorting. Clothes washed should be dried the
same day or left overnight on the lines.
When both washing and ironing are attempted on the same day, the
clothing does not get a chance to dry.
6. Damp finished clothing may not be brought in the house. It must
be left in the laundry room until dry or it should be re-dried. No
wet clothes or towels may be placed in cupboards or "drying rooms"
in the house.
7. When clothing is dirty put it in the laundry room at once. Do
not leave in the house.
8. Let washed clothing hang in the drying room until it is dry.
9. Let ironed clothing stay in the laundry room on the rack until
it is dry.
10. Only fill a washing machine half full of dirty clothing. Do not
pack it to the top. Unless clothes are loose in the machine they
will not wash.
11. Do not use heavy bleaches.
12. Do not boil or overheat any clothing.
13. Do not overheat nylon as it melts.
14. Do not hang wet clothes in the laundry room.
15. No person has the right to order the laundress to do anything
except the butler.
A good laundry room, a drying room and outside lines have been provided.
The laundress is to wash the clothes received so that they are clean, well
preserved, dried and well ironed. They are to come dry into the house.
This should now be easy to accomplish and will be appreciated.
L. RON HUBBARD
LRH:jml.rd
687
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 OCTOBER 1961
Sthil
REPAIRS AND CLEANING OF MY OFFICE
My downstairs office can be unused for several weeks if need be.
I have a temporary office on the first floor, first door to right at top
of main stairs.
Anything necessary to be done to my office should be done now. Any
cleaning touch up, repairs or installation.
The haircord carpet back of my desk wore because my chair spindle was
below wheel level and dragging. This section of carpet should be replaced.
Contrary to earlier instructions, no board is needed. Only a new carpet
section.
The shelf lights should be completed, one more added just under the
lower one, and the lights boarded in.
Any speaker installation should be done.
My telex table and chair should be moved up to my temporary office and
placed against wall nearest bathroom door.
The big flag should be taken into schoolroom.
Folders should be completed and placed in a file cabinet in the typing
office.
All pictures should be put on top of a cabinet in my temporary office.
A radiator grill for behind my desk should be made when the speaker
grill is made.
All leak streaks on the ceiling, if any, should be spotted out with
paint.
PVC should be checked over on windows and neated if necessary.
It may be desirable to smooth out finish of blonde desk and blonde shelf
behind it.
Tile faces should be carefully wiped so as not to hurt emulsion paint of
fireplace. Tile faces on,lower part of room could be washed.
All dust and debris should be vacuumed out under all grills and
radiators.
Floodlamps should be wiped down.
Red plastic covers matching settees should be made for projectors and
tape recorder and Dimafon (4 in all).
My desk Indian rug should be cleaned.
Curtains and valences should be freshened up.
When any construction and wiring and all cleaning is done, my various
knick-knacks should be brought from safe, cleaned up and put in place and
the room made ready for occupancy.
It has been two years less only two months since this room was fully
overhauled.
LRH:jl.rd L. RON HUBBARD
688
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 FEBRUARY 1962
Schil
FISH AND GAME
(This order is not retroactive)
The shooting of any game and the catching of any fish in Saint Hill
grounds or water is forbidden to staff and public.
The lake should be posted "Fishing Forbidden. Offenders will be
prosecuted for trespass." Three signs to be posted at the lake.
The grounds should be posted "No hunting. E5 reward for information
leading to conviction." Four signs should be posted, facing out from and on
the N, E, S and W boundary centres.
A f 5 reward will be paid for information and evidence leading to the
proven fact that any person has trespassed at the lake, has caught any
fish, or has shot any game on Saint Hill land and the positive
identification of that person.
I am fond of wild life and birds. With all the shooting in surrounding
lands, game, if there is no shooting over Saint Hill land, will tend to
move into this area. Further, I wish the lake to restock.
All permissions formerly granted to any person or persons whatever are
herewith revoked.
LRH:sf.rd L. RON HUBBARD
Copyright (D 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 AUGUST 1962
Sthil
NEW WORK ARRANGEMENTS
OUTSIDE STAFF
As from next week, week ending Friday 10th August, changes are made in
working hours of outside staff (garden, construction etc.) so as to
eliminate Saturday morning working, and introduce a five-day week.
Working hours, from Monday to Friday, will be as under:
8 a.m. to 5.15 p.m. each day, with half an hour allowed for lunch break.
LRH:dr.eden L. RON HUBBARD
Copyright @ 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED
689
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 NOVEMBER 1962
Sthil
OUTSIDE STAFF DUTIES, ASSIGNMENT OF
The following duties and areas of responsibility are assigned forthwith:
HEAD GARDENER
Grounds, Trees, beds, flowers, lawns, cleanliness of exterior buildings
and road, path and courtyard areas.
Construction and maintenance of paths, walks, roads, drains, fences and
garden houses, tool sheds, and garden vehicle storage sheds.
Has charge of gardeners and his grounds men.
Has purchase, maintenance and repair of garden machinery, tools,
trailers, tractors, mowers and barrows.
Has purchase of flowers, shrubs, trees, seeds, fertilizers and building
materials for roads, paths, fences and land drains.
MAINTENANCE MAN
Has charge of all building construction in general except paths, drains,
tool sheds, and fences.
Does all carpentry for new buildings and existing structures except tool
and garden vehicle sheds.
Does or supervises all painting interior and exterior.
Does or supervises all glazing, electrical installations and layouts for
same.
Takes charge of all plans for existing or planned structures of whatever
kind or area.
Has complete care of all furnaces and boilers coal or oil and
procurement of fuel for same.
Has charge of all locks, keys and orders new keys.
Has charge of any assistant carpenters, electricians, or painters or
glazers or any contractors' men while on the estate, and straightens out
any building or repair problems for these, no matter whose department the
work comes under.
Has purchase of lumber, timber, electrical supplies, plumbing supplies,
paint, glass and materials for roofing.
Has specific charge of the water-tightness of all roofs and water
systems internal and all plumbing internal or external. The water-tightness
of the roofs of all buildings is his responsibility.
Has charge of all furniture repair or removal, and for the latter may
borrow gardener's men with the approval of the gardener.
Has charge of all vehicles whether work is done by another or not and
the execution of all policy regarding vehicles. By vehicle here is meant
road licensed vehicles, except tractors.
ESTATE BRICKLAYER
Has charge of all stonework, masonry construction, foundations, brick
and plaster work.
Repairs, supervises or does new construction on all stonework, masonry
and brick and plaster work.
Has charge of all chimneys and their drawing.
Has purchase of all rubble, cement, ballast, pipes, bricks, stone and
materials used in building construction, but not paths, land drains or
roads.
Assists when possible in path and road pavement.
Does or supervises all interior drains and foul sewage drains interior
or exterior.
Has charge of all brick or stone walls, and all non-timber floors, their
reduction or construction. -
Has complete charge of any bricklaying assistants or helpers.
LRH:dr.rd L. RON HUBBARD
Copyright @ 1962
by L. Ron Hubbard
ALL RIGHTS RESERVED 690
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 NOVEMBER 1962
Sthil
Students
CAR PARKING
All parking is under the control of the Head Gardener, Mr. Milchert.
All student cars are to be parked on the new concrete strip only. The
cars are to be parked only on that part of the strip where there is a wall.
Cars should be pointed straight in at the wall. Student cars should use
only the West gate to the Manor grounds, both in and out (the one nearest
the parking strip).
Staff cars may be parked in the new parking strip or against the wall
under the cedar tree in front of the house.
No staff or student cars may be parked along the roadway curb anywhere
on the Saint Hill roads except to receive and discharge passengers.
Mr. Milchert has the authority to levy a 10s fine on any improperly
parked car. Any fine is to be paid into accounts on the basis of a note
from Mr. Milchert under the windshield wiper. There are no charges for
parking properly.
The parking lot has the advantage of not being under trees and therefore
leaving a car relatively free of birds, leaves and needles.
The wide apron below the parking lot should be left empty as it is a
roadway up
to the greenhouse area.
LRH:gl.rd
Copyright @ 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 DECEMBER 1962
Sthil
Domestic and
Grounds Staff TRIPS TO TOWN
There will be only one trip made to town for supplies daily.
This will be in the late morning. The exact time will be posted by Mr.
Weller,
A basket will be placed just inside Mr. Weller's workshop door for
orders.
Anything required from town should be ordered by placing a slip in the
basket before the posted hour.
Transport comes under the supervision of The Maintenance Man's
Department.
This does not change other transport arrangements.
LRH:gl.rd
Copyright @ 1962 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
691
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 APRIL 1963
Sthil Staff
Outside Staff
CONSTRUCTION INFORMATION
There are several construction and grounds projects envisaged for this
year.
Those listed are not in order of Priority. These include:
Completion of L-shaped new building.
Battering up the slope back of the L-shaped building.
Preparing the front yard of the L-shaped building and landscaping it.
Completing walks in Pleasure Garden area.
Pointing up the whole of the Manor House and painting with Impervium
during dry weather.
Completing new dome over Winter Garden.
Redecorating Winter Garden.
Redoing all windows on the front of the Manor House.
Placing storm windows (glass) on front windows of Manor House.
Rebuilding Tennis hut near court.
Repairing wire and pavement of tennis court.
Completing paths and roads from new Garden shed.
Repairing front fence along main road.
Planting privet hedge along line before Manor where temporary sheep
fence now is.
Planting some oak trees in the park and protecting them.
Fixing new closed garage in open area of present garage and using
current Jaguar garage for cleaning materials, benches, tea things
and cloakroom for outside staff.
Re-asphalting and scaling all Manor Roofs.
Cleaning up moles and rabbits out of the grounds.
Damming up the lake again so it will be deeper and hold more water.
The above belong to various departments. The data is issued only to give
a general idea of this year's work projects. Paving the main roads,
building the park road, will probably not be attempted until next year.
There is an appeal pending for the big office building but even if won it
could not be started for some time.
L. RON HUBBARD
LRH:dr.rd Copyright @ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
692
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 MAY 1963
Sthil
CHANGES IN BASEMENT STUDENT FACILITIES
The following facilities are to be constructed in the basement to
accommodate increased enrolment expected on the Briefing Course.
Most of the work can be done by the existing staff over the next few
months.
See the Course Secretary for specific construction details.
Work should be done in the order given, wherever possible.
1. Construct student mail facilities in the space by the stairs,
facing the outside door.
2. Build bench-tables against the walls of the Large Basement Room
with electrical outlets to accommodate Twenty Tape Recorders.
3. Move the safe from its present position to against the wall in
corridor at foot of stairs from front office.
4. Against the wall opposite the present bulletin board, construct
a new bulletin board of twice the size. Use a cork surface.
5. Construct a Tape filing cabinet in the shelf area of the Large
Basement Room to hold 100 tapes with label holders.
6. Remove and store the doors from the cupboards in the Theory
Study Room and construct 80 open locker spaces for student study
material with label holders.
7. Fasten a blackboard on the wall opposite the windows in the
Large Study Room.
8. Paint the Large Basement Room and the Study Room.
9. Drape 2 and 1/2 walls of the Basement TV Studio with medium dark
inexpensive material.
10. Increase the sound-proofing quality of the large door to the
Large Basement Room.
L. RON HUBBARD
LRH:jw.aap Copyright Q 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
693
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JUNE 1963
Saint Hill Only
REVIEW OF DEPARTMENTS
The following Review is made concerning departments and personnel. The
review is made without dividing up divisions or functions by ratings or
importances.
I am very satisfied with the Mimeo section and the girls in it, who are
to be complimented.
I am well satisfied with accounts and its present personnel and progress
of work.
I am well satisfied with Franchise but look for an increase in its
receipts.
I am very satisfied with the estate bricklayer and his helper.
I am not satisfied with the handling and use of my cars and have
dismissed the driver because of this and to meet pay demands.
I am fairly satisfied with cleaning, but call attention to small scars
and breakages I have noticed appearing. Otherwise they do quite well.
I look for improvement with the nursery and the state of the children's
clothes, but the condition is improving. The children's morale is good and
the nanny is doing much better.
I am generally very happy with maintenance, but consider that too much
work was pushed on the man in charge by his men.
The cook is now doing somewhat better but could improve the children's
food.
The book department is doing very well indeed and is now very solvent.
The grounds look well but the grounds crew has been the weakest point as
the head gardener has done nearly all the work himself. I have accordingly
dismissed two men.
Reception is good in general but should pay more attention to the
condition of the front office and its equipment, some of which is dirty.
Registration has improved and has been given a new clerk and higher
enrolment is looked for.
My own secretarial help has sagged due to the illness of my personal
secretary.
Course personnel, while not in fact a subject for such a report, is
doing an excellent job and is to be congratulated. Improvement over a year
ago is astonishing.
SUMMARY
Saint Hill is running fairly well.
The work policy of retaining those who do their jobs and dismissing
those who need constant supervision has worked well.
Income is still less than outgo, but staff will only be shortened where
the work is not being done. We are counting on marked increases in
registration to balance this situation.
My own time has been so taken up with research during the past six
months that I have not given adequate supervision to some departments.
However, I have just reviewed the organization as a whole, as above, and in
my own way keep an eye on things. The staff as a whole is doing well.
L. RON HUBBARD
LRH:gl.aap Copyright @ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
694
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JUNE 1963
Sthil
PART TIME DRIVING POST
At present, until another driver is employed, the Driving Post is
temporary and very part time, involving only the Staff bus and the Austin
van. My own vehicles are not included under this function.
The part time driver will collect the milk in the morning, and take the
bus and Austin for petrol filling and routine maintenance. He will order
spares and necessary repairs for these two vehicles, using the purchase
order system and in consultation with Mr. Weller. He will also see that
they are kept reasonably clean.
He will drive the bus into East Grinstead for the Staff at lunch time,
and collect them again at the end of the lunch hour.
He will drive the mail and Staff to East Grinstead at 5.30 p.m.
He will also make one run into the town each morning to collect items
urgently needed which cannot be obtained by ordinary deliveries.
He will also collect the milk on Saturday mornings.
An allowance will be made for any extra hours worked on this post.
At present, only Mr. Victor North, Mr. Weller and Mr. Hemery are
permitted to drive these two vehicles.
The part time driver is part of Mr. Weller's department and comes under
his supervision.
L. RON HUBBARD
LRH:dr.rd Copyright @ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
695
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 SEPTEMBER 1963
Sthil
STAFF CHANGES
MAINTENANCE
Mr. Victor North has been appointed in charge of maintenance and small
repairs of all buildings. Lamp changes, pipe leaks, gutters, heat and hot
water, door catches and all related activities should be routed to him. He
remains also as driver.
ACCOUNTS
The following persons are now the Accounts Division.
Income: John Lawrence, HGA
Disbursement: Miss S.B. Harris.
FRANCHISE
Joe Breeden, HGA, has now taken over as HCO Franchise Secretary WW and
handles as well the OIC report line and the Technical Report line. He was
formerly HCO Board of Review and "Ability" Editor, Washington, DC.
DOMESTIC
Mr. Charles Shepherdson has assumed the duties of Butler-valet. He was
formerly Purser/Chief Steward of the Ellerman Lines.
Miss Lena Martinez has assumed the duties of cook. She is from Valencia,
Spain, and has been 5 years in England.
RECEPTION
Mrs. Jenny Allcock is now full time Receptionist, in charge of mail and
communication duties, inluding switchboard and telex. Mrs. Penny Connold is
assisting part-time in the mornings.
Mr. M. Blake is continued as assistant to Mr. Jenner, the estate
bricklayer. Mr. T.E. Franks continues as assistant to Mr. Weller, the
estate carpenter.
L. RON HUBBARD
LRH:jw.rd Copyright @) 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
696
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 OCTOBER 1963
sthil
DOORS
The heating and fire security of the house depends on the following door
arrangements:
GROUND FLOOR
The leather door in the passage outside the kitchen must never be hooked
open.
The door at the top of the basement steps outside the typists' room
always must be closed.
The door to the entrance hall just beside the elevator should be closed.
The back door should not be propped open.
FIRST FLOOR
The interconnecting hall door should always be shut.
TOPFLOOR
The interconnecting hall door should always be closed securely but not
locked. This is a fire door.
BASEMENT
The door leading outside up the steps should be kept closed.
Due to the construction of the Manor House, a series of heavy convection
currents set up when the above doors.are left open. Fire regulations
require that they be kept closed. Leaving them open also sets up sufficient
draught to make the Manor difficult to heat and heavily increases the fuel
cost.
L. RON HUBBARD
LRH:gl.rd Copyright @ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
697
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1964
Sthil Staff
and Students SAINT HILL CHILDREN
While I am appreciative of the courtesy shown the children at Saint Hill
for the most part, I wish to repeat and add to policy concerning them.
I . They should be treated with courtesy and respect.
2. They are not to be scolded or punished.
3. They are not to be manhandled or wrestled about. Please do not
ROUGHHOUSE with any of them especially Arthur. Do not pick them up
or spin them about even though they seem to like it as it actually
upsets them.
4. Try to find out what they are trying to communicate and
acknowledge them.
5. Do not tease them.
Arthur particularly, being very much younger than the others, is having
a hard time of it. If everyone shows him courtesy and makes his environment
seem safe and pleasant he will soon come out of it. And if no one wrestles
him about he will soon find his own stability.
About the only processing you can give children under ten that is
lastingly effective is a pleasant safe environment. I will appreciate any
co-operation in this and already appreciate courtesyjo them where shown.
LRH:dr.rd L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1964
Sthil Staff and
Post Back Door
Board HCO (STHIL) LTD
TRANSPORT
All Vehicles are in the charge of the chauffeur.
Permission of the chauffeur is required each and every time some other
driver desires permission to drive a Saint Hill vehicle.
Because of Insurance clauses which limit drivers, the following vehicles
may not be driven by anyone but Dr. Hubbard and R.J. Bonwick: Pontiac,
Jaguar XK 150, and Jaguar Mark VIII.
The Commer bus may not be driven by anyone under 21 years of age due to
insurance.
Although not limited by Insurance, the red Mini Estate may only be
driven by Mrs. Hubbard and the chauffeur.
The Austin van may be driven by anyone with the required permission.
Persons taking any of the Insurance limited vehicles and driving them
cannot be classed otherwise than taking and driving a car without the
owner's permission, a serious legal offence.
That some drivers are insured for comprehensive insurance "in any
vehicle" does not waive any of the above as such insurance is usually valid
only for "third party" and
does not cover the actual vehicle being driven.
LRH:jw.rd
Copyright @ 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
698
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Sthil Only HCO POLICY LETTER OF 2 APRIL 1964
USE OF RECREATION FACILITIES, 1964
Saint Hill students and staff may:
I . Use tennis courts;
2. Use croquet green by tennis court;
3. Fish in the lake;
4. Walk in grounds.
Specifically withdrawn from use by staff and students this season is the
swimming
pool, which is being reserved for the children.
LRH:gl.rd
Copyright @ 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 APRIL 1964
Sthil Staff only
DOMESTIC STAFF
CANCELS EARLIER ORGANIZATIONAL POLICIES
To minimize conflict with purely administrative actions, the following
staff is
designated as domestic staff: Housekeeper
Butler
Assistant Housekeeper
Cook
Nanny
Chauffeur (but also retains
staff driving duties -
see below)
Office cleaner
Laundress
The domestic staff comes under the direct supervision of my personal
secretary, Mrs. Thrupp.
All food purchases and domestic purchases are also routed along these
lines.
The chauffeur is also under the direct supervision of Mrs. Thrupp, but
he must arrange his staff driving duties to the best advantage, but with
the proviso that his first priority is my personal driving and vehicles,
and the family. He remains responsible for ail road vehicles on the estate,
as before. Mrs. Thrupp will ensure that these duties are
co-ordinated as smoothly as possible.
LRH:df.rd
Copyright @ 1964 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
699
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 NOVEMBER 1964
Sthil staff Issue 11
Students
(give to each
new student)
Gardener's HAT
Chauffeur's HAT
Comm Officer's HAT
Theory Supervisor's HAT TRAFFIC REGULATIONS
Accts'HAT SAINT HILL
Org Sec's HAT
Effective November 23,1964
Cancels earlier policy letters on traffic
The traffic regulations of Saint Hill are as follows:
I . The Head Gardener is in charge of all traffic, parking and
routing.
2. Violations of traffic regulations are subject to fine.
3. The Head Gardener gets to keep all fines for himself.
4. Students may park cars and vehicles in the student parking lot
to the North West of the Manor. They may not park along roadways or
before the Manor.
5. Student car traffic is through the West gate of the Manor. The
East (iron) gateway is closed to all student vehicle traffic. (Not
to foot traffic.)
6. Students and staff members who use taxis must direct their taxi
drivers to arrive and leave by the West gate.
7. Students must not abandon vehicles in the parking lot or along
roadways in the grounds. If through with a vehicle, a student should
sell it or dispose of it outside the grounds.
8. There is no Manor garage service available to staff or students
and the chauffeur must not be called upon to do, or be paid for, odd
repair jobs or services including battery charging.
9. Staff cars may be parked before the Manor so long as there is
space available, and when there is not, staff cars must go into the
student parking lot.
10. None may park cars before or on the ramp of the Manor garage.
11. No vans or cars may be run into the area at the back door of
the Manor (near publications office and carpentry shop) as that
concrete area is a thin shell over an enormous well and a van or car
could easily break through it and plunge to its own height into
water.
12. No vehicles may be run on Saint Hill paths.
13. No cars must park along any verge.
14. Speed limit along roadway before garage and Manor is 10 m.p.h.
FINES
The Scale of Fines that may be collected by the Head Gardener is as
follows from students or staff:
Illegal Parking los.
Using Front Gate los.
Speeding f 2. 0. 0.
Failing to properly direct taxi driver I Os. fine by each passenger
to comply with routing and speed limit paid by passengers.
700
Damaging verge f 1. 0. 0.
Abandoning Vehicle on departure from Confiscation & Z 10.0.0
Course (cost of hauling it away).
Repeated offences Barring staff or student vehicle
from grounds with I Os. fine
each time it enters.
Causing a vehicle accident of any kind f 5. 0. 0.
in the grounds
Refusal to pay fine Barring vehicle or person's taxi
from grounds with I Os. fine
each time it enters.
CAUTION
There is a great deal of pedestrian traffic along Saint Hill's roadways.
There are children and pets. There are bicycles.
All this means that careless, swooping driving or irresponsible parking
by anyone (including tradesmen) can result in accident or tragedy.
Therefore the above regulations are in full force.
Staff member fines are paid directly to the Head Gardener or are
deducted from wages and paid the Head Gardener.
If the Head Gardener fines anyone he must tell the Communications
Officer and the fact must be logged. Failure to log can cause a
confiscation of the fee from the Head Gardener by the Org Sec's orders.
Tradesmen's vans may pause before the back entrance to the Manor and
outside workmen may park along the roadway but not before the garage
proper.
If tradesmen's van drivers, taxis or outside workmen violate any of
these regulations, the matter must be reported to the Communications
Officer by the Head Gardener and the offence logged, regardless of any
other action taken such as fining passengers.
The Communications Officer must phone the company to which the offending
vehicle belongs or the contractor for whom the workmen work and advise them
that a driver or workman has broken our traffic regulations and that a
repeated offence will cause the usual fine we levy to be deducted from
their bill payment for each new offence. This sum deducted is given to the
Head Gardener.
The Head Gardener should provide himself with tickets for offences and
place these, properly marked, in the offending vehicle or mail them to the
offending company.
In any case where the Head Gardener is not paid the fine he has levied,
he must report the matter to the Org Sec and the Org Sec is to collect the
money for the Head Gardener.
In all cases of dispute a Committee of Evidence is to be convened by the
Org Sec. But if the person is found to have disputed the regulations
falsely, the fine is increased by �5.
We want no one's stay marred by accidents.
L. RON HUBBARD
LRH:jw.aap.rd Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
701
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 MAY AD 15
Sthil Grounds Staff
GROUNDS
The responsibility for the Grounds is directly held by Mr. MiAert as
Head of the Grounds Unit.
Individual responsibilities however are also allocated as below:
Makolsk! Foster Milchert
Kitchen Garden Hedges Mowing
Compost Woodland Flower Beds
Lake
Path clearing Green House
Orchards Sheds Swimming Pool
General tidiness Parks
Tennis Court
Buildings
Any time spent on work other than that allocated above must be reported
weekly to the Company Officer(s) making the weekly Inspection by the person
so ordering the other work done.
LRH:wmc.eh.rd L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Sthil Staff HCO POLICY LETTER OF 18 JUNE 1965
& Students
GROUNDS REGULATIONS
STAFF AND STUDENTS
The following places are out of bounds to staff and students (excepting
Construction and Maintenance personnel):
The Pleasure Garden
The Pool
The Terrace before the manor
The Rose Garden before the manor
The East Park
The New Orchard
Note that the following places are not out of bounds:
The Lower Park
The Lake
The Tennis Court
The Lot 4 Wood
Lot 4
LFITER
Throwing cans, papers, refuse about and not removing it to the garbage
cans is a matter of Ethics.
PARKING
Parking violations and fines are now under the Construction and
Maintenance
Officer and are turned in to Ethics. ~,j
LRH:ml.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
702
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 SEPTEMBER 1965
Sthil Only
Household Section
FLOWERS, CARE OF
Cut flowers must be put into water at once on receipt regardless of
packaging. If not yet presented the card is conspicuously attached to them.
The water into which flowers are placed must be of room temperature, not
ice cold or hot as both these wilt them at once. Flowers are always watered
with room temperature water, never ice cold water.
A supply of large vases must always be to hand. Those holding less than
a gallon of water are useless. Without adequate water the flowers promptly
wilt.
Daily, empty the water out of any vase containing flowers, rinse it and
fill it with room temperature water. Pick out the wilted flowers and throw
them out. Cut a small section of the ends off the remainder (the end rots
and won't draw water to the bloom) and rearrange them.
Throw out wilted vases of flowers and wash the vase before putting it
away.
Keep all the vases in the Winter Garden behind the bar or in a chest.
Be very careful of large vases getting near taps as they strike them and
break. Therefore never hold a valuable vase under a tap. Wash it and fill
it from a small plastic pitcher that won't break if it hits a tap.
PLANTS
Growing plants are handled as follows:
A wide bucket with a small amount of water at room temperature (not
cold) in it is taken to the plant. The water is only a few inches deep. The
pot is lifted into the bucket and let stand there a short time with the
bottom of the pot in the water.
The plant is then put back in its saucer and any drops wiped up.
This is done daily.
Never water a plant from the top as it washes the nitrogen off the
roots. Always let the water come up from the bottom hole in the pot.
Snip dead leaves off plants cleanly.
Turn plants over to the gardener to put in the greenhouse when their
blooms are gone.
PERSONNEL
This task should be assigned to one person only by the Household Officer.
L. RON HUBBARD
LRH:ml.rd Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
703
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1965
Issue III
St Hill
only
Students NEW CAR PARK
staff
In view of new Building and Road Construction, as from 16 September,
1965, the parking lot adjoining Lot 4 will be closed. All staff and
students using this car park must park their cars in the field to the left
of the drive near the entrance.
There is a gateway and a chalk road has been laid at the entrance.
Parking must be done to the instructions of the Estate Manager or his
deputy.
c~ ENTRANCE TO NEW CAR PARK
F~
LODGE
LRH:ml.rd
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 NOVEMBER 1965
Issue Il
SH only Dept 21
Office of LRH
All Maintenance Personnel
PAINT, ODOURLESS
There are brands of odourless paint on the market. The thinner used is a
synthetic, not turpentine.
Only this paint and no other may be used in the manor. Only the
odourless thinner may be used.
On two earlier occasions I have been told it couldn't be procured and
each time have found it on the market. It is simply slightly harder to get.
Ordinary paint may only be used on exteriors.
LRH:ml.aap.rd
Copyright @ 1965 L. RON HUBBARD
by L. Ron Hubbard
ALL RIGHTS RESERVED
704
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JANUARY 1966
Issue III
Sthil only
SHSBC Students
HGC pcs
HORSES, ANIMALS
The horses and animals are the personal pets and friends of the
children.
No-one may feed them or give them tidbits. This is because of the number
of people at Saint Hill and the quantity of food they are likely to be
given. This will only make them ill.
No-one may ride, handle or pet the horses.
The children are trying hard to communicate with them and strangers will
only confuse them.
L. RON HUBBARD
LRH:ml.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 NOVEMBER 1966
Sthil only
SAINT HILL CLEANING
The cleaning function of Saint Hill and Saint Hill Cleaning Personnel
belong in the Cleaning Sub-Section in the Maintenance Section of the Estate
Branch. The cleaning of all org quarters comes under this sub-section.
There should be a Cleaning-in-Charge at the head of this sub-section.
The cleaning of the personal Household of the Founder and family remains
in the Service Section under the Coordinator of the Office of LRH.
George Galpin, Qual See
Gareth McCoy, HCO Area See SH
Otto Roos, Ad Council SH
Ken Delderfield, LRH Comm SH
Pam Pearcy, Ad Council WW
Philip Quirino, LRH Comm WW
David Ziff, Div 7 See WW
Sheena Fairchild, Guardian Comm WW
LRH:jp.rd Mary Sue Hubbard
Copyright@ 1966 The Guardian WW
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
705
-CHRONOLOGICAL INDEX OF CONTENTS
1951 1958 (.at.)
Aug. An Essay on Management 243 ISNov. Outstanding Copyrights and
Marks Vol. 1- 15, Vol. 2-172
19S3 IS Nov. Legal Aid-HCO Vol. 1- 16
9 Mar. Outline of the Activities of the HCO Office 17 Nov. Project
Engineering 477
17 Nov. Project Enginmrs-Three Types 480
of L. Ron Hubbard (memorandum reissued 17 Nov. HCO Project
Engineer;
as HCOB of 24 Jan. 1958) 581 "Have You Lived Before?"
481
17 Nov. Correction of BCD P/L of 5 Oct. 1958 see-275
19S4 19 Nov. Organization Vol. 1- 76
20 May Organization Chart HASI of London 113 20 Nov.Congresses
13 Sept. Communications Plan HASI, 1954 254 HCO Communicators, HCO
Slimes 126
22 Nov. Owner of Materials-The Legal View
Vol. 1- 17
1955 24 Nov. Magazine Policy Vol. 2-127
1 Dec. Actions to Start an HCO (HCOB) 127
28 Dec. The Management and Activities of 9 Dec. Staff List-Notification
to Payroll 276
Scientology Organizations 13 Dec. Important Information on
Policy Letters 128
(Operational Bulletin No. I O-excerpt) 257 23 Dec. Quality of
Presentation 629
30 Dec. Field Offices (revision of 4 Jan. 1958) 127
1956
3 Aug. Organizational Health Chart (Staff Bulletin
19S9
reissued as HCO P/L 2 Nov. 1970, 2 Jan. HCO Off-ice
Designations and
corrected & reissued 7 Nov. 1970) 114 Personnel Vol. 1-
19
22 Sept. Org Posts-Orden, Instructions and Papers 258 5 Jan.
Importance and Executives (HCOB) 276
24 Sept. Organizational Indoctrination (HCOB) 259 20 Jan. When in
Doubt about
9 Nov. Activities of Legal Dept (HCOB) 526 Copyrighting Vol. 1- 15,
Vol. 2-172
14 Nov. Reorganization Washington Operation (HCOB) 116 24 Jan.
Scientology Axiom 58 (HCOB) 276
11 Dec. Tape Color Code 583 30 Jan. HCO Continental
Secretary Hat 129
4 Feb. Colour Scheme for Bulletins,
1957 Policy Letters, etc 629
20 Mar. Income Sources (HCOB) 118 6 Feb. HCO Accounts Worldwide
Vol. 3- 7
Apr. Staff Meeting 582 24 Feb.Letter Designations on HCO Bulletins
I Apr. Technical & Administrative Divisions Vol. 4- 21 (HCOB)
Vol. 1-234
8 Apr. Advisory Committee 444 25 Feb. HCO Amounts Worldwide (Wash.
D.C. issue.
9 Apr. Grievances 444 Same text as London 6 Feb. '59) see Vol.
3- 7
10 Apr. Morale Note 259 27 Feb. Duty of Area See re Personnel 277
21 Apr. Income 118 28 Feb.Familiarization & the Exec (HCOB-excerpt) 277
21 Apr. HCO Office Function 119 1 Mar. Forbidden ~4CO
Activities 129
23 Apr. HCO handles Secretarial and Reception 119 2 Mar. HCO
Theory f Communication
30 Apr. Post Changes 120 (reissued 23 June 1964) Vol. 1-
186
30 Apr. Issue Authority for Mimeo (HCOB) 627 18 Mar. HCO Special
Projects 4
8 May Advisory Council 444 20 Mar. Reassignment of Titles, Posts and
9 May Bulletin Boards& Information Boards 583 Duties for HCO
London 4
9 May Staff Meeting see-582 24 Mar. Magazine-Majors and Minors,
15 May Advisory Council-Composition of, Modified 445
(excerpt-HCOB "HAS Co-audit") 277
IS May Policy on Signatures in Publications 627 24 Mar.
Incoming Calls for LRH 584
23 May Responsibility for Issue 627 22 Apr. The Credo of a
Good and Skilled Manager
27 May Appointments of the Ad Council 445 HICOB reissued as
HCO P/L 10 Sept. 1963) 278
1 June Who Can Order Printing 628 22 Apr. Letter from
Durban, S.A. 279
24 Apr. Organization Posts-Two Types (HCOB
8 June Valuable Documents, Handling of 526 reissued as HCO
P/L 22 June 1964) Vol. 0- 105
2 July Financial Reports, Washington, D.C. 445 30 Apr. Our
Long Distance Program 130
8 Aug. Power of Veto 446 4 May Administrative Stable Data
29 An& Government Project Stable Data (HCOB) 507 (London See
ED) see-262
30 Aug London Technical and Admin 121 4 May How to Write a
Curriculum (HCOB) Vol. 4-151
2 Sept. Executives 260 5 May Policy on See EDs and Hats Vol. 0-
64
2 Sept. Executives (Washington, D.C. issue) see-260 8 MayMagazine-
Majons and Minors
7 Oct. Technical Staff (modifies 2 Sept. 1957) 260 (exmrpt-
HCOB "HAS Co-audit")
24 Oct. Routing of Confidential Material 584 (reissue of HCOB
24 Mar. 1959) sm-277
6 Nov. Duties of the Executive Director of the
HASI (FC) (Org Info Sheet) 554 8 May Policy on Signatures in
Publications
28 Nov, Power of Veto (reissue of 18 May 1957) Vol. 2-82, see-627
(London reissue of 8 Aug. 1957) see-446 12 May Pattern of
Organization-Melbourne 131
20 Dec. Clarification of Public Relations Post 507 14 May HCO
Administrator 132
14 May Hubbard Communications Office Vol. ]- 23
1958 21 May Dispatch Symbol 585
22 May Central Organizations Efficiency
4 Jan. Field Offices see- 127 (reissued 7 Nov. 1962) Vol. 0-
71
9 Jan. HASI "Purposes" as per Organizational Board 122 22 May Policy
Letter and Bulletin Distribution Code
15 Jan. Field Office Communication (HCOB) Vol. 1-220 (cancels HCOB
24 Feb. 1959) Vol. 1-236
24 Jan. Outline of the Activities of the 26 May To Department
Heads 280
HCO Off-ice of L. Ron Hubbard 26 May What an Executive
Wants on his Lines
(HCOB reissue of 9 Mar. 1953) 581 (reissued 10 Apr. 1963)
281
1 Feb. Concerning Hat Folders 261 28 May New HCO WW Dept
Vol. 6-183
5 Feb. New Charters and Contracts 232 29 May Technology
630
25 Feb. Routing of Communication 4 June Instructions to
Attorney or Solicitors 527
(HCOB reissued as HCO P/L 26 June 1963) 261 4 June
Validity of See EDs 630
19 Mar. Transportation-Dir Admin Responsibility 24 5 June
International Council see-230
7 Apr. Routing of Org Board Changes 124 20 June HASI Ltd
533
23 Apr. Later additions to list of Purposes on 21 June
Signatures on Bulletins, Policy Ltis
Organization Board 123 and See EDs 631
I May Signs of Success (HCOB) 262 21 June HCO Ltd see-538
28 May Incoming Calls for LRH see-584 24 June Status of HCO
Offices and HCO Sea
25 Aug. Administrative Stable Data (HCOB) 262 and HCO
Volunteer Sees in US Vol. 3-142
27 Aug. Executives of Scientology Organizations 25 June
"CenOCon" (modifies 22 May 1959)Vol. 1-237
(HCOB reissued as HCO P/L 4 Nov. 1970) 263 26 June HCO WW Changes
Quarters and Address 5
27 Aug. A Model Hat for an Executive (HCOB) see-268 26 June
Dissemination Secretary Hat Vol. 2- 22
11 Sept. Executives (Continued) (HCOB) see-268 27 June Information
and Reassignments for HASI
17 Sept. Who Can Order Printing (replaces I June '57) 628 and HCO
London 6
19 Sept. A Model Hat for an Executive (HCOB) 268 27 June HASI
Ltd 534
21 Sept. Theory of Scientology Organizations (HCOB 28June
Use and Handling of HASI Ltd Share Funds 536
reissued as HCO P/L 22 Oct. 1962) Vol. 0- 31 1 July HCO
Washington, DC 133
26 Sept. Org Changes-Field Offices 584 2 July Change of
Cable Address 7
5 Oct. Personnel 271 3 July Copyright 631
9 Oct. Departments of FCDC 125 4 July Actions for HCO
Secretaries faced
31 Oct. Use of Mimeo Restricted 628 with Illegal Usage
632
15 Nov. The Substance & First Duty of HCO Vol. 1- 13 8 July
HASI Ltd 535
706
1959 (cont.) 1960 (wnt.)
10 July International Council (corrects 5 June '59) see-230 7 June New
Staff Duties 21
15 July HCO Saint Hill Cable Designation 7 9 June Security of Seals
633
15 July HASI Ltd (corrects 20 June 1959) see-533 9 June HCO WW
Internal Comm Schedule Vol. 1-198
17 July Duties at Saint Hill-HCO WW 8 30 June Administrative Traffic
Trend 293
19 July Addresses for HCO St Hill (modifies.2 July '59) a 5 July HASI
Ltd 539
19 July New Corp-New Broom 538 6 July Working Hours, Office
Staff 23
25 July A Suggestion for the International 18 July
Information on HASI Ltd and
Council (HCOB) see-230 HCO Ltd Status (HCOB) 540
28 July Organization of Corporations 29 July Office Hours
23
(reissued 7 Feb. 1963) 133 3 Aug. Office Hours 23
5 Aug. Telex Traffic 1 9 4 Aug. ACC at Saint Hill 86
5 Aug. HCO Vol See Material 134 8 Aug. Persons Living In 679
5 Aug. Stable Data for Communicators 586 11 Aug. Organization
Information Centre Vol. 1-317
10 An& Administration in a Scientology Organisation 283 15 Aug. Dept
of Govt Affairs 483
17 Aug. Home Addresses 9 18 Aug. Dept of Govt Affami-Shares
Instructions 541
19 Aug. How to Handle Work (HCOB 22 Aug Dept of Govt Relations
485
reissued as HCO P/L 29 May 1963) Vol. 0- 122 30 An& Special
Zone Dept 486
22 An& HCO WW Projects 10 17 Sept. South African Trip 556
26 Aug. Promotional Functions of Various Depts 135 6 Oct. HCO
Appointment 24
27 Aug, Financial Arrangements and Deposits I I I I Oct. Tea Breaks
679
28 Aug. International Council (HCOB) see-230 20 Oct. Staff
Regulations 680
3 Sept. S.O.P. on Handling Assoc Sea, Dept Heads 22 Oct. The
Three Service Branches 142
and HASI Staff 137 28 Oct. HASI-HCO Relationship Discussed
143
4 Sept. Saint Hill Projects-Bonus and Quota System 12 31 Oct. US
Appointment and Organizational Trend 486
4 Sept. Completed Staff Work (C.S.W.) 3 Nov. Promotional
Letters Vol. 2-370
How to Get Approval of Actions and 16 Nov. New Org
Programmes Vol. 4-283
Projects (reissued 21 Nov. 1962) Vol. 0- 123 18 Nov.
Executive Time Salvage and
7 Sept. Policy Letter and Bulletin Distribution Code Conferences
Curtailed 294
(addition to 22 May 1959) Vol. 1-237 18 Nov. Staff Transfers or
Dismissals Vol. 1- 143
9 Sept. Kitchen Traffic (HCOB) 676 8 Dec. Durban Expanded
144
9 Sept. Organizational Health Chart 9 Dec. Capetown HASI to
be Established 144
(HCOB reissue of 3 Aug. 1956) see- 114 19 Dec. Spacial
Reorganization 668
12 Sept. Programming (HCOB reissued as 20 Dec. Duplicates of
Contracts, Releases
HCO P/L 23 Oct. 1969) 284 and Promissory Notes 527
15 Sept. Space Changes Require OK 668 22 Dec. No Overtime
295
21 Sept. Programming (HCOB-adds to 12 Sept. '59) 286
23 Sept. Carrying out Instructions (HCOB) 588 1961
29 Sept. HCO WW Files (HCOB) 13
29 Sept. Survey of a Central Org (HCOB) 286 4 Jan. Urgent Mimeo
Change 634
9 Oct. Project Supervisors Transferred 13 11 Jan. Authority 680
9 Oct. Quota Revision 14 12 Jan. Authority Clarified (clarifies I I
Jan. 196 1) 681
13 Oct. Invoicing, Accounts-Project 12 Vol. 3-179 16 Jan. Help Me Put
in the New Lines 145
14 Oct. Acting Executive Director 555 16 Jan. New Road 681
16 Oct. Routing of Communications to LRH 30 Jan. Appointments
146
and HCO WIN (HCOB) 287 31 Jan. Spheres of Influence Vol.35
18 Oct. Putting New Personnel on the Job and Taking 4 Feb.
Types of Letters Established Vol. 1-244
over when People Quit or are Transferred 14 Feb.
The Pattern of a Central Organization
(reissued 9 Sept. 1964) 287 (reissued 20 Dec. 1962)
147
19 Oct. HCO Sthil Appointments 15 17 Feb. HCO
Continental Vol. 1- 38
20 Oct. HCO Order of Importance of Actions Vol. ]- 29 17 Feb.
State of Emergency Vol. ]- 39
21 Oct. Staff Appointments HCO Saint Hill 21 Feb.
Pattern for City Offices 154
(corrects 19 Oct. 1959) 15 22 Feb. "Central
Organizations"
21 Oct. Routing of Bulletins and Policy Letters 16 My Programme
to Raise Your Unit 156
21 Oct. Additional Message Designation 22 Feb. Permanent Staff
Exam
(HCOB) Vol. 1-223 "Pattern of a Central Organization" Vol, 5-124
23 Oct. See ED Authorization 633 23 Feb. Directives from a Board
Member
24 Oct. Programming 16 (addition to 4 Feb. 196 1) Vol. 1-247
27 Oct. HCO WW Appointments 17 26 Feb. International Council see-
230
29 Oct. Orders During Absence 555 6 Mar. HCO Ltd (amends 29 Mar.
1960) 542
29 Oct. Service 12 Mar. Duties of the Ann See's See in a
(amended & reissued 19 Mar. 1968) Vol. 0-281 Central Organization 157
30 Oct. HCO Sthil Staff 18 13 Mar. Department of Official Affairs
487
5 Nov. Minutes 18 13 Mar. Department of Official Affairs 489
19 Nov. International Council 24 Mar. Training Project-Construction
& Preparation 682
(supersedes 5 June 1959) see-230 26 Mar. Animals Forbidden in
House 684
19 Nov. HCO Ltd (supersedes 21 June 1959) see-538 9 Apr. City
Offices-Successful Patterns 158
27 Nov. Key to the Org Chart of the Founding I I Apr. How to do
a Staff Job Vol. 0- 73
Church of Seismology of Washington DC 138 25 Apr. Amn See Duties
296
27 Nov. Advisory Council Purpose (excerpt) 446 28 Apr. Central
Organization Minimum Staff 160
27 Nov. Hubbard Communications Office I May Staff Recreation
Room 684
(Office of LRH)-Purpose (excerpt) 585 2 May Procedure on Setting Up
Central Orgs
3 Dec. Scientology Staff Member Code 289 or City Offices
162
7 Dec. Former Sthil Staff 290 3 May Dining Room for Staff
684
7 Dec. Scientology Cleanup Vol. 1-363 11 May City Offices
(addition to 2 May 196 1) 163
28 Dec. Personnel Departure Requirement 290 26 May A Message to
the Executive Secretaries
31 Dec. Programme Director Hat 142 and All Org Staff-
Quality Counts
(reissued 21 June 1967) Vol. 0-45,
Vol. 4- 25
1960 29 May Security of House (85
29 May Quality and Admin in Central Orgs Vol. 0- 46
18 Jan. Zones of Authority and Regulations 5 June Continental Issues
634
of Saint Hill (HCOB) 674 7 June Orders 635
19 Jan. Project Report Sheets (HCOB) 19 27 June Re-assignments,
685
20 Jan. HCO WW Points of Concentration 19 29 June Acknowledgement
686
19 Feb. Vehicles (HCOB) 677 19 July Car Parking and Driving
686
29 Feb. Organization Secretary Hat 291 14 An& City Offices
165
19 Mar. Org Board 292 24 An& HCO Organization, Future Plans
164
29 Mar. International Council 229 3 Sept. HCO Vol See Policy
Revised 166
29 Mar. HCO Ltd (supersedes 19 Nov. 1959) 538 13 Sept. General
Office Orders Vol. 3-357
1 Apr. Regulations for Staff Members 21 Sept. Laundry . 687
and Ex-Staff Members Vol. 4-610 5 Oct. Repairs and Cleaning of my
Office 688
11 Apr. The Purpose of HCO WW (HCOB) 20 7 Oct. Friday Cables Vol. 1-
223
14 Apr. Flowers (HCOB) 678 2 Nov. Training Quality (reissued 3 Mar. 1967)
635
21 Apr. Domestic Arrangements Changes (HCOB) 678 18 Dec. HCO
Standing Orden Vol. 1- 42
26 Apr. HAS[ Ltd Procedure 539
5 May International Council 1962
(amendment to 29 Mar. 1960) see-230
10 May Bulletin Distribution 10 Jan. Appointments 24
(addition to 22 May 1959) Vol. 1-237 17 Jan. Responsibility
Again
14 May Clippings Book 508 (reissued 7 June 1967) Vol. 4-
546, Vol. 5-357
17 May Copies of Org Board Vol. 1- 77 22 Jan. Crash Programme
Vol. 4- 26
707
1962 (win.) 1963 (cont.)
30 Jan. Technical Director and Administrator 167 7 Oct. Doom 697
5 Feb. Appointments and Transfers 25 28 Oct. HCO Zones of
Jurisdiction
15 Feb. Appointment 25 Western Hemisphere 182
18 Feb. Fish and Game 689 30 Oct. Concerning City Offices see- 154, 158,
162, 163
6 Mar. International Council see-230 27 Dec. The "Magic" of
Good Management 299
12 Mar. Appointments & Transfers 26 31 Dec. Saint Hill
Reorganization 87
14 Mar. Appointment 26
18 Apr. Furniture & Quarters 669 1964
4 May Solutions 296
9 July Mimeo and Magazine Distribution, 9 Jan. Org Despatch
Routings-Canada
Sthil Course Vol. 4-411 (amends IS Mar. 1963) 184
2 Aug. Accounts Information 557 10 Jan. Address Changes for WW
Vol. 1-270
2 Aug. New Work Arrangements-Outside Staff 689 14 Jan. Future
Continental Officer Status 27
30 Aug. General Form of Release Contract Vol. 2-263 14 Jan.
Continental and Area HCO Finance
26 Sept. Hubbard Scientology Research Foundation 542 Policies
Vol. 3-161
1 Oct. The Plan for California Vol. 6-243 24 Jan. Scientology
Library and Research Ltd 29
3 Oct. Rooms, Emptying for Cleaning Vol. 4-417 24 Jan.
Continental Director Appointment Sth Africa 184
6 Oct. Car Washing Vol. 1-295 25 Jan. Personnel Transfer 88
8 Oct~ HCO Appointments 167 26 Jan. Central Org Activities 30
12 Oct. Basic Purposes of a Scientology, Org Vol. 0-368 31 Jan.
Corporation Cc~ordinator 543
22 Oct. Theory of Scientology Organizations 3 Feb. Saint Hill
Children 698
(reissue of HCOB 21 Sept. 1958) Vol. 0- 31 3 Feb. Transport 698
24 Oct. Emergency Headquarters 108 20 Feb. Regulations 31
25 Oct. Appointment 168 2 Mar. Contracts and Services Vol. 3-
192
29 Oct. Religion 528 20 Mar. Technical Reports Vol. 4- 39
30 Oct. Executives of Scientology Organizations 20 Mar.
District Office & Org Control Area
(reissue of HCOB 27 Aug. 1958) see-263 Policy Revised Vol. 6-
303
31 Oct. Despatch Routings to/frorn Southern Africa 169 31
Mar.Scientology, Organizations Communications
6 Nov. Appointment 169 System: Dispatches 32
7 Nov. Central Organizations Efficiency I Apr. Saint Hill
Personnel 88
(reissue of 22 May 1959) Vol. 0- 71 1 Apr.New Mimeo, Line-HCO
Executive Letter
8 Nov. Outside Staff Duties, Assignment of 690 (adds to 4
Feb. 196 1) Vol. 1-250
15 Nov. Car Parking 691 2 Apr. Use of Recreation Facilities,
1964 699
20 Nov. Instructions to Attorney or Solicitors 10 Apr.
Domestic Staff 699
(reissued from 4 June 1959) see-527 17 Apr. Food and Cleaning
Regulations
21 Nov. R~issue of Materials 636 for Students Vol. 4-442
21 Nov. Completed Staff Work (C.S.W.) 6 May Reorganization
89
How to Get Approval of Actions and 13 May Information
about Your Post 90
Projects (reissue of 4 Sept. 1959) Vol. 0- 123 14 May HCO
Continental Change 185
5 Dec. Administrator's Hat 170 25 May Press Relations see-515
5 Dec. Trips to Town 691 28 May Reorganization 91
20 Dec. The Pattern of a Central Organization 9 June
Reorganization 93
(reissue of 14 Feb. 196 1) 147 12 June HAS and HQS Training
Materials 636
18 June New Posts 95
1963 22 JuneOrganization Posts-Two Types
(reissue of HCOB 24 Apr. 1959) Vol. 0- 105
1 Jan. Objective Three-Celebrities 509 25 June Departmental
Reports 96
4 Jan. Pattern of District Office 172 26 June Staff Bonuses Vol. 3-
194
7 Feb. Organization of Corporations 2 July Bulletin &
Policy Letter
(reissue of 28 July 1959) 133 Distribution see Vol. 1-
260
14 Feb. The Establishment of Central Orgs' 12 Aug. Policy on
Technical Information 637
Control Areas Vol. 6-301 17 Aug. Technical Info for Continental
Mags 637
19 Feb. Classification of Central Orgs' 9 Sept. Putting New
Personnel on the Job and Taking
Control Areas Vol. 6-302 over when People Quit or are
Transferred
20 Feb. The Evolution of a District Office: (reissue of
18 Oct. 1959) 287
Two Methods 176 9 Sept. Purpose of Adcomm 446
21 Feb. The Evolution of a District Office 23 Sept.
Policies: Dissemination and
Two Methods (amends 20 Feb. 1963) see- 178 Programmes Vol. 2- 41
28 Feb. Deputy HCO WW Executive Secretary 27 30 Sept. HCO
Corporations 97
1 Mar. Individual Auditors Operating within 8 Oct. Artistic
Presentation Vol. 2- 99
a Central Org Control Area Vol. 6-302 6 Nov. Corporate Status
544
12 Mar. Staff Personnel Allowance Saint Hill 28 6 Nov. Corporate
Structures Western Hemisphere 548
13 Mar. Amnesty 557 15 Nov. Traffic Regulations Saint Hill 700
15 Mar. Org Despatch Routings tolfrom USA IS Nov. Transport
Arrangements Vol. 1-293
and Canada 179 17 Nov. Offline and Offpolicy
18 Mar, District Office Testing 180 Your Full In Basket
Vol. 0- 125
20 Mar. Self-Determinism in Central Organizations 297 17 Nov.
Bonus Vol. 3-198
23 Mar. Policies in Force 297 12 Dec. Correction-Corporate
Structures Western
25 Mar. A Model Hat for an Executive Hemisphere
(modifies 6 Nov. 1964) 550
(reissue of HCOB 19 Sept. 1958) see-268 18 Dec. Saint Hill
Org Board 98
2 Apr. Construction Information 692 18 Dec. Staff Appointments
See- 105
10 Apr. What an Executive Wants on his Lines 18 Dec.
Administrative Traffic Trend
(reissue of 26 May 1959) 281 (reissue of 30 June 1960)
see-293
I I Apr. Org Despatch Runnings USA/Canada 21 Dec. Address Lists
to City Offices Vol. 1-281
(addition to IS Mar. 1963) 179 30 Dec. Arrangements During
Absence of
16 Apr. HCO Executives: Current Lists 181 Exec Dir & OrS Sec
106
2 May How to do a Staff Job 31 Dec. Use of Dianetics, Scientology,
(reissue of I I Apr. 196 1) see Vol. 0- 73 Applied Philosophy
Vol. 1-45, Vol. 2- 49
9 May International Council 231
24 May Changes in Basement Student Facilities 693 1965
29 MayHow to Handle Work
(reissue of HCOB 19 Aug. 1959) Vol. 0-122 circa'65 Org Board
Outline 33
24 June Review of Departments 694 21 Jan. Vital Data on Promotion
26 June Routing of Communication (revised 5 Apr. 1965)
Vol. 2- 4
(reissue of HCOB 25 Feb. 1958) 261 31 Jan. Dev-T (adds to 17 Nov.
1964) Vol. 0- 131
28 June Part Time Driving Post 695 7 Feb. Keeping Scientology
Working Vol. 0- 35
5 July Sales of Lifetime Memberships or Shares 543 (reissued 15 June
1970) Vol. 4-44, Vol. 5- 43
19 July Administrative Stable Data 8 Feb. Dev-T Analysis
Vol. 0- 134
(reissue of London Sec ED 4 May 1959) see-262 10 Feb. Ad and
Book Policies Vol. 2- 101
23 July Appointment 180 13 Feb. 1965 Saint Hill Objectives
108
26 July Continental Director Hat Write~up 298 13 Feb.
Politics Vol. 0- 29
30 July Current Planning Vol. 4-344 14 Feb. Safeguarding Technology
Vol. 0- 40
2 Aug. Public Project One Vol. 2- 93 (reissued 7 June 1967)
Vol. 4-49, Vol. 5- 48
14 Aug. Scientology Five-Press Policies 510 20 Feb. Appointments
and Programmes 109
21 Aug. Change of Organization Targets 22 Feb. HCO Area
Secretary, Saint Hill 112
Project 80-A Preview Vol. 2- 95 22 Feb. Executive Director Comm
Lines 558
2 Sept. Staff Chang" 696 22 Feb. Inspections Vol. 1-300
3 Sept. Status of Auckland 180 28 Feb. Deliver Vol. 2-50, Vol. 4- 51
10 Sept. The Credo of a Good and Skilled Manager I Mar. General Amnesty
573
(reissue of HCOB 22 Apr. 1959) 278 4 Mar. Technical and Policy
Distribution 638
1965 (~ o 1965 (cort.)
4 Mar. HCO Secretary WW Vol. 1- 46 2 Nov. For Fast Line See EDs and
5 Mar. Policy: Source of Vol. 0-336 Admin Orden Vol. 1-255
6 Mar. Amnesty Policy Vol. 1-369 2 Nov. Foundation Central Files Officer
13 Mar. The Structure of Organization and Addressin-
Charge Vol. 1-282, Vol. 2-392
What is Policy? Vol. 0-338 7 Nov. Autographed Copies of Books
13 Mar. The Comm Member System Vol. 1-204 by LRH Vol. 2-
204
13 Mar. The Comm Member System Vol. 1-206 12 Nov. Paint.
Odourless 704
22 Mar. Current Promotion and Org 18 Nov. Appointment of
Personnel Vol. 1-100
Programme Summary Vol. 3-128 20 Nov. The Promotional Actions
of an Org Vol. 0- 84
27 Mar. Confused Presentation Denies Service 26 Now
Financial Planning (excerpt) 452
(Exec Ltr) 643 26 Nov. Financial Planning Vol. 3- 48
29 Mar. Routing Despatch" Vol. 0-110 7 Dec. Tape CoIour Flash
Code Vol. 2-225
29 Mar. The Fast Flow System-"Shouts WHYof OIC" IS Dec.
Additions to "The Promotional Actions
-LRH Vol. 0-291, Vol. 1-326, Vol. 5- 78 of an
Organization" see Vol. 0- 90
31 Mar. Justice Policy Letters-Corrections 644 16 Dec. Organization of
the Int Exec Division-Statistics
I Apr. HCO Communicator has Programme of the International Executive
Division 36
Checking Hat 589 16 Dec. Copyright: U.S.A. Vol. 2-173
2 Apr. Administration Outside Scientology Vol. 1-372 21 Dec. LRH
Financial Relationships to Orgs 574
5 Apr. Legal and Promotion 489 27 Dec. LRH Communicator 598
5 Apr. Vital Data on Promotion
(revision of 21 Jan. 1965) Vol. 2- 4 1966
7 Apr. Amnesty-Cancelled Corn
Justice Comments Vol. 1-387 4 Jan. LRH Relationships to Orgs 576
14 Apr. "To LRH Daily Reports" 591 4 Jan. See EDs and HCO Exec Ltm
599
16 Apr. Handling the Public Individual Vol. 0- 78 4 Jan. Staff Meeting
see-582
17 Apr. Additional Mag Policy Vol. 2-135 9 Jan. OIC Section SH
Vol. 1-335
18 Apr. Contests and Prizes Vol. 0- 56 11 Jan. AdCouncil and AdComms
Orden, Issue of 451
22 Apr. Booklets, Handouts, Mailing Pieces 647 14 Jan. Homes,
Animals 705
23 Apr. Problems Vol. 0-293 14 Jan. Hiring Personmel-Line for see
Vol. 3- 57
26 Apr. See ED Issue 648 15 Jail. Office of the Treasurer Vol, 3-
59
27 Apr. HASI Ltd Shares 551 19 Jan. WW Division (excerpt) 38
29 Apr. Minnec, Distribution Changes 19 Jan. LRH Communicator
Orden 600
See ED Distribution 649 20 Jan.Division 7-International Executive
Division
29 Apr. Petition Vol. 0- 164, Vol. 1-393 Offices of the HCO
Exec See and
I May Organisation-The Design of Org Exec See Described 39
the Organisation Vol. 0-250, Vol. 1- 78 21 Jan. Exec Div-
Communicators (Exec See) (With
I May Order Board and Time data on AdCouncils) (modifies 20
Jan. '66) 41
Machine Vol. 0-296, Vol. 1-301 22 Jan. Division Seven 46
5 May Grounds 702 25 Jan. Distribution of Mimeo Issues 655
7 May Cancellation-Mimeo Distribution Changes 26 Jan. Int
Exec Div Relation to Saint Hill Org 46
(See Ed Distribution) 650 30 Jail. Minimum Personnel of an Org
186
8 May Cancellation of Assoned Directives 651 30 Jan. LRH
Communicator Area Reports to WW 600
8 May Flash Colours and 31 Jan. Compilations Section,
Department 2 1, Office
Designations Vol. 0-346, Vol. 1-252 of LRH (reissued 8 Aug,
1966) Vol. 2-113
11 May Ethics Officer Hat Vol. 1-406 1 Feb. Danger Conditions-
inspections by Executive
13 May Sale of Bulletins & Tapes Forbidden Vol. 2-224
Secretaries, How to do Them 305
16 May Indicators of Orgs Vol. 0- 169, Vol. 1-408 1 Feb.
Statistics, Actions to T9ke-Statistic Changes 417
18 May Canadian Mailings from Toronto Only 185 3 Feb. The
Legal Officer-Purpose (excerpt) 529
26 May Petitions 3 Feb. See ED Change in Issue and Use 656
(adds to 29 Apr. 1965) Vol. 0-165, Vol. 1-394 3 Feb.See EDs-
Definition and Purpose
26 May Courts of Ethics Vol. 1-567 Cron Divisional Orden 657
2 June Writing of an Ethics Order Vol. 1-413 3 Feb.Legal, Tax, Accountant
and Solicitor,
7 June New Org Board Design Vol. 1- 30 Mail and Legal Officer Vol. 1-
180, Vol. 3-202
7 June Entheta Letters and the Dead File, 6 Feb. How to
Increase and Expand an Organization 188
Handling of Vol. 1-415 8 Feb.Amendment to HCO Pol Ltr of 16 Dec.
1965
11 June The Foundation 206 "Organization of the Int Exec Division
12 June The Foundation-Forming the Foundation 209 Statistics of the
Int Exec Division" see- 38
ISJume Grounds Regulations-Staff and Students 702 13 Feb.See ED OK
(Continued)
I July Hats, The Reason for Vol. 0- 66 Pol Ltr Changes and Origins 659
3 July The Foundation Data 213 13 Fqb. Personnel Control Officer
Vol. ]- 96
10 July Lines and Terminals-Routing 652 14 Feb. Doctor Title Abolished
Vol. 2-119
12 July Correction to "To LRH Daily Reports" IS Feb. Attacks on
Scientology 490
HCO PL 14 April AD 15 596 18 Feb. Attacks on Scientology
(Continued) 491
19 July Policy, How to Handle People who 23 Feb.Appointments and
Quote Policy Vol. 0-301 Promotions Vol. 0-215, Vol. I - 101
22 July Home Addresses see- 9 28 Feb. Danger Condition Data-Why Orgs
Stay Small 308
22 July Dissemination Materials to Saint Hill Vol. 2-186 1
Mar.Executive Division Organization
2 Aug. Executive Division 34 and its Theory and Purpose 47
7 Aug. Suppressive Persons, I Mar. The Guardian 494
Main Characteristics of Vol. 1-428 3 Mar. Attacks on
Scientology-Sex & Organizations 313
12 Aug. Council and Adcomms 447 6 Mar.Rewards and Penalties-How to
Handle
13 Aug. Foundation-Basic Course Organization 214 Personnel and
Ethics Matters 419
16 An& Foundation-Basic Course Organization 6 Mar.
Statistic Graphs, How to Figure
-Correction (correction to 13 Aug, 1965) 216 the Scale
Vol. 1-338
20 Aug. Appointment of Xerox Officer Vol. 1-265 12 Mar. Board
Minutes 553
20 Aug. General Amnesty Vol. 1-431 13 Mar. Orders, Precedence of
30 Aug. Art (HCOB) Vol. 2-110 Personnel, Titles of Vol. 0-3S6
I Sept. Ethics Protection Vol. 0- 173, Vol. 1-433 13 Mar. Amnesty
Vol. 4-478
4 Sept. LRH Daily Reports Cancelled 596 15 Mar. Corporate Addren
552
8 Sept. Dist Div-Info Packet (See ED 88 SH) Vol. 6-143 17 Mar. LRH
Comm Log 603
9 Sept. Flowers, Care of 703 17 Mar. Promotion of Saint Hill
12 Sept. Foundation Course Change 217 Auditor Issue Frequency
Vol. 2-149
13 Sept. Foundation Course Hours 219 29 Apr. Policy Check outs and E-
Meter Vol. 5-252
13 Sept. Issue Authority Required for Mimeo 653 1 May Statistics of
Office of LRH 608
14 Sept. New Car Park 704 3 May Reserve Fund Vol. 3-169
14 Sept. Units and Bonuses for Org Exec Sees 7 May LRH Communicator, Issue
Authority of 660
and HCO Exec Sees Vol. 3-3 15 8 May LRH Communicator, No Other
Hats 609
16 Sept. Foundation 220 9 MayEstate Section reverts to Office of LRH
16 Sept. Weekly Secretarial Personnel Report 303 (adds to I Mar.
1966) 610
17 Sept. Executive Letter Unit 597 9 May Publication Copies to WW
Vol. 2-205
21 Sept. Corporate Namez-Group Names 551 11 May OIC and Time
Machine in Office of
24 Sept. Ads and Info Packets Vol. 6-144 HCO Exec See (adds to I
Mar. 1966) see- 55
30 Sept. Statistics for Divisions (excerpt) 448 4 June Board of
Investigation Vol. 1-569
5 Oct. Routing-Ad Comm Reports and Minutes 449 21 June Appointments-
LRH Comm & Executive
I I Oct. Press Relations (reissue of 25 May 1964) 515 Secretary &
Asst Guardian & Others Vol. 1- 118
12 Oct. Advisory Committees 450 1 July Information concerning the WW Time
Machine 56
13 Oct. Dev-T Dam-Executive Responsibility Vol. 0-136 12 July
Legal Aspects of Success Material
14 Oct. College of Scientology 552 Publications Vol. 2-121,
Vol. 6-139
26 Oct. Low Statistics Vol. 1-145 18 July Office of LRH (modifies I Mar.
1966) 61!
29 Oct. EthicsAuthority Section-Offics of LRH 054 21 July
Proportional Pay Plan 1966 Vol. 3-318
709
1
1966 (.at.) 1967 (eonn)
25 July Allocation of Quarters-Arrangement of Desks I I Aug.
Organisation-Defunition of 199
and Equipment (adds to 22 Oct. 1962) 669 11 Aug.OT Central
Committee
27 July Moving 670 (cancels 10 Nov. 1966 & 7 Dec. 1966) 236
2 Aug. Graph Change-Ad Council 15 Aug.Important Executive Action
Statistic Vol. 1-342, Vol. 3- 25 (amends 5 May 1967) 360
8 Aug. Compilations Section, Department 21, Office 5 Aug.Discipline-
SPs&Admin-How StatisticsCrash 428
of LRH inelastic of 31 Jan. 1966) Vol. 2-113 ~9 Aug. The Supreme Test
(HCOB) 362
9 Au& Use of Tel" Machine Vol. 1-228 1 Sept. WW Emergency Condition
10 Aug. SECEDs, Executive Director & Guardian (ED 473 WIN
842 SH) 60
(amends 7 May 1965) 661 6 Sept. WIN Division Reorganization
63
11 Aug. Lamps and Security 220 8 Sept. Continental Liaison Officers at
WIN 65
15 Aug. Ethics Orden Vol. 1-448 8 Sept. Statistics and Org Bd Copies
Vol. 1-347
15 Aug. Information Packets Vol. 2-122, Vol. 6-145 12 Sept. Post,
Handling of Vol. 0- 74
24 Aug. Foundation Lines (note by LRH) 221 21 Sept. Alert Council see- 66
1 Sept.R Founder (revised 8 May 1973) 579 2 Sept. International Officers
at WW-Alert Council
6 Sept. Renaming of SECEDs (ED I Int) Vol. 0-361 (amended &
reissued 23 Oct. 1967) 66
27 Sept. OIC Report Form Vol. 1-343 2) Sept. International
OffiesnatWIll-AlertCouncil
30 Sept. OT Regulations 232 (amended& reissued 10 Jan. 1969)
see- 66
2 Oct. Public Promotion 516 21 Sept. International Officers at WW-
Alert Council
I I Oct. Legal, Tax, Accountant and Solicitor Mail
(amended & reissued 5 June 1969) see- 66
Incoming and Out-going 21 Sept. International Offlixn,s at WW-
Alert Council
(amends 3 Feb. 1966) Vol. 1-181, Vol. 3-203 (amended &
reissued 23 Sept. 1969) 67
12 Oct. OICGraphs-Clearing&OTCourse-Div IV Stars 21 Sept.
WW Income Outgo 68
LRH Comm Statistic Vol. 1-344, Vol. 4- 9 21 Sept.Worldwide and
Saint Hill Functions Redefined 68
13 Oct. HAS Course Vol. 6-207 21 Sept. Office of Treasurer WW Soo
20 Oct. Admin Know-How - Executive and Governing 26 Sept.
Guardian and LRH Comm Division of Duties 617
Body Errors and Answers 314 1 Oct. Admin Know-How - Uses of
Orgs 363
20 Oct. Signatures of Pol Ltrs 661 4 Oct. Org Exec See and
21 Oct. Six Department System 192 Distribution Vol. 1-468, Vol. 6-
89
21 Oct. City Office System 195 6 Oct. HCO Exec See Condition
Vol. 1-468
21 Oct. City Office 197 12 Oct. Charges Vol. 3- 88
21 Oct. Evening Foundations 221 16 Oct. AKH 16 - Suppressives, and the
Administrator
31 Oct. Admin Know-How 11 - Actions, Executive, How to Detect
SPs as an Administrator 364
for Handling Disastrous Occurrences 317 18 Oct.WW-How to Comm to
WW
31 Oct. Admin Know-How - Job Endangerment Chits
Continental Liaison Officers 69
(amended & reissued 5 Mar. 1968) 320 18 Oct. Policy and HCOB
Alterations
31 Oct. Boards of Investigation High Crime Vol. 1-471
(adds to 4 June 1966) Vol. 1-570 18 Oct. Academy Checksheets
I Nov. World Wide Organisation 57 Supervisor Conditions
Vol. 4-201
1 Nov. Advisory Council 453 19 Oct. WW 7 Divisions 71
2 Nov. Ad Council Appointments 459 19 Oct.#2 in Exec See Hats Folder
3 Nov. Admin Know-How - Leadership 322 HCO Exec See Duties-Org
Exec See Duties 366
6 Nov. Admin Know-How 20 Oct. AKH - Conditions, How to
Assign 430
Statistic Interpretative-Statistic Analysis 422 23 Oct.
International Officers at WW-Alert Council
6 Nov. Statistic interpretation (amended reissue of 21
Sept. 1967) sise- 66
Estate Statistic Vol. 1-305 26 Oct. The Public Divisions Vol. 0-
252, Vol. 6- 7
10 Nov. OT Personnel 233 14 Nov. Dissent Division WW 72
IONOY. AKH -Good vs Bad Management 324 23 Nov. Financial Lines and
Legal Lines 529
I I Nov. Staff Responsibility for the Organization 23 Nov.
Public Attacks-Legal Point 530
as a Whole 425
14 Nov. How to Submit a Proposed 1968
Policy Letter see Vol. 0-364
16 Nov. Admin Know-How 5 Jan. Dev-T Series, Part of
Executive Facilities-Facility Differential 326 Overfilled In
Basket-Bad News Vol. 0-137
16 Nov. Saint Hill Cleaning 705 5 Jan. Conditions Orders-Executive
Ethics Vol. 0- 194
17 Nov. Admin Know-How - Intervention 331 14 Jan. Legal Section
531
17 Nov. Exec Sees & Ad Council 464 21 Jan. Chartered Accountants
Vol. 3-353
21 Nov. Ideas and Compilations Branch WW (amends 28 Jan. OT WW
Liaison Unit-OT Cen Comm 237
8 Aug. 1966 & 18 July 1966) Vol. 2-124 6 Feb. Organization-The
Flaw
4 Dec. AKH - Expansion-Theory of Policy 334 Vol. 0-292,
Vol. 1-327, Vol. 5- 79
7 Dec. Office of LRH-OT Activities 235 8 Feb. AKH 18 - Statistic
Rationalization 433
7 Dec. Magazines Permitted All Criss Vol. 2-139 8 Feb. Sea Org
Zones of Planning Vol. 0-255
12 Dec. New Org Board Design (2) 22 Feb. Ethics and Admin-
Slow, Admin 368
(supplements 7 June 1965) Vol. 1- 81 25 Feb. Legal Statistic
531
15 Dec. Financial Planning Vol. 3- 61 5 Mar. Admin Know-How -
Job Endangerment Chits
16 Dec. Office of LRH-LRH Personal Office (amendment &
missue of 31 Oct. 1966) 320
Organization (modifies 18 July 1966) 613 8 Mar. Checksheets
Vol. 4-202
21 Dec. Advisory Council (cancels I Nov. '66 11, 2 Nov. 13 Mar. Statistics
Vol. 5- 75
'66 & 17 Nov. '66; modifies I Nov. '66 1) 466 16 Mar. Post
Changes Vol. 1-146
21 Dec. Executive Council 469 17 Mar. Boom Formula Vol. 6-
151
21 Dec. Office of LRH Supplies 580 19 Mar. Service (amended
reissue of
24 Dec. Admin Know-How - How to Programme an 29 Oct. 1959)
Vol. 0-281
Org-Saint Hill Programmes 339 28 Mar. Essence of Financial
Planning
24 Dec. Admin Know-How - How to Programme an (Flog Order
588, ED 1006 Int) 471
Org - Corrections and Addition 24 Apr. Exec Council
Europe 74
Sequence of Programmes Correction 344 28 Apr. Org Exec See and
Distribution
26 Dec. AKH - PTS Sections, Personnel and Execs 346 (amends
4 Oct. 1967) 74
28 Apr. Standard Executive Actions 369
1967 4 May Handling Situations 370
9 May Sea Organization Personnel 199
12 Feb. AKH - The Responsibilities of Leaders 349 9 May
Executive Directive from
22 Feb. Office of LRH-LRH Personal Office L. Ron
Hubbard Vol. 0-363
Organization (cancels 18 July 1966 & 10 May LRH Comms-
Functions 618
16 Dec. 1966; modifies I Mar. 1966) 614 13 May Race
Relations Bill 532
22 Feb. LRH Property, Building and Plans Branch 616 15 May
Reserve Fund (reissue & amendment
3 Mar. Training Quality to 3 May 1966) Vol. 3-175
(reissue of 2 Nov. 1961) Vol. 4-134, Vol. 5-129 22 May LRH Comm
Promotional Action Vol. 0- 90
22 Mar. Personnel Requirement 359 22 MayHiring Personnel-Line for
22 Mar. AKH - Alter-is and Degraded Beings (HCOB) 361 (amends 14
Jan. 1966) Vol. 1-85, Vol. 3- 57
5 May Important Executive Action see-360 22 May Amendment to HCO
Pot Ltr 20 Nov. 1965
7 June Safeguarding Technology (reissue of "Prom Actions"-LRH Comm
see Vol. 0- 90
14 Feb. '65) Vol. 0-40, Vol. 4-49, Vol. 5- 48 23 May WW and
SH Recombined 75
7 June Responsibility Again (reissue of 24 May Immigration
Tip 112
17 Jan. 1962) Vol. 4-546, Vol. 5-357 30 May Admin Know-
How No. 20 - Administration 369
21 June A Message to the Executive Secretaries and 31 May
LRH Comm Log (modifies 17 Mar. 1966) 619
All Org Staff-QualitY Counts (reissue of 29 June Enrollment in
Suppressive
26 May 1961) Vol. 0-45, Vol. 4- 25 Groups Vol. 1-484,
Vol. 2-284
25 June Scientology Orgs I July Warning Signs (LRH ED 10 Int
reissued
Tax and Balance Sheets Vol. 3- 63 a, HCO P/L 21 Mar. 1970)
see-390
24 July Fixed Public Consumption of Product 426 2 July WW Tech-
Admin Ratio Clarification 621
710
1968 (c.m.) 1970 (.at.)
2 July Office of LRH WW Reorganization 29 Jan. Existing Full
Time LRH Comm
(amends 22 Feb. 1967 & 6 Sept. 1967) 622 Assignments
we Vol. 1- 109
10 Aug. Legal and Dissemination 533 5 Feb. Statistics, Management by
436
5 Sept. Vital Org Activities Vol. 6- 92 9 Feb. Statistical Judgment 437
15 Sept. Sea Org Vol. 1-487 12 Feb. ECWW, Primary Duties of 78
26 Sept. LRH Communicator (LRH ED 22 Int) 622 12 Feb.LRH Comm and HCO
ES Responsibility
30 Sept. Executives-Training and Case Level Vol. 1- 119
for Lines 620
4 Oct. Allowed Technical Services 200 28 Feb. Field Auditors
(modifies 23 Nov. 1969
4 Oct. Ethics Presence 371 & LRH ED 43 Int) see-204
25 Oct. Admin Know-How 434 3 Mar. How to Write an Ed or Order
386
26 Oct. Exec Councils and Financial Planning 21 Mar. Warning
Signs 390
(LRH ED 32 Intl 471 8 Apr. Legal-Incorporation of Missions
26 Oct. Executive Council (amends 21 Dec. '66 1 & 11) 472 in the U.S.
Modified Vol. 6-293
28 Oct. Press Releases 516 9 Apr. Conference Hats 473
5 Nov. Planning Space 670 10 Apr. Conference Planning Officer 474
18 Nov. GuardiaWs Orden 51)0 1 1 Apr. Third Dynamic Tech Mgmt. Series-
I
21 Nov. Senior Policy Vol. 0-277, Vol. 4-92, Vol. 5- 49 2 Apr.The "Magic"
of Good Management
30 Nov, OT Central Committee 237 (reissue of 27 Dec. 1963) see-299
2 Dec. Examinations Vol. 5-135 8 May AKH 24 - Distraction and Noise
388
8 Dec. Assistant Guardian for Finance 501 20 May Guardian Public
Relationships 525
20 MayThe Ideal Org (LRH ED 102 Int) Mgmt.
Series- 27
1969 15 June Keeping Scientology Working (reissue of
7 Feb. '65) Vol. 0-35, Vol. 4-44, Vol. 5- 43
5 Jan. Staff Status Two 503 7 June Conference Actions (Flag Order
2478) 475
10 Jan. International Officers at WW-Alert Council
(amended missue of 21 Sept. 1967) we- 66 20 July Cases and Monte
of Staff Vol. 5-234
21 Jan. Controller 503 13 Aug. The Mining Ingredient (PR Series 2)
Vol. 6-396
26 Jan. Compliance Reports 623 11 Aug. Wrong Publics (PR Seri" 3)
Vol. 6-399
31 Jan. PRO-Broadshects 517 16 Aug. Statistic Mismanagement 438
3 Feb. Public image 521 2 Sept. Fust Policy 1
3 Feb. Legal-Standard Waiver Vol. 1-582 23 Sept. Quarters, Policy
Regarding- Historical 671
5 Feb. PRO Actions 523 24 Sept. Issues-Types of 664
12 Feb. Religion Vol. 5-288, Vol. 6-119 3 Oct. Stat
Interpretation 440
15 Feb. Ron's Joumal'68-Relevant HCOB& & 12 Oct. HES and OES
Additional
Pol Ltrs for Public Reference 662 Statistics 1970 Year
Book
7 Mar. Organisation Vol 0-287 2 1 Oct. Saint Hill Foundations 222
16 Mar. Closing or Combining Orgs (LRH ED 7 Intj 472 2 Nov,
Organizational Health Chart
31 Mar. OIC Report Form Vol. 1-354 (reissue of 3 Aug. 19S6)
7 Apr. Org Reduction or Eradication Vol. 1-493 (corrected &
reissued 7 Nov. 1970) see- 114
14 Apr. Bulletin and Policy Letter Distribution 2 Nov.
The Theory of Scientology Organizations
(2 July 1964 revised, (reissue of HCOB 21 Sept. 1958 &
cancels 25 Jan. 1966) Vol. 0-365, Vol. 1-260 P/L 22 Oct.
1962) (corrected & reissued
20 Apr. CLO Council WW 77 7 Nov. 1970) Mgmt. Series- 187
20 Apr. Board of Review 238 4 Nov. Executives of Scientology
Organizations
20 Apr. Dumbness Voj. 10-495 (reissue of HCOB 27 Aug. 1958)
263
20 Nov. Committee Meetings
30 Apr. Orders and Responsibility VC, 298 (excerpt LRH Flag
OODs) 452
13 May Raise Your Gross Income! 372
13 May How to Submit a Proposed Policy Letter
(14 Nov. 1966 revised) Vol. 0-364 1971
23 May Parent or Guardian Assent Forms Vol. 2-289 irca'71 Org
Board Outline 33
5 June International Officers at WW-Alert Council c
(amended reissue of 21 Sept. 1967) see- 66 Jan.
Financial Planning (LRH quote) 452
13 June Summary of Policy on Executive Directives, I I Feb.Policy Knowledge
Function
Admin & Advice Ltrs, and Exec Ltrs Vol 1-263 (cancels 26 Sept.
1967) 625
16 June Board of Appeal , 239 25 Mar. Guardian Office, 506
10 July Org Personnel Recruitment Vol. 1- 88 28 Mar. Debug (excerpt
LRH Flag OODs) 404
20 Aug. Programming 5 Apr. Service (excerpt LRH Flag OODs)
382
(reissue of HCOB 12 Sept. 1959) see-284 5 May Reading Statistics
443
1 Sept. Counter-Espionage 504 27 May Service 391
7 Sept. Allowed Technical Services ~01 28 May Service and Work
Load 392
14 Sept. AKH 22 - The Key Ingredients 374 22 July AKH 25 - CLOs
OTLs and Flag 394
20 Sept. Stability Vol. 0- 4 28 July Admin Know-How No. 26
23 Sept. International Officers at WW-Alert Council
(cancels 19 Dec. 1969) 400
(amended reissue of 21 Sept. 1967) 67 19 Aug. Programs, Use
of-How to Save Useless Work 403
27 Sept. Appeal 240 31 Aug, The EC Network Disbanded 82
30 Sept. Orders of the Day Vol' 0-118 31 Aug. EC Network (Additional)
84
4 Oct. Organizational Enturbulence Vol. 0- 5 25 Oct, Comm Routing-
How to Tie Up a Whole
7 Oct. Fundamentals of Administration No. 2 379 Org and Produce
Nothing 405
10 Oct. Downstat Causes 435 29 Oct The Executive (Executive
Series 1) 2
16 Oct. Finance Course-Vital Action Vol. 3- 25
23 Oct. Programming 1972
(reissue of HCOB 12 Sept. 1959) 284
27 Oct. Admin Know-How No. 23 - Dee T 381 26 Jan. AKH 29 - Not
Dones, Half Dones & Backlogs 407
28 Oct. LRH Comm Hat 625 8 Feb.Targeting of Divisional Statistics
and Quotas
4 Nov. Compliance vs Discussion Vol. 0-302 F (Executive Series 7)
Mgmt. Series-304
10 Nov. Gross Promotional Errous 383 25 eb. AOSH Fact Services (Base
Order) 224
18 Nov. The Role of the Central Org (LRH ED 34 Int) 202 26 Feb. The
Executive Division (excerpt) 1
18 Nov. Dianetics-Right to Audit Vol. 5-201 9 Apr. Correct
Danger Condition Handling
18 Nov. Dianefics-Right to Teach Vol. 5-202 (cancels 7 Feb.
1970) 409
23 Nov. Allowed Technical Services 14 Apr. Hatting 412
(7 Sept. 1969 amended) 203 3 may Ethics and Executives
23 Nov. Individuals vs Groups Vol. 6-114 (Executive Series 12) Mgmt.
Series-317
29 Nov. Org Services (LRH ED 43 Int) 204 7 July Foundation Org Command
Lines 223
Aug.
3 Dec. Issue Authority for Translations of Dianetics 1 1
Foundation and Day Orgs Separate 225
and Scientology Materials 663 1 AugR Foundation Income (revised 4
Sept 1972) 227
7 Dec. Board of Appeal Deputy Members 241 11 Aug. Form of Org (excerpt
LRH Flag OODs) 228
15 Dec. Clan of Orgs (cancels 6 Feb. 1966) 205 12 Aug. Form of Org
(excerpt LRH Flag OODs) 228
15 Dec. Orders, Query of . Vol' 0-299 12 Aug. Bill and Drill (excerpt LRH
Flag OODs) 404
18 Dec. Organizational Health Chart (HCOB reissue 4 Sept.Foundation Income
(revision of I I Aug. '72) 227
of 3 Aug. 1956 & 9 Sept. 1959) see-] 14
19 Dec. Executive Duties (cancels P/L 19 July 1963 1973
& London See ED 4 May 1959) 384 2 Mar.Issue Authority Lines &
Procedures
1970 (modifies 22 Apr. 1965) 666
Divisional Officers Conference and Aides (revised 20 June 1973)
667
24 Jan. 2 Mar.R Issue Authority-Other Products
Conference (excerpt LRH Flag OODs) 474 8 May Founder (I Sept
1966 revised) 579
26 Jan. OTL Last Court of Appeal 241 20 June Issue Authority-
Other Products
27 Jan. Tech: Admin Ratio and LRH Comm (revision of 2
Mar. 1973) 667
Assignment-Central and Area Orgs (cancels I Sept. Admin
Know-How No. 30 413
28 Oct. 1969; modifies 8 May 1966) Vol. I - 108 15 Oct. AKH 31 -
Administrative Skill 416
711